The Impact of Leadership Style and Organizational Culture on Job Satisfaction in Human Resource Development

Abstract

This study aims to analyze the influence of organizational culture and leadership style on job satisfaction in the context of human resource development in Surabaya. Using a quantitative approach with an explanatory survey design, the study involved 30 respondents from various industrial sectors in Surabaya who were selected through purposive sampling techniques. The research instrument used the Organizational Culture Inventory (OCI), Multifactor Leadership Questionnaire (MLQ), and Job Descriptive Index (JDI) with Cronbach's Alpha reliability of 0.923, 0.897, and 0.934, respectively. Multiple linear regression analysis showed that organizational culture and leadership style had a significant effect on job satisfaction with an R² value of 0.563 (p<0.001). Organizational culture had a greater influence (β=0.428, p<0.01) than leadership style (β=0.321, p<0.01). Hierarchy culture dominates organizational culture (mean=4.02), while transformational leadership is the most dominant leadership style (mean=3.97). The co-workers dimension (mean=3.91) showed the highest level of satisfaction, while promotion (mean=3.38) showed the lowest satisfaction. The findings indicate the importance of integrating organizational culture development with leadership development programs to optimize employee job satisfaction as the foundation for sustainable human resource development.