This research aims to analyze direct effect of transformational leadership, self efficacy and self learning toward lecturers Job performance at STAIN Curup. This research is newest research by using research model about lecturer's performance which was surveyed from the effect of transformational leadership (indicators: effectiveness, productivity and usefulness), self efficacy factors (indicators: mobilize motivation, cognitive resource, job difficulty level and attitude selection), and self learning (indicators: self assesment, self improvment and self reinforcement). This research used quantitative approach with survey method and path analysis technique. Population was 96 civil servant lecturers. Findings of the research showed that there is a positive effect of transformational leadership toward lecturer's job performance with value of 0.2390, positive effect self efficacy and lecturers job performance with value of 0.3040 and positive effect of self-learning torward lecturers job performance with value of 0.2720, there is also dirrect effect of transformational leadership toward self learning with value of 0.2740, self efficacy toward self learning with value of 0.4920, and transformational leadership toward self efficacy with value of 0.2670.
Lecturer is one of the essential components in educational system at higher education which required professional, good pervormance, integrity and high dedication toward their profession. In principally, lecturers belong to quite high potency to be creative in improving their performance. Nevertheless, their potency to improve job performace is not always well developed and smootly caused by several factors come up either from their inside or outside. This is as stated in regulations number 12 year of 2012 that lecturer is professional educator and scientist with major duty: develop, disseminate science and transform science and technology under education, research, and community services, should be able to implement the performace properly and correctly by
State College of Islamic Stuides (STAIN) Curup is the only one of Islamic Higher Education in Rejang Lebong Regency of Bengkulu Province. Challenges faced this Islamic State Higher Education of Curup is quite hard and graduate quality expected is quite high. Therefore, It needs solutions which enable STAIN Curup to capable of overcoming the problems. Hence, whole challenges and potency owned STAIN Curup undertakes step strategically with focus on leadership, good lecturers performance, good climate and cultural organization ,effective human resources as well as strong motivation of achievement as implementation to formulate focus, way, and complete substance in education field. Fundamental problem of STAIN Curup is its low job performance quality, quality of higher education and leader as well as lecturers quality as determinant factors of the problem. For these reasons, it needs to study deeply because by doing this research expected to find, reveal factual and empirical information which able to explain the problems of management process at higher education related to lecturer job performance.Gibson et al. (
This research aims to analyze dirrect effect of transformational leadership toward job performance, dirrect effect of self efficacy toward job performance, dirrect effect of transformational leadership toward self learning, the effect of self efficacy toward self learning and dirrect effect of transformational leadership toward self efficacy of lecturers at STAIN Curup.
Job performance
Colquitt, LaPine and Welson (2011: 32) define job performance is formally defined as the value of the set of employee behavior that contribute, either positively or negatively, to organizational goal accomplishment. However, the reach the aims is quite hard, even there are many civil servant with lower job performance inspite of alraedy having training and resources on it to improve ability and motivate their job performance. Ivancevich, Konopaske dan Matteson (2014: 172) said that job performance is a set of employee work related behaviors designed to accomplish organizational goals
The excerpt of concepts above can be synthesized that job performance is job demonstration of someone to finishhis task and responsibility based on ability and skills with indicators to asses job performance is effectiveness, productuvity and usefulness
Transformational Leadership
Gary Yukl (2001: 264) defines transformational leadership were defined in terms of the component behavior used to influence follower and the effects of the leader on followers. A line with this, Mc.Shane dan Glinov (2015: 244) determines transformational leadership is a leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision. Furthermore, Colquitt et al
From the explanation of concepts above can be synthesized that transformational leadership is attitude of leader in influencing his subordinates in running their task in order belong to desire for warking as effort to gain organization aims with indicators used to asses job performance is idealism effect (give example and have capacity to manage organzation change to followers), intelectual stimulation (mobilize innovation and creativity), inspirational motivation (carry on empowerment and inspire subordinates) and individual consideration (individual consideration become supervisor and trainer for subordinates by doing mentoring).
Self Efficacy
Theory of self efficacy formerly carried out by psychologists from Stanford University, they were Albert Bandura.Gibson, Donnely, Ivancevich and Konopaske (2011: 160) who states that self-efficacy is belief that one can perform adequately in a situation. Has three dimensions magnitude, strength and generality. Robert Kreitner and Angelo Kinicky (2010, 207) defines self-efficacy is a person belief about his or her chance of successfully accomplish in specific task. A line with this, Fred (2010: 202) points out that self-efficacy is state like and therefore is aimed at specific tasks and open to training and development. Jennifer M. George and Gareth R Jones (
Self Learning
Shani (2009:29) defines that self learning is related to self motivation, self awareness, and self control. It presupposes that the learners are interested in learning. Further, knowing yourself and having the ability for planning and a sense of commitment seem critical. A line with this, Daft (2015: 458) states that self learning is an individual’s personality is the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment. Independent phenomenon in learning (self learning) explaned in many literatures by using label or concept of independent learning . Sharon Zumbrun, Joseph and Elizabeth (2011: 4) point out that self regulated learning is a process that assists students in managing their thoughts, behaviors and emotions in order to successfully navigate their learning experiences. This process occurs when a students purposefully actions and processes are directed towards the acquisition of information or skills. Further, Woolfolk difines that environmental events, personal factors, and behaviors are seen as interacting in the process of learning. Personal factor (beliefs, expectations, attitudes, and knowledge), the physical and social environment (resources, consequences of actions, choices, and verbal statements) all influence and are influenced by each other. Woolfok states that a teacher should have self learning in order anable to learn lifetime to improve himself. Self learning has skill combination learning academic and self restoration that makes the learner feels easier and motivated. Self learning transform whatever mental abilities becomes skills and strategies. The concept of self learning integrates many things which has been known about effective learning and motivation. A lecturer motivate his inside needs knowledge, task, strategies to learn and contexts of learning will be applied. For knowing self learning, a lecturer makes self assesment, namely doing observation to his attitudes. This is alike with making self assesment or self reflection. Self reflection will grow self learning, one of them is new ideas of something happened to be a lesson. A lecturer in improving self learning is under motivate himself to be the best one. Based on conceptual description above, it can be synthesized that self learning is individual effort done sistematically for focusing mind, feeling and attitude to gain learning aim applied to himself by making improvements consciously and planned even motivate himself to progress becomes better by maintaining supporting ways to improve optimally. This is assesed based on indicators: self assesment, self improvement and self reivorcement).
The Effect of Transformational Leadership toward Job Performance
Transformational leaders can motivate their subordinates by making civil servant more conscious about the important of job performance. This action enables to mobilize them in exceeding their self interest for organization. In accordance with Jason A. Colquitt, Jeffrey A. Lepine, Michael J. Wesson (2011: 483) maintain that transformational leadership has a moderate positive effect on performance. Employee with transformational leaders tends to have higher levels of task performance. They are also more likely to engage in Citizenship Behavior. Less is known about the effective of transformational leadership on counterproductive behavior. Christopher Achua and Lussier (2011: 304) stated that transformational leadership describes processes of positive influence that changes and transforms individuals, organizations, and communities. Research studies have consistently revealed that transformational leadership is positively related to individual, group, and organizational performance. Based on explanation above, it can be comprehended that transformational leader is very affected toward job performance of subordinates in order to do something more than standard, even something impossible to think of.
The Effect of Self Efficacy toward Job Performance
Self efficacy is active constructive where a lecturer distinguish his learning aim and try to monitoring, arranging and controling cognition, motivation, and his attitude in order deal with the aim and contextual condition from his environment. Self efficacy is positive manner belonged someone that makes him possible or enable himself to improve perception or positive assesment either to himself or his environment as well as situation he faces. Someone has high self efficacy besed on some aspects with him such as competency, convinced, able, and assure that he does something of his experience, actual potency, achievement, and realistic expectation with himself. This is line with Robert Kreitner and Angelo Kinicki who point out, “In fact, a meta analysis encompassing 21,616 subjects found a significant positive correlation between self efficacy and job performance”. Further, Fred Luthans (
The Effect of Self Learning toward Job Performance
Self learning is very importantbelonged individualin learning process. Someone with self learning will tend to have a good achievement. This is proved when a lecturer able to distinguish higher academic aim for himself, learn more efective and has achievement at his environment learning, namely Campus. In accordance with Colquitt, LePine and Wesson (2011: 263) state that learning has moderate positive effect on performance. Employees who gain more knowledge and skill tend to have higher levels of Task Performance. Not much is known about the impact of learning on Citizenship Behaviorr and Counterproductive Behavior.
The Effect of Transformational Leadeship toward Self Learning
Said Achua and Lussier explains that: “A number of study have found that transformational leadership have a strong significant influence on organizational learning. Self learning does not change mental ability, but ability of academic skill. Learning viewed as activity done by lecturer for himself by the way of pro active and not event that happens as reaction of teaching. Self learning refers to self idea, feeling and attitude which orientateds to aim and process used inner to activate, defend idea, attitude, and emotion to gain aim.
The Effect of Transformational Leadership toward Self Learning
The use effectively of transformational leadership, charisma and authority by leaders is a good way to inspire and motivate their followers to put in trust and obey them. Success leader is a leader who able to be inspirator and motivator for their followers, so that followers have ability to improve themselves by learning, particularly learing indepedently. A line with this, Achua and Lussier (2010: 305) point out that a number of study have found that transformational leadership have a strong significant influence on organizational learning. From this explanation, it can be predicted that transformational leadership effect directly positive toward self learning.
The Effect of Self Efficacy toward Self Learning
Self afficacy is necessary belonged individual in learning process. Someone with self efficacy will tend to have a good achievement. This is empowered when a teacher has self efficacy will be able to distinguish higher academic aim for himself, work more effectively and get echievement at his learning environment. Dale Scunk
The Effect of Transformational Leadership toward Self Efficacy
Transformational leader has responsibility toward activity done by his subordinates. Leader existance expected able to effect his employee to have self efficacy in running their task.Robbins and Judge (2015: 381, 384) point out that individual-focused transformational leadership is behavior that empower individual followers to develop, change their abilities, and increase self efficacy. Team focused transformational leadership emphasizes group goals, shares values and beliefs and united efforts. Further, it is said that transformational leaders are able to increase followers self efficacy, giving the group a can do spirit. Meanwhile, Gary Yukl defines transformational leadership behavior such as inspirational motivation (e.g. optimistic visioning) and individualized consideration (e.g. coaching) may increase the self efficacy of individual subordinates (
This research used quantitative approach with survey method and path analysis technique. The research conducted at Curup City of Rejang Lebong Regency of Bengkulu Province, with analysis unit was lecturers of STAIN Curup. The number of sample taken was 96. Research started from preparing proposal up to research conducted in September 2016 until August 2017. Data collection started from March 2017 until August 2017. Variable of analysis path consisted of exogenous and endogenous variable with research constellation as follows:
Notes:
X1 = Transformational Leadership
X2 = Self Efficacy
X3 = Self Learning
Y = Lecturers Job Performance
Validity and Reliability
In pilot instrumets took 30 respondents. Validation test of research instrument used Pearson Product Moment Correlation. Validation test of job performance used computer software, Microsoft Excel. Validity of question item stated valid if the value of r calculation ≥ r table. The value of r table for n = 30, α = 0,05
Validity and Reliability Test Result
Variable | Valid Questions | Invalid Questions | Alpha |
Assumption of Reliability |
Job Performance | 28 | 12 | 0,975 | High |
Transformational Leadership | 39 | 1 | 0,974 | High |
Self Efficacy | 27 | 13 | 0,952 | High |
Self Learning | 30 | 10 | 0,956 | High |
Based on description of table 1, it can be seen that all variables have value of Cronbach alpha> r table, it is said reliable.
Linierity and Significant Regression Test
Linearity test and significant regresive test used SPSS software constants and regresive coeficient linearity obtained from column B in coeffiient table and possitive effects can be seen by anova table in column F where Fcalculation > Ftable and value of sgnificant p-value value < 0,05.
Linierity Test and Regeression Significant Test Result
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Y atas X1 | Ŷ = 70,790 +0,113 X1 | 5,694** | 3,942 | 1,376ns | 1,656 | very significant/ regresi linier |
Y atas X2 | Ŷ = 56,119 + 0,276 X2 | 9,555** | 3,942 | 1,107 ns | 1,627 | very/ regresi linier |
Y atas X3 | Ŷ = 58,213 + 0,256 X3 | 7,483** | 3,942 | 1,613ns | 1,617 | very signivicant/ regresi linier |
X3 atas X1 | X̂3 = 79,434 + 0,138 X1 | 7,651** | 3,942 | 0,750 ns | 1,656 | very significant/ regresi linier |
X3 atas X2 | X̂3 = 48,591 + 0,474 X2 | 30,028** | 3,942 | 1,388ns | 1,627 | very significant/ regresi linier |
X2 atas X1 | X̂2 = 80,102 +0,139 X1 | 7,230** | 3,942 | 0,896ns | 1,656 | Very significant/ regresi linier |
Matrix of simple coefficient correlation amongs variables
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1,0000 | 0,2670 | 0,2740 | 0,2390 | |
0,2670 | 1,0000 | 0,4920 | 0,3040 | |
0,2740 | 0,4920 | 1,0000 | 0,2720 | |
0,2390 | 0,3040 | 0,2720 | 1,0000 |
From table 3 can be seen that correlation between transformational leadership and self efficacy in amount of 0,2670Correlation between transformational leadership and self learning in amount of 0,2740 Correlation between transformational leadership and lecturers job performance in amount of 0,2390 Correlation between self efficacy and self learning in amount of 0,4920 Correlation between self efficacy and lecturers job performance in amount of 0,3040 Correlation between self learning and lecturers job performance in amount of 0,2720
Coefficient Path on Sub-strucure 1 | |||||
Coefficientsa | |||||
Model | Unstandardized Coefficients | Standardized Coefficients | t | Sig. | |
B | Std. Error | Beta | |||
1 | (Constant) | 44.615 | 8.493 | 5.253 | .000 |
Transformational Leadership | .077 | .046 | .154 | 1.666 | .039 |
Self Efficacy | .435 | .089 | .451 | 4.885 | .000 |
Form visualization and coefficient value in the path shows as figure bellows:
On sub-structure 2 consists of 4 variables, they are variable of lecturers job performance (Y) as endogenous variable and exogenous variable is self learning (X3), self efficacy (X2) and transformational leadership (X1). Therefore, there are three path coefficients which can be known on sub-structure 3, namely path coefficient Y above X1 which notationed with ρ41
Furthermore, form of that effect pathbringsequation of predictive structurewith formula: Ŷ= ρ41X1+ρ42X2+ρ43X3+ρ4Ɛ. The result of calculation by matrix the value of path coefficient ρ41 = 0,150, ρ42= 0,198andρ43= 0,133.Therefore,equation of predictive structurebecomeŶ = 0,1501X1 + 0,198X2+ 0,133X3+ ρ4Ɛ. It is linear with using SPSS 16.0 which can be seen on table 5 bellows:
Coefficient Path on Sub-strucure 2
Model | Unstandardized Coefficients | Standardized Coefficients | t | Sig. | ||
B | Std. Error | Beta | ||||
1 | ( |
46.384 | 9.960 | 4.657 | .000 | |
Transformational Leadership | .071 | .048 |
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Self Efficacy | .180 | .103 |
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Self Learning | .125 | .107 |
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a. Dependent Variable: Job Performance Lecturer |
Visualization of form and coefficient value on path shows in figure as belows:
Based on the result of equation path analysis on sub-structure 1, 2 and 3 got path coefficient values which shows causal relation in structure model analized.
Coefficient values on figure above can be concluded that all path significant proven that is Y above X1 (ρ41), Y above X2 (ρ42), Y above X3 (ρ43), X3 above X1 (ρ31), X3 above X2 (ρ32), and X2 above X1 (ρ21).Therefore, structure model shown in this research does not need modified.
Based the result of model testing that has been done in this research (linearity evaluation model with data) obtained proper linearity level, so that model constructed is avaiable to be used to test research hypothesis and then obtained the result of research hypothesis test. As basis of hypothesis test result that has been done so displayed discussion of hypothesis test result of the research. As a whole, there are six hypothesis tested in this research and proven these six hypothesis show linear correlation and significant effect, these are Y above X1, Y above X2,Y above X3, X3 above X1, X3 above X2 and X2 above X1.
Based on research result that has conducted to the lecturers at STAIN Curup (96 lecturers of civil servant), it can be concluded as follows: 1) transformational leadership effects directly positive toward lecturers job performance of STAIN Curup.It means that a strong transformational leadership will cause job performance improvement to lecturers of STAIN Curup, this is a line with previous research conducted by Jyoti and Bhau (2015:6) who stated that furthermore the RI does not as a mediator between the transformational leadership and job performance but it act as moderator and strengthens the relationship between TL and JP. 2) self efficacy effects directly positive toward lecturers job performance of STAIN Curup
Based on previous research and theory, it shows that there are many factors that effect job performance, such as commitment, work ethos, belief, cultural work, work climate, transformational leadership, self efficacy and self learning. However, researcher only conducted research on three variables which mobilize lecturers job performance at STAIN Curup becomes good and productive so that all tasks given to them by the head of study program can be actualized well. Novelty from this research from others researcher is research model which search about lecturers job performance viewed from the effect of transformational leadership factor (indicators: effectivity, productivity, and usefullnes), self efficacy factor (indicators: mobilize motivation, cognitive resources, task difficulty level, and attitude selection) andself learning (indicators: self assesment, self improvement and self reinvorcement). In this research, endogenous variable is lecturers job performance(Y) and intervening variable is self learning (X3) and self efficacy (X2), whereas exogenous variable is transformational variable (X1).Based onthe research resultwhich has been conducted to the lecturers of STAIN Curup (96 lecturers) obtained research conclusion: 1) transformational leadership effects directly positive toward lecturers job performance at STAIN Curup. It means that a strong transformational leadership will cause job performance improvement to the lecturers of STAIN Curup, 2) self efficacy effect directly positive toward lecturers job performance of STAIN Curup. It means that a high self efficacy will cause job performance improvement to the lecturers of STAIN Curup, 3) self learning effects directly positive toward lecturers job performance of STAIN Curup. It means that a high self learning will cause job performance improvement to the lecturers of STAIN Curup, 4) transformational leadership effects directly positive toward self learning. It means that a strong transformational leadership will cause self learing improvement to the lecturers of STAIN Curup, 5) self efficacy effects directly positive toward transformational leadership. It means that alecturer with high self efficacy will cause transformational leadership improvement and 6) transformational leadership effects directly positive toward self efficacy. It means that a good transformational leadership will cause self efficacy improvement.