Testing Organizational Commitment Mediation between Transformational Leadership and OCB in a Palm Oil Mill

Elsy Pratama Putri; Hasanuddin Hasanuddin; Suryani Hardjo

doi:10.55537/j-ibm.v6i1.1774

Authors

Elsy Pratama Putri Universitas Medan Area
Hasanuddin Hasanuddin Universitas Medan Area
Suryani Hardjo Universitas Medan Area

DOI:

https://doi.org/10.55537/j-ibm.v6i1.1774

Keywords:

transformational leadership, organizational commitment, Organizational Citizenship Behavior, palm oil mill, mediation

Abstract

This study examined organizational commitment as a mediator between transformational leadership and Organizational Citizenship Behavior (OCB) among 137 employees of PKS Tanjung Seumantoh, PTPN IV Regional VI. An explanatory quantitative census design was analyzed using Structural Equation Modeling (SEM) with AMOS 23. Transformational leadership was positively associated with organizational commitment (B = 0.852; β = 0.795; p < 0.001), and organizational commitment was positively associated with OCB (B = 1.095; β = 0.850; p < 0.001). The total association between transformational leadership and OCB was positive (β = 0.673), whereas the direct effect after including the mediator was not significant (β = -0.006; p = 0.935). Bias-corrected bootstrapping with 2,000 resamples yielded an indirect effect of 0.676 (SE = 0.073; 95% CI [0.538, 0.824]), supporting full mediation. The findings provide a diagnostic basis for supervisor development, employee feedback mechanisms, and cross-unit collaboration, while the effects of subsequent interventions remain unevaluated.

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