Improvement in Performance of Members Under Transformation Leadership Through Human Capital at The Indonesian Air Force Widyargo Ikoputra, Anwar Sanusi, Bambang Supriadi, Anisa Zuhria Sugeha
University of Merdeka Malang
Abstract
The aimed of this study was to describe transformational leadership, organizational culture, human capital, and member performance, analyze the effect of transformational leadership and organizational culture on human capital, the effect of transformational leadership and organizational culture on member performance, the effect of human capital on member performance, and analyze the influence transformational leadership and organizational culture on member performance through human capital. The population in this study were all members at Iswahjudi Magetan Air Force Base/LANUD, with 19 work units with the rank of non-commissioned officer. They enlisted men with a sample size of 174 people. The sampling technique used is proportional random sampling. The analysis technique uses descriptive and Structural Equation Modeling (SEM) analyses. The results of this study indicate that transformational leadership and organizational culture can improve the quality of human capital. Transformational leadership and organizational culture can encourage the performance of members of the Indonesian Air Force. The quality of human capital can create member performance, and transformational leadership and organizational culture further improve performance if driven by human capital. This research contributes to deepening human capital theory and full range leadership theory as intangible assets of an organization regarding individual performance and for the Indonesian Air Force base to improve their performance by looking at the influence of transformational leadership and organizational culture on individual performance through human capital.
Keywords: Transformational Leadership, Organizational Culture, Performance, Human Capital
