The influence of organizational culture and psychosocial safety climate on employee performance through leadership style
Case study at PT PLN (Persero) Project Management Center
Keywords:
corporate culture, Psychosocial Safety Climate, Leadership Style, Employee Performance, SEM–PLSAbstract
Introduction/Main Objectives: The transformation of the global electricity sector requires strong human resource management effectiveness to sustain organizational performance. In Indonesia, PT PLN (Persero) Project Management Center (PUSMANPRO) plays a strategic role in national electricity development. Although organizational achievements show a positive trend, internal performance variations suggest that additional human factors may influence employee performance outcomes. This study examines how corporate culture and psychosocial safety climate affect employee performance, both directly and through leadership style.
Background Problems: This study addresses the problem of misalignment between organizational indicators and human resource indicators at PLN PUSMANPRO by exploring the research question: How do corporate culture and psychosocial safety climate influence employee performance directly and indirectly through leadership style?
Research Methods: This research applied a quantitative approach with a mediating associative design. Primary data were collected using an online Likert-scale questionnaire from 132 employees, selected through stratified random sampling from a population of 371. Four variables were measured: corporate culture (AKHLAK values), psychosocial safety climate (PSC dimensions), leadership style (four leadership styles), and employee performance (three performance dimensions). Data were analyzed using SEM–PLS to assess structural relationships, including mediation effects.
Finding/Results: The results indicate that corporate culture and psychosocial safety climate significantly affect leadership style. Corporate culture and leadership style significantly influence employee performance. However, psychosocial safety climate does not directly influence performance. Leadership style partially mediates the effect of corporate culture and fully mediates the effect of psychosocial safety climate on performance outcomes.
Conclusion: Corporate culture is a key determinant of employee performance improvement, and leadership style serves as a crucial linking mechanism between cultural and psychosocial conditions and performance. The findings reinforce theoretical frameworks connecting organizational culture, psychosocial climate, and leadership to performance. Practically, they highlight the need to strengthen work culture and leadership quality to support sustainable performance improvement within PLN PUSMANPRO.
References
Amalia L, Suharyanto W, Meria L, Roespinoedji D. Investigating the effect of leader-member exchange and psychosocial safety climate on employee performance: the mediating role of work engagement. Int J Psychosoc Rehabil. 2020;24(1):3118–3125.
Cochran, W. G. (1977). Sampling Techniques (3rd Ed.). John Wiley & Sons.
Creswell, J. W. (2018). Research Design: Qualitative, Quantitative, And Mixed Methods Approaches (5th Ed.). SAGE Publications.
Dollard MF, Bakker AB. Psychosocial safety climate as a precursor to conducive work environments, psychological health problems, and employee engagement. J Occup Organ Psychol. 2010;83(3):579–599.
Dumadi A, Ainunnisa A, Khojin N, Harini D. Pengaruh gaya kepemimpinan dan motivasi kerja terhadap kinerja karyawan pada PT Daehan Global. J Econ Manag. 2020;1(1):64–77.
Hall, G. B., Dollard, M. F., & Coward, J. (2010). Psychosocial Safety Climate: Development Of The PSC-12. International Journal Of Stress Management, 17(4), 353–383.
Henseler, J., Hubona, G., & Ray, P. A. (2016). Using PLS Path Modeling In New Technology Research: Updated Guidelines. Industrial Management & Data Systems, 116(1), 2–20.
Indiyati D, Nurjanah S, Ramdhani H. Budaya organisasi dan kompetensi pegawai terhadap kinerja pegawai. J Ekonomi Bisnis Islam. 2021;7(2):105–118.
Indriani, I., Sinring, B., & Arifin, A. (2024). Pengaruh budaya organisasi berdasarkan core value AKHLAK, gaya kepemimpinan dan komitmen organisasi terhadap kinerja karyawan pada PT PLN (Persero) UIP3B Sulawesi. COSTING: Journal of Economic, Business and Accounting, 7(6), 612–626.
International Energy Agency (IEA). World Energy Outlook 2023. Paris: OECD/IEA; 2023.
Israel, G. D. (1992). Determining Sample Size (PEOD6). University Of Florida Cooperative Extension Service.
Mahmud EA, Fathorrahman F. Employee performance influenced by company culture and work discipline, and motivation as an intervening variable in education consultants PT Mentaribooks Indonesia. Al Qalam. 2025;19(4):2514.
Mahmud EA, Fathorrahman F. Employee performance influenced by company culture and work discipline, and motivation as an intervening variable in education consultants PT Mentaribooks Indonesia. Al Qalam. 2024;19(4):2514.
Mirza, B., & Lukito, H. (2023). Pengaruh gaya kepemimpinan transformasional, budaya perusahaan, dan motivasi kerja terhadap kinerja pegawai: Studi pada pegawai PT. PLN (Persero) Wilayah Sumatera Barat Area Padang. Jurnal Ekonomi dan Bisnis, 23(1), 16–21.
Muhammad M, Wibisono C, Afrizal A, Asep D, Indrayani I, Husen A. The effect of leadership and organizational culture on employee performance. J Econ Manag. 2022;12(2):33–41.
Musdalifa. (2025). Pengaruh Gaya Kepemimpinan Terhadap Kinerja Karyawan Dengan Motivasi Kerja Sebagai Variabel Mediasi. Jurnal Manajemen Dan Bisnis Terapan, 5(1), 22–35.
Northouse, P. G. (2022). Leadership: Theory And Practice (9th Ed.). Sage Publications.
Pamungkas A. Pengaruh Dukungan Organisasi Yang Dirasakan Dan Iklim Keamanan Psikososial Terhadap Kinerja Karyawan Dengan Keterikatan Kerja Sebagai Variabel Mediasi [tesis]. Depok: Universitas Indonesia; 2024.
Pradhan, R. K., & Jena, L. K. (2017). Employee Performance At Workplace: Conceptual Model And Empirical Validation. Business Perspectives And Research, 5(1), 69–85.
PT PLN (Persero). Employee Experience Survey (EES) Report 2024. Jakarta: Human Talent Development Division; 2024.
PT PLN (Persero). Hasil Survei Hygiene Factor PLN PUSMANPRO Mei 2025 [Laporan Internal]. Jakarta: PT PLN (Persero); 2025.
PT PLN (Persero). Rencana Usaha Penyediaan Tenaga Listrik (RUPTL) 2025–2034. Jakarta: PT PLN (Persero); 2025.
Rachmawati WI, Ruspitasari WD, Widodo T. Pengaruh budaya organisasi, iklim kerja terhadap kinerja guru Islamic International School PSM Magetan melalui komitmen afektif sebagai variabel intervening. CAPITAL. 2025;8(2):282–296.
Robbins, S. P., & Judge, T. A. (2019). Perilaku Organisasi (Edisi Ke-18). Salemba Empat.
Rusianto. Peran employee engagement dalam memediasi pengaruh kepemimpinan terhadap kinerja pegawai. J Manaj SDM Indones. 2023;7(2):76–88.
Schein, E. H. (2010). Organizational Culture And Leadership (4th Ed.). Jossey-Bass.
Sugiyono. (2017). Metode Penelitian Kuantitatif, Kualitatif, Dan R&D. Alfabeta.
Sugiyono. (2018). Metode Penelitian Bisnis: Pendekatan Kuantitatif, Kualitatif, Kombinasi, Dan R&D. Alfabeta.
Sugiyono. (2019). Metode Penelitian Pendidikan: Pendekatan Kuantitatif, Kualitatif, Dan R&D (Edisi Ke-2). Alfabeta.
Sutrisno, Edi.2010.Budaya Organisasi. Jakarta : Prenadamedia Goup.
Verdiansyah Y, Mas’ud M, Imaduddin I. Pengaruh gaya kepemimpinan, lingkungan kerja dan employee engagement terhadap kinerja karyawan pada PT PLN (Persero) UPT Manado. AkMen. 2025;22(2):184–196.
Wibowo. (2017). Manajemen Kinerja (5th Ed.). PT Rajagrafindo Persada.
Yukl, G. (2021). Leadership In Organizations (9th Ed.). Pearson Education.
Zadow AJ, Dollard MF, Bailey TS. Psychosocial safety climate as a predictor of work engagement, creativity, innovation, and work performance: a case study of software engineers. Safety Sci. 2023;165:106202.
Downloads
Published
How to Cite
Conference Proceedings Volume
Section
License
Copyright (c) 2026 Ardian Rizkytama, Ike Kusdyah Rachmawati, Yunus Handoko
This work is licensed under a Creative Commons Attribution 4.0 International License.
ECOSIA is licensed under a Creative Commons Attribution- 4.0 International Public License (CC - BY).
