International Journal of Law and Management

Mediation effect of quality of worklife, job involvement, and organizational citizenship behavior in
relationship between transglobal leadership to employee performance
Adya Hermawati, Nasharuddin Mas,
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To cite this document:
Adya Hermawati, Nasharuddin Mas, "Mediation effect of quality of worklife, job involvement, and organizational citizenship
behavior in relationship between transglobal leadership to employee performance", International Journal of Law and
Management, https://doi.org/10.1108/IJLMA-08-2016-0070
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 Mediation effect of Quality of Worklife, Job Involvement, and Organizational
Citizenship Behavior (Case Study in The Most Outstanding Cooperatives in
East Java Province)

Adya Hermawati, Nasharuddin Mas

Lecturer, Department of Management, Faculty of Economic, University of Widyagama,
Malang
Corresponding Author: Adya Hermawati (email: wati_wati38@yahoo.co.id)

Keywords: Transglobal Leadership, Quality of Worklife, Job Involvement, Organizational

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Citizenship Behavior, Employee Performance

1. Introduction
In the phenomenon of the market economic deterioration that resulted in
massive unemployment and poverty in this country, cooperatives appear as a
savior for those who are marginalized from capitalistic economy. Cooperatives
have been a source of livelihood for 91.25 million people, mostly in rural areas,
while large companies can only absorb 2.52 million people (Nasution in Izzati
[1]). Fuller, states that there are some solutions in the identification of the
phenomenon of the weak "business volume" of an organization, such as the
revitalization of human resources strategy by optimizing the employees'
performances, human resources training & development, recruitment, and human
resources planning. Meanwhile, Subyakto [2] sees that the fundamental obstacle in
cooperatives is a matter of human resources. Hermawati [3][4][5][[6] states that a
good organization, in its growth and development, focuses on human resources in
order to function optimally, efficiently and effectively.
In line with the theories by Bass and Avolio [7], developed by Holt &
Seki [8], Sharkey [9], that the effect of leadership / transglobal leadership directly
(direct effect) contribute in employees' performances. While Hayward [10] proves
that the leadership in an organization has no direct significant effect on employees'
performances and found a negative relationship between the organization's
leadership and employees' performances. The inconsistent outcome becomes a gap
that is studied by Hermawati [4] in "The Mediation Effect of Quality of Work Life
and Job Involvement in Relationship of Transglobal Leadership to Employee
Performance, Case Study in Sharia Bank in East Java, Indonesia, in the Journal of
Research in Business and Management. The results showed that the transglobal
leadership has an indirect effect on employee performance. It means that the effort
to increase employee performance on Transglobal leadership must be through the
implementation of quality of work life and job involvement factor. Analysis and
discussion of the results of the research state that by being mediated by QWL and
job involvement, but the percentage of the gains are still weak, is not maximum
and has not achieved the target yet.
On the other hand, the real phenomenon of the survey results, there is an
indication of the trend that there is a decrease in employee performance in
cooperatives in East Java. It is alleged that it is caused by one factor, namely the
low OCB of the employees. Based on the research by Hermawati [4] on the effect
 of QWL mediation and job involvement, as well as the theory references related to
the OCB, this research will examine and describe more about the problem of the
relationship of employee performance on transglobal leadership by the effect of
OCB mediation, quality of work life, and job involvement.
The background of this research becomes an important theme that is
studied in science development, among others: (a) Research on the effect of
transglobal leadership on employee performance if it is associated with the test of
the effect of QWL mediation, job involvement and OCB that have not been
studied widely in Indonesia. (b) By combining all of the variables of QWL
mediation, job involvement, and OCB as a more comprehensive form on the effect
of transglobal leadership on employee performance improvement, so that it is
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expected to explain the interdependence and generalization of previous studies

more completely. The previous research has inspired this research. Husnawati [11]
and Hermawati [4] analyzed and proved the effect of QWL on employee
performance, job satisfaction, and work motivation on employee performance as
well as job satisfaction on employee performance. The results were as follows: (1)
QWL directly affect the employee performance, (2) the application of QWL
program through the dimensions of growth, development, participation, wages,
benefits and working environment in the company, will have an effect on the
improvement of employee performance, (3) QWL has an effect on the
improvement of organizational commitment that subsequently affects the
employee performance, (4) QWL affects job satisfaction that subsequently
contributes greatly to the optimal employee performance. The analysis by Sari &
Ja'far [12] suggests that the experienced and highly-involved 47 mid-level
managers in industrial companies in Central Java did not show high performance.
Mohsan [13] proves the existence of a weak correlation between job involvement
and employee performance. Dartu [14] states that there is an effect of employees'
job involvement on individual performance in the cooperative organizations
Research by Clark [15], Hsu [16], Hermawati [4] support the theories by Porter &
Lawler [17] and Kanungo [18] that explain that job involvement leads to
someone's performance. It proves that there is a positive relationship between job
involvement and performance, in which the job involvement is able to cope with
employee performance. From the perspective of organization, job involvement is
defined as the positive subject that impacts the entire employee and organizational
performances.
Originality of this article can be explained as follows: First, This study is
a continuation of the comprehensive review of previous research Hernawati
Hermawati [3-6]. Hermawati [6] stated that many aspects and indicators for the
establishment of employee performance. Related matters identified from multiple
backrest theory. The performance of employees, on some theory and empirical
studies as well as a phenomenon in the field, is still found some research results
contrast with previous studies. Similarly context Transglobal foundation
leadership to employee performance, is still the inconsistency of the theory and the
results of research.
Second, Inconsistency becomes important to follow up, because it is
expected to eliminate the gains of the employees were not optimal, so that the
 stabilization measures that must be done for example by inserting OCB, QWL and
job involvement as a factor intervention .. Stabilization will be conducted with
more mediated than the comprehensive factors, namely: a) of OCB that has never
been used on Transglobal leadership influence on optimal performance of
employees, b) of referrals result Hermawati[3-5] empirically, that QWL and job
involvement. It: 1) will provide more optimal impact on outcomes successful
employee performance, 2) will be a new approach to improvement theory
Transglobal leadership on employee performance, 3) obtained a new research
model, as the findings and is an element of originality.
Third, While referrals from Hermawati [6], signaled the importance of
OCB for the organization. Without OCB, organization into a social system that is
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fragile and will be crushed by the competition. OCB will be increasingly

important as competence base has shifted and relies on productivity, flexibility to
respond to change and the ability to pro-innovation. Given the performance of
employees became the dominant contribution to the achievement of optimal
performance of the organization, then by mediation more comprehensive than the
OCB, QWL, as well as the involvement of the work, will be able to predict
outcomes employee performance more accurately, effectively and optimally. This
research is considered essential to address the phenomena that exist in the field,
which is associated with leadership / Transglobal leadership, QWL, OCB,
involvement of work which affects the performance of employees. In addition,
this study is also the sustainability and development of several findings of
previous researchers.

2. Theoretical Background
The theories by Smith & Organ [19], Podsakoff et al.[20], Efraty &
Wolfe [21], Eastman [22] state that there is a tight relationship between individual
performance and OCB. It is supported by the research by Biswas & Varma [23]
that proved that the OCB of the employees significantly affects employee
performance, the aspects of OCB have positive effects on employee performance,
it is closely related between OCB with the group's work in terms of quantity, but
there is no close relationship found in the quality of the work.
The theory of organizational is a grand theory used in this research
Robbins [24] and Luthans [25] describe that human is one of the important factors
in the organization. The success of the organization depends on the performance
of the individuals within. In all works, the members determine the success, so that
various efforts to improve the organization's productivity should be started from
the productivity improvements of the members. Productivity can be evaluated and
optimized through performance. Therefore, an understanding of organizational
behavior becomes very important in order to improve performance. In order to
achieve the organizational goals, there should be specific efforts conducted to
manage the organization. Organizational management certainly can not be
separated from the managerial aspects that are closely related to the organization's
activities, one of which is strongly associated with transglobal leadership, quality
of work life, job involvement, OCB, and employee performance.
Sharkey [9] analyzed theoretical problem concerning transactional or
 transformational leadership classified in local type of leadership. In initial
development, leadership style emerges in form (version) of local which is not
able to reach aspect globally. Therefore, Sharkey [9] constructs a more global
type of leadership, or known as transglobal leadership. Transglobal leadership is
a leadership which the influence going through boundaries of culture and nation,
which are universal and give big contribution to humanity soul changing human
civilization. Merit by transglobal leaders makes the people’ life more interesting,
more beautiful, more prosperous, more dignified, or better. A transglobal leader
takes their idea and adapts to new environment which is wider and more
complex. A transglobal leader is more likely to support and help establish a
unique approach toward work, whereas a local leader does great in stable
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operation and builds a team having similar thought which will reach the goal
recurrently and reliably.

Page 8 of the following link:

https://www1.humansynergistics.com/docs/default-source/presentations/winning-
with-transglobal-leadership.pdf?sfvrsn=0 explains the link between behaviors of
transglobal leadership and organization success (in this case is employee
performance). Sharkey [9] clarifies that transglobal leadership style has 5
characteristics which are uncertainty resilience, team connectivity, pragmatic
flexibility, perspective responsiveness, and talent orientation are able to improve
effectiveness and success of leadership which will go to outcome in form of
organization performance. This illustrates theoretically strongly the evidence of
the relationship between leadership and organization performance.
Leaders will influence employee performance because they can lead
employees toward the achievement of job objectives, but need the intervening
aspect. Leaders can guide individuals or groups to finish the goals and develop
job involvement, and OCB within employees (Bass [30]; Reyes [31]). Hence,
leadership style is one of the critical factors that will influence job involvement,
and OCB (Yiing, Zaman, & Ahmad [32]). By using the care and training of
developmentally disabled persons as research subjects, Morris & Sherman [33]
found leaders’ consideration tends to be related to high level of quality of work
life. Pillai, Schriesheim and Williams [34] found that transactional leadership has
a significant and positive relationship with quality of work life. Su [35]
commented that transformation leadership has a positive relation with quality of
work life, and job involvement on his study of expatriates in an organization.
Yukl [36] identified that transformation leadership can change the mindset of
organizational members to job involvement, missions and objectives.
Transformational leadership will significantly and positively affect job
involvement, and OCB (Chi, Yeh, & Chiou, [37]; Chi, et al., [38]). Lee [39]
asserted that transformational leadership and transactional leadership both have a
positive and significant effect on job involvement, and OCB. Moreover, job
involvement, and OCB will significantly and positively affect to employee
performance (Luthans, McCaul & Dodd, [40]; Chi, et al., [37]; Chi, et al., [38]).
Leadership style has a positive influence on employee performance (Lee, [38];
Pan, [41]). Transformational leadership will significantly and positively affect
 employee performance (Chi, et al., [37] Pradeep & Prabhu, [42]). Wang [43]
observed that leadership style, quality of work life, job involvement, and OCB
have positive and significant effects on employee performance. Chen [44]
concluded that the organizational commitment will mediate the relationship
between transformational leadership behaviors and employee performance in
supportive and bureaucratic culture. Yiing, et al. [32] suggested that leadership
style would affect quality of work life, job involvement, and OCB, in turns, it will
influence employee performance and mediate the relationship between leadership
style and employee performance.

3. Materials and Methods

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3.1. Materials
The population in this research is all employees of The Most Outstanding
Cooperatives in East Java Province. The Employees of the Most Outstanding
Cooperatives in East Java Province as the research subject with the following
considerations: (1) the employees are authorized to explain the things related to
the research variables and (2) the employees are the frontliners of the organization
and deal directly with members, customers, and surrounding communities. Based
on data from the Department of Cooperatives and SMEs (2014), the number of
employees as the population size in this research is 660 employees. The
determination of the sample size was by using the Slovin's Formula in the
precision of 5% with the following calculation obtained a sample of 249 people.
The calculation in the sampling area is determined that 249 employees to be a
sample taken from 25 The Most Outstanding Cooperatives based on the region.

3.2. Methods
The Method used to analyze the data in this study is Generalized Structural
Component Analysis (GSCA). GSCA was used for several reasons, first: this
research used the structural model (involving some endogenous variables), second:
the variables involved are the unobservable variables that require measurement
model (the variable measurement based on the indicators). The conceptual
framework of this research are given in Figure 1.
The model consists of one exogenous variable (X1), three
intervening/mediating endogenous variables (M1, M2, and M3), and one pure
endogenous variable (Y1). All variables included in the unobservable, and is
formed by the indicator (as observable variable) using a first-order factor analysis.
This research involved 60 question items that represent 20 indicators of 5 variables
of the research.
Transglobal leadership measures by six indicators; cognitive intelligence
(X11), emotional intelligence (X12), business intelligence (X13), cultural
intelligence (X14), global intelligence (X15), and moral intelligence (X16). The
variable Quality of Work Life (M1) was measured by four indicators, namely
participation (M11), growth and development (M12), compensation-reward (M13),
and work environment (M14). The variable Job Involvement (M2) was measured
by two indicators; self-esteem (M21) and self-image performances (M22). The
variable of Organizational citizenship behavior (OCB) (M3) was measured by five
 indicators; sportsmanship (M31), civic virtue (M32), conscientiousness (M33),
altruism (M34), and courtesy (M35). The variable Employee Performance (Y1)
was measured by three indicators: work results (Y11), work behavior (Y12), and
personal characteristic (Y13). Each variable is measured on several indicators by
measuring reflective.
M31

M32

M33
M11 M34
M12 M35
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M13
QWL (M1) OCB (M3)

M14

X11

X12
Y11
X13
Transglobal Employee
leadership Performance Y12
X14 (X1) (Y1)
Y13
X15

X16

Job
M21
Involvement
M22 (M2)

Figure 1. Conceptual Framework

The hypothesis in this research is to invetigate the mediating effect of

Quality of Work Life, Job Involvement, or Organizational Citizenship Behavior on
the effect of Transglobal Leadership to Employee Performance. Sobel test (under
GSCA model) was used to test whether a variable is a variable mediating the
relationship between endogenous variables to exogenous variables. According
Kenny [45] who studied the mediating or intervening variable testing according to
testing for mediating variable is not sufficient only if based on an analysis model
that involves mediating variables. The results of this analysis indicate that a
variable as a mediating variable, but not necessarily true. The hypothesis is
accepted if the Critical Ratio (CR) value of more than 1.96 and P-value less than
0.05 (with an error rate of 5%).

4. Result and Discussion

4.1. Validity and Reliability of Instrument
The result of the first phase of the research is the test of the research
instruments. Table 1 below presents the results of validity and reliability tests of
the instruments of the sample (n = 249).
 Table 1. Validity and Reliability Tests
Correlation Alpha
No Variable Indicator
Item 1 Item 2 Item 3 Cronbach
1 X1 X1.1 0.555 0.552 0.554 0.868
X1.2 0.559 0.555 0.551
X1.3 0.552 0.552 0.559
X1.4 0.557 0.551 0.556
X1.5 0.561 0.551 0.552
X1.6 0.551 0.555 0.564
2 M1 M1.1 0.550 0.556 0.570 0.797
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M1.2 0.558 0.553 0.552

M1.3 0.550 0.556 0.554
M1.4 0.551 0.559 0.561
3 M2 M2.1 0.617 0.609 0.652 0.702
M2.2 0.683 0.619 0.623
4 M3 M3.1 0.555 0.556 0.558 0.841
M3.2 0.551 0.560 0.562
M3.3 0.560 0.570 0.550
M3.4 0.558 0.558 0.554
M3.5 0.552 0.551 0.555
5 Y1 Y1.1 0.561 0.568 0.562 0.729
Y1.2 0.566 0.565 0.563
Y1.3 0.553 0.565 0.560

The results of validity and reliability tests on Table 1 show the correlation
value > 0.3, state that all of the items are valid. On the other hand, the results of
reliability test showed a Cronbach alpha value > 0.6, state that all of the variables
are reliable. Thus, the instruments are valid and reliable.

4.2. Result of Measurement Models and Descriptive Analysis

The second phase of the research describes the results of the measurements
of variables description along with the measurements of each variable. In this
research, there are five variables involved, Transglobal leadership (X1), Quality of
Work Life (M1), Job Involvement (M2), Organizational citizenship behavior
(OCB) (M3) and Employee Performance (Y1) that are the unobservable variables,
in which each variable was not measured directly but through some indicators of
measurement. Based on Table 2 show the P-value less than 0.05, means that the
confirmation of all unobservable variables (five variables) are formed of one-
dimensionality (equal with confirmatiory factor analysis).
The description analysis presents the mean (average) of each indicator and
variable, on the other hand, the measurement model of the results of GSCA
analysis shows the loading factors or weights of each indicator as the variable
measurement.
 Table 2. Descriptive and Measurement Model Test
Variables Indicators Mean Loading P-value
Transglobal leadership
3.478 0.522 0.010
(X1) Cognitive intelligece
Emotional intelligence 3.406 0.661 0.001
Business intelligence 3.273 0.708 0.001
Cultural intelligence 3.382 0.529 0.023
Global intelligence 3.434 0.708 0.003
Moral intelligence 3.434 0.529 0.021
Quality of Work Life
3.321 0.619 0.003
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(M1) Participation
Growth and development 3.373 0.664 0.005
Compensation-reward 3.414 0.632 0.006
Work environment 3.333 0.555 0.012
Self-esteem
3.378 0.724 0.000
Job Involvement (M2) performances
Self-image performances 3.289 0.707 0.002
Organizational
citizenship behavior 3.402 0.613 0.013
(OCB) (M3) Sportmanship
Civic virtue 3.382 0.677 0.003
Conscientiousness 3.297 0.542 0.009
Altruisme 3.410 0.695 0.001
Courtesy 3.277 0.538 0.011
Employee Performance
3.369 0.703 0.001
(Y1) Work results
Work behavior 3.361 0.625 0.011
Personal characteristic 3.430 0.632 0.004

Table 2 presents the results of descriptive analysis and the measurement

model of each variable. Transglobal leadership (X1) variable was measured by six
indicators; cognitive intelligence, emotional intelligence, business intelligence,
cultural intelligence, global intelligence and moral intelligence. Four indicators,
that are cognitive intelligece, emotional intelligence, global intelligence and moral
intelligence are perceived good (mean or average between 3.41 to 4.20) by the
employees of the Most Outstanding Cooperatives in East Java, while the business
intelligence and cultural intelligence are perceived quite-good (average between
2.61 to 3.40) by the employees of the Most Outstanding Cooperatives in East Java.
It shows that the field facts, especially in the cooperatives in East Java, the concept
of Transglobal leadership has been implemented appropriately. The results of the
analysis of the measurement model of Transglobal leadership (X1) in GSCA show
that those six indicators have a P-value of <0.05 (error or alpha rate of 5%). It
shows that the Transglobal leadership in the Cooperatives in East Java is
determined by cognitive intelligence, emotional intelligence, business intelligence,
cultural intelligence, global intelligence and moral intelligence. From the
 magnitude of the highest loading factor, it can be seen that the business and global
intelligence and are the main factors in measuring Transglobal leadership. It means
that the leaders of the Cooperatives have a high Transglobal leadership, reflected in
the high business and global intelligence possessed. In fact, business and global
intelligence currently have an average (mean) of 3.273 and 3.434 respectively, that
are perceived as quite-good and good. It indicates that the business and global
intelligence as the strongest indicators in measuring Transglobal leadership, have
now already well-possessed by the leaders of Cooperatives in East Java.
The variable Quality of Work Life (M1) was measured by four indicators,
namely participation, growth and development, compensation-reward, and work
environment. Three indicators; participation, growth and development, and work
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environment are perceived as quite-good (mean or average between 2.61 to 3.40)

by the employees of the Cooperatives in East Java, while compensation-reward
perceived as very good (average between 3.41 to 4.20) by the employees of the
Cooperatives in East Java. This phenomenon illustrates that the Cooperatives in
East Java, the presence of quality of work life is already well-conducted,
particularly on the compensation-reward, felt well by the employees of the
Cooperatives in East Java. The results of the analysis of the measurement model of
Quality of Work Life (M1) in GSCA show those four indicators have a P-value <
0.05 (error or alpha rate of 5%). It shows that the quality of work life in the
environment of the cooperatives in East Java is determined by participation,
growth-development, compensation-reward, and work environment. From the
magnitude of the highest loading factor, it can be seen that the growth-
development is the main factor in measuring the quality of work life. It means that
the quality of work life will be run well if the perceived growth-development by
the employees is in the good / high condition. In fact, work environment has an
average (mean) of 3.333 or perceived as quite high / very good. It indicates that the
growth-development as the strongest indicator in measuring the quality of
worklife, has now perceived quite well by every employee of the Cooperatives in
East Java.
The variable Job Involvement (M2) was measured by two indicators; self-
esteem and self-image performances. Both indicators are perceived quite well
(mean or average between 2.61 to 3.40) by the employees of the Cooperatives in
East Java. It shows that the field facts, especially in the cooperatives in East Java,
employee involvement to the Cooperative has been implemented quite well. The
employees feel involved in the organization by showing the self-esteem and self-
image performances. The results of the analysis of the measurement model of Job
Involvement (M2) in GSCA show that both indicators have a P-value < 0.05 (error
or alpha rate of 5%). It shows that Job Involvement possessed by the employees of
the Cooperatives in East Java is determined by the self-esteem and self-image
performances. From the magnitude of the highest loading factor, it can be seen that
the self-esteem performance is the main factor in measuring Job Involvement. It
means that the employees of the cooperatives have a high Job Involvement,
reflected in the high self-esteem performance possessed by the employees. In fact,
the self-esteem performance has an average (mean) of 3.378 or perceived as quite
high / good that also has an average higher than the self-image performance. It
 indicates that the self-esteem performance as the strongest indicator in measuring
Job Involvement, has now possessed quite well by every employee of the
cooperatives in East Java.
The variable of Organizational citizenship behavior (OCB) (M3) was
measured by five indicators; sportsmanship, civic virtue, conscientiousness,
altruism, and courtesy. Four of the indicators; sportsmanship, civic virtue,
conscientiousness and courtesy are perceived quite well (mean or average between
2.61 to 3.40) by the employees of the Cooperatives in East Java, while altruism is
perceived as good (average between 3.41 to 4.20) by the employees of the
cooperatives in East Java. This phenomenon illustrates that the employees of the
Cooperatives in East Java are quite satisfied at work, particularly on the perceived
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altruism that has been run well in environment of the cooperatives in East Java.
The results of the analysis of the measurement model of Organizational citizenship
behavior (OCB) (M3) in GSCA show that those five indicators have a P-value <
0.05 (error or alpha rate of 5%). It shows that the organizational citizenship
behavior (OCB) in the environment of the Cooperatives in East Java is determined
by sportsmanship, civic virtue, conscientiousness, altruism, and courtesy. From the
magnitude of the highest loading factor, it can be seen that altruism is the main
factor in measuring the Organizational citizenship behavior (OCB). It means that
Organizational citizenship behavior (OCB) will be high if the employees are
satisfied on the perceived altruism. In fact, altruism has an average (mean) of 3.410
or perceived as high / good, even it is the highest-perceived value by the
employees than the other four indicators. It suggests that altruism as the strongest
indicator in measuring Organizational citizenship behavior (OCB), has now
perceived well by every employee of the cooperatives in East Java.
The variable Employee Performance (Y1) was measured by three
indicators: work results, work behavior, and personal characteristic. Two
indicators are perceived quite well (mean or average between 2.61 to 3.40) by the
employees of the cooperatives in East Java, work results and work behavior, while
the personal characteristic is perceived as good (mean or average between 3.41 to
4.20) by the employees of the Cooperatives in East Java. It shows that the field
facts, especially in the cooperatives in East Java, the employee performance to
cooperatives is the quite good / quite high condition. The high employee
performance primarily because of the high personal characteristic shown by the
employees. The results of the analysis of the measurement model of employee
performance (Y1) in GSCA show that those three indicators have a P-value < 0.05
(error or alpha rate of 5%). It shows that the employee performance possessed by
the employees of the Cooperatives in East Java is determined by the work results,
work behavior, and personal characteristic. From the magnitude of the highest
loading factor, it can be seen that work results is the main factor in measuring
employee performance. It means that the employees of the cooperatives have a
high employee performance, reflected in the high work results of the employees.
In fact, work results has an average (mean) of 3.369 or perceived as quite high /
quite good. It indicates that work results as the strongest indicator in measuring
employee performance, has now possessed quite well by every employee of the
cooperatives in East Java.
 4.3. Hypothesis Testing
The third phase of the research results describes the hypothesis test
between the research variables. Before presenting the feasible results, the linearity
assumption test, and model feasibility test have to be conducted firstly. Table 3
below presents the linearity assumption test and linearity asumption are met. The
normality assumption is not needed in the analysis of the approach used GSCA
given based bootstrap
Table 3. Linearity Assumptions Test
No Effect Result Conclusion
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1 Transglobal leadership to All models are not Linear

QWL significant p.value > 0.05
2 Transglobal leadership to Job All models are not Linear
Involvement significant p.value > 0.05
3 Transglobal leadership to All models are not Linear
OCB significant p.value > 0.05
4 Transglobal leadership to All models are not Linear
Employee Performance significant p.value > 0.05
5 QWL to Employee All models are not Linear
Performance significant p.value > 0.05
6 Job involvement to Employee All models are not Linear
performance significant p.value > 0.05
7 OCB to Employee All models are not Linear
Performance significant p.value > 0.05

Table 4. Goodness of Fit Model

Criteria Cut-of value Result Information
FIT ≥ 0.50 0.722 Fit Model
AFIT ≥ 0.50 0.703 Fit Model
GFI ≥ 0.90 0.953 Fit Model
SRMR ≤ 0.08 0.014 Fit Model

Table 4 presents the goodness of fit model or adequacy model. The results
show the FIT value of 0.722, and AFIT value of 0.703. Hair, et al. (2011) state
that the values of FIT and AFIT more than 0.5 obtain the good model. The other
two criteria are SRMR 0.014 <0.08 and GFI 0.953 > 0.9 that have met the cut-off
value, then the results of Generalized Structural Component Analysis (GSCA) are
suitable and fit for use, so it will be possible to conduct interpretation for further
discussion.
 Table 5. Structural Model Test: Direct Effect
No Relationship Coefficient Std CR P-value
Err
1 Transglobal leadership to
0.400 0.111 3.60 0.000*
QWL
2 Transglobal leadership to
0.357 0.108 3.31 0.001*
Job involvement
3 Transglobal leadership to
0.350 0.108 3.24 0.001*
OCB
4 Transglobal leadership to
0.111 0.106 1.05 0.295ns
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Employee performance
5 QWL to Employee
0.299 0.124 2.41 0.016*
performance
6 Job involvement to
0.304 0.100 3.04 0.002*
Employee performance
7 OCB to Employee
0.267 0.110 2.43 0.015*
performance
* CR > 1.96 and P-value < 0.05 indicates a significant influence,
ns
CR < 1.96 and P-value > 0.05 indicates a not significant influence.

QWL (M1) OCB (M3)

0.400 0.299 0.267

0.350
Transglobal Employee
leadership Performance
(X1) 0.111
(Y1)

0.357
0.304

Job
Involvement
(M2)

Figure 2. Structural Model Test: Direct Effect

The straight line expressed significant influence , and dotted lines declared non significant influence

Table 5 presents the results of the structural model test.The results show
that from 7 hypotheses of direct effect, there is 1 hypothesis rejected, while the
others are accepted. Transglobal leadership directly affects the quality of work life
(QWL), Job Involvement, and Organizational citizenship behavior (OCB). The
higher the Transglobal leadership, the higher the effect on quality of work life
(QWL), Job involvement, and Organizational citizenship behavior (OCB).
 However, the Transglobal leadership has no direct effect on employee
performance.
Quality of work life, Job Involvement and Organizational citizenship
behavior (OCB) have a direct effect on employee performance. The higher the
Quality of work life, Job Involvement and Organizational citizenship behavior
(OCB), the higher the employee performance. The following will present the
results of hypothesis test of mediation effects.

Table 6. Mediation Effect Quality of Work Life in Transglobal leadership

influence of Employee Performance (Y1)
No Relationship Coefficient Std Err CR P-value
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1 Transglobal leadership ke
0.400 0.111 3.604 0.000*
QWL
2 QWL ke Employee
0.299 0.124 2.411 0.016*
Performance (Y1)
3 Transglobal leadership ke
QWL ke Employee 0.120 0.060 3.040 0.002*
Performance (Y1)

Figure 3. Mediation Effect Quality of Work Life in Transglobal leadership

influence of Employee Performance (Y1)
The straight line expressed significant influence , and the black line expressed direct effect , blue line
expressed the indirect effect

The results of the GSCA-Sobel Test on the effect of quality of work life
mediation on the effect of Transglobal leadership to employee performance as
presented in tables and figures above show that Transglobal leadership has a
direct effect on the quality of work life, and quality of work life has a direct effect
on employee performance. On the results of the test of the effect of mediation,
there is a coefficient of the effect of quality of work life mediation on Transglobal
leadership to the employee performance of 0.120. Given the magnitude of CR >
1.96, and a P-value of < 0.05, it indicates that the quality of work life is a
mediating variable between the effect of Transglobal leadership on full-mediation
employee performance. The coefficient for the positive-marked mediating effect
indicates that the higher the Transglobal leadership, if it is supported by the high
quality of work life, will be the higher the performance of employees. Thus H2 in
this research is accepted.
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 Table 7. Mediation Effect Job Involvement in Transglobal leadership
influence of Employee Performance (Y1)
No Relationship Coefficient Std Err CR P-value
1 Transglobal leadership to
0.357 0.108 3.306 0.001*
Job Involvement
2 Job Involvement to
Employee Performance 0.304 0.100 3.040 0.002*
(Y1)
3 Transglobal leadership to
Job Involvement ke
0.109 0.049 3.604 0.000*
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Employee Performance
(Y1)

Figure 4. Mediation Effect Job Involvement in Transglobal leadership

influence of Employee Performance (Y1)

The results of the analysis of GSCA-Sobel Test on the mediating effect of

Job involvement in the effect of Transglobal leadership to the employee
performance as presented in the tables and figures above shows that Transglobal
leadership has a direct effect on Job Involveent, and Job Involvement has a direct
effect on employee performance. The results of mediating effect test obtain the
coefficient of the mediating effect of Job Involvement in the effect of Transglobal
leadership on the employee performance of 0.109. Given the magnitude of CR >
1.96, and P-value < 0.05 indicates that job involvement is the mediating variable
between the effect of Transglobal leadership on employee performance is a full-
mediation. The coefficient of the positive-marked Mediating indicates that the
higher the Transglobal leadership, if it is supported by the high Job Involvement,
will be the higher the employee performance. Thus H3 in this research may be
accepted.
 Table 8. Mediation Effect Organizational citizenship behavior (OCB) in
Transglobal leadership influence of Employee Performance (Y1)
No Relationship Coefficient Std Err CR P-value
1 Transglobal leadership to
0.350 0.108 3.241 0.001*
OCB
2 OCB to Employee
0.267 0.110 2.427 0.015*
Performance (Y1)
3 Transglobal leadership to
OCB ke Employee 0.093 0.048 3.306 0.001*
Performance (Y1)
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Figure 5. Mediation Effect Organizational citizenship behavior (OCB) in

Transglobal leadership influence of Employee Performance (Y1)

The results of the analysis of GSCA-Sobel Test in the mediating effect of

Organizational citizenship behavior (OCB) has a direct effect of Transglobal
leadership to employee performance as presented in tables and figures above show
that directly Transglobal leadership directly affects the Organizational citizenship
behavior (OCB), as well as Organizational citizenship behavior (OCB) has a
direct effect on employee performance. The results of the mediating effect test
obtain the coefficient of the mediating effect of Organizational citizenship
behavior (OCB) on Transglobal leadership effect on employee performance of
0.093. Given the magnitude of CR > 1.96, and P-value < 0.05 indicates that
organizational citizenship behavior (OCB) is the mediating variable between the
effect of Transglobal leadership on employee performance that is full mediation.
The coefficient of the positive-marked Mediating effect indicates that the higher
the Transglobal leadership, if it is supported by the high organizational citizenship
behavior (OCB), will be the higher the employee performance. Thus H3 in this
research may be accepted.
The sequenses of discussion of variables in this research are that: 1) The
variable Transglobal leadership (X1) is explained by the aspects of cognitive
intelligece, emotional intelligence, business intelligence, cultural intelligence,
global intelligence and moral intelligence, as described by Holt & Seki [8],
Sharkey et al. [9] 2) Quality of work life is described from the aspects of
participation, growth and development, compensation and work environment, as
described by Walton (1975), Nadler and Lawler III [26], Gerhart, Minkoff, Olsen
[29]. 3) Job Involvement (M2) is explained by the aspects of self-esteem and self-
 image performances as verified by Mohsan [13] 4) The variable Organizational
citizenship behavior (OCB) (M3) is measured by five indicators; sportsmanship,
civic virtue, conscientiousness, altruism, and courtesy as verified by Ogan (1983),
5) Organizational performance is explained by the work results, work behavior, as
well as personal characteristic, as verified by the basic theories by Porter and
Lawler [17] developed by Bernardin and Russel [27], Gibson [28].
The main Conclusions of this research show that the effects of mediation
variables of quality of work life, job involvement and OCB in leadership
Transglobal influence on employee performance achievement cooperatives in East
Java. Sharkey [9] explains the link between behaviors of transglobal leadership
and employee performance. Need attention of intervening/mediating variables
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such as quality of work life, job involvement and OCB concerning the
relationship between transglobal leadership to employee performance. This study
is in line with what has been found by Morris & Sherman [33], Pillai, Schriesheim
and Williams [34] shows the mediation effect of quality of work life; Yiing,
Zaman, & Ahmad [32], Su [35], Yukl [36], Lee [39] shows the mediation effect of
job invomvement; Yiing, Zaman, & Ahmad [32], Chi, Yeh, & Chiou, [37]; Chi,
et al., [38], Luthans, McCaul & Dodd, [40]; shows the mediation effect of OCB,
in relationship between leadership and the employee performance.

4. Conclusion and Reccomendation

Some of the conclusions derived from the results and discussion are
Transglobal leadership directly affects the quality of work life (QWL), Job
Involvement, and Organizational citizenship behavior (OCB). The higher the
Transglobal leadership, the higher the effect on quality of work life (QWL), Job
involvement, and Organizational citizenship behavior (OCB). However, the
Transglobal leadership has no direct effect on employee performance. Then, the
quality of work life, job involvement and organizational citizenship behavior
(OCB) are mediating variable between the effect of Transglobal leadership on
full-mediation employee performance.
Based on conclusion of this research, the reccoendation of this study to
employee as follow: In order to improve the performance of employees of
cooperatives, needed some improvements such as an increase in the quality of a
leader cooperative approach, especially with Transglobal leadership style.
However, particularly in the approach, do not ignore / override factor of quality of
work life, job involvement and OCB. Improved leadership capacity, priority for
improved business intelligence main factor, while the quality of work life
priorities take precedence in the growth and development factors. Job involvement
of preferred priority on self-esteem factor performances, while the main priority
Organizational Citizenship Behavior on altruism factor. With ideal conditions
above, will create employee performance improvement, especially on the work
factor result.
Reccomendation to the government: Improving the quality of training
and guidance so that more figures Achievement Cooperative managers are really
capable of being a model employee and leadership. Reccomendation to the future
research: It would be take another object Cooperative (Cooperative Leading,
 Women's Cooperative, Cooperative Employees of the Republic of Indonesia, etc.)
in addition to the Cooperative Achievement and do comparative analysis. A
comparative analysis allows to see the implementation of Translgobal Leadership
perceived employees and investigate how they affect the performance Employees.

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