The Effect of Transformational Leadership, Organizational Culture, and Good Governance Priciples on Organizational Performance with Organizational Commitment as a Mediating Variable (A Study at the Corruption Eradication Commision)

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Jakarta— Good Governance and Transformational Leadership Boost Performance at Indonesia’s Anti-Corruption Agency. The research conducted by Galih Gandara, Mohamad Rizan, and Indra Pahala, and published in January 2026 in the journal International Journal of Integrated Science and Technology.

The research conducted by Galih Gandara, Mohamad Rizan, and Indra Pahala found that the implementation of good governance and transformational leadership plays a major role in improving the performance of the Corruption Eradication Commission (KPK).

This research reveals that public organizations will work more effectively when led by visionary leaders, have a strong work culture, and apply transparent and accountable governance principles. Amid the challenges of low public trust in state institutions, these findings provide a new direction for bureaucratic reform.

Corruption, Public Trust, and Institutional Performance

Corruption remains a major challenge in Indonesia. According to Transparency International, Indonesia ranked 114th out of 180 countries in the 2023 Corruption Perceptions Index, with a score of 34 out of 100. This ranking highlights persistent governance problems and declining public confidence.

As the country’s main anti-corruption body, the Corruption Eradication Commission (KPK) carries a heavy responsibility. Its performance directly affects public trust, legal certainty, and political stability. For this reason, internal management systems, leadership quality, and governance practices are crucial.

Many experts argue that organizational success in the public sector depends on leadership style, institutional culture, governance standards, and employee commitment. However, until now, limited research has examined how these factors interact within Indonesia’s anti-corruption agency.

This study fills that gap by analyzing how leadership, culture, and governance influence performance, and whether organizational commitment plays a mediating role.

Method: Surveying 300 KPK Employees

The researchers applied a quantitative approach using a structured survey. They collected data from 300 permanent employees of the Corruption Eradication Commission.

Participants responded to questionnaires using a five-point scale, ranging from “strongly disagree” to “strongly agree.” The survey measured:

• Transformational leadership
• Organizational culture
• Good governance practices
• Organizational commitment
• Organizational performance

To assess performance, the researchers used the Balanced Scorecard approach, which evaluates organizations from four perspectives: stakeholders, customers, internal processes, and learning and growth.

The data were analyzed using Structural Equation Modeling (SEM) with LISREL software. This method allowed the researchers to examine both direct and indirect relationships between variables.

After refining the model, the statistical results showed strong reliability and validity, confirming that the findings were robust and consistent.

Key Findings: Governance Comes First

The analysis produced four main findings.

1. Transformational Leadership Improves Performance

Leaders who motivate, inspire, and encourage innovation have a positive impact on organizational results. The study found that transformational leadership significantly increased organizational performance.

In practical terms, this means leaders who communicate a clear vision, support staff development, and promote ethical behavior help institutions work more effectively.

2. Organizational Culture Matters

Organizational culture also plays an important role. Agencies that emphasize professionalism, teamwork, integrity, and results tend to perform better.

A healthy culture guides employee behavior, strengthens cooperation, and aligns daily activities with institutional goals.

3. Good Governance Has the Strongest Impact

Among all variables, good governance had the greatest influence on performance.

The study shows that transparency, accountability, openness, and respect for the rule of law are the most powerful drivers of organizational success in the public sector.

Each improvement in governance practices significantly boosted institutional performance. This confirms that strong systems and clear procedures are more important than informal arrangements.

4. Organizational Commitment Is Not Decisive

Surprisingly, organizational commitment did not significantly affect performance. Employees’ emotional attachment, loyalty, and sense of belonging were not strong predictors of organizational results.

Moreover, commitment did not mediate the relationship between leadership, culture, governance, and performance.

This means that even highly committed employees cannot compensate for weak systems, poor leadership, or weak governance.

What Do These Results Mean?

The findings challenge a common assumption in management: that loyal and committed employees are the main drivers of performance. In highly regulated public institutions like the KPK, structural and managerial systems matter more.

According to the researchers, organizational performance in law enforcement agencies depends primarily on:

• Clear governance rules
• Transparent decision-making
• Strong leadership vision
• Consistent institutional culture

Individual motivation alone is not enough if the system does not support professionalism and accountability.

The authors emphasize that “managerial systems and governance mechanisms play a greater role than psychological attachment in shaping performance.”

Implications for Public Sector Reform

This study offers important lessons for policymakers, government leaders, and public administrators.

For Government Institutions

Public agencies should prioritize strengthening governance systems. This includes:

• Improving transparency in budgeting and procurement
• Ensuring accountability in decision-making
• Strengthening internal controls
• Enforcing ethical standards

These measures directly improve performance and public trust.

For Organizational Leaders

Leaders should develop transformational leadership skills through:

• Coaching and mentoring programs
• Leadership training
• Performance evaluations focused on ethical conduct and innovation

Leaders who inspire and empower employees create more resilient institutions.

For Human Resource Management

Although commitment was not a key factor, employee engagement remains important. However, it must be combined with strong leadership and governance reforms.

Training programs should focus not only on motivation, but also on professionalism, compliance, and institutional values.

Researchers’ Perspective

The authors argue that public organizations need direct-effect management models rather than mediation-based models.

In other words, leadership, culture, and governance must directly shape performance. Relying on employee loyalty as an intermediary strategy is ineffective in highly accountable institutions.

They also stress that anti-corruption agencies require stricter systems than ordinary organizations, because their work involves high legal and political risks.

Author Profiles

• Galih Gandara, S.E., M.M : Universitas Negeri Jakarta.
• Mohamad Rizan, S.E., M.Si., Ph.D. : Universitas Negeri Jakarta.
• Indra Pahala, S.E., M.M. : Universitas Negeri Jakarta.

Research Source

Galih, Rizan, Indra. The Effect of Transformational Leadership, Organizational Culture, and Good Governance Principles on Organizational Performance with Organizational Commitment as a Mediating Variable
 International Journal of Integrated Science and Technology (IJIST)Volume 4, Nomor 1, 2026, Halaman 34–49
DOI:https://doi.org/10.59890/ijist.v4i1.261                                                                                        URL: https://ntlmultitechpublisher.my.id/index.php/ijist