Jakarta — Environmentally oriented leadership, employee engagement, and green organizational culture have been shown to improve sustainable employee performance at the Indonesian Maritime Security Agency (Bakamla RI). The finding was reported by Winda Lisnawati and Agus Arijanto from Universitas Mercu Buana through a 2026 study involving 165 employees at Bakamla RI Headquarters in Jakarta. The results show that green innovation behavior serves as an important mechanism for translating leadership, employee engagement, and organizational culture into sustainable performance.
Public organizations are increasingly expected to achieve performance targets while responding to social and environmental challenges. In this context, sustainability depends not only on organizational policies but also on how employees use resources, adapt to change, and develop more efficient and environmentally responsible ways of working.
The issue is particularly relevant to Bakamla RI, a government institution responsible for maritime security and safety in Indonesia. Its operational environment requires employees to perform consistently, adapt to changing demands, and manage resources responsibly.
Initial evidence from the study indicated that there is still room to strengthen sustainability practices within Bakamla RI. The BerAKHLAK Index increased from 53.8 in 2023 to 74.47 in 2024, but remained below the healthy threshold of 80. The SAKIP score also increased from 55.24 in 2020 to 63.56 in 2024. A preliminary survey of 30 employees found that only 46.7 percent perceived their leaders as providing environmentally responsible examples. Only 40 percent reported using environmentally efficient work methods, while 20 percent actively sought creative solutions to reduce environmental risks.
Employee engagement, however, showed a stronger initial result. As many as 83.3 percent of respondents in the preliminary survey considered their work meaningful. This suggests that employee psychological engagement is already an important organizational resource, but it needs to be translated further into innovation that supports sustainability.
Winda Lisnawati and Agus Arijanto examined the relationships among Green Transformational Leadership, Employee Engagement, Green Organizational Culture, Green Innovation Behavior, and Sustainable Employee Performance. The study used a quantitative approach involving a population of 282 employees at Bakamla RI Headquarters in Jakarta. A total of 165 respondents were selected through simple random sampling using the Slovin formula with a 5 percent error tolerance. Data were collected using a five-point questionnaire and analyzed through PLS-SEM with SmartPLS 4.
The findings show that all 10 hypotheses tested in the study were supported. Green Transformational Leadership had a positive and significant effect on Sustainable Employee Performance, with a coefficient of 0.326 and a significance level below 0.001. The result indicates that stronger environmentally responsible leadership, role modelling, direction, and encouragement are associated with better sustainable employee performance.
Employee Engagement also had a positive effect on Sustainable Employee Performance. Its coefficient reached 0.213, with a significance level of 0.016. Employees with stronger energy, dedication, and psychological involvement in their work tend to demonstrate more consistent performance and greater adaptability to workplace demands.
Green Organizational Culture also produced a positive and significant effect on Sustainable Employee Performance, with a coefficient of 0.179 and a significance level of 0.016. When environmental responsibility becomes a shared organizational value and is incorporated into daily routines, employees receive clearer guidance regarding resource efficiency, waste reduction, and responsible work practices.
All three factors also significantly encouraged Green Innovation Behavior. Green Transformational Leadership had a coefficient of 0.215, Employee Engagement 0.324, and Green Organizational Culture 0.288. Among the three factors, employee engagement had the strongest effect on green innovation behavior.
The strongest direct relationship in the model was between Green Innovation Behavior and Sustainable Employee Performance. The coefficient reached 0.336, with a t-value of 4.272 and a significance level below 0.001. Green Innovation Behavior therefore had the largest direct effect on sustainable employee performance among the predictors examined.
In practice, green innovation behavior can involve relatively simple improvements, such as reducing paper use through digitalization, improving information flows, simplifying administrative procedures, optimizing technology use, and reducing unnecessary resource consumption. Green innovation is therefore not merely an organizational program but also an employee-level behavior that can improve everyday work processes.
Green Innovation Behavior also significantly mediated the relationships between the three organizational factors and Sustainable Employee Performance. The indirect effect of Green Transformational Leadership through green innovation reached 0.072, Employee Engagement 0.109, and Green Organizational Culture 0.097. All three relationships were statistically significant. This means leadership, engagement, and organizational culture influence performance not only directly but also by encouraging employees to generate, promote, and implement environmentally responsible ideas.
The research model explained 73.1 percent of the variance in Sustainable Employee Performance. Meanwhile, Green Transformational Leadership, Employee Engagement, and Green Organizational Culture explained 46.1 percent of the variance in Green Innovation Behavior. These results indicate strong explanatory power for sustainable employee performance within the Bakamla RI context.
For Bakamla RI, the findings provide practical directions for integrating sustainability into everyday work. Leaders can strengthen coaching and feedback related to resource efficiency, environmental responsibility, innovation, and process improvement. Employee engagement can also be supported through recognition, training opportunities, and channels for employees to contribute ideas.
Green Organizational Culture can also be translated into unit-level targets that employees can directly influence, such as reducing paper use through digitalization, saving electricity and water, reducing single-use materials, sorting waste, and reusing serviceable equipment. The organization can also establish digital channels for collecting employee ideas and testing proposals with clear sustainability benefits before broader implementation.
Winda Lisnawati and Agus Arijanto concluded that sustainable employee performance emerges from the interaction of green leadership, employee engagement, organizational culture, and innovation behavior. Leadership provides direction, engagement supplies the energy to act, organizational culture establishes shared norms, and green innovation converts these resources into concrete actions that support sustainable performance.
The study is limited because its respondents came only from Bakamla RI Headquarters in Jakarta. Therefore, the findings cannot automatically be generalized to all Bakamla RI units or operational areas. Future research could expand the respondent base and examine factors such as Green Human Resource Management, organizational commitment, job satisfaction, green training, environmental knowledge, and perceived organizational support.
Authors
Winda Lisnawati — Universitas Mercu Buana, Indonesia
Agus Arijanto — Universitas Mercu Buana, Indonesia
Research Source
Title: The Influence of Green Transformational Leadership, Employee Engagement, and Green Organizational Culture on Sustainable Employee Performance through Green Innovation Behavior: Evidence from the Indonesian Maritime Security Agency
Journal: International Journal of Scientific Multidisciplinary Research (IJSMR), Vol. 4 No. 8, 2026, pages 1677–1692.
DOI: https://doi.org/10.55927/ijsmr.v4i8.149
Journal Link: https://journalijsmr.my.id/index.php/ijsmr
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