EFFECTS OF TRANSFORMATIONAL LEADERSHIP, PERSONAL VALUE, JOB SATISFACTION ON LECTURER PERFORMANCE

ABSTRACTThis paper aims to examine and analyze about the influence of transformational leadership on personal values, job satisfaction on lecturer performance in South Kalimantan. The sample used is a number of 145 respondents in South Kalimantan, Indonesia. The technique of sampling is stratified random sampling. Statistical analysis techniques used is Structural Equation Modeling (SEM) with AMOS 18 program. Results of the hypothesis in this study: (1) Transformational leadership has significant effect on the Personal Value. (2) Transformational leadership do not have significant effect on job satisfaction. (3) Personal Value has significant effect on job satisfaction (4) Job satisfaction has significant effect on the performance of the lecturer and (5) Personal values has significant effect on performance lecturer.Keywords: Transformational Leadership, personal values, job satisfaction. , and lecturer performance.INTRODUCTION:Global issues and government policies, especially regarding higher education makes the competition in the field of education is getting tougher (Lickona 1991). Furthermore, competency of lecturers especially competence in the field of study, professional, social, personality, research and community service, becomes challenges today and in the future.Lecturers are professional educators and scientists with the main task, transform, develop, and disseminate science, technology, and arts through education, research, and community service. This is reflected in Law No. 14 of 2005 on teachers and lecturers, as well as Government Regulation No. 37 of 2009 on lecturers. Increasing the professionalism of lecturers needs a good transformational leadership. Transformational leader encourages followers to think critically and creatively as well as affect the commitment of lecturers (Bass and Avolio, 1993, Curtis et al., 2001, and Mark 1999). Transformational leadership will generate commitment and higher staff satisfaction (Alimo et al., 2008, and Gill at. Al, 2010). Job satisfaction is a feeling that supports or does not support that lecturers experienced in working (Lock, 1976, Keith, 1985, and Mc Neese and Dona 1996)In the next few sections, we review previous research on transformational leadership (Robin, 2009), personal values, and job satisfaction as a strategy for improving the performance of the lecturer, and then introduces the research methodology, including a description of the measurement used to test the hypothesis. After reviewing the results of the study, we suggest several important implications for managers and future research suggestions.THEORETICAL RATIONALE AND HYPOTHESIS DEVELOPMENT:Leader is a process of directing and influencing the activities related to the work of members of the group (Stoner 1996 and Schein 1991). Griffin (2006) leadership is the ability to gain followers. Subsequently raised by Maxwell a prominent leader in a particular group are easy to find, just noticed when people come together.Bryman (1992) and Thomas (1993), transformational leadership as the new leadership, while Smith (1992) called it a breakthrough leadership. Yukl (2009), transformational leadership gives priority on organization member awareness about the valuable result achievement. Locke (1976) states that the assessment of an individual's work as an attempt to blend the mix or allow the achievement of working value are considered necessary by the related person.Job satisfaction in Luthans Locke (1992), is defined as follows: Job Satisfaction as "a pleasurable or positive emotional state the resulting from the appraisal of one's job or job experience". Job satisfaction reflects one's feelings toward his work, it is seen in a positive attitude of staff towards the job and everything he faced in the work environment. Job satisfaction by Gibson et al. (1997: 75) "Job satisfaction is an attitude that individuals have about their jobs. It result from their jobs, based on factors of the work environment, such as the supervisor's style, policies and procesurs, work group affiliation, working condition, and fringe benefit". …