The Influence of Strategic Leadership, Organizational Learning, And Organizational Culture on Organizational Performance Through Organizational Citizenship Behavior in Timor-Leste National Police Using Structural Equation Modeling

Abstract

The National Police of Timor Leste (PNTL) is in charge of the country's internal security. As a result, the PNTL, as an institution, should prepare dependable human resources to ensure the stability of the state by applicable regulations. The study's findings using the structural equation modeling (SEM) approach show that the organizational performance model fits the GoF criteria. Strategic Leadership, Organizational Learning, Organizational Culture, Organizational Citizenship Behavior, and Organizational Performance are all convergently and discriminantly valid and reliable indicators. The ability to manage change, build cooperation and a sense of belonging, and be visionary is the dominant indicators of strategic leadership. Systems thinking, mental models, learning teams, and personal mastery are the most important indicators of organizational learning. Bureaucratic culture, innovative culture, and supportive culture are the dominant indicators of Organizational Culture. Willingness to Tolerate without Complaint and Involvement in Organizational Functions are the dominant indicators of Organizational Citizenship Behavior. Service Quality, Responsibility, Accountability, and Productivity are the most important indicators of Organizational Performance. Organizational Citizenship Behavior, Strategic Leadership, Organizational Learning, and Organizational Culture all have an impact on organizational performance. Furthermore, Strategic Leadership, Organizational Learning, and Organizational Culture all have an impact on organizational citizenship behavior.

Keywords: Organizational Citizenship Behavior, Organizational Culture, Organizational Learning Organizational Performance, SEM, Strategic Leadership