Sustainable Futures 6 (2023) 100138

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Sustainable Futures
journal homepage: www.sciencedirect.com/journal/sustainable-futures

Mediation of “AKHLAK” corporate culture and affective commitment on the

effect of inclusive leadership on employee performance
Veronika Agustini Srimulyani a, Sri Rustiyaningsih a, Florentina Anif Farida a,
Yustinus Budi Hermanto b, *
a
Faculty of Business, Widya Mandala Surabaya Catholic University, Surabaya, Indonesia
b
Faculty of Economics, Darma Cendika Catholic University, Surabaya, Indonesia

A R T I C L E I N F O A B S T R A C T

Key words: Researchers and practitioners have claimed that leadership, culture, and employee commitment are important
Inclusive leadership elements of an organization’s success in the business world. The main objectives of this article are to analyze: 1)
“AKHLAK” corporate culture the mediating role of "AKHLAK" corporate culture on the effect of inclusive leadership on affective commitment
Affective commitment
and employee performance; 3) analyze the role of mediating affective commitment to the influence of inclusive
leadership and corporate culture "AKHLAK" on employee performance. The research sample was 135 permanent
employees at three BUMNs in the Madiun area, East Java, Indonesia. Data analysis used SPSS version 24, Smart
PLS, and the online Sobel test. The test results show that: 1) "AKHLAK" corporate culture as a partial mediation of
the influence of inclusive leadership on affective commitment; 2) "AKHLAK" corporate culture does not mediate
the effect of inclusive leadership on employee performance, because the direct effect of "AKHLAK" corporate
culture on employee performance is not significant; 3) affective commitment as a full mediation of the influence
of inclusive leadership on employee performance; 4) affective commitment as a full mediation of the influence of
corporate culture "AKHLAK" on employee performance.

Introduction management philosophy and a way of managing an organization to

improve overall management effectiveness and performance (Kotter &
The sustainability of the company in the long term can be predicted Heskett, 1992 in [6]). Corporate culture is part of the corporate strategy,
from the principle values adopted and made into corporate culture. and a leader must ensure that corporate culture can drive all employees
Corporate culture is essential in developing and maintaining employee to give their best performance. Corporate culture influences organiza­
commitment and is often a characteristic of successful organizations (C. tional members’ behavior [7]. The central role in shaping and control­
[1]). Over the last few decades, corporate culture has become an ling organizational culture lies with the leader [5]. Leadership creates
important theme in management and business research because it can and or enforces organizational culture [8]. Successful leaders act as
influence various outcomes desired by organizational and individual "integrating forces" at two levels: integrating elements of the corporate
managers, such as commitment, loyalty, turnover intention, and satis­ identity structure and mediating between the corporate branding
faction [2]. Corporate culture can improve management in coordinating structure and the individual [9]. Hanh Tran & Choi [10] revealed that
and integrating people with diverse personal and cultural value systems organizational learning culture partially mediates the relationship be­
[3]. Corporate culture also plays an important role in building employer tween inclusive leadership and organizational citizenship behavior. In­
branding, which can encourage employees to continue to join the clusive leadership emerges as an ideal style to motivate diversified
company because they are attracted to the corporate culture they have employees to be more aware of themselves and treat employees fairly
and help employees increase productivity [4]. [11]. Inclusive leadership, developed to manage workforce diversity,
Corporate or organizational culture can be interpreted as a unique can also encourage innovative performance [12], and culture can in­
pattern of shared values, attitudes, rituals, beliefs, norms, expectations, crease organizational commitment and increase the consistency of
socialization, and employee assumptions [5]. Corporate culture is a employee behavior [3].

* Corresponding author.
E-mail address: yustinus.budi@ukdc.ac.id (Y.B. Hermanto).

https://doi.org/10.1016/j.sftr.2023.100138
Received 23 July 2023; Received in revised form 25 October 2023; Accepted 6 November 2023
Available online 8 November 2023
2666-1888/© 2023 The Author(s). Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).
V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

Leadership theories (transformational, authentic, ethical, servant, service-oriented leadership styles can be adopted to improve employee
spiritual, and inclusive) play an important role in developing a moral performance. Dastane [32] reveals a significant positive relationship
approach to managing people and organizations [13]. As a managerial between transformational, Laissez-faire, and democratic leadership
trait, leadership has morphed into many forms and styles over the years, styles on employee performance. Furthermore, Donkor [28] revealed
and inclusive leadership is the leadership of the 21st century [14]. In­ that transformational and transactional leadership significantly improve
clusive leaders refer to the words and deeds of leaders who invite and employee performance [28].
appreciate the contributions of others [15,16]. Inclusive leaders always The cases of the Garuda Indonesia and Jiwasraya mega scandals were
provide support for their followers [17]. The relationship between incidents carried out by “Badan Usaha Milik Negara” (BUMN) and
leaders and followers can be explained through social exchange pro­ greatly attracted public attention, especially from the Indonesian people
cesses based on social exchange theory [18]. Viewed from the social [33]. Another case occurred in an Islamic banking institution in 2021,
exchange (SE) theory perspective, employees with positive perceptions namely the arrest of the head of an Islamic bank branch in Sidoarjo due
of their leaders have a more significant affective commitment [19]. In­ to a fictitious financing case (nasional.kompas.com, 2021) [34]. Some of
clusive leadership is needed to encourage inclusivity in diverse teams these cases are evidence of violations of top management values.
[20]. Inclusive leaders produce efficiency in follower performance while Concerning these problems, the Ministry of BUMN has determined
respecting follower uniqueness with an empathetic and impartial the existence of AKHLAK as a core value that will serve as a guideline for
approach. A study by Bhatnagar & Aggarwal [14] revealed that BUMN employees to achieve better performance [35]. With the issuance
employee creativity, employee volunteering, and project success are of the Circular Letter of the Minister of BUMN of the Republic of
more prominent consequences in research on inclusive leadership. Indonesia Number: SE-7/MBU/07/2020 dated 1 July 2020 concerning
Furthermore, Bataineh et al. [15] showed inclusive leadership’s direct the Core Values of Human Resources (HR) for BUMN, each BUMN is
and indirect effects on adaptable performance with innovative work required to implement the Core Values of BUMN HR as corporate culture
behavior as mediation. is the basis for the formation of HR character within BUMN, Sub­
For the most part, empirical research reveals that leadership roles sidiaries, and Consolidated Affiliated Companies becomes the basic
vary widely due to cultural forces in the countries or regions where symbol of BUMN behavior. The core values are AKHLAK, an acronym for
leaders function [21]. Leadership and organizational culture have long “Amanah/Trustworthy, Kompeten/Competent, Harmonis/Harmonious,
been necessary for organizational efficiency and performance. However, Loyal, Adaptif/ Adaptive, Kolaboratif/ Collaborative.” It is hoped that
most literature overlooks the "culture-driven" trait of leadership AKHLAK will not just become a jargon or tagline but a culture in all
(Alvesson, 2011 in [22]). Leaders are a crucial element that creates BUMN to improve company performance and make the best contribu­
culture [5]. Leaders play an important role in adapting the culture. tion to society and the country (https://kumparan.com/) [36].
Leaders can adapt to culture through recruitment, outreach, cultural AKHLAK is the core value that all BUMN must uphold in running
communication mechanisms, and role models [23]. The research results their business and carrying out their daily activities. It is expected to be a
by Kargas & Varoutas [22] reveal a strong and significant relationship guide for the behavior of employees both in the office, at home, and in
between leadership and organizational culture. Sürücü & Yeşilada [24] their surroundings. The government requires this because it hopes that
demonstrated that the charismatic leadership style is a leadership style the BUMN transformation process will be carried out thoroughly for
that significantly influences corporate culture, while the transactional every human resource. AKHLAK can be a moral guide in dealing with
leadership style does not affect the current organizational culture. various shocks in the VUCA (Volatility, Uncertainty, Complexity, Am­
Organizations need a leadership style that creates an environment biguity) era. BUMN needs an inclusive leadership approach that can
that encourages subordinates to play a leading role in the organization answer global challenges in times of economic inequality, climate
through employees’ affective commitment. From an SC theory [25], change, and unequal distribution of resources [37]. This is very
such favorable treatment motivates employees to reciprocate through an important for companies to progress because there are various problems
increased affective commitment to the organization [26]. SE Theory also that BUMN has to face lately, namely moral values that are not upheld
provides a framework for studying employee and organizational re­ [38].
lations, where social exchange is the basis of a quality relationship be­ Hariyadi & Agustina [33] focuses on the AKHLAK internalization
tween employees and leaders. It is an interdependent relationship index, revealing that there is still a need to increase the internalization of
between two parties because it is a two-way transaction. Jiatong et al. AKHLAK implementation values in the values of Amanah, Competent,
[27] revealed that transformational leadership significantly increases Harmony, Loyal, Adaptive, and Collaborative. The results of the study
affective organizational commitment and work performance. Donkor by Hariyadi & Agustina [33] revealed that only the competency values
[28] shows that organizational success is highly dependent on employee of the AKHLAK core values in 91 BUMN have a sufficient level of
commitment which can help reduce employee turnover. The affective implementation, while the other five AKHLAK values are included in the
commitment of employees to change becomes crucial when change low category, so these findings can be used as reference material for the
occurs. The role of the leader can help the organization maintain em­ Ministry of BUMN, practitioners and academics as the first benchmark
ployees’ affective commitment in times of change. Affective commit­ data for measuring the organizational culture of BUMNs.
ment is also very important for every organization because it can have Research on AKHLAK core values has been carried out by Lestari &
positive impacts, such as reducing employee absenteeism and reducing Lestira Oktaroza [35] at Bank Syariah Indonesia; it was revealed that the
the risk of employee resignation. Mahembe & Engelbrecht [29] revealed effectiveness of AKHLAK core values impacts employee performance.
a positive and significant relationship between servant leadership, team This effectively demonstrates the efficacy of AKHLAK’s core values as
effectiveness, and affective team commitment. Donkor [28] proves that fundamental values that must be adhered to and implemented in daily
transformational and transactional leadership increase organizational work activities by all BUMN employees to realize quality and work
dedication and commitment and partially mediate the relationship be­ performance as expected, ultimately reflecting increased employee
tween the two leadership styles and employee performance in public performance. Furthermore, Kasmawati et al. [38] revealed that AKH­
sector organizations in Ghana. Furthermore, Wang et al. [30] revealed LAK’s Core Values positively and significantly affected employee pro­
that inclusive leadership increases affective commitment significantly. ductivity at PT PLN (Persero) Generation and Distribution Main Unit,
Improving the effectiveness and performance of employees is an Sulawesi.
important role of leaders. Leadership is essential in individual job per­ As the development of previous research studies on the role of
formance and organizational growth [31]. Inclusive leadership, as a corporate culture in assessing the impact of a contemporary leadership
method that is open, effective, and accessible, is positively correlated approach, namely inclusive leadership, on employee behavior such as
with employee performance [19]. Performance-oriented and affective commitment and employee performance, this research was

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

conducted by taking a sample of employees from three BUMNs in the 1) Amanah (Trustworthy); means holding fast to the trust given; namely
form of limited liability companies and having offices in Madiun ((PT fulfilling promises and commitments, being responsible for tasks and
IMSS, PT PLN (Persero) East Java Distribution Madiun Area, and PT PN decisions, and adhering to morals and ethics in acting;
XI PG Pagotan). 2) Competent; means that you always continue to learn and develop
your abilities, namely increasing self-competence to answer ever-
Theoretical background and hypothesis development changing challenges, helping others learn, and completing assign­
ments with the best quality.
Inclusive leadership 3) Harmonious means mutual care and respect for differences, respect
for all people regardless of background, liking to help others, and
The leadership process that promotes an experience of inclusion building a conducive work environment.
among followers is called inclusive leadership [39]. An inclusive lead­ 4) Loyal; means being devoted and prioritizing the interests of the
ership style represents "leaders who demonstrate openness, availability, nation and state, namely maintaining the good name of fellow em­
and accessibility in their interactions with followers" [40]. The openness ployees, leaders, BUMN, and the State, being willing to achieve a
aspect indicates that the leader respects the views of subordinates, in­ bigger goal, and obeying the leadership as long as it does not conflict
vites subordinates to participate in decision-making, and encourages with law and ethics.
subordinates to use new perspectives and innovative techniques to solve 5) Adaptive; means continuing to innovate and be enthusiastic in ac­
problems, and the availability aspect means that managers can help tivities or dealing with change, namely adapting quickly to be better,
employees promptly when employees experience difficulties at work continuing to make improvements to keep up with technological
[41]. The aspect of accessibility is the capacity of a leader to pay developments, and acting proactively.
attention to subordinates’ needs and build close relationships with 6) Collaborative; means building synergistic cooperation, providing
subordinates [19]. Inclusive leadership is people-oriented, where in­ opportunities for various parties to contribute, being open to work­
clusive leaders are good at listening to employees’ voices, encouraging ing together to produce added value, and mobilizing various re­
employees to work, and appreciating employee contributions [16]. sources for common goals.
Open minds, efficient management, and availability are the traits of
inclusive leaders [42]. The Ministry of BUMN instructs BUMN to integrate AKHLAK’s core
Inclusive leadership is a new type of leadership that is stated as an values into the company’s management system to ensure that every
effective way of leadership by emphasizing good relations in the process employee has behavior aligns with AKHLAK’s core values [49].
of interaction with subordinates and encouraging subordinates to
actively participate in the organization through accessibility, interac­ Affective commitment
tive, fairness, and tolerance for mistakes as an effort to realize organi­
zational support for the employee [40]. At the individual level, inclusive The concept of affective commitment is based on attitudinal
leadership focuses on the leader’s and individual followers’ vertical commitment theory (ACT), which focuses on an individual’s desire to
relationship, namely the leader’s proactive behavior, to facilitate fol­ remain in the organization [50]. Affective commitment can result from
lowers’ experiences of belonging, uniqueness, autonomy, and compe­ specific behaviors that are freely chosen over time and can cause in­
tence [39]. dividuals to feel affectively attached to the organization [51]. Affective
An inclusive leader must have the skills to lead inclusively. Korn commitment is one component of organizational commitment, which
Ferry identified competencies that are essential for inclusive leadership, refers to the employees possessing emotional attachment to involve and
which it refers to as the five disciplines of inclusive leadership: 1) identify the organization [52]. Affective commitment is an employee’s
Building interpersonal trust: being honest, establishing good relation­ emotional attachment to the employer that strengthens the employee’s
ships by finding common ground while being able to appreciate different sense of belonging and involvement with the organization [52,53]. Af­
perspectives from oneself; 2) Integrate multiple perspectives: consider fective commitment is defined as employees’ emotional level, attach­
all viewpoints and needs of others; skill-fully navigate conflict situa­ ment, identification, and involvement in the organization [54].
tions; 3) Optimizing talent: motivating and supporting the growth of Employees’ emotional attachment to the organization is called affective
others, combining strengths for collective success overcoming differ­ commitment [55]. Affective commitment is an employee’s personal
ences; 4) Applying an adaptive mindset: taking a broad view, adapting choice to remain committed to the organization through some emotional
approaches to relevant situations, innovating by taking advantage of identification with the organization [13].
differences; 5) Achieving transformation: willing to face difficult things,
bringing diverse people to achieve results [43]. Employee performance

According to Borman & Motowidlo [56], employee performance can

Corporate culture be defined as activities formally recognized as part of the job and
contributing to achieving organizational goals. Performance is a multi­
Organizational culture is a system of shared understanding held by dimensional concept, where at the most basic level, it is divided into the
members about an organization that distinguishes two organizations task and contextual performance [56]. Employee performance is the
from one another [44]. A macro view of culture gives an organization a results achieved on employee activities with employee skills in various
distinct character [45]. Culture can be an advantage of an organization if situations. Employee performance includes carrying out the assigned
the culture in the organization can support organizational goals and tasks according to the specified time, employee competence, and
make the organization adaptable to rapidly changing times. Corporate effectiveness and efficiency in carrying out work.
or organizational culture is a set of values, beliefs, and ways of doing There are two dimensions of employee performance: the action
things [46]. Culture guides employees’ daily activities to achieve certain dimension, the behavioral aspect, and the result dimension, the per­
goals [3]. Seven cultural values that can be used to measure corporate formance aspect [57]. The determinants of individual performance
culture are adaptability, collaboration, community, customer orienta­ differences have received a great deal of attention in research, for
tion, detail orientation, integrity, and result orientation [47]. example, individual trait variables (e.g., cognitive abilities, personality,
The “AKHLAK” corporate culture is the basis for the achievement of stable motivational dispositions, physical characteristics, and abilities),
BUMN’s plans to build a world-class reputation, described as follows country variables (e.g., relevant knowledge and skills, attitudes, level of
[48,48]: motivation), and situational characteristics (e.g., reward structure, peer

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managerial and leadership), and interactions between individuals [58]. treatment, motivates employees to reciprocate through an increased
There are eight basic substantive factors of individual performance affective commitment to the organization [26]; and when employees
in work roles, namely: 1) technical performance; 2) communication; 3) like and respect their supervisors, they exhibit a high level of affective
Initiative, persistence, and effort; 4) counterproductive work behavior; organizational commitment [70]. 2) Inclusive leaders who behave in a
5) supervisory, managerial, executive (i.e., hierarchical) leadership; 6) supportive manner can meet employees’ socio-emotional needs for
hierarchical management performance; 7) peer/team member leader­ approval, appreciation, and affiliation, increasing affective commitment
ship performance; 8) peer/team member management performance among employees to the organization [71]. 3) When inclusive leaders
[58]. behave in a supportive manner, this is appreciated by employees so that
uncertainty, anxiety, and employee role pressure are minimized [17],
Inclusive leadership and corporate culture which in turn can increase employees’ affective commitment to the or­
ganization. Jiatong et al. [27] revealed that transformational leadership
Currently, culture is seen as an intangible force with far-reaching significantly increases affective organizational commitment and work
consequences, so the leadership must see the cultural context rather performance. Therefore, this study explores the influence of inclusive
than as a personal style in leading an organization [21]. Leaders play an leadership on the level of affective commitment of BUMN employees,
important role in creating and framing initiatives to facilitate inclusion which is formulated through the second hypothesis (H2) as follows:
in the workplace [23]. Leader behavior is crucial in creating efficient
working conditions and a strong organizational culture. Leadership and H2: Inclusive leadership increases affective commitment
organizational culture are the two most important organizational ele­ significantly.
ments for a company to compete successfully and gain a sustainable
advantage [22]. Taormina [59] revealed that leadership behavior and Inclusive leadership and employee performance
the domain of organizational socialization are related to and predictors
of organizational culture [59]. Kargas & Varoutas [22] show a strong SC theory states that a high-quality relationship enhances a sense of
relationship between culture type and leadership style. mutuality or reciprocity [42]. Leadership is essential in maintaining and
Furthermore, Sürücü & Yeşilada [24] revealed that the charismatic improving employee performance in various situations. It is very
leadership style is a leadership style that significantly influences orga­ important for the leader to follow the right direction and have high
nizational culture. Leadership style improves corporate culture signifi­ motivation to be successful and become a role model for the sub­
cantly [60,61]. Referring to the results of this empirical study, this study ordinates in the organization. The relationship between leaders and
explores the relationship of inclusive leadership to the core values of followers becomes important in various work results [40]. Focusing on
"AKHLAK" which have been internalized as the work culture of BUMN the growth of the subordinate’s value system, the level of motivation
employees throughout Indonesia, with the following first hypothesis and morale of the subordinates with the growth of the talent of the
(H1) formulation: subordinates is very important for managers in leadership positions
[72]. Leadership is essential in individual job performance and organi­
H1: Inclusive leadership increases "AKHLAK" corporate culture zational growth [31].
significantly. Organizational leaders in Indonesia during the post-COVID-19
pandemic must adapt to a new leadership style approach to maintain
Inclusive leadership and affective commitment and improve employee performance [73]. Practicing inclusive leader­
ship can contribute to solving small and big challenges in complex en­
From the perspective of Social Identity (SI) theory [62], inclusive vironments [37]. Inclusive leaders can build open relationships with
leadership can encourage followers to feel that followers are part of a employees through the support and recognition of employees. Inclusive
team, thus increasing followers sense of belonging [63]. Leadership leadership can improve adaptive performance [15]. SC theory provides
studies acknowledge the SI theory, which explains "leadership as a group important theoretical insights into leader behavior and the leader’s
process resulting from social classification and personalized processes contribution to the desired outcomes of followers [10]; this principle
related to social identity [64]. Through social exchange [26,65,66], supports the relationship between inclusive leadership and employee
leadership can influence affective commitment. Sevens show that performance. This study aims to explore the impact of inclusive lead­
workplace spirituality mediates the influence of spiritual leadership on ership on employee performance in several BUMNs in Indonesia, with
organizational commitment [67]. the formulation of the third hypothesis (H3) as follows:
People-oriented values (respect for people, transparency) and ethical
behavior values (ethics, social responsibility, and transparency) are H3: Inclusive leadership increases employee performance
significant predictors of affective commitment [4]. Mahembe & Engel­ significantly.
brecht [29] revealed that there is a relationship between servant lead­
ership and affective team commitment. Demirtas & Akdogan [54] Corporate culture and affective commitment
showed that ethical leadership, directly and indirectly, affects affective
commitment and turnover intention with the ethical climate as media­ Corporate culture is considered a critical factor in improving or
tion. Grego-Planer [13] shows that good leadership has a positive rela­ pursuing organizational goals [74]. According to Cameron & Quinn
tionship with affective commitment. The better the leadership, the [75], a unique corporate culture can help companies reduce uncertainty,
higher the affective commitment of the subordinates. Choi et al. [19] create social order, create continuity, create collective identity and
showed a positive and significant impact of inclusive leadership on commitment, and clarify a vision for the future. Organizational culture
organizational commitment, whereas Wang et al. [30] revealed that is an intangible property of the organization and has contributed
inclusive leadership increases affective commitment significantly. significantly. Different organizational cultures tend to develop different
Buskirk [68] reveals that inclusive leadership has a positive and types of employee commitment to their organizations, and most studies
significant relationship with affective commitment. An explanation of reveal a positive impact of culture on employee commitment [76]. Af­
the link between inclusive leadership and affective commitment is as fective commitment is a bond between the employee and the organi­
follows: 1) Inclusive leaders are open, listen and respond to followers’ zation where the employee works. It is like a family, so employees are
opinions, value followers’ contributions, and share visions with fol­ willing to give everything they have to improve performance.
lowers so that followers tend to feel empowered, given freedom, treated Internalization of organizational culture (shared values, beliefs, and
fairly, and given trust [69]; thus, from an SC theory [25] such favorable mission) in employees can affect employees’ emotional ties with the

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

organization, thereby increasing affective commitment [51]. Azizollah The effect of inclusive leadership on affective commitment through
et al. [45] show that organizational culture increases three dimensions corporate culture
of organizational culture (affective, continuance, normative). Further­
more, Udin [77] revealed that national culture influences affective Organizational or corporate culture represents the general percep­
commitment. Furthermore, Setiawan et al. [78] stated that organiza­ tion shared by all organization members (C. P. [91]). Organizational
tional or corporate culture significantly increases affective commitment. culture can be interpreted as an image of leadership and is seen as an
This study explores the impact of "AKHLAK" corporate culture on the important goal of leaders, which includes interpersonal relations, envi­
affective commitment of BUMN employees, with the formulation of the ronment, human personality development, employee performance and
fourth hypothesis (H4) as follows: satisfaction, organizational image, and brand [92]. Leaders can influ­
ence organizational culture by creating a shared vision, correcting
H4: "AKHLAK" corporate culture increases affective commitment inappropriate employee behaviors, opening lines of communication,
significantly. and integrating and training new employees [93]. Subordinates are
willing to cooperate with the leader if the leader’s views are ethically
consistent and acceptable to employees. If the subordinates do not
Corporate culture and employee performance
support the values the leader desires, it will allow the growth of various
subcultures within the organization (C. P. [91]).
Performance is important for organizations because employee per­
Ogbonna & Harris [94] revealed that organizational culture medi­
formance leads to organizational success; it is also important for in­
ates the influence of leadership on company performance. Hosseini et al.
dividuals because it can be a source of employee satisfaction [79].
[60] revealed that organizational culture is significantly mediated in the
Employee performance is influenced by organizational culture. Orga­
relationship between leadership style and organizational learning. Kaur
nizational culture in the form of social norms, rituals, ways of doing
Bagga et al. [95] demonstrate that organizational culture partially me­
work, and specific and unique ways of each organization can influence
diates the relationship between transformational leadership and change
employee performance [74]. Ojo [80] revealed corporate culture’s
management among virtual team employees. Based on previous
positive and significant influence on employee performance. Employee
empirical studies, this study explores the role of "AKHLAK" corporate
performance is an important element for the organization, leading to its
culture in mediating the influence of inclusive leadership on the per­
effective development and growth. An effective culture in organiza­
formance of BUMN employees, with the formulation of the seventh
tional systems is needed to create a learning environment that encour­
hypothesis (H7) as follows:
ages increased employee performance. Many researchers consider
individual factors (i.e., ability and effort) important in highlighting the
H7: "AKHLAK" corporate culture mediates the effect of inclusive
link between organizational culture and employee performance [81].
leadership on affective commitment.
(Gardner & Schermerhorn, 2004). Adam et al. [74], AlShehhi et al. [82];
Syafii et al. [61] revealed that there is a positive and significant rela­
The effect of inclusive leadership on employee performance through
tionship between organizational (corporate) culture and employee
corporate culture
performance. Companies must form a corporate culture by increasing
AKHLAK values to improve employee performance [83]. This study
Leadership is one of the most important components in improving
reconfirms several previous studies regarding the impact of "AKHLAK"
individual and organizational performance. Leadership is a reciprocal
corporate culture on employee performance, with the formulation of the
social influence process in which leaders and subordinates influence
fifth hypothesis (H5) as follows:
each other to achieve organizational goals [96]. Leadership is an
enthusiastic atmosphere and culture in an organization. An effective
H5: "AKHLAK" corporate culture increases employee performance
leadership style can encourage excellence in developing organizational
significantly.
members [97]. A leader has no easy responsibility, so it takes a high
commitment to complete tasks [98]. A leader is responsible for
Affective commitment and employee performance providing guidance and sharing knowledge with subordinates to lead
subordinates to better performance and make subordinates experts in
Increased employee internal performance is caused by employee maintaining quality; this can be done by cultivating a quality work
commitment [84]. Employees with strong affective commitment are culture.
motivated to achieve higher performance levels and make more mean­ Attitudes are part of organizational culture and employee perfor­
ingful contributions than employees who express continuance or mance, strengthening the relationship between organizational culture
normative commitment [85]. Strong affective commitment is believed and performance [46]. Ali et al. [98] showed a strong relationship be­
to be critical in organizational success to achieve higher performance. tween leadership style and quality work culture. Furthermore, Syafii
Affective commitment can impact individual behaviors, such as per­ et al. [61] revealed that corporate culture partially mediates the rela­
formance and organizational behavior [51]. There is a significant rela­ tionship between leadership style and employee performance. Puni &
tionship between organizational commitment and in-role performance Bosco [99] revealed that all corporate culture dimensions (innovative,
[86]. Furthermore, Kim [87] revealed affective commitment affects bureaucratic, and competitive) significantly positively affected perfor­
performance in roles. Affective commitment can improve employee mance; however, bureaucratic culture recorded the highest contribu­
performance significantly [55,88,89]. tion. Furthermore, Lai et al. [100] revealed that work engagement
Furthermore, Adam et al. [74]; Loan [90] shows organizational mediates the relationship between transformational leadership and task
commitment and employee performance. Employees have high affective performance. This study explores the mediating role of "AKHLAK"
obligations, so employees will want to stay at the company and influence corporate culture on the influence of inclusive leadership on employee
employee performance. Employees are happy to do additional work for performance, so the eighth hypothesis (H8) is formulated as follows:
the company and willing to provide suggestions for improvements for
the company’s progress. Referring to the findings of previous studies, H8: "AKHLAK" corporate culture mediates the effect of inclusive
the sixth hypothesis (H6) in this study is formulated as follows: leadership on employee performance.

H6: Affective commitment increases employee performance

significantly.

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

The effect of inclusive leadership on employee performance through and committed culture [74]. This study specifically focuses on affective
affective commitment commitment because it refers to various literature showing that affective
commitment is influenced by organizational culture and has the stron­
In achieving company goals and good management, employees also gest effect on job performance factors compared to other dimensions of
contribute through their performance. Therefore, companies need to organizational commitment. Therefore, the tenth hypothesis (H10) is
maintain employee performance so that it remains optimal, and one of formulated as follows:
the ways is by paying attention and forming an effective commitment to
employees. Affective commitment from employees cannot be formed by H10: Affective commitment mediates the influence of “AKHLAK”
itself but is assisted and supported by the company, especially top corporate culture on employee performance.
management or leaders. Organizational leadership must do everything
necessary to inspire subordinates to improve work performance and This study examines the mediating role of corporate culture "AKH­
achieve organizational success [28]. Employees with a high level of LAK" on the impact of inclusive learning on affective commitment and
affective commitment are more willing and motivated to contribute employee performance. The research model is described in Fig. 1.
significantly to the organization they work for and improve their per­
formance inside and outside the role [50,101]. Research methods
Choi et al. [19] revealed that organizational commitment mediates
the relationship between inclusive leadership and employee creativity. Population and sample
There is an indirect influence of inclusive leadership on enhancing fol­
lower taking charge through effective commitment [30]. Meanwhile, In hypothesis testing, this research uses a quantitative approach. The
Zhu et al. [102] revealed that inclusive leadership increases the crea­ research population is permanent employees of state-owned companies
tivity of subordinates by increasing the psychological security of sub­ engaged in manufacturing operating in the Madiun area. From the
ordinates, but inhibits the creativity of subordinates by reducing stress research permit processing process, it was determined that the research
related to challenges. Saleem et al. [103] show that servant leadership objects were three state-owned companies in the form of limited liability
strongly predicts affective beliefs, organizational member behavior companies and with offices in Madiun (PT. IMSS, PT PLN (Persero) East
(OCB), and task performance of subordinates, and affective beliefs fully Java Distribution Madiun Area, and PT. PN XI PG Pagotan). In accor­
mediate the effect of servant leadership on task performance, and dance with permits from the Human Resources Department, the sample
partially mediate the effect of servant leadership on subordinate OCB. of permanent employees of PT IMSS, a subsidiary of PT Inka Multi Solusi
Duarte et al. [104] revealed the role of perfect mediation affective (PT IMS), is 40 people; permanent employees of PT. PN XI PG Pagotan,
commitment to the influence of authentic leadership in increasing in­ and 45 permanent employees of PT PLN (Persero) East Java Distribution
dividual performance. Madiun Area. So the total sample is 135 permanent employees from the
Furthermore, Donkor [28] reveals that organizational commitment three BUMNs. Distribution of questionnaires was facilitated by HR.
mediates the effect of transactional leadership and laissez-faire leader­
ship on subordinate job performance. Furthermore, Jiatong et al. [27] Research tool
revealed that transformational leadership significantly increases affec­
tive organizational commitment and work performance. Based on pre­ In this study, the back-translation procedure was used to design
vious researchers, this study explores the role of "AKHLAK" corporate (questionnaire) variable measurements. The initial English version was
culture on the effect of inclusive leadership on employee performance, translated into Indonesian with some adjustments to suit the Indonesian
with the formulation of the ninth hypothesis (H9) as follows: context and then re-translated into the original language. This procedure
is carried out until the two versions of the measuring scale match the
H9: Affective commitment mediates the effect of inclusive leadership meaning. This article has four scales, measured by a 5-point Likert scale,
on employee performance. ranging from 1 (strongly disagree) to 5 (strongly agree). The details of
developing the scale are explained in the following paragraphs.
The effect of corporate culture on employee performance through affective Inclusive leadership is defined as a leader’s display of openness,
commitment accessibility, and availability in leader-follower interaction, measured
using the nine-item measure of inclusive leadership Carmeli et al. [40]
Organizational commitment can be interpreted as the level of loyalty with details: dimensions of openness (three items), availability di­
employees feel towards the organization where employees work and mensions (four items), and accessibility dimensions (two items). Since
recognize the rules and values in the organization [105]. Many empir­ respondents were asked to rate the items for their immediate manag­
ical studies have examined the relationship between organizational er/leader, the wording of the items was slightly modified to suit this
culture, commitment, and performance. Organizational culture can study. Example items include, “My leader is open to hearing new ideas”
improve employee performance through affective commitment as a (openness), “My leader is available for consultation on problems”
mediating variable [74,78]. Employees are willing to contribute more to (availability), and “My leader is accessible for discussing emerging
work being handled if employees feel they have high affective problems” (accessibility). Cronbach alpha for IL was 0.94; the same scale
commitment, where employees will perform better and even exceed was used in other studies that reported high reliability [40,106,107].
standards. Strong organizational commitment is believed to be an Corporate culture "AKHLAK" is a behavioral guideline for HR of
important success in achieving higher performance, determined by a BUMN to be implemented in daily behavior and forms a work culture in
strong organizational culture. Udin [77] revealed that national culture, BUMN, consisting of dimensions of “Amanah” or trustworthiness (two
as measured by 5 dimensions adopted from G. Hofstede (namely power items), competent (four items); harmonious (three items), loyal (three
distance, masculinity, collectivism, uncertainty avoidance, and items), adaptive (three items), and collaborative (three items). Examples
long-term orientation), impacts affective commitment, which affects of statement items:” I am responsible for the tasks, decisions, and actions
employee performance. were taken” (trustworthy); “I improve my competence to answer the
The higher the affective commitment, the greater the influence of ever-changing challenges” (competent); “I build a conducive work
organizational culture on employee performance, where employees who environment” (harmonious); “I obey the leadership as long as it does not
are committed to continuing to work in the organization are caused by conflict with law and ethics” (loyal); “I quickly adjust to being better”
strengthening perceptions of the organizational culture itself. To (adaptive); “I am open to working together to produce added value”
improve employee performance, organizations need to develop a strong (collaborative).

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

Fig. 1. Research framework model.

Affective commitment is defined as employees’ emotional level, Extracted (AVE), and Cronbach Alpha (CA). A variable is reliable if it has
attachment, identification, and involvement in the organization. Affec­ a coefficient value between 0.60–0.79, which indicates acceptable reli­
tive commitment is measured using 4 statement items referred to by ability, and a coefficient value between 0.80–1.0 indicates good reli­
Meyer & Allen [52], namely: "I am happy to spend the rest of my career ability ([112]: 311).
in this company"; “I feel that the problems that occur in the company are The Keizer-Meyer-Olkin values shown in Table 1 are >0.60, and sig
also my problems”; “I feel proud to be a part of this company”; and “My 0.00 (<0.05), and total explained variance > 0.50 so that all the in­
values match the organization’s values.” dicators tested meet the requirements of factor analysis. Two measure­
According to the behavioral approach in management, employee ments of employee performance were excluded from the test because
performance is defined as the quantity or quality of something produced they had a factor loading value far from 0.70, namely discipline and
or services provided by someone in a particular job [108]. The di­ cooperation. The results of the rotated component matrix show that all
mensions used in employee performance refer to several previous measurements have a loading factor > 0.70, so it can be stated that all
studies: work performance [109]; discipline [110,111]; creativity, measurements have sufficient validity. The reliability test results show
cooperation, competence, and responsibility [109,111]. The employees good reliability because the CR value is > 0.70; AVE value > 0.50; and
themselves carry out employee performance measurements. Examples CA value > 0.80.
of statement items are as follows: "I work hard to get better results than
my co-workers" (work performance); "I follow the rules applied by the
Assessments of common method variance
company" (discipline); "I am able to find new solutions for solving
problems in my work" (creativity); "I am able to cooperate with others in
Method bias is generally assessed using the variance inflation factor
completing my work" (cooperation); "I master my field of work"
(VIF) calculated to assess multicollinearity. VIF values ranged from
(competence); "I am fully responsible for the result of my work"
1.000 to 1.842, much lower than the upper limit of 10.0 [113]. There­
(Responsibility).
fore, the problem of multicollinearity does not affect this analysis. The
Data was collected by distributing questionnaires for permanent
multicollinearity test in the regression model is also seen from the
employees to the three companies. The data collected through the
Eigenvalue methods and Condition Index (CI). Eigenvalue is the vari­
questionnaire, processed with SPSS version 24 and Smart PLS version 3
ance of the linear combination of variables; if the eigenvalue is very
went through three stages, namely the measurement model evaluation
small (close to 0.05), it indicates multicollinearity [114]. In general, if CI
stage (validity and reliability test), the evaluation of common method
<15 means weak multicollinearity, 15<CI<30 indicates moderate
variances, the model evaluation stage (R-square test, Q-Square predic­
multicollinearity, and CI >30 indicates strong multicollinearity [115].
tive relevance, and F test), and the hypothesis testing stage. Mediation
The eigenvalue obtained exceeds 0.05, which ranges from 1.987 to
role testing uses an additional tool, the online Sobel test software.
2.983, and the CI value obtained is less than 30, which ranges from
12.465 to 24.962. This shows that there are no symptoms of multi­
Result
collinearity in the serious regression model.

Validity and reliability analysis

Descriptive statistics (Mean) and correlation between variables
The level of intercorrelation between variables and factor analysis
can be measured using the Kaiser-Meyer-Olkin Measure of Sampling The results of descriptive statistics (mean) and correlation between
Adequacy (KMO MSA), and convergent validity (loading factor). If the variables are shown in Table 2.
KMO MSA value is greater than 0.50, then the analysis process can be The results of data processing in Table 2 reveal that respondents’
continued. Test the validity using the value of the loading factor responses to measuring the four research variables (inclusive leadership,
(component matrix), which is considered adequate if the value is> 0.70. corporate culture "AKHLAK", affective commitment, and employee
Reliability test using composite reliability (CR), Average Variance performance) show high average values, ranging from 4.1093 to 4.4519
with an SD (Standard Deviation) value ranging from 0.488448 to

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

Table 1
Validity and reliability constructs.
Variables (Constructs) Measurement Dimensions Loading Factor >0.7 KMO >0.5 CR >0.7 AVE >0.5 CA >0.6

Inclusive Leadership Openness (Op) 0.944 0.728 0.876

Availability (Av) 0.876 0.924 0.801
Accessibility (Ac) 0.863
“AKHLAK” Corporate Culture Amanah (Am) 0.833 0.892 0.919
Competent (Com) 0.862 0.937 0.712
Harmonious (Har) 0.866
Loyal (Lo) 0.710
Adaptive (Adap) 0.852
Collaborative (Col) 0.819
Affective Commitment Affective Commitment1 0.744 0.799 0.851
Affective Commitment2 0.867 0.900 0.694
Affective Commitment3 0.827
Affective Commitment4 0.886
Employee Performance Work Performance (WF) 0.727 0.856 0.913 0.724 0.871
Creativity (Cre) 0.900
Competency (Cp) 0.874
Responsibility (Resp) 0.889

Table 2
Descriptive statistics and correlations for all variables.
Variable Mean SD 1 2 3 4 5 6

1. Inclusive Leadership 4.4519 .49079 –

2. “AKHLAK”corporate culture 4.3637 .48448 .580*** –
3. Affective commitment 4.1093 .66608 .625*** .676*** –
4. Employee Performance 4.2215 .62347 .551*** .660*** .837*** –
5. Age .185* .100 .168 .155 –
6. Gender .081 .138 .128 .158 .164 –

N = 135.
Notes: *p-value < 0.05; **p-value < 0.01; ***p-value < 0.001.

0.66608. Correlation test for all research variables, we also include age quite good. In cross-sectional modeling based on survey data, Gans
and gender as control variables. The test results shown in Table 2 show suggests that an R2 of around 10 %− 20 % is normal (https://stats.st
that the four research variables have a significant positive relationship at ackexchange.com/) [116]. Furthermore, the results of due diligence as
p <0.001, with the highest correlation value in the relationship between a whole show a value of χ2 = 440.068 and an NFI value of 0.772. The
affective commitment and employee performance (0.837). The age results of the model feasibility test showed that the structural equation
variable has a significant relationship with inclusive leadership at model met the good fit criteria.
p<0.05, while other variables have a significant relationship. The
gender variable has no significant relationship with the four research Hypothesis testing
variables.
Hypothesis testing results

Evaluation fit model Table 4 and Fig. 2 illustrate that the path coefficient of the 6 hy­
2
potheses is formulated. There are two hypotheses that are not accepted,
Model accuracy was tested using the R-Square test (R ) and F test. namely H3 (Inclusive leadership increases employee performance
There is no definite measure of how much the R2 value is so that a model significantly) and H5 ("AKHLAK" corporate culture significantly in­
can be said to be good or meet the GoF criteria; some argue that a creases employee performance). This shows that inclusive leadership
minimum R2 value of 0.60 is ideal, and some say at least 0.50. However, can significantly improve “AKHLAK” corporate culture, and effective
there are also experts who state that for social research the R2 value of commitment. Likewise, the “AKHLAK” corporate culture can increase
0.20 is sufficient. The results of the F test can also be used to evaluate the affective commitment. Furthermore, the employee’s affective commit­
model’s fit, namely as a guideline whether the contribution of the in­ ment can improve employee performance.
dependent variables’ variability to the dependent variable’s variability
is significant or not. The value of R2 can be seen in Table 3.
The R2 of sales in simple and multiple regression ranged from 0.302 The test of mediating effects
to 0.681. The range of these numbers is stated to be quite good to good
because the R2 of the survey data means that it is a cross-section ob­ The results of testing the hypothesis of the mediating role of corpo­
tained from many respondents at relatively the same time (135 re­ rate culture on the effect of inclusive leadership on affective commit­
spondents in this study), so the R2 value obtained is 0.20 or 0.30 which is ment and employee performance, as well as the mediating role of
affective commitment on the influence of inclusive leadership and
corporate culture on employee performance, can be seen in Table 5. Test
Table 3
Sobel online at http://www.quantpsy.org/sobel/sobel.htm.
R2.
Table 5 shows the results of the mediation test for the seventh (H7),
Endogen Variable R2
ninth (H9), and tenth (H10) hypotheses are accepted, while the eighth
AKHLAK” Corporate Culture 0.302 hypothesis (H8) is not accepted, this can also be seen in Table 4, that the
Affective Commitment 0.523 corporate culture "AKHLAK" is not can directly improve employee per­
Employee Performance 0.681
formance so that they are unable to act as mediating agents for the

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

Table 4 Discussion
Hypothesis testing results.
Hypothesis Estimate S.E. C.R. p Result The results of the H1 test (Table 4) show that inclusive leadership
can improve the "AKHLAK" corporate culture in the work environment.
H1 Inclusive leadership 0.549 0.092 5.968 *** Accepted
increases “AKHLAK" These results are consistent with previous studies which revealed a
corporate culture positive and significant relationship between leadership style and
significantly organizational culture [22,24,59–61]. The results of testing H2 also
H2 Inclusive leadership 0.279 0.087 3.190 ** Accepted show that inclusive leadership can significantly increase affective
increases affective
commitment
commitment. Previous research [4,19] revealed the positive impact of
significantly inclusive leadership on organizational commitment. Furthermore,
H3 Inclusive leadership 0.038 0.060 7.618 0.532 Not Demirtas & Akdogan [54] show that ethical leadership has direct and
increases employee accepted indirect effects on affective commitment and switching intentions in an
performance
ethical climate of mediation. Likewise, Wang et al. [30] revealed that
significantly
H4 “AKHLAK" corporate 0.532 0.085 6.261 *** Accepted inclusive leadership increases affective commitment significantly. Then,
culture increases Grego-Planer [13] shows that good leadership has a positive relation­
affective ship with affective commitment.
commitment Viewed from the perspective of SE theory, employees with positive
significantly
H5 "AKHLAK" corporate 0.137 0.071 1.937 0.053 Not
perceptions of their leaders have a greater affective commitment [19],
culture increases accepted and SC theory [25] where if employees are treated well and benefit
employee employees, it will motivate employees to reciprocate through an
performance increased affective commitment to the organization [26]. Referring to
significantly
the SI theory [62], inclusive leadership can encourage followers to feel
H6 Affective 0.784 0.060 11.644 *** Accepted
commitment part of a work team so that followers’ sense of belonging increases [63].
increases employee Inclusive leadership can increase the affective commitment of followers
performance because: 1) inclusive leadership can accept all followers with different
significantly backgrounds equally and pay special attention to the distribution of
Notes: *p< 0.05; **p< 0.01; ***< 0.001. benefits, especially to disadvantaged groups in the organization, so that
followers can feel the attention and care of leader; 2) Inclusive leader­
influence of inclusive leadership on employee performance. When ship tolerates the characteristics of subordinates and encourages
viewed from the value of the influence of IL on AC before and after
entering CC as mediation, the effect of IL on AC remains significant, this
Table 5
indicates that CC plays a partial mediating role in the influence of IL on
Hypothesis test results with mediation.
AC. Furthermore, CC acts as a full mediating IL effect on employee
performance (EP). Likewise, affective commitment (AC) acts as a full Hypothesis Path Sobel test Result

mediating effect of CC on EP. Furthermore, AC plays a full mediating H7 IL→ CC→ AC 6.471*** Accepted (partial mediating)
role in the effect of IL on EP. H8 IL→CC→EP 1.835 Not Accepted
H9 IL→AC→EP 8.186*** Accepted (full mediating)
H10 CC→AC→EP 9.089*** Accepted (full mediating)

Notes: *p < 0.05; **p < 0.01; ***p < 0.001.

Fig. 2. Results of hypothesis testing direct effect.

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

individuals with different backgrounds and different values to express empirical studies revealed the mediating role of organizational culture
themselves fully; 3) inclusive leadership encourages all followers to get at the organizational and group levels, namely the influence of leader­
help any time when a new problem arises in the work environment. ship on firm performance [94]; organizational culture mediates the
The results of the H3 test show that inclusive leadership cannot relationship between leadership style and organizational learning [60];
significantly improve employee performance. The results of this study organizational culture partially mediates the relationship between
have not been able to prove empirically the view of the SC theory which transformational leadership and change management among virtual
states that quality relationships increase a sense of togetherness or team employees.
reciprocity, even though the leadership aspect is very important in The test results show that affective commitment as a full mediation
maintaining and improving employee performance in various situations. of the influence of inclusive leadership on employee performance (H9).
This shows that inclusive leadership in companies that are the object of These findings support the SI theory, which explains that "leadership as a
research has not been able to significantly boost employee performance. group process as a result of social classification and personalization
This can also be seen from the average response value of employees to processes related to social identity [64], where inclusive leadership can
measure inclusive leadership (4.4519) which is not much different from encourage followers to feel part of a work team, so that the sense of
the average response value. employees for employee performance belonging of followers increases [63], so that affective commitment
(4.2215). Meanwhile, research by Bataineh et al., [15] revealed that increases, and in turn increases employee performance [50,101]. Pre­
inclusive leadership can improve adaptive performance, so it is neces­ vious empirical studies that are relevant to the results of this study were
sary to re-explore the empirical relationship between inclusive leader­ carried out by 1) Saleem et al. [103], who revealed that servant lead­
ship and employee performance in Indonesian BUMNs, with a focus on ership significantly predicts affective beliefs, OCB, and task performance
adaptive employee performance. of subordinates; and affective beliefs as the full mediation of servant
The results of testing H4 show that the core values "AKHLAK," which leadership influence on task performance; 2) Duarte et al. [104]
are applied as the daily work culture of BUMN employees, can increase revealed that affective commitment plays a full role in mediating the
affective. The role of corporate culture in increasing affective commit­ influence of authentic leadership in improving individual performance;)
ment has also been shown by several previous studies, such as Azizollah Donkor [28] reveals that organizational commitment mediates the in­
et al. [45], Setiawan et al. [78], Udin [77]. Previous empirical findings, fluence of transactional leadership and laissez-faire leadership on sub­
such as Adam et al. [74]; AlShehhi et al. [82]; Kasmawati et al. [38]; ordinate performance.
Syafii et al. [61] also revealed that corporate culture has a positive and Subsequent empirical findings reveal the role of affective commit­
significant impact on employee performance. The average respondent’s ment as a partial mediating effect of "AKHLAK" corporate culture on
assessment of the core values of "AKHLAK" is in the high category employee performance (H10). These findings add to the limited litera­
(4.3637); this shows the success of the leadership and all BUMN stake­ ture on the mediating role of affective commitment in the relationship
holders in internalizing the core values of "AKHLAK in the past year. between leadership and employee performance. This is shown by the
The results of the H5 test show that the "AKHLAK" corporate culture study’s limitations, where one previous study in the literature [61]
in the three BUMNs which are the object of this research has not been revealed that corporate culture partially mediates the relationship be­
able to significantly improve employee performance. However, tween leadership style and employee performance. Internalization of
regarding the impact of internalizing corporate culture "AKHLAK" on corporate culture in employees can affect employees’ emotional ties
employee performance, this is not in line with previous studies which with the organization, thereby increasing employee affective commit­
showed a significant influence of corporate culture on employee per­ ment [45,51,77,78], but on the other hand, internalization corporate
formance. ([81]; Gardner & Schermerhorn, 2004; [61,74,82]). This culture can directly improve employee performance (Adam et al., 202;
shows that the internalization of the core value "AKHLAK" is not optimal [82,61]).
so that the impact is not significant in improving employee performance.
As stated by Maulamin et al. [83], the Indonesian state-owned company Implications
needs to form a corporate culture by increasing AKHLAK values to
improve employee performance. This was revealed in a study conducted Theoretical implications
by Hariyadi & Agustina [33] that only the competency values of the core
AKHLAK values in 91 BUMN have an adequate level of implementation, The results of this study have several major contributions. First,
while the other five AKHLAK values are included in the low category. studies on inclusive leadership with the corporate culture "AKHLAK" in
The results of the H6 test show that affective commitment can BUMNs in Indonesia are still limited to being studied by previous re­
improve employee performance significantly. This study shows a direct searchers. Hence, the results of this study add insight and literature on
effect of affective commitment on employee performance. Employees the application of leadership that is considered appropriate in the 21st
want to devote themselves and stay in the organization to achieve century and its impact on increasing the internalization of the core value
employee goals because they align with the organization’s goals and "AKHLAK" in BUMN employees. Inclusive leadership and strengthening
values. Employees with affective commitment want to remain in the the "AKHLAK" corporate culture into a work culture can increase
company where they work, so they highly desire to use all efforts to employee affective commitment and employee performance so that the
contribute to achieving company goals [89]. Affective commitment is a image and performance of BUMNs in Indonesia can be improved and
bond between employees and the organization where employees work further enhanced. This is possible because effective leadership practices
(such as family ties), so that employees are willing to give everything and corporate culture play an important role in building employer
they have to improve their performance for the betterment of the or­ branding, thus encouraging employees to continue joining and helping
ganization. Previous empirical evidence relevant to this study’s results employees increase productivity [4].
includes Ardiansyah & Afandi [55,88]; Karyono & Hakim [89], who Second. The partial mediation role of corporate culture on the in­
show that affective commitment can significantly improve employee fluence of inclusive leadership on affective commitment is a unique
performance. finding that needs to be reviewed by taking the object of the State Civil
The test results show that the "AKHLAK" corporate culture acts as a Apparatus (ASN), which is also being intensively improving through the
mediation for the partial influence of inclusive leadership on affective internalization of “BerAKHLAK” core values (Service Oriented,
commitment (H7). These results are novel in this study and provide Accountable, Competent, Harmonious, Loyal, Adaptive, Collaborative)
additional literature on the role of corporate culture in mediating and strengthening the ASN employer branding "Proud to Serve the
individual-level behavior, namely between inclusive leadership and af­ Nation".
fective commitment and employee performance. Meanwhile, previous Third. Another theoretical contribution of this research is the role of

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V.A. Srimulyani et al. Sustainable Futures 6 (2023) 100138

full mediating of affective commitment on the effect of inclusive lead­ Conclusion

ership and corporate culture on employee performance. Theoretically,
these findings provide additional insight that the main driver of subor­ There are seven proposed hypotheses that are accepted, namely 1)
dinate performance is through the affective commitment of employees inclusive leadership significantly increases corporate culture "AKHLAK"
and the appropriate leadership style shown by leaders in this study using (H1); affective commitment (H2); 2) "AKHLAK" corporate culture
inclusive leadership dimensions (openness, availability, and accessi­ significantly increases affective commitment (H4); 3) affective
bility). These findings enhance the understanding of subordinate atti­ commitment significantly increases employee performance (H6).
tudes towards the individual performance of subordinates and the Furthermore, the results of testing the mediation role reveal that: 1)
impact of inclusive leadership on organizational behavior. This finding "AKHLAK" corporate culture partially mediating on the effect of inclu­
also proves empirically that the higher the affective commitment of an sive leadership on affective commitment (H7); 2) affective commitment
employee is influenced by the stronger positive organizational culture of as full mediating on the effect of inclusive leadership on employee
the organization, so that in turn the employee’s performance can be performance (H9); 3) affective commitment as full mediating on the
further improved on employee performance. Employees who are influence of "AKHLAK" corporate culture on employee performance
committed to continuing to work in the organization are due to the (H10). The hypotheses that are not accepted are: 1) The role of inclusive
strengthening of positive perceptions of the organizational culture itself. leadership in improving employee performance (H3); 2) The role of
Fourth. This finding reinforces the view of the performance triangle, "AKHLAK" corporate culture in improving employee performance; 3)
which consists of three main elements: systems, leadership, and culture, The role of AKHLAK’s corporate culture in mediating inclusive leader­
which frames higher requirements for organizational improvement as a ship relationships on employee performance.
measure of success in the new era [117]. Success is the ultimate goal of
organizational management, whereas culture creates, facilitates, or in­
hibits knowledge transfer and defines the boundaries of collaboration Limitations and future research
[118]. That is, organizational culture can become an obstacle that limits
knowledge sharing, creativity and success; therefore, an inclusive This research was only conducted by distributing questionnaires
leadership role is needed to realize it through effective communication through the company’s HRD to some permanent employees at three
and interaction with others at all levels throughout the organization. BUMNs in Madiun City, East Java, Indonesia. Referring to the average
Wilkens & Sprafke [119] identifies leaders/managers, individu­ BUMN AKHLAK Cultural Health Index of 62.5 % or quite healthy and in
als/employees, and contextual in organizations (including culture) as category B, but has several things that must be improved (survey period
micro variables in micro-foundations in dynamic capabilities theory. September 2020 to May 2021, https://actconsulting.co/tag/), [127]
then the collection method can be done with a different approach, for
example by using the AKHLAK BUMN Cultural Health Measurement &
Mapping Report from the ACT Consulting website, to reach a wider
Practical implication
range of BUMN employees to get an overall picture of the internalization
of "AKHLAK" as a corporate culture. “AKHLAK” corporate culture is the
Every different leader has a different leadership style in designing
government’s strategy to improve employee work ethics and perfor­
and internalizing a quality work culture in the workplace. The Indone­
mance so that BUMN performance can improve and have resilience and
sian government has designed core values that must become the
a sustainable competitive advantage. Penelitian selanjutnya dapat
"AKHLAK" work culture for BUMN employees and the "AKHLAK" work
mempertimbangkan Subsequent research can also conduct studies with
culture for the State Civil Apparatus (ASN). This study reveals the pos­
the object of ’State Civil Apparatus by using the "Core Values of ASN
itive impact of "AKHLAK" internalization in everyday life in BUMN
BerAKHLAK" with dimensions of service-oriented, accountable,
which is a research sample, namely affective commitment which in turn
competent, harmonious, loyal, adaptive, and collaborative which was
affects employee affective commitment to encourage employees to
inaugurated by President Joko Widodo on June 27, 2021.
improve individual employee performance, and of course, this success
cannot be separated from the role of every manager who is also a
company leader with a leadership style that is relevant to the environ­ Funding
ment. Inclusive leadership can be used as a relevant leadership style
choice in the Industrial 5.0 era which is characterized by socioeconomic This research received no external funding.
structural changes towards a sustainable future industry which aims to
increase resilience, environmental sustainability and human-centricity
Declaration of Competing Interest
[120–123]. Industry 5.0 challenges every organizational leader to
respond to a VUCA environment while still paying attention to the
The authors declare that they have no known competing financial
human aspect. Management Company management must manage
interests or personal relationships that could have appeared to influence
employee emotional intelligence so that satisfaction is high, so that
the work reported in this paper.
employee loyalty can be increased [84], because increasing employee
satisfaction can encourage employees to provide the best service for
Data availability
company customers [124], both internal consumers and external con­
sumers [125].
Data will be made available on request.
Affective commitment is rewarded by the positive feelings em­
ployees feel towards the organization, so this determines the level of
willingness of employees to contribute or sacrifice for the organization’s
Acknowledgments
benefit. Committed employees of the company are assets, so it is very
important to handle them carefully through various HR practices
None.
(recruitment, training, remuneration, etc.). According to Ben Moussa &
El Arbi [126], human acquisition resource information systems (HRIS)
can facilitate these tasks. HR policy makers can use the results of this References
study as a basis for designing policies related to increasing affective
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