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"Komitmen afektif organisasi menjadi salah satu persoalan yang harus dihadapi para pemimpin di dalam organisasi sektor publik. Penelitian menunjukan adanya faktor-faktor yang bersifat personal maupun situasional yang dapat membentuk komitmen afektif organisasi. Penelitian ini bertujuan menguji hubungan gaya komunikasi pemimpin melalui enam dimensi di dalamnya, yaitu ekspresif, ketepatan, agresi verbal, keingintahuan, emosional dan kesan manipulatif terhadap komitmen afektif organisasi dan kualitas hubungan interpersonal pimpinan-bawahan atau Leader-Member Exchange (LMX), serta bagaimana LMX memediasi hubungan antara gaya komunikasi pemimpin dan komitmen afektif organisasi dalam organisasi sektor publik. Hasil penelitian ini menunjukan bahwa gaya komunikasi pemimpin pada dimensi ekspresif berhubungan signifikan secara positif terhadap komitmen afektif organisasi, gaya komunikasi pada dimensi ekspresif, ketepatan berhubungan signifikan secara positif terhadap LMX, agresi verbal berhubungan signifikan secara negatif terhadap LMX, dan LMX memediasi hubungan antara gaya komunikasi pemimpin pada dimensi ekspresif, ketepatan, agresi verbal, keingintahuan, emosional dan kesan manipulatif terhadap komitmen afektif organisasi. Perbedaan budaya organisasi di dalam sektor publik menjelaskan kecenderungan komunikasi bawahan terhadap pimpinannya.

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Affective organizational commitment became one of the challenges that leaders in public sector organizations had to face. Research indicated the existence of personal and situational factors that could shape affective organizational commitment. This study aimed to examine the relationship between leader communication style through six dimensions, namely expressiveness, accuracy, verbal aggression, curiosity, emotionality, and manipulative impression, with affective organizational commitment and the quality of leader-member interpersonal relationships (LMX). Additionally, it explored how LMX mediated the relationship between leader communication style and affective organizational commitment in public sector organizations. The results of this study showed that the leader's communication style in the expressive dimension was significantly positively related to affective organizational commitment. The communication style in the expressive and accuracy dimensions was significantly positively related to LMX, while verbal aggression was significantly negatively related to LMX. LMX mediated the relationship between the leader's communication style in the expressive, accuracy, verbal aggression, curiosity, emotionality, and manipulative impression dimensions with affective organizational commitment. Differences in organizational culture within the public sector explained subordinates' communication tendencies towards their leaders

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"Karang Taruna adalah organisasi yang telah berdiri sejak tahun 1960 namun hingga saat ini masih memiliki berbagai permasalahan terhadap anggotanya. Penelitian ini bertujuan untuk menganalisis pengaruh gaya kepemimpinan dan budaya organisasi terhadap komitmen organisasi di Karang Taruna Bukit Duri. Penelitian ini menggunakan pendekatan kuantitatif. Teknik pengambilan sampel menggunakan sensus karena jumlah populasi kurang dari 100 orang sehingga semua anggota populasi dijadikan sampel. Penelitian ini memakai kuesioner sebagai instrumennya. Dari 60 kuesioner yang disebar, sebanyak 57 kuesioner kembali. Hasil analisis distribusi frekuensi para Karang Taruna Bukit Duri menunjukkan variabel yang dominan adalah transactional leadership untuk gaya kepemimpinan, supportive culture untuk budaya organisasi, dan affective commitment untuk komitmen organisasi. Hasil penelitian berdasarkan regresi linear sederhana menunjukkan bahwa transactional leadership berpengaruh positif signifikan terhadap affective commitment, supportive culture juga memberikan pengaruh positif signifikan terhadap affective commitment. Secara simultan, transactional leadership dan supportive culture memberikan pengaruh positif terhadap affective commitment, namun hanya supportive culture saja yang memberikan pengaruh signifikan.

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Karang Taruna has been established since 1960 but until now still have many problems regards its members. The purpose of this study is to analyze the influence of leadership style and organizational culture on organizational commitment in Karang Taruna Bukit Duri.

This study use quantitative approach. Sampling techniques use the census method as the population is less than 100 people. The study used a questionnaire as an instrument. Of the 60 questionnaires distributed, a total of 57 questionnaires were returned. The analysis of the frequency distribution of the Karang Taruna Bukit Duri indicate that the dominant variable is transactional leadership for leadership style, supportive culture for organizational culture, and affective commitment for the organizational commitment.

The results based on simple linear regression showed that transactional leadership give a significant positive influence on affective commitment, supportive culture also give a significant positive influence on affective commitment. Simultaneously, transactional leadership and supportive culture provide a positive influence on affective commitment, but only supportive culture affords significant influence."