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Organizational Culture as an Influencing and Mediating

Factor between the Transformational Leadership and Work
Satisfaction: an Empirical Study towards Police Integrity in
the Police Headquarter of Central Java
Rycko Amelza Dahniel
Kepolisian Daerah Jawa Tengah, Indonesia
[email protected]

Abstract
The research investigates organizational structure as a mediating
variable that influences the transformational leadership and the work
satisfaction of police integrity in the areas under the jurisdiction of the Central
Java’s Police Headquarter. Police integrity is an important phenomenon, as
it is the foundation for realizing trusted, modern, and professional police
personnel, as expected by the Indonesian National Police (INP). The number
of samples in this research was 200 police members from 10 working units in
the Central Java’s Police Headquarter. The sampling method was purposively
random sampling. The Structural Equation Model Analysis (SEM) was used
to test the influence of the transformational leadership and work satisfaction
by placing organizational culture as a mediating variable against police
integrity.
By the SEM analysis, this research found that police work satisfaction
has influence over organizational culture (r= 0.49; p< 005), and the
transformational leadership has significant influence over organizational
culture (r= 0.37; p< 0.05). Organizational culture as a mediating variable
has significant influence over police integrity (r= 0.26; p< 0.05).
Furthermore, leadership has significant influence over police integrity (r=
0.39; p< 005), and work satisfaction has direct influence over police integrity
(r= 0.24; p< 0.05). Therefore, it can be concluded that the transformational
leadership and work satisfaction have strong indirect influence over
organizational culture as a mediating variable against police integrity.

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Organizational Culture as an Influencing Mediating Factor … Surya Dhamra

Meanwhile, work satisfaction has weak direct influence (r=0.24; p<0.05)

over police integrity.

Keywords: Police Integrity, Transformational Leadership, Organizational

Culture, Work Satisfaction.

How to Cite: Surya Dharma, “Organizational Culture as an Influencing and

Mediating Factor between the Transformational Leadership and Work
Satisfaction: an Empirical Study towards Police Integrity in the Police
Headquarter of Central Java”, Fiat Justisia, 13 (3), (2019).

DOI: 10.25041/fiatjustisia.v13no3.1748

A. Introduction
The research investigates organizational structure as a mediating variable
that influences the transformational leadership and the work satisfaction of
police integrity in the areas under the jurisdiction of the Central Java’s Police
Headquarter. Police integrity is an important phenomenon, as it is the
foundation for realizing trusted, modern, and professional police personnel, as
expected by the Indonesian National Police (INP).
The phenomenon of police integrity has become an important topic
discussed in a professional police environment and many academic kinds of
literature1 in various countries,2 considering multiple violations committed by
the police. Police integrity has also become an important issue in Indonesia.
As a result, INP’s bureaucratic reform has been focused on improvements in
instrumental, structural, and cultural fields. Cultural change has become very
strategic and essential, as this dimension is related to integrity value reforms
and to a mindset that puts forward the importance of professional, modern,
and trusted police services in realizing security and public order.
Police integrity issue is still concerning, as reported by the Global
Corruption Barometer (2017), which stated that INP was considered the most
corrupt institution in Indonesia (cnnindonesia.com). Furthermore, a survey on
36 ministries/agencies and 30 local governments conducted by the Corruption
Eradication Commission (KPK) in 2017 showed that INP had the second
lower rank in integrity (cnnindonesia.com). These findings had become
important considerations to conduct this research, focusing on

1 Klockars, C.B, “Some really cheap ways of measuring what really matters”, in Langworthy,
R.H (Ed.) Measuring What Matters: Proceedings from the Policing Research Institute
Meetings, Washington DC: Departmentof Justice, National Institute of Justice, (1999), pp. 195-
214.
2 Goldstein, H, Police Corruption: A Perspective on its Nature and Control, Police Foundation,

Washington DC, (1975), pp. 20-25.

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transformational leadership, organizational culture, and work satisfaction

variables. The three variables influence police integrity in implementing his
or her duties. Therefore, this research tries to answer a research question about
the influence of the organizational culture mediation, the transformational
leadership, and the work satisfaction of police integrity in the Central Java’s
Police Headquarter.
The effort to develop and internalize police members’ integrity values is
the core dimension for the realization of democratic police. Integrity values
that are implemented by police members will have positive implications for
police behavior, which puts forward rules, ethics, and non-discriminatory
treatments. Integrity values upheld by police members become vital indicators
for the success in realizing democratic police.3
The problem to be discussed in this research is related about how the
application of legal principles in organizational cultural relations as a
mediating influence factor between Transformational Leadership and Work
Satisfaction: an Empirical Study on the Police Integrity in the Central Java’s
Police Headquarterand what are the influencing factorsbetween
Transformational Leadership and Work Satisfaction: an Empirical Study on
the Police Integrity in the Central Java’s Police Headquarter.
The Organizational Theory states that police integrity is the inclination for
police members to refuse any abuse of powers or violation of authorities, as
the norms and ethics of police work. Police integrity has various
interpretations, perceived from the police misconduct aspect. As a result,
police members will have different police integrity phenomena in refusing
numerous temptations in his or her duties.4
Police organizations in many countries have given serious attention to
violations by police members. Several rules and sanctions have been
developed as an effort to prevent unethical behavior. 5 External monitoring
over integrity seems not optimal, so it needs to be focused even more.
Klockars conducted a study on police integrity that was quite comprehensive
.et.al.6 This study examines police integrity from an aesthetic point of view.

3 Sanja KutnjakIvkovic, Wook Kang, “Police Integrity in South Korea”, Policing: An

International Journal of Police Strategies & Management, 35 (1), (2012), pp. 285-286.
4 C.B. Klockars, S. KutnjakIvković, W.E Harver, and M.R. Haberfeld, The Measurement of

Police Integrity.Final Report to the National Institute of Justice (NIJ Grant 95-IJ-CX-0058),
Washington DC: The Cross Cultural Study of Police Corruption), Office of Justice Programs.
National Institute of Justice. US Department of Justice, (1997), pp 27-30.
5 M. Pagon, Policing in Central and Eastern Europe: Ethics, Integrity, and Human Rights,

Ljubljana: College of Police and Security Studies, (2000), pp 197-209.

6 C. B. Klockars, S. K. Ivković, & M. R. Haberfeld, The Contours of Police Integrity. In: C. B.

Klockars, S. K. Ivković & M. R. Haberfeld, eds. The Contours of Police Integrity. London:
SAGE Publications, (2004), pp. 1-18.

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Organizational Culture as an Influencing Mediating Factor … Surya Dhamra

According to Klockarset.al. 7 police integrity consists of normative

dimensions: the inclination to refuse; police as individuals and groups;
temptations; the abuse of position; and the rights and work advantages.
Klockars et al. 8 define police integrity as the normative inclination
amongst police members to defend themselves from the temptations of
abusing rights and abusing the privileges of their jobs. Honesty is an essential
element for police members, as integrity is a substance that glues together
police and the existing legal system.9 Actions and behavior of police officers
who have high integrity will help improve the relationship between police and
society, making the police more accountable and transparent. It will grow
people’s confidence in INP.10 All kinds of violations and deviations conducted
by police officers will not only cost individuals and the society that they serve
but will also taint the image of the police organizations as a whole. It has
prompted this research on police integrity.
The transformational leadership is a process towards the change in
behavior and towards developing the commitments of organizational
members in achieving the goals of the organization. 11 As a result, the
transformational leadership promotes the use of intellectual capabilities of its
followers. 12 Transformational leadership is a type of leadership that
encourages changes for individuals and a social system in an organization. In
the concept of transformational leadership, 13 there are four leadership
behavior dimensions: (1) idealized influence, (2) inspirational motivations, (3)
intellectual stimulation, and (4) individualized considerations.
Transformational leadership is expected to improve motivation, morale, and
the performance of organization members.14

7 C. B. Klockars, S. K. Ivković, & M. R. Haberfeld, Enhancing Police Integrity. Research for

Practice. Office of Justice Programs, National Institute of Justice, Washington DC: US
Department of Justice, (2005). pp 13-16.
8 Klockars, Carl B, Sanja Kutnjak Ivković & M.R. Haberfeld, Enhancing Police Integrity,

Netherlands: Springer, (2006),pp 70-76.

9 P. Van Reenen, “Police Integrity and Police Loyalty: Stalker Dilemmma” Policing and

Society, 8 (1), (1997), pp 43-45.

10 Ibid.
11 G. Yuki, & D. D Van Fleet, Theory and Research on Leadership in Organizations. In M.D.

Dunnette, & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, Vol.
3, pp 147-197. Palo Altyo, CA: Consulting Psychologists Press, (1992).
12 J. N. Cleveland, M. Stockdale, & K. R. Murphy, Applied psychology series. Women and men

in organizations: Sex and gender issues at work. Mahwah, NJ, US: Lawrence Erlbaum
Associates Publishers, (2000), pp 10-15.
13 B. M Bass, Transformational Leadership: Industrial, Military, and Educational Impact.

Mahwah, NJ: Erlbaum, (1998), pp 65-76.

14 Pan Xiaoxia, Transformational Leadership VS Transactional Leadership: The Influence of

Gender and Culture on Leadership Style of SMES in China and Sweden, (2006), pp 2-8.

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The organizational culture developed by Hofstede15 has four dimensions:

(1) power distance, (2) collectivism vs. individualism, (3) feminist vs.
masculinist; and (4) uncertainty avoidance. This organizational culture is a
mediating variable that is used to test the influence of the transformational
leadership and the police members’ work satisfaction of police integrity.
Developing influential culture in an organization can improve the
organization’s competitiveness, 16 so the members of the organization
understand what needs to be done, and also how it should be done for the
organization.
The work satisfaction of organizational members can influence the actions
and behavior against the organization, so their positive behavior against the
organization has become an essential element in the organization. Work
satisfaction is excellent, positive emotional feelings received from proper job
assessment and the experience of an organizational member 17 . The work
satisfaction of organizational members has two dimensions: hygiene and
motivating factors,18 which provide the relevant theoretical framework related
to the work satisfaction of members of organizations. According to Herzberg
etal.,19organization members will not only be satisfied with their ability to
fulfill their basic needs -- such as the safety in work environment, salaries,
working conditions -- but they will also be confident with related work
responsibilities, career development, self-actualization, recognition, and right
working conditions.
Using the above-mentioned literature review, a hypothetic model is tested
using the Partial Least Square(PLS) (smart PLS 2.0 program). The
organizational culture variable is tested against four dimensions. The work
satisfaction variable was tested against two aspects. The transformational
leadership variable was tested against five sizes. The police integrity variable
was tested against 11 variables. The SEM model that is tested in this research
will be explained in the following model. Police integrity is the dependent
variable, while organizational culture is the mediating variable that connects
the transformational leadership model with the work satisfaction of police
integrity. This hypothetic model also shows the direct influence of the
transformational leadership and the work satisfaction over police integrity, so
the path analysis will also show a hypothetical indirectrelationship between

15 G Hofstede, Cultures and Organizations: Software of the Mind, UK: Mc Graw-Hill Books,
(2005), pp 80-87.
16 W. R Scott, Organizations: Rational, Natural, and Open Systems. Upper Saddle River, NJ:

Prentice Hall, (1998), pp 42-48.

17Edwin A Lock, “Job Satisfaction and Job Performance: A Theoritical Analysis”, Organization

Behavior and Human Performance, 30 (6), (1976), pp. 890-899.

18 F. Herzberg, B. Mausner, & B. B. Snyderman. TheMotivation to Work. New York: John

Wiley & Sons, (2003), pp 87-93.

19 Ibid.

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Organizational Culture as an Influencing Mediating Factor … Surya Dhamra

the transformational leadership and work satisfaction variables and the

organizational culture and police integrity. This theoretical model will also
show the direct influence of transformational leadership and work satisfaction
over police integrity.

Picture 1 Hypothetic Model

B. Research Method
The research involved 200 police officers from six functional police units
in the Central Java’s Police Headquarter, including the Directorate of
Frontline Policing, the Directorate of Economic and Special Crimes, the
Directorate of General Crime, the Directorate of Narcotic Crime, the
Directorate of Community Policing, and the Directorate of Traffic Police. The
sampling method was the purposively random sampling, meaning that the
samples (the police officers) were taken from working units that had many
interactions with the society. Questioners, which measured police integrity,
organizational culture, transformational leadership, and work satisfaction,
were distributed amongst police members in six functional police units. A
summary of the research variables can be found in Table 1 below.
The integrity variable uses 11 scenarios of measuring police integrity
developed by Klockars.et.al. 20 The organizational culture consists of four
dimensions: (1) power distance, (2) individualism vs. collectivism, (3)
uncertainty avoidance, and (4) masculinity vs. femininity, developed by
Hofstede. 21 The transformational variable comprises four dimensions: (1)

20 C. B. Klockars, S. K. Ivković, & M. R. Haberfeld, The Contours of Police Integrity. In: C.

B. Klockars, S. K. Ivković & M. R. Haberfeld, eds. The Contours of Police Integrity. London:
SAGE Publications, (2004), pp. 1-18.
21 G. Hofstede, Cultures and Organizations: Software of the Mind, UK: McGraw-Hill Books,

(2005), pp.62-67.

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idealized influence, (2) inspirational motivation, (3) intellectual stimulation,

and (4) individualized consideration, introduced by Bass &Avolio.22The work
satisfaction variable consists of intrinsic and extrinsic dimensions developed
by Herzberg.et.al.,23

Table 1. Research Variables and Dimensions

No Variables Dimensions Sources
1 Police integrity 11 scenarios Klockers, et al.,24

2 The 1. Idealized Influence MLQ (Bass

transformational 2. Inspirational &Avolio25)
leadership motivation
3. Intellectual
stimulation
4. Individualized
consideration

1. Power distance Hoftsede26

Organizational 2. Individualism vs.
3
culture collectivism
3. Uncertainty
avoidance
4. Masculine vs.
femininity

4 1.Extrinsic Herzberg27

22 B.M. Bass, & B.J. Avolio, (Eds.) Improving Organizational Effectiveness through
Transformational Leadership, Thousand Oaks, CA: Sage Publications, (1994), pp 47-56.
23 F. Herzberg, B. Mausner, & B. B. Snyderman, TheMotivation to Work, New York: John

Wiley & Sons, (2003), pp. 70-74.

24 C. B. Klockars, S. K. Ivković, & M. R. Haberfeld, The Contours of Police Integrity. In: C.

B. Klockars, S. K. Ivković & M. R. Haberfeld, eds. The Contours of Police Integrity, London:
SAGE Publications, (2004), pp. 22-26.
25 B.M. Bass, & B.J. Avolio (Eds.), Improving organizational effectiveness through

transformational leadership. Thousand Oaks, CA: Sage Publications, (1994), pp 52-58.

26 G. Hofstede, Cultures and Organizations: Software of the Mind, UK: Mc Graw-Hill Books,

(2005), pp. 40-47.

27 F. Herzberg, B. Mausner, & Snyderman, B. B, The Motivation to Work, New York: John

Wiley & Sons, (2003), pp. 33-38.

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Organizational Culture as an Influencing Mediating Factor … Surya Dhamra

Works
satisfaction 2.Intrinsic

Data analysis uses the path analysis and the Structural Equation Model
(SEM) to test organizational culture as a mediating variable that influences
the transformational leadership and the work satisfaction of police integrity
in the Central Java’s Police Headquarter.

C. Discussions

1. The Application of Legal Principles in Organizational Culture

Relations as a Mediating and Influencing Factors Between
Transformational Leadership and Work Satisfaction
The duties and functions of the police force are universal to maintain the
security and order of the people by applicable legal provisions and to elevate
awareness of legal certainty and justice in Indonesia. These functions and
tasks have been regulated in several statutory requirements, one of which is
Law Number 2 of 2002 concerning the Indonesian National Police. This law
has expanded the functions and duties of the Police which include the
maintenance of security and public order, law enforcement, and protection and
services to the community by upholding human rights.28
The police, as a legal apparatus in a law state, do not mean to be immune
before the law. The police in Indonesia remain bound by the rule of law, legal
procedures, and at the same time accountable under the law. 29 The legal
liability system for the Police in Indonesia is not much different from the legal
liability for civil society in general, such as through administrative law and
criminal law for acts of irregularity or arbitrariness of the Police in an
organizational or personal way in carrying out their functions. Deviations of
police behavior are a general description of police officers' activities that are
not by official authority, organizational authority, values, and standards of
polite behavior (which are usually carried out, not just said).30
The police in carrying out their duties as law enforcers, not only must obey
the applicable law as an external aspect, they are also equipped with police
ethics as an aspect of the police force. Police ethics are norms about police

28 Dwi Indah Widodo, “Penegakan Hukum Terhadap Anggota Kepolisian yang

Menyalahgunakan Narkotika dan Psikotropika”, Jurnal Hukum Magnum Opus, I (1), (2018),
hlm. 2.
29 Untung S. Rajab, Kedudukan dan Fungsi Polisi Republik Indonesia alam
SistemKetatanegaraan, Bandung: Utomo, (2003), p. 145.
30 Barker, Thomas and David L. Carter, Police Deviance, Third Edition, translated by Kunarto

da nKhobibah M. Arief Dimyanti, Jakarta: Cipta Manunggal, (1999), p. 4.

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behavior to be used as guidelines in realizing the implementation of good

duties for law enforcement, public order and public safety.31 The police who
are unethical and have no integrity in their duties will become parasites of
justice creating the Criminal Justice System (SPP) as a vicious circle of the
judicial mafia.32 So, in this case, the integrity of the police is also related to
the law in Indonesia.
As already mentioned that the Police in Indonesia (POLRI) carry out their
duties based on Law Number 2 of 2002, including the integrity of POLRI
based on the principles contained in that law. Based on Article 4 and Article
5 of Law Number 2 of 2002, the Indonesian National Police has objectives
and roles based on the principle of awareness domestic security which
includes maintaining public order and safety, orderly and upholding the law,
implementation of protection, and services to the community, as well as
maintaining peace of society by supporting human rights.The main functions
and tasks of the Indonesian National Police are regulated in Article 2 and
Article 13, which are based on the principle of maintaining public order and
security; law enforcement; and protection, protection and service to the
community — then related to the integrity of the Indonesian National Police
in carrying out its duties and authorities based on the principles contained in
Article 19 namely on legal norms, religious norms, politeness, decency, and
upholding human rights.
It is related to the basic principles that form the basis of the policy
contained in the Regulation of the Chief of the Indonesian National Police
Number 8 of 2009 concerning the Implementation of the Principles and
Standards of Human Rights in the Implementation of the Duties of the
Indonesian National Police. This regulation contains various underlying
principles and principles of the National Police in carrying out its duties and
functions. The principles which form the basis for the establishment of
Regulation No. 8/2009 are contained in the weighing part of the regulation,
namely maintaining public order and security, law enforcement, protection,
protection, and service to the community; respect, protect and uphold human
rights in carrying out their duties and functions; respect, protect and enforce
human rights in carrying out their responsibilities and services, it is necessary
to provide guidance on the implementation of human rights principles and
standards in the execution of the functions and duties of the Indonesian
National Police. In this case it can be seen that in carrying out its duties, the
National Police is based on human rights principles.
Furthermore, regarding human rights which are the protection of
Kepolisian Negara Republik Indonesia, it is explained in Article 3 to Article

31Kunarto, Etika Kepolisian, Jakarta: CiptaManunggal, (1997),hlm. 97

32 AgusRaharjo dan Angkasa, “Profesionalisme Polisi Dalam Penegakan Hukum”, Jurnal
Dinamika Hukum, 11 (3), (2011), p. 390

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Organizational Culture as an Influencing Mediating Factor … Surya Dhamra

8 of Regulation No. 8 of 2009. Then in Article 9 it is stated that in

implementing the service and protection duties of the community, every
member of the National Police must pay attention to the principles of legality,
the law of necessity, the principle of proportionality. So, in this case, it can be
said that the Indonesian National Police is not only bound to the basic
principles of law, but also the principles of law. Then Article 35 Chapter IV
states that POLRI also respects one of the essential principles in law, namely
the principle of presumption of innocence. So basically, the integrity of the
Indonesian National Police is based on basic human rights principles.

2. Influencing Factors Between Transformational Leadership and

Work Satisfaction: An Empirical Study on the Police Integrity in the
Central Java’s Police Headquarter
The results of the descriptive analysis of police integrity provide a
description of police members’ responses to 11 scenarios of measuring police
integrity developed by Klockars et.al.(2004) (using answer options (1) very
unserious (STS) (2) not severe (TS), (3) no problem (B), (4) serious (S) and
(5) very serious (SS) for the 11 scenarios (Graph 4.18 Page 121 regarding the
11 scenes in Klokars et.al.(2004)). The most severe integrity violation
according to the respondents was Scenario 5 (a police officer examined a
crime scene of a jewelry shop robbery, took a watch, and reported that the
watch was stolen during the burglary). The second most serious integrity
violation according to the respondents was Scenario 3 (a police officer stopped
a driver who violated a traffic rule and received bribery not to write a traffic
violation ticket).

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Graph 1 the Police Integrity Variable

11

1
3,20 3,40 3,60 3,80 4,00 4,20
1 2 3 4 5 6 7 8 9 10 11
Series1 3,57 3,66 4,01 3,71 4,03 3,79 3,61 3,88 3,85 3,80 3,91

In the above Graph, one of the most severe violations of police

integrity is Scenario 11 (a police officer found a wallet in a parking lot,
reported the case, but took away Rp 500 thousand from the wallet). Scenario
11 is the third most serious violation according to the respondents. The least
serious integrity violation is Scenario 1 (a police officer ran a business, selling
security equipment, such as alarm systems, CCTV cameras, etc). Respondents
perceived this as a not severe integrity violation. Another scenario deemed not
dangerous is Scenario 7 (a police officer is a good car technician, so his
supervisor allowed him or her to take a day-off to fix the supervisor’s car).
The research found that the phenomenon of allowing a member of
organization to take a day-off for the personal interest of the leader is not a
severe issue to police integrity. This phenomenon shows a leader who uses his
hierarchical authority for his or her interests and benefits, as the tasking given
to the subordinate is not related to his or her official work.
From five transformational leadership dimensions, the inspirational
motivation dimension is the highest one, according to the respondents. The
respondents hoped that the leader could give inspirations and motivation to
the subordinates so that they could uphold police ethics, accountability, and
professionalism. Integrity is values that police officers have to support
because in their duties police officers have many interactions with the people
in the society. It has the potential for ethical violations.

Graph 2. The Transformational Leadership Variable

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Organizational Culture as an Influencing Mediating Factor … Surya Dhamra

The Graph also shows that respondents needed a leader that could
provide good working conditions so that they could work with the leader. The
good working conditions and the environment will make the subordinates
happy and proud to work with the leader. The inspirational dimension has the
strongest relationship with the transformational leadership (r= 0.870; p<0.05).
According to the respondents, the descriptive analysis of the work
satisfaction variable shows that the intrinsic dimension is more important than
the hygiene dimension. It is shown in the Graph below.

Graph 3. The Work Satisfaction Variable

Work Satisfaction
SATISFIERS
2 3,83
1
1 DISSATISFIERS 3,76 2

3,72 3,74 3,76 3,78 3,80 3,82 3,84

The work satisfaction dimension, which is intrinsic (satisfier), shows that

the respondents needed factors on personal development and work
acknowledgement. Meanwhile, the externalaspect (dis-satisfier) shows that
the respondents needed tangible elements, which were below the satisfiers.
Regarding the descriptive analysis of the organizational culture, the
uncertainty avoidance dimension was deemed more important than the power
distance dimension, according to the respondents.

Graph 4. The Organizational Culture Variable

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The Graph above shows that police member would to like have a
hierarchical relationship that was not stiff (power distance, which is
characterized by a bureaucratic structure) so that the communication between
subordinates and the leader became more effective in fulfilling their duties.
The high response from the respondents to the uncertainty avoidance
dimension shows that police members wanted to be always proactive to
respond to changes in the organizational environment.
This SEM Model analysis was conducted to show a causal relationship
between organizational culture as a mediating variable and the
transformational leadership and work satisfaction of police integrity. The
hypothetical relationship can be seen in the Graph below.

3. A Hypothetical Relationship Model between Organizational Culture

as a Mediating Variable and the Transformational Leadership and
Work Satisfaction of PoliceIntegrity

Picture 2 Finding SEM Model

The Graph below provides the answer to the above hypothetical model.
The analysis shows that the transformational leadership variable has
significant influence over organizational culture (r= 0.37; p< 0.05), and work
satisfaction has significant influence over organizational culture (r= 0.49; p<

301
Organizational Culture as an Influencing Mediating Factor … Surya Dhamra

0.05). Furthermore, organizational culture as a mediating variable has

significant influence over police integrity (r= 0.26; p< 0.05). In the Graph
above, the leadership variable has significant direct influence over police
integrity (r= 0.38; p< 0.05), and work satisfaction has significant direct
influence over police integrity (r= 0.24; p< 0.05). In general, the work
satisfaction variable has the stronger influence (compared to organizational
structure) over organizational culture.
The transformational leadership variable has significant direct
influence over police integrity (r= 0.38; p< 0.05), while it has indirect
influence over organizational culture (r= 0.37; p< 0.05). The results of the
SEM test shows that all variables have significant influence over police
integrity, so the transformational leadership, work satisfaction, and
organizational structure variables become important factors in the effort to
improve police integrity (r= 0.24, p< 0.05). These three variables have
significant indirect influence over organizational culture (r= 0.48; p< 0.05).
Police members’ works satisfaction has the potential to form organizational
culture. The organizational culture will, in turn, have implications for police
integrity. Therefore, cultural reform in a police organization becomes a very
crucial, strategic factor in realizing police integrity.
This research confirms Schein Theory (2002), which maintains that
leadership and organizational culture are two sides of a coin, meaning
leadership and organizational culture are inseparable factors. A corporate
culture that has internalized integrity values, public services, accountability,
and transparency is a culture that needs to be developed in a police
organization. A police organization that has managed to internalize those
values always needs and hopes for a leader that can maintain an influential
organizational culture.

Picture 3 Finding SEM Model

D. Conclusions

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The conclusion from the research is that the counter of integrity was
perceived differently by the respondents based on the values, culture and the
way of their life. The study shows that bribery was considered a severe
violation by police officers. Meanwhile, the research shows that a police
officer selling security equipment was not perceived as a serious integrity
violation. As a result, this scenario is not regarded as a conflict of interest. The
respondents believe that as long as this business did not relate to the police
organization, it would not consider as an unethical behavior because the
products they sold to fulfill the need of the community.
Most police officers perceived the scenarios of measuring police integrity
using the robbery and bribery phenomena as serious violations. This
conclusion is similar to the findings of research activities in several other
countries (Klockars.et.al.2004). In general, the leadership factor is an
important, strategic factor to develop police integrity through the development
of an organizational structure that upholds professionalism, accountability,
and accountability in fulfilling duties in the field. Police members’ work
satisfaction is also essential in the effort to strengthen integrity values amongst
police members. They should be given attention to their career development.
They should also be empowered in the police organization.

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