INTRODUCTION
Emotion intelligence is a person's ability to self-regulate
and can provide self-motivation. Emotional intelligence has a significant role
in doing work and is a characteristic of people with great performance or human
qualities (Azeem & Akhtar, 2014). Provide research results that several
psychological factors influence a person's Motivation. Emotional intelligence
is one of the psychological factors that can affect one's work motivation. Human
resources are the most important asset to provide excellence as a driving force
for the dynamics of an organization or company. Organizations or even
individuals in organizations are increasingly required to improve their
performance. One of the factors that affect a person's performance is the
factor of work loyalty. The higher a person's work loyalty in carrying out his
work, the better his performance will BE. Employee loyalty to the organization
can be recognized as an important topic for human resource management issues in
companies. Companies compete by using the skills and talents of their employees
(H. H. Nguyen et
al., 2020). Employee loyalty can be understood as an
employee's affective commitment. Affective commitment means the employee's
desire to continue the working relationship because of satisfaction with his
interests and because this employee has a sense of loyalty and ownership (Omar et al., 2010). Loyal employees can be a valuable asset for
the organization because they can help get as much profit as possible. Loyal
employees will look after customers correctly and understand what they want (Michlitsch, 2000). Employee loyalty refers to employees who
have deep feelings for the company, are willing to grow together with the company,
have a sense of responsibility and mission in their work, contribute their
intelligence and wisdom to achieve company goals, and fulfill their role in
helping the company to achieve its strategic goals (Chen et al., 2022).
Work motivation has an important role for employees
and can be one of the supporters of the creation of employee loyalty. High work
motivation possessed by employees will make employees happy in carrying out
their work and create a desire to work optimally (Changgriawan, 2017). With the delivery of the right Motivation,
nurses will be encouraged to do the maximum possible service when carrying out
their work, and they will be able to believe that the hospital's success in
achieving its goals is a goal that is in line with their own goals. Showing
that Motivation has a positive and significant effect on employee loyalty, this
shows that the higher work motivation possessed by employees will increase
employee loyalty to the organization.
This is supported by research conducted on 103
employees in the City of Jember. The results showed that Emotion intelligence
had a positive and significant effect on Motivation and performance. This means
that a better level of Emotion intelligence in employees will encourage high
Motivation at work.
In addition to Emotion intelligence and Motivation,
leadership plays a significant role in employee loyalty. Several researchers
have described that leadership influences individuals to fulfill their
obligations and interests. Other researchers have also defined leadership as
influencing subordinates to achieve organizational goals, emphasizing
relationships between individuals. Based on leadership theory, a leader needs
employees to perform the tasks necessary for an organization to achieve the
desired goals. In this context, the purpose of leadership is to ensure that the
path to achieving these goals is clearly understood by employees, overcome
potential barriers in the system, and encourage employees to achieve the goals
set (N. T. Nguyen &
Hooi, 2020). This is supported by several previous
studies, research, and research conducted in Vietnam, and the results show that
leadership and job satisfaction significantly affect employee loyalty (Goleman, 2000).
Based on hospital performance data for the
measurement year for the 2021 period, the average total performance is only
73.3% and has not met the management target, which is above 85%. Four (4) units
with a performance level of 70%, namely Al Wardah Room, Musdalifah Room,
Emergency Installation, and Outpatient Installation.
Based on the identification results, the low
achievement in several work units may be due to non-compliance in reporting
related to patient safety incidents, efforts to prevent the risk of falling not
working, the timing of drug administration not according to procedures, and
patient education activities not going well. The ER patient acceptance did not
meet the standards in the emergency department, and the emergency response time
did not go well. In the outpatient unit, fast-track waiting in front of the
poly has not met the SOP, and the planning for increasing visits has not been
achieved. Identification results, the low achievement in
this unit may be due to, among other things, the lack of planning and promotion
targets for the segment or target market so that the promotion targets are not
directed. There are no regular activities that can improve relationships. With
third parties (Insurance & Companies), there is no maximum effort in measuring
patient satisfaction.
Based on the results of interviews with hospital
HRD, the problem with current employees, in addition to the low achievement in
the work unit, is employee loyalty to the organization, which continues to
decline. This is reflected in the turnover rate for the last five years, from
2017 to 2021.
The data above shows that the turnover rate at the
South Sumatra Type C Hospital for the last five years has increased 5x compared
to the turnover rate, which is from 2% to 10.6% in 2021. Based on the results
of interviews conducted by HRD on employees who apply for leave or resign, some
of the reasons why employees move are lack of Motivation due to career path
barriers, the relationship gap between senior and junior employees, the results
of interviews with leadership employees are considered to lack inspiration or
encouragement to their team, lack of opportunities to innovate,
self-development training to be able to work and interact well.
The low work performance and high turnover rate
have become a concern for the management of South Sumatra Type C Hospital to
try to increase employee loyalty to impact hospital performance. Employee
loyalty is not easy to build quickly but can be formed over time. Based on
interviews with several resigned conducted by HRD, it was concluded that
leadership style and Emotion intelligence have a significant role in employee
motivation, affecting employee loyalty to the organization.
METHODS
This research was conducted to
determine the effect of Leadership, Emotional Intelligence on Employee Loyalty,
with Motivation as an Intervening Variable. This research is a non-experimental
quantitative. Data collection was carried out using a questionnaire instrument.
The analytical method used is the Structural Equation Modeling (SEM-PLS)
partial least squares approach with the Smart-PLS program for data analysis.
The number of samples determined is 120 employees. Sempel collection point At
South Sumatra Type C Hospital. The sampling technique was carried out by
purposive sampling. Item measurement uses a Likert scale of point 1 (strongly
disagree) to point 5 (strongly agree). Employee loyalty uses six dimensions:
obedience to regulations, responsibility to the company/organization,
willingness to work together, sense of belonging, interpersonal relationships,
and love of work. Motivation uses Mashlow, which consists of 4 dimensions,
namely physiological needs, safety needs, The need to love and be loved (belongingness
and love needs), the need for self-esteem (self-esteem needs), and the need for
self-actualization (self-actualization needs).
RESULTS
Profile of
respondents
In this study, as
many as 120 nurses at the South Sumatra Type C Hospital have responded and are
used for further analysis. The following is the respondent's profile data based
on gender, age, education, and length of work which can be seen in Table 3
Table 1. Demographic
Profile of Respondents
|
Profile |
Category |
F |
% |
|
Gender |
Male |
22 |
18.33% |
|
Female |
98 |
81.67% |
|
|
Age |
<25
years |
8 |
6.67% |
|
25-34
years |
57 |
47.50% |
|
|
35-44
years |
43 |
35.83% |
|
|
45-50
years |
11 |
9.17% |
|
|
>50
years |
1 |
0.83% |
|
|
Education |
High
School |
2 |
1.67% |
|
Diploma |
57 |
47.50% |
|
|
Bachelor
(S1/S2/S3) |
61 |
50.83% |
|
|
Working
Time |
<
1 th |
13 |
10.83% |
|
>
1-3 th |
11 |
9.17% |
|
|
>
3-5th |
18 |
15.00% |
|
|
>
5 th |
78 |
65.00% |
Source: Research
Data Processing (2022)
Based on gender, as
many as 98 women, or 81.67%, while men only 22 people, or 18.33%. Based on age,
nurses aged <25 were 6.67%, aged 25 to 34 was 47.5%, aged 35 to 44 was
35.83%, 45 to 50 was 9.17%, and more than 50 years as much as three people or
0.83%. Based on education, SMK/SMA were two people or 1.67%, Diploma was 57
people or 47.50%, and Bachelor was 61 people or 50.83%. Based on years of
service, nurses with tenure <1 year were 10.83%, 1 to 3 years were 9.17%, 3
to 5 years were 15%, and > five years was 65%.
Analysis -
structural equation modeling (SEM-PLS)
Determinant Coefficient (R-Square)
The value of R
-square or coefficient of determination explains how much the independent can
influence the dependent. The Rsquare ranges from 0 to 1 (0 R2 1).
The higher the R-square, the greater the influence of the independent variable
on the dependent. As a rule of thumb, the value of strong> 0.75
()R2, >0.50 (moderateR2and >0.25 (weak), but if the
Rsquare is above 0.9, then the model can be considered overfit.
Table 2. R-Square Value
|
Dependent |
R Square Adjusted |
Classification |
|
||
|
Employee Loyalty |
0.690 |
Moderate |
|||
|
Motivation |
0.606 |
Moderate |
|||
Source: Research
Data Processing (2022)
Based on the data
presented in table 4. above, it can be seen that the R-Square for the employee
loyalty variable is 0.690. The acquisition value explains that the influence of
Motivation, Emotion intelligence, and leadership style can explain the
percentage of employee loyalty. The remaining 69% (100%-69%) and 31% are
influenced by other variables that are not in the model. R-Square for variable
Motivation of 0.606, the acquisition value explains that the large percentage
of Motivation can be explained by the variable of Emotion intelligence and
leadership style by 60.6%, the rest (100% -60.6%) 39.4% is influenced by other
variables that are not in the model.
Hypothesis Testing
The main part of
this study's analysis of the inner or structural model is to look at the path
coefficient to determine the direction of influence between variables in the
research model. It is said that there is a positive and significant effect if
the Tstatistic > T-table (1.645) at a significance level of 5% (alpha =
0.05), otherwise if Tstatistic < T-table (1.645), then there is no
significant effect between the two variables (Ringle et al., 2015; Sarstedt et
al., 2017). Table 5 below shows the results of PLS-SEM data processing for
determining the results of hypothesis testing.
Figure 1. Hypothesis
Test Results
Table 3. Hypothesis
Test Results
|
Hypothesis |
Standardized
Coefficient |
T-Statistics |
P-Value |
Results |
|
H1 |
0.595 |
6.855 |
0.000 |
Supported |
|
H2 |
0.264 |
2.784 |
0.003 |
Supported |
|
H3 |
0.524 |
5.194 |
0.000 |
Supported |
|
H4 |
0.252 |
1.802 |
0.036 |
Supported |
|
H5 |
0.146 |
1.717 |
0.043 |
Supported |
|
H6 |
0.312 |
3.421 |
0.000 |
Supported |
|
H7 |
0.138 |
2.865 |
0.002 |
Supported |
The Influence of Leadership Style on Motivation
Table 3 shows that
the t count for the Leadership Style variable is 6.855 at a significance level
of 0.000 with a regression coefficient value (Path Coefficient) of +0.595.
Because the path coefficient is positive, the t statistic is > 1.645, and
the value is 0.000 <0.05, it can be concluded that the Leadership Style
variable has a positive and significant effect on Motivation. Thus hypothesis
H1 "There is a positive and significant influence between leadership style
on employee motivation at the South Sumatra Type C Hospital," is
supported.
Effect of Emotion Intelligence on Motivation
Table 3 shows that
the t count for the Emotion Intelligence variable is 2.784 at a significance
level of 0.003 with a regression coefficient value (Path Coefficient) of
+0.264. Because the path coefficient is positive, the t statistic is >1.645,
and the p-value is 0.003 <0.05, it can be concluded that the Emotion
intelligence variable has a positive and significant effect on Motivation. Thus
hypothesis H2, "There is a positive and significant influence between
Emotion intelligence on employee motivation at the South Sumatra Type C
Hospital," is supported.
The Effect of Motivation on Employee Loyalty
Table 3 shows that
the t count for the Motivation variable is 5.194 at a significance level of
0.000 with a regression coefficient value (Path Coefficient) of +0.524. Because
the path coefficient is positive and the t statistic is >1.645, and the
p-value is 0.000 <0.05, it can be concluded that the motivation variable has
a positive and significant effect on employee loyalty. Thus hypothesis H3
"There is a positive and significant influence between motivation on
employee loyalty at the South Sumatra Type C Hospital," is supported.
The Influence of Leadership Style on Employee
Loyalty
Table 3 shows that
the t-count for the Leadership Style variable is 1.802 at a significance level
of 0.036 with a regression coefficient value (Path Coefficient) of +0.252.
Because the path coefficient is positive and the t statistic is >1.645, and
the p-value is 0.036 <0.05, it can be concluded that the leadership style
variable positively and significantly affects employee loyalty. Thus hypothesis
H4 "There is a positive and significant influence between Leadership Style
on employee loyalty at the South Sumatra Type C Hospital," is supported.
Effect of Emotion Intelligence on Employee
Loyalty
Table 3 shows that
the t count for the Emotion Intelligence variable is 1.717 at a significance
level of 0.043 with a regression coefficient value (Path Coefficient) of +0.146.
Because the path coefficient is positive, the t statistic is > 1.645, and
the p-value is 0.043 <0.05, it can be concluded that the Emotion
intelligence variable positively and significantly affects employee loyalty.
Thus hypothesis H5 "There is a positive and significant influence between
Emotion intelligence on employee loyalty at the South Sumatra Type C
Hospital," is supported.
The Effect of Motivation as an Intervening Variable on the Relationship
Between Leadership Style and Employee Loyalty
Figure 2. Path
Analysis Hypothesis
�
Direct effect 0.252
�
Indirect Effect 0.312
�
Total effect = Direct effect + Indirect Effect =
0.252 + 0.312 = 0.564
�
Value of variance accounted for (VAF) = Direct
effect / Total Effect = (0.254 / 0.564) = 0.45 or 45%
Figure 2 above shows
that the p-value for the influence of motivational variables on the
relationship between leadership style and loyalty (indirect effect) is 0.000
with a regression coefficient value (Path Coefficient) of +0.312. Because the
path coefficient is positive and the p-value is 0.000 <0.05, it can be
concluded that the motivation variable significantly affects the relationship
between leadership style and loyalty. The VAF value is 0.45 or 45%. Because the
VAF value is > 20%, it can be concluded that Motivation is an intervening
variable. Thus hypothesis H6 "There is a positive and significant
influence between leadership style on employee loyalty at the South Sumatra
Type C Hospital through Motivation" is supported.
The Effect of Motivation as an Intervening on the Relationship Between
Emotion Intelligence and Employee Loyalty
Figure 3. Path
Analysis Hypothesis
�
Direct effect 0.146
�
Indirect Effect = 0.138
�
Total effect = Direct effect + Indirect Effect =
0.146 + 0.138 = 0.284
�
Value of variance accounted for (VAF) = Direct
effect / Total Effect = (0.146 / 0.284) = 0.51 or 51%
Table 3 above shows
that the p-value for the influence of motivational variables on the
relationship between Emotion intelligence and loyalty (indirect effect) is 0.002
with a regression coefficient (Path Coefficient) of +0.138. Because the path
coefficient is positive and the p-value is 0.002 <0.05, it can be concluded
that the motivation variable significantly affects the relationship between
Emotion intelligence and loyalty. The VAF value is 0.51 or 51%. Because the VAF
value is > 20%, it can be concluded that Motivation is an intervening
variable. Thus hypothesis H7 "There is a positive and significant
influence between Emotion intelligence on employee loyalty at the South Sumatra
Type C Hospital through motivation," is supported.
DISCUSSION
The Influence of
Leadership Style on Motivation
Based on the results
of the analysis, it is known that the value of the leadership style variable is
0.000 <0.05 with a regression coefficient (Path Coefficient) of +0.595. It
can be concluded that the Leadership Style variable has a positive and
significant effect on Motivation. Thus hypothesis H1 "There is a positive
and significant influence between leadership style on employee motivation at
the South Sumatra Type C Hospital," is supported. This means that a better
leadership style will increase employee motivation at work. Employee work
motivation is the main tool in completing their duties and responsibilities
through support from the leadership because the core goal of the leader is to
increase employee motivation to produce high performance through improvement,
development, and setting individual goals of employees that are in line with
organizational goals. Suggested that a good leader is a visionary, coach, and
mentor as well as a motivator. In motivating employees, transformational
leaders are needed who can bring good changes, know the needs of their
subordinates and can instill and strengthen aspects of the organizational culture
developed by the company to foster an organizational commitment to employees.
Motivate and cultivate good work values. The results of this study are
supported by previous research conducted on several companies in Makassar City.
The results showed that leadership style positively and significantly affected
Motivation and performance.
The Effect of
Emotion Intelligence on Motivation
Based on the results
of data analysis, it is known that for the Emotion Intelligence variable, the
p-value is 0.003 <0.05 with the regression coefficient (Path Coefficient) of
+0.264, it can be concluded that the Emotion Intelligence variable has a positive
and significant effect on Motivation. Thus hypothesis H2, "There is a
positive and significant influence between Emotion intelligence on employee
motivation at the South Sumatra Type C Hospital," is supported. This shows
that Emotion intelligence contributes positively to increasing employee
motivation. States that the ability to monitor and control one's feelings and
those of others and use these feelings to guide thoughts and actions to be more
motivated at work (Azeem & Akhtar, 2014). This means that
Emotion intelligence can make a person a human full of responsibility,
productive, and optimistic in dealing with and solving problems. Provide
research results that several factors that influence a person's Motivation are
psychological. Emotional intelligence is one of the psychological factors that
can affect one's work motivation. The results of this study are supported by
research conducted by Sudarsih et al., 2018, research conducted on 103
employees in the City of Jember. The results showed that Emotion intelligence
had a positive and significant effect on Motivation and performance. This means
that a better level of Emotion intelligence in employees will encourage high
Motivation at work (Phan et al., 2020).
The Effect of
Motivation on Employee Loyalty
Based on the results
of the analysis, it is known that the p-value for the Motivation variable is
0.000 <0.05 with the regression coefficient (Path Coefficient) of +0.524. It
can be concluded that the Motivation variable has a positive and significant
effect on employee loyalty. Thus hypothesis H3 "There is a positive and
significant influence between motivation on employee loyalty at the South
Sumatra Type C Hospital," is supported. This shows that better Motivation
of employees will impact increasing loyalty, and if Motivation decreases, it
will decrease the level of loyalty. With the right delivery or motivational
support, employees will be encouraged to do the best possible service while
working. They will be able to believe that the hospital's success in achieving
its goals is a goal that is in line with their own goals. So that employee
motivation has an important role in increasing employee loyalty. Who says that
the performance of nurses is influenced by work motivation, where this work
motivation is a stimulation for nurses to do their jobs well? If the nurse has
a strong drive, nurse will be motivated to work better. "Motivation is a
process that describes an individual's intensity, direction and persistence to
achieve his goals". Thus it can be concluded that Motivation is the
driving force of a person to carry out certain activities to achieve existing
goals. Work motivation is the driving force or encouragement in a person to
want to behave, work diligently, and follow the tasks and obligations given.
The results of this
study are supported by research showing that Motivation has a positive and
significant effect on employee loyalty. This shows that employees' higher work
motivation will increase employee loyalty to the organization. The results of this
study are also supported.
The Effect of
Leadership Style on Employee Loyalty
Based on the results
of the analysis, it is known that the p-value of the Leadership Style variable
is 0.036 <0.05 with a regression coefficient (Path Coefficient) of +0.252.
It can be concluded that the Leadership Style variable has a positive and
significant effect on employee loyalty. Thus hypothesis H4 "There is a
positive and significant influence between Leadership Style on employee loyalty
at the South Sumatra Type C Hospital," is supported. This shows that
leadership that can provide positive feedback when work is done well and give
special recognition when productivity is high will provide support to increase
employee loyalty to the company. Leadership style is a process in which an
individual influences a group of individuals to achieve a common goal. This
leadership style has integrity, defines clear goals, encourages clear steps for
communication, and is expressive. A leader can motivate a worker well to have
high morale and loyalty to his work (Pratiwi et al., 2020).
Several previous
studies support the results of this study, and research conducted in Vietnam.
The results show that leadership and job satisfaction significantly affect
employee loyalty. The results of the partial test (t-test) show that the
variables of leadership and Emotion intelligence positively influence employee
loyalty, PT. Medan Royal Service. The results of other studies also support
that leadership affects employee loyalty.
The Effect of
Emotion Intelligence on Employee Loyalty
Based on the results
of the analysis, it is known that the p-value for the Emotion Intelligence
variable is 0.043 <0.05 with a regression coefficient (Path Coefficient) of
+0.146. It can be concluded that the Emotion Intelligence variable has a
positive and significant effect on employee loyalty. Thus hypothesis H5
"There is a positive and significant influence between Emotion
intelligence on employee loyalty at the South Sumatra Type C Hospital," is
supported. This shows that Emotion intelligence has a significant role in
loyalty. Employees must be able to control emotions, regulate emotions, or
identify the emotions of others. Because Emotionally intelligent people want to
be able to identify their emotions and motivate themselves. Employees with good
Emotion intelligence can think clearly and do not prioritize emotions only (Suryawardana et al., 2021). Show the influence
of Emotion intelligence on employee loyalty (t-count of 5.434; r = 0.563; p =
0.000). These results indicate that there is partially a significant influence
between Emotion intelligence on employee loyalty. Therefore, employees who have
good Emotion intelligence will produce good loyalty, and the lower level of
Emotion intelligence of employees in an organization will result in less than
optimal loyalty. In addition, a study reported that emotional intelligence
significantly positively affected employee loyalty. Also supported by research
conducted that Emotion intelligence has a positive effect on employee loyalty.
The Influence of
Leadership Style on Employee Loyalty Through Motivation
Based on the
analysis results, it is known that the p-value for the influence of motivational
variables on the relationship between leadership style and loyalty (indirect
effect) is 0.000 with a regression coefficient (Path Coefficient) of +0.312.
Because the path coefficient is positive and the p-value is 0.000 <0.05, it
can be concluded that the motivation variable significantly affects the
relationship between leadership style and loyalty. The VAF value is 0.45 or
45%. Because the VAF value is > 20%, it can be concluded that Motivation is
an intervening variable. Thus hypothesis H6 "There is a positive and
significant influence between leadership style on employee loyalty at the South
Sumatra Type C Hospital through Motivation," is supported. The
relationship between leadership style and work motivation is very close where a
leader's leadership style affects the work motivation of his subordinates.
Therefore leadership style is needed in an organization. States that a leader's
leadership style can create harmonious integrity and encourage work passion for
achieving maximum goals (Hair & JJ, n.d.). It can be said
that employee loyalty and one's Motivation to work depend on the leader's
ability through his leadership style. Moreover, it is also proven in this study
that leadership style positively affects employee loyalty through Motivation,
which means that the leadership style in leading his subordinates can encourage
employees to work better and be loyal. It can be said that the influence of
high leadership style in influencing employee loyalty through work motivation.
It means that the leadership style carried out by the leader is appropriate
because it can encourage employees to work well. Employee loyalty and employee
motivation are highly dependent on a leader's ability, through his leadership
style, to influence employees to act following the expectations of employees of
the organization. The results of research from the research conducted prove that
the results of the research contained from the results of R2 there is a large
influence of the leadership style variable on employee loyalty through
Motivation of 0.883 and a significance of 0.0000.267. Thus the total influence
of leadership style on loyalty through extrinsic Motivation is 0.267. This
study's results are relevant as leadership style significantly affects employee
loyalty through Motivation with an r value (correlation coefficient) of 0.543%
meaning 54.3%, and other factors influence the remaining 45.7%.
The Effect of
Emotion Intelligence on Employee Loyalty Through Motivation
Based on the
analysis results, it is known that the p-value for the influence of
motivational variables on the relationship between Emotion intelligence and
loyalty (indirect effect) is 0.002 with a regression coefficient (Path
Coefficient) of +0.138. Because the path coefficient is positive and the
p-value is 0.002 <0.05, it can be concluded that the motivation variable
significantly affects the relationship between Emotion intelligence and
loyalty. The VAF value is 0.51 or 51%. Because the VAF value is > 20%, it
can be concluded that Motivation is an intervening variable. Thus hypothesis H7
"There is a positive and significant influence between Emotion
intelligence on employee loyalty at the South Sumatra Type C Hospital through
motivation," is supported. So it can be said that Emotion intelligence has
a direct positive effect on individual decision-making. States that to achieve
success in the world of work, it is not only cognitive intelligence that is
needed but also Emotion intelligence (H. H. Nguyen et al., 2020). In particular,
company leaders need high EQ because in an organizational environment,
interacting with many people inside and outside the work environment plays an
important role in shaping the morale and discipline of the workers. Also,
self-motivation is the foundation of success and the realization of high
performance in all fields (Suryawardana et al., 2021). Employees with
high Emotion intelligence scores will produce better performance which can be
seen from the quality and quantity provided by the employee to the company.
Therefore, to optimize employee loyalty, efforts should be made to increase
work motivation. It can be said that employees with high Emotion intelligence
tend to have high-quality employee performance, and those with low Emotion
intelligence tend to have low employee performance abilities. Show that
Motivation affects loyalty. This means the desire to live happily, have
something, get an award, working environment conditions, and good supervisors
will provide enthusiasm for work that affects employee loyalty to the company.
Employees also show positive things seen from the spirit of work shown by their
employees. This study's results support previous research that showed that
Emotion intelligence affects employee loyalty through Motivation as an
intervening variable (Beloor et al., 2017).
Research Findings
This study aimed to
look at the effect of leadership style, Emotion intelligence, and Motivation on
loyalty. The results showed that leadership style, Emotion intelligence, and
Motivation positively and significantly affected employee loyalty at the South
Sumatra Type C Hospital. Among the three variables of Emotion intelligence,
they have the smallest effect on loyalty (Tsang, 2014). Work motivation
has the most dominant effect on employee loyalty at the South Sumatra Type C
Hospital. Furthermore, the motivation variable is proven to intervene in the
influence between leadership style and Emotion intelligence on employee
loyalty.
This shows that
better Motivation of employees will have an impact on increasing loyalty; if
the Motivation decreases, it will decrease the level of loyalty. The findings
of this study are also supported by theory and several previous studies. With
good Motivation, nurses will be encouraged to do the maximum possible service
while carrying out their work, and they can believe that the hospital's success
in achieving its goals is a goal that is in line with their own goals (Anjam & Ali, 2016).
CONCLUSION
Based on the analysis conducted on 120 samples of nurses at Type C Hospital in South Sumatra regarding the influence of Leadership Style, Emotional Intelligence, and Motivation on Loyalty, the conclusions that can be put forward in this study are as follows: 1). Emotional intelligence, leadership style, and Motivation simultaneously have a positive and significant effect on nurse loyalty at Type C Hospital in South Sumatra. So that it can be predicted that if emotional intelligence, leadership style, and Motivation simultaneously can be continuously improved, then nurse loyalty can be continuously improved. 2). Leadership style positively and significantly affects Motivation at Type C Hospital in South Sumatra. So that it can be predicted that if the leadership style continues to be improved, then Motivation can continue to be increased. 3). Emotional intelligence positively and significantly affects Motivation at Type C Hospital in South Sumatra. So that emotional intelligence can be predicted, and Motivation can be continuously improved. 4). Motivation positively and significantly affects nurse loyalty at Type C Hospital in South Sumatra. So that it can be predicted that if Motivation continues to be increased, then nurse loyalty can continue to be increased. 5). Leadership style positively and significantly affects nurse loyalty at Type C Hospital in South Sumatra. So that it can be predicted that if the leadership style continues to be improved, then nurse loyalty can continue to be improved. 6). Emotional intelligence positively and significantly affects nurse loyalty at Type C Hospital in South Sumatra. So that it can be predicted that if emotional intelligence continues to be improved, then nurse loyalty can continue to be improved. 7). Leadership style directly positively and significantly affects nurse loyalty through Motivation at Type C Hospital in South Sumatra. So it can be predicted that the higher the Motivation, the greater the effect of leadership style on nurse loyalty. 8). Emotional intelligence positively and significantly affects nurse loyalty through Motivation at Type C Hospital in South Sumatra. So it can be predicted that the higher the Motivation, the greater the effect of emotional intelligence on nurse loyalty.
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