THE ROLE OF ORGANIZATIONAL CULTURE AND JOB SATISFACTION IN MEDIATING THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR

This research aimed to analyze the direct and indirect effects of transformational leadership and organizational citizenship behavior. The additions of mediating variables were organizational culture and job satisfaction. The population in this research was all nurses at the University of Muhammadiyah Malang Hospital. The sampling technique used proportional random sampling with a total sample of 109 respondents. The data analysis used path analysis. The results showed that transformational leadership had no effects on Organizational Citizenship Behavior, organizational culture on Organizational citizenship behavior is significant, transformational leadership had an influence on organizational culture, organizational culture mediated the influence of transformational leadership on Organizational Citizenship Behavior, transformational leadership affected job satisfaction, job satisfaction had no effects on Organizational Citizenship Behavior, and job satisfaction did not mediate the influence of transformational leadership on Organizational Citizenship Behavior. Therefore, future researchers can conduct research related to transformational leadership on Organizational Citizenship Behavior and can develop a research model by adding other variables such as Islamic work ethics and work discipline.

Regulation No.44/2009 concerning that central and local government must responsible for providing hospitals following community needs. Nurses are one of the medical personnel who has an important role in serving the community in the health sector, especially in patients. Even though a nurse already has a job disk or demands work to do, the nurse also has another job disk. Typically related to Organizational Citizenship Behavior (OCB). OCB is shown by the nurse itself or other outside components that impact, such as the nearness of leader SEPTEMBER 2020 Ratya Shafira Arifiani, Achmad Sudiro, Nur Khusniyah Indrawati that encourage individuals to rise OCB states of mind or have to behave fulfillment with representatives so that they can rise it. Other than that, a great organizational culture gives rise to OCB (Organ et al., 2006). Robbins & Judge (2015), affirmed that transformational leadership can create new behaviors, especially involuntary behavior namely OCB. Leadership behavior incorporates a steady impact with OCB since the center of transformational leadership is a capacity to welcome subordinates to attain higher execution and surpass desires (Organ et al., 2006). Jha (2014); Khalili (2017); Suliman and Obaidli (2013), researched transformational leadership towards OCB and has a significant effect. However, there are several studies such as Hutahayan et al. (2013); Maharani et al. (2013); Kim (2013) found the opposite result. The difference in the results of this study is a gap used by researchers to examine the effect of leadership style on OCB by including organizational culture and job satisfaction as mediation. Organizational culture is the initial condition for the emergence of OCB. The stronger and conducive culture of an organization, the better behavior will emerge, one of which is OCB. Besides, job satisfaction also has a role in improving performance and doing a good behavior. The more satisfied employees are at work, the more extra will be done in doing the work. This study aimed to analyze the effects of transformational leadership, OCB, organizational culture, and job satisfaction direct and indirect influence at the Hospital University of Muhammadiyah Malang (Hospital of UMM).

LITERATURE REVIEW
Leadership is a capacity to impact a bunch towards accomplishing a characterized vision or objective (Dessler, 2015). Organizational success is inseparable from a leader. Transformational leadership is change workers to seek after organizational objectives instead of individual objectives (Kreitner & Kinicki, 2014). Transformational leaders inspire followers to go past their interests for the advantage of the organization (Robbins & Judge, 2015).
OCB is a behavior that functions in supporting task performance for providing benefits to the organization. This behavior is perceived in the form of conscious and voluntary willingness to work and contribute to the organization (Organ et al., 2006). OCB could be an optional person behavior, by implication recognized by a remunerating and aggregate system to improve the effectiveness and efficiency of an organization. Organizational culture is characterized as a framework of implications, values, and convictions that are grasped in an organization which may be a reference for acting and recognizing one organization from others (Mas'ud, 2004). Luthans (2006) gives a comprehensive definition of work fulfillment which incorporates responses or cognitive, emotional, and evaluative demeanors and states that work fulfillment could be a positive feeling that comes from assessing works or experience. Rivai & Mulyadi (2009) said the evaluation of specialists is almost how distant their job satisfies their needs. Job satisfaction could be a common state of mind which is a result of a few uncommon demeanors towards work variables, alteration, and person social connections exterior work.

HYPOTHESES The Effect of Transformational Leadership on OCB
Jha (2014), found that transformational leadership had a significant effect on OCB. The other researcher, Khalili (2017) also found that transformational leadership on OCB is significant. OCB has more impact and has a significant effect if leaders able to inspire and give motivation to employees. H 1 . Transformational leadership has a significant effect on OCB

The Effect of Transformational Leadership on Organizational Culture
Organizational culture develops from its leadership, organizational culture also the impact of the leader.  (2012), in their results, show that there was a significant effect of the transformational leadership on job satisfaction. H 4 . Transformational leadership has a significant effect on job satisfaction. Robbins & Judge (2015), stated that job satisfaction should be a major determinant of OCB behavior. Satisfied workers should be seen to speak good sight about the organization, help others, and exceed normal expectations in their job. There are several studies such as Sahertian (2010); Saepung and Siegthai (2011), explained that job satisfaction on OCB is significant. H 5 . Job satisfaction has a significant effect on OCB

The Effect of Transformational Leadership on OCB Through Organizational Culture
Two factors influence OCB; internal and external. External factors that create OCB are organizational culture and leader factors. Organizational culture is one of the initial conditions for the emergence of OCB behavior. Organ et al. (2006) said that one of the external factors of OCB is organizational culture. The stronger culture of an organization, it will create positive values and encourage good deeds, such as OCB behavior. Appelbaum et al. (2004); Khan et al. (2012), found transformational leadership towards OCB and organizational culture towards OCB that had significant results. H 6 . Organizational culture mediates the effect of transformational leadership on OCB The Effect of Transformational Leadership on OCB Through Job Satisfaction Organ et al. (2006), stated that the influence between transformational leadership and OCB contains measurements of leader's trust, job satisfaction, and role ambiguity as measured by the clarity of tasks or role clarity that serves as a potential variable for transformational leadership behavior towards OCB. Besides, several studies are showing a significant influence between transformational leadership towards job satisfaction and job satisfaction towards OCB. H 7 . Job satisfaction mediates the effect of transformational leadership on OCB.

METHOD Population and Sample
The population of this research is 150 nurses in the Hospital of UMM. Assurance of the number of tests utilizing Slovin with alpha 5%, the sampling use a proportional random sampling method and acquired 109 nurses. Samples were taken from several parts such as inpatient, outpatient, emergency room, ICU. Data collection is filled by nurses as respondents.

Operational Definition of The Variables
Followers can inspire, leaders to subordinate innovative work and be able to overcome problems and give attention to subordinates. The indicators for this study are inspirational motivation, idealized influences, individualized consideration, and intellectual stimulation.
OCB is a voluntary behavior that is free without coercion in carrying out actual work outside of duties and responsibilities. Altruism, Civic Virtue, Conscientiousness, Sportsmanship, and Courtesy are the indicators used in this study.
Organizational culture is the values adopted by an organization and differentiates organizations from one another. Organizational culture variables use indicators: innovation and courage to take risks, aggressiveness, stability, attention to detail, resultsoriented, individual-oriented, and team-oriented.
Job satisfaction is the attitude and emotional feelings of a person. Job satisfaction variables use indicators: work itself, salary, an opportunity for promotion, supervision, and coworkers.

RESULTS
The results of data analysis to examine transformational leadership on OCB directly or through the mediation of organizational culture and job satisfaction are shown in Figure 1. The analysis result displayed in Figure 1 and Table 1, transformational leadership (X) on OCB (Y) is negative at the coefficient esteem of -0.003 and significance level 0.970. Since the t-statistic <1.96 and p-value >0.05, the impact is insignificant. In this way, hypotheses 1 is rejected. Transformational leadership (X) on organizational culture (Z1) has an effect at the coefficient esteem 0.525 and tstatistic 7.006 which is significant. Hence, Hypoth-eses 2 is acknowledged. The impact of organizational culture (Z1) on OCB (Y) is critical at the coefficient esteem 0.740 and t-statistic 10.576. Since t-statistic >1.96 and p-value < 0.05, the impact is significant. Hence, hypotheses 3 is accepted. Transformational leadership (X) on job satisfaction (Z2) is significant at the coefficient esteem 0.564 and tstatistic 7.881 which is significant.

ISSN: 1693-5241 559
The Role Of Organizational Culture and Job Satisfaction In ...
Organizational culture mediates transformational leadership towards OCB. The test results of the test obtained a value of 5.777> 1.96 and a significance of 0.000 <0.05. The results of the examination method analysis revealed that the effect of transformational leadership variables on organizational culture and the influence of organizational culture on OCB had significant results while the direct effect of transformational leadership on OCB was not significant. So that the organizational culture in this study is said to be a perfect mediation variable (complete mediation). Thus, Hypothesis 6 is accepted.
Job satisfaction does not impact to mediate transformational leadership on OCB. The results of the Sobel test obtained a value of 0.844 <1.96 and a significant of 0.388> 0.05. From the results of the analysis, it was concluded that there was a significant influence of transformational leadership variables on job satisfaction, the effect of job satisfaction on OCB, and the direct effect of transformational leadership on OCB had no significant effect. The examination method states that if one of the exogenous variables towards mediation or mediating variables towards endogenous or both is not significant, it is said to be not a mediating variable. Based on the examination method, Hypothesis 7 is rejected.

DISCUSSION
The results appeared that transformational leadership did not affect OCB behavior. It also explains that OCB also arises due to individual factors in the absence of other factors Organ et al. (2006). The results of this study also show that the better or more effective application of transformational leadership, the stronger culture of the organization will be. These findings are in line with the findings (2011) found that transformational leadership has a significant effect on organizational culture. Organizational culture has made by a leader who has an important role in the organization. Transformational leaders will change the organizational culture first to create stable organizational conditions and will have an impact on organizational performance.
The organizational culture affected OCB. Organizational culture is perceived strongly by nurses. Based on the results of the analysis, the stronger organizational culture from the aspect of innovation and the courage to take risks, detail attention, teamoriented, individuals, and the results of aggressiveness, and stability will be able to shape OCB nurse behavior.
The results of this study same with the results of the study Jo & Joo (2011); Oemar (2013), suggested that organizational culture has a significant influence on OCB. Organ et al. (2006), stated that one of the external factors that can form OCB is organizational culture. The stronger the culture of an organization, it will create positive values and encourage organizational members to do good deeds. Paine & Organ (2000), also stated that a conducive organizational culture will be able to encourage organizational members to support efforts to improve the organization.  Based on the results of the study indicate that transformational leadership has a significant effect on job satisfaction. The more effective and good transformational leadership, the higher the level of nurse job satisfaction and vice versa. This is in line with the research conducted by Fernando et al. (2007); Atmojo (2012) which showed a significant effect of transformational leadership on job satisfaction.
The results showed that job satisfaction did not significantly influence OCB. These results mean that the higher or lower the level of one's job satisfaction, it will not have an impact on the OCB behavior of employees. The results of this study are in line with the research of Mehboob & Niaz (2012), which states that job satisfaction is not the main determinant of OCB. But the findings of this study are different from Rahmi (2014); Saepung & Siengthai (2011), which states that satisfaction has a significant effect on OCB.
The results of the path coefficient analysis that transformational leadership has a direct influence on organizational culture. Furthermore, organizational culture has a significant influence on OCB. That is, the stronger the organizational culture, the higher the emergence of OCB behavior, and conversely the weaker organizational culture will result in lower OCB.
Based on the results of this study, finding transformational leadership does not have a significant effect on OCB. As for the results of the mediation test analysis using the Sobel test, the effect of transformational leadership on OCB through organizational culture. Because transformational leadership towards organizational culture and organizational culture towards OCB has a significant influence, while the influence of transformational leadership on OCB is not significant, the nature of mediation is perfect mediation.
The results of the mediation using the Sobel test showed that the effect of transformational leadership on OCB through organizational culture had significant results. Transformational leadership is significant for job satisfaction but job satisfaction does not have a significant effect on OCB, so it can be said that job satisfaction is not a mediator on the effect of transformational leadership on OCB.
These results mean that the better or effective transformational leadership, the higher job satisfaction, but it has an impact on employee OCB behavior. This reinforces the findings of Mehboob & Niaz (2012), who found that job satisfaction did not significantly influence OCB and was not the main determinant of OCB.

CONCLUSIONS AND RECOMMENDA-TIONS Conclusions
Transformational leadership on OCB is insignificant. Thus the existence of transformational leadership used did not have an impact on OCB behavior shown by nurses. Transformational leadership influences organizational culture. The better or effective transformational leadership used then strengthens the organizational culture in the hospital. Organizational culture influences OCB. This is significant, the stronger of organizational culture, the more it increases OCB nurse behavior. Organizational culture also acts as a mediator of the effect of transformational leadership on OCB. Better and effective transformational leadership can increase nurse OCB if it is supported by a strong organizational culture.
Transformational leadership impact on job satisfaction. It means that the role of the leader in directing and giving attention and motivation can increase the job satisfaction of nurses. Job satisfaction does not affect OCB. That is, high or low levels of job satisfaction, have no impact on OCB nurse behavior. Job satisfaction does not mediate the effect of transformational leadership on OCB. The better or effective transformational leadership, the higher the job satisfaction of nurses, but it does not have an impact on OCB nurses.

Recommendations
The next researcher can examine other objects, especially institutions or agencies that have the same vision as hospitals in terms of service. Then, further