Scientium Management Review

ISSN : 2962-8328
E-ISSN : 2962-6323
Pp : 125-138
Volume 1 No 2 2022
THE INFLUENCE OF CULTURE AND LEADERSHIP STYLE ON EMPLOYEE
PERFORMANCE THROUGH JOB SATISFACTION AT PT. BANK MANDIRI (PERSERO),
TBK AREA MAKASSAR SAM RATULANGI IN MAKASSAR CITY

Surya Anggraeni Sayitno1, Haris Maupa2, Sumardi3

1 Magister Management, Faculty of Economics and Business, Hasanuddin University;
[email protected]
2 Faculty of Economics and Business, Hasanuddin University; [email protected]
3 Faculty of Economics and Business, Hasanuddin University; [email protected]

Abstract
This study aims to determine the effect of culture and leadership style on job satisfaction
and employee performance at PT. Bank Mandiri (Persero), Tbk Area Makassar Sam
Ratulangi. The sample in this study were employees with more than 3 (three) years of
service using a questionnaire with a total sample of 170 employees. The data were analyzed
using a quantitative approach and processed using the SPSS version 22 application. From
the results of this study, it was found that there was a positive and significant influence
between culture and leadership style on employee performance. This shows that there is a
good relationship between employees in implementing the daily work culture and is
supported by the close relationship between superiors and subordinates.

Keywords : culture, leadership style, job satisfaction, performance.

A. INTRODUCTION
The achievement of performance standards is influenced by the leadership
style and work culture that was built along with changes in customer service
management that require work accuracy and professionalism in providing excellent
service. On the other hand employees also need job satisfaction so they are
motivated to provide the best service. Employee job satisfaction as a result of
individual achievements and general company achievements. For this reason,
company leaders need to build patterns of interaction between employees and with
other resources within the organization so that the organization can continue to
exist to achieve the goals that have been set.
Employee job satisfaction at PT. Bank Mandiri (Persero), Tbk Area Makassar
Sam Ratulangi is shown from a pleasant attitude or feeling towards the aspects of
the work they do individually and in work teams. Job satisfaction of each employee
can be seen from the attitudes and feelings that want to serve customers in a
friendly, fast and appropriate manner. These attitudes and feelings can be found
when employees get support, especially those related to work and their condition.
In building excellent service, PT. Bank Mandiri (Persero), Tbk establishes a
friendly, practical, fast and precise service pattern. Especially in the current era of
globalization, companies are faced with a millennial world that demands changes
that were previously possible to do manually, traditionally developing towards

Scientium Management Review Vol. 1 no. 2 . 2022 125

digitization, which uses technological sophistication in the fields of communication,
information, transactions and warranties.
Leadership is also one of the determining factors for organizational success.
Leadership has shifted from time to time and is contextual based on the social,
political and cultural developments prevailing in its era. In the situational approach
it is realized that there is no single best leadership style and is universally
applicable to all situations and environments.
Most research in the field of job satisfaction is based on two basic
assumptions. First, job satisfaction is a potential determinant for predicting
absenteeism, turnover, performance and behavior outside of work (extrarole
behavior). Second, that the main antecedents of work attitudes can be influenced by
the capabilities of company management. Empirical evidence in the research above
presents the conclusion that one's job satisfaction positively influences
organizational commitment, and performance.
This research was conducted at PT. Bank Mandiri (Persero), Tbk under the
coordination of the Makassar Sam Ratulangi Area in Makassar City towards
employees as respondents. As human resources who carry out their duties, they are
required to provide maximum service to customers.
The development of the number of customers will have consequences for the
workload for employees. The more customers, the greater the workload of
employees. The development of the number of customers and employees is as
shown in the following table:
Table 1. Development of the Number of Customers at PT. Bank Mandiri (Persero),
Tbk. Makassar Area Sam Ratulangi in Makassar City
Year Number of % Number of %
Customer Employees
2018 22.950 - 249 -
2019 32.883 42,28 268 7,83
2020 22.841 30,54 277 3,36
This condition makes the workload of employees in providing services to
customers also increase, where the comparison of absolute and relative changes (in
percentage) from the two based on the previous year in the same year shows a
disproportionate increase. From the data, there was a change in the number of
customers in 2018/2019 of 43.288% but in 2019/2020 it decreased by 30.54%.
Based on the research problems that have been put forward by the
researchers above regarding the relationship between leadership style, culture, job
satisfaction and employee performance, as well as the phenomena that occur at PT.
Bank Mandiri (Persero), Tbk Area Makassar Sam Ratulangi, so it is necessary to
conduct research to determine the effect of these variables.

B. Liteature Review
1. Definition of Management
Management comes from the word "to manage" which means managing or
managing. Management can be interpreted as a way of organizing, guiding and
leading everyone who becomes his subordinates so that the business being carried
out can achieve the goals that have been previously set. According to Wibowo (2012,
p. 9), that management is an organization formed to achieve common goals, but to
achieve effective goals requires good and correct management.

126 Scientium Management Review Vol. 1 no. 2 . 2022

2. Employee Performance
The term performance comes from the word Job Performance or Actual
Performance (work achievement or actual achievement achieved by a person). The
definition of employee performance is the result of work in quality and quantity
achieved by an employee in carrying out his duties in accordance with the
responsibilities given to him. Good performance will always reflect a great sense of
responsibility in every task given by the company. In this case it is stated that
employee performance can encourage the enthusiasm of employees, therefore
leaders must always try to pay attention to their subordinates so that the
performance of their employees goes well without problems. It can be concluded
that performance is a work result achieved by someone in carrying out the tasks
assigned to them and how much they can contribute to the organization.
Performance also means the results achieved by a person, both quantity and quality
in an organization in accordance with the responsibilities given to him (Yoyo
Sudaryo, 2019: 204-205).

3. Work Culture
Currently members of the organization have an equally important
contribution in the development of government organizations. So that an approach
that promotes deliberation, collaboration, and well-coordinated coordination is
important. Variations in the acceptance of the new culture by members of the
organization, must be anticipated by the organization as part of organizational
change. So we need a strategy to be able to incorporate a new culture into the
organization and be well received by all members of the organization. The shared
organizational culture must be obeyed and carried out with full commitment so that
employees do not deviate from the norms that apply in the organization. Because
organizational commitment is a person's identification and attachment to an
organization (Moorhead and Griffin, 2013).

4. Leadership
Leadership is the most important factor in an organization. According to
Thoha (2013: 49) that leadership style is a norm of behavior used by someone
when that person tries to influence the behavior of others as he sees it.
McShane and Von Glinow (2010: 360), state that leadership is about
influencing, motivating and enabling others to contribute to the effectiveness and
success of the organization in which they are members.

5. Job Satisfaction
The relationship between the company and employees is a mutually
beneficial relationship. On the one hand, the company wants to get big profits, on
the other hand, employees want certain expectations and needs that must be met by
the company. Because of that HR as a valuable asset, companies must pay attention
to aspects that can create a sense of security and employee satisfaction with their
work or what is often referred to as job satisfaction (Job Satisfaction). The definition
of job satisfaction according to Mila Badriyah (2015) is the attitude or feelings of
employees towards pleasant or unpleasant aspects of work that are in accordance
with the assessment of each worker.

Scientium Management Review Vol. 1 no. 2 . 2022 127

6. Research Hypothesis
The hypothesis is a temporary guess that is considered most likely to be the
correct answer. From the other side it can also be said that the hypothesis in this
study is a temporary answer.
H1 : Work culture has a positive and significant effect on employee
performance
H2 : Leadership style has a positive and significant effect on employee
performance
H3 : Work culture has a positive and significant effect on job satisfaction
H4 : Leadership style has a positive and significant effect on job
satisfaction
H5 : Job Satisfaction has a positive and significant effect on employee
performance
H6 : Work culture has a positive and significant effect on employee
performance through job satisfaction
H7 : Leadershup style has a positive and significant effect on employee
performance throiugh job satisfaction

Figure 1. Frame of mind

C. Research Methods
1. Research design and location
This study aims to test the hypothesis that explains the effect of the
independent variable on the dependent so that this type of research is a hypothesis
test. The research hypothesis was developed based on theories related to the
research topic and then tested based on appropriate analytical techniques.
The nature of this research is correlation which aims to find important variables
related to problems in research. The research environment is the real environment
with the unit of analysis being the permanent employees of PT. Bank Mandiri Area
Makassar Sam Ratulangi who has worked for more than 3 (three) years.

128 Scientium Management Review Vol. 1 no. 2 . 2022

2. Population and sample
The sample in this study are permanent employees of PT. Bank Mandiri Area
Makassar Sam Ratulangi who have worked for more than 3 (three) years, namely
170 people. obtained using the Slovin formula (Slamet Riyanto, 2020: 12). In
determining the sample in this study, a non-probability sampling technique was
used with a purposive sampling type, namely sampling that was limited to certain
types of people who could provide the desired information, or meet several criteria
determined by the researcher (Uma Sekaran, 2017: 67).
3. Respondent Characteristics
The characteristics observed in this study include gender, age, length of work
and last education. The descriptions of the respondents are presented as follows:
Table 2. Characteristics of respondents based on gender
Gender Frequency (employees) Percentage (%)
Laki-laki 68 40
Perempuan 102 60

Table 3. Characteristics of respondents based on length of work

Length of work Frequency (employees) Persentage (%)
3 - 5 years 88 51,8
6 - 8 years 67 39,4
> 8 years 62 8,8

Table 4. Characteristics of respondents based on recent education

Last education Frequency (employees) Persentage (%)
High school 8 4,7
Bachelor 157 92,4
Postgraduate 5 2,9

4. Research instrument test

a. Validity Test
The questionnaire can be said to be valid if all indicators have a value of r
count > r table. The r table is 0.1506.
Table 5. Validity test results
Variable No Item r count r table Description
Work Culture (X1) X1.1 0.665 0.1506 Valid
X1.2 0.677 0.1506 Valid
X1.3 0.773 0.1506 Valid
X1.4 0.622 0.1506 Valid
X1.5 0.521 0.1506 Valid
Leadership Style X2.1 0.618 0.1506 Valid
(X2) X2.2 0.600 0.1506 Valid
X2.3 0.647 0.1506 Valid
X2.4 0.642 0.1506 Valid
X2.5 0.645 0.1506 Valid
Job Satisfaction (Y1) X3.1 0.673 0.1506 Valid
X3.2 0.701 0.1506 Valid
X3.3 0.636 0.1506 Valid

Scientium Management Review Vol. 1 no. 2 . 2022 129

 X3.4 0.647 0.1506 Valid
X3.5 0.715 0.1506 Valid
Performance Y1 0.818 0.1506 Valid
Assessment (Y2) Y2 0.814 0.1506 Valid
Y3 0.658 0.1506 Valid
Y4 0.726 0.1506 Valid
Y5 0.661 0.1506 Valid
Y6 0.692 0.1506 Valid
Y7 0.616 0.1506 Valid

b. Reliability Test
Reliability is measured from the value of Cronbach's Alpha (α), where
the variable is said to be reliable if it gives a value of α > 0.60.
Table 6. Reliability test results
Variabll Cronbach’s Reliability Description
Alpha Standards
Culture (X1) 0.665 0.60 Reliable
Leadership Style 0.617 0.60 Reliable
(X2)
Job Satisfaction 0.699 0.60 Reliable
(Y1)
Performance (Y2) 0.839 0.60 Reliable

c. Normality Test
It is said to pass the normality test if the significance value of the
Kolmogorov-Smirnov test is greater than 0.05.
Table 7. Normality Test Result
One-Sample Kolmogorov-Smirnov Test
Unstandardi
zed Residual
N 170
Normal Parameters a,b Mean .0000000
Std.
2.16791537
Deviation
Most Extreme Absolute .030
Differences Positive .025
Negative -.030
Test Statistic .030
Asymp. Sig. (2-tailed) .200c,d
a. Test distribution is Normal.
b. Calculated from data.
c. Lilliefors Significance Correction.
d. This is a lower bound of the true significance.

d. Path Analysis
⚫ Model path analysis I
Table 8. Path analysis results I

130 Scientium Management Review Vol. 1 no. 2 . 2022

 Coefficientsa
Standardize
Unstandardized d
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 3.109 1.656 1.877 .062
Culture .406 .072 .377 5.632 .000
Leadership .435 .075 .388 5.796 .000
a. Dependent Variable: Satisfaction
Based on table 9. above, from the processing data, the regression agreement
is obtained as follows :
Y = 0.406 X1 + 0.435 X2 + 0.750 e1 … (1)
Referring to table 9 above, it is known that the t value of the variabel X1 =
5.632 and X2 = 5.796 and the t table is 1.974. The significancve values of the
variables X1 and X2 are each 0.000 which is smaller than 0.05. Thus it can be
concluded that the regression model 1 variables X1 and X2 have a positive
and significant effect on Y1
⚫ Model I path coefficient test
Table 9. Path coefficient I
Model Summary
Mode Adjusted R Std. Error of
l R R Square Square the Estimate
1 .661a .437 .431 1.58636
a. Predictors: (Constant), Leadership, Culture

In table 9. above, the correlation coefficient (R) is 0.437. This illustrates

that the effect of variables X1 and X2 on variable Y1 is 43.7% while the
remaining 56.3% is contributed by other variables not included in this
study. Meanwhile, the value of e1 is obtained with e1 = √1 - 0.437 = 0.750.
Thus the path diagram of the structure model I is obtained as follows:

Figure 2. Pathway model diagram I

From Figure 2 above, it can be seen the effect of variables X1 and X2 on
variable Y1. The meaning of the diagram above can be explained as follows:

Scientium Management Review Vol. 1 no. 2 . 2022 131

 ⚫ Analysis of the influence of X1 (work culture) on Y1 (job
satisfaction) is known to have a direct effect given by X1
(culture) on Y1 (job satisfaction) of 0.406.
⚫ Analysis of the influence of X2 (leadership style) on Y1 (job
satisfaction) is known to have a direct effect given by X2
(leadership style) on Y1 (job satisfaction) of 0.435
⚫ Model path analysis II
Table 10. Model path analysis results II
Coefficientsa
Standardize
Unstandardized d
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 6.625 2.308 2.870 .005
Culture .284 .108 .193 2.624 .009
Leadership .506 .114 .330 4.456 .000
Satisfaction .349 .107 .256 3.275 .001
a. Dependent Variable: Performance
Based on table 10 above, from the results of data processing, the
regression equation is obtained as follows :
Y = 0.284 X1 + 0.506 X2 + 0.349 Y1 + 0.755 e2 … (2)
Referring to table 10 above, it is known that the value of t count X1 =
2.624, X2 = 4.456, Y1 = 3.275 and t table is 1.974. Significance value X1 =
0.009, X2 = 0.000 and Y1 = 0.001. The calculate t value of this result concludes
that the regression model II, namely X1, X2, and Y1 has a positive and
significant effect on Y2.
⚫ Model II path coefficient test
Table 12. Path coefficient II
Model Summary
Mode Adjusted R Std. Error of
l R R Square Square the Estimate
1 .655a .429 .419 2.18742
a. Predictors: (Constant), Satisfaction, Culture,
Leadership
Table 12. above, the value of the correlation coefficient (R) is 0.429. This
shows that the effect of X1, X2 and Y1 on Y2 is 42.9% while the remaining
57.1% is contributed by other variables not included in this study.
Meanwhile, the value of e2 is obtained with e2 = √1 - 0.429 = 0.755. Thus

132 Scientium Management Review Vol. 1 no. 2 . 2022

 the path diagram of the structure model I is obtained as follows:

Figure 3. Path II model diagram

From Figure 3 above, it can be seen the effect of variables X1, X2, and Y1
on variable Y2. The meaning of the diagram above can be explained as
follows :
⚫ Analysis of the influence of X1 (culture) on Y2 (performance), it
is known that the direct influence exerted by X1 (culture) on Y2
(performance) is 0.284..
⚫ Analysis of the effect of X2 (leadership style) on Y2
(performance), it is known that the direct influence X2
(leadership style) has on Y2 (performance) is 0.506.
⚫ Analysis of the effect of Y1 (job satisfaction) on Y2
(performance), it is known that the direct effect Y1 (job
satisfaction) has on Y2 (performance) is 0.349.

e. Sobel test
To find out the significance of the indirect effect between variables X1
(culture) and X2 (leadership style) on variable Y2 (performance) through
variable Y1 (job satisfaction) as an intervening variable, the Sobel test is carried
out as follows:
Table 13. Sobel test indirect effect I

Based on table 13 above, it is known that the significance value or p-

value for the effect of job satisfaction as an intervening variable between culture
and performance is 0.004 which is smaller than the value of 0.05 so it can be
concluded that the indirect effect of job satisfaction as an intervening variable is
significant.

Scientium Management Review Vol. 1 no. 2 . 2022 133

 Table 14. Uji sobel pengaruh tidak langsung II

Based on table 14 above, it is known that the significance value or p-value for
the influence of job satisfaction as an intervening variable between leadership style
and performance is 0.004 which is smaller than the value of 0.05 so it can be
concluded that the indirect effect of job satisfaction as an intervening variable is
significant.

f. Hypothesis testing
Table 15. Hypothesis test results
Hypothesis Statement t count t table Description
H1 Culture has a positive and 2.624 1.974 H1 is
significant effect on Accepted
performance
H2 Leadership style has a 4.456 1.974 H2 is
positive and significant Accepted
effect on performance
H3 Culture has a positive and 5.632 1.974 H3 is
significant effect on job Accepted
satisfaction
H4 Leadership style has a 5.796 1.974 H4 is
positive and significant Accepted
effect on job satisfaction
H5 Job satisfaction has a 3.275 1.974 H5 is
positive and significant Accepted
effect on performance
H6 Culture has a significant 2.823 1.974 H6 is
effect on employee Accepted
performance through job
satisfaction
H7 Leadership style has a 2.843 1.974 H7 is
significant effect on Accepted
performance through job
satisfaction

D. Discussion
1. The Effect of Work Culture on Employee Performance
The results of research that has been processed using SPSS, it is known that
work culture has a positive and significant effect on the performance of employees
of PT. Bank Mandiri (Persero), Tbk Area Makassar Sam Ratulangi. This can be seen
in table 5.17 where the results of the regression test show that the results of the t
test obtained t count > which is greater than t table, namely 2.624 > 1.974, and a

134 Scientium Management Review Vol. 1 no. 2 . 2022

significance value smaller than 0.05, namely 0.009 <0.05. This shows that the
greater the level of work culture towards employees of PT. Bank Mandiri (Persero),
Tbk Area Makassar Sam Ratulangi has an effect on employee performance.
The results of this study are in accordance with the results of research
conducted by Andi Farid Noor Ahmad, Siti Haerani, Nurjanah Hamid and Andi Reni
(2019) with the research subjects being high school teachers in Makassar who
stated that organizational culture had a positive and significant effect on teacher
performance. This shows that the implementation of a good work culture by
employees of PT. Bank Mandiri (Persero), Tbk Area Makassar Sam Ratulangi has an
impact on employee performance.

2. The Influence Of Leadership Style On Employee Performance

The results of research that has been processed using SPSS, it is known that
leadership style has a positive and significant effect on the performance of
employees of PT. Bank Mandiri (Persero), Tbk Area Makassar Sam Ratulangi. This
can be seen in table 5.17 where the results of the regression test show that the
results of the t test obtained t count which is greater than t table namely 4.456 > 1.974,
and a significance value smaller than 0.05, namely 0.000 > 0.05. This shows that the
better the condition of the leadership style of employees of PT. Bank Mandiri
(Persero), Tbk Area Makassar Sam Ratulangi.
The results of this study are in line with research conducted by Siti Maisarah
Hasibuan and Syaiful Bahri (2018) with the research subjects being Polri personnel
at the Medan Area Polsek showing a positive and significant effect on employee
performance. Every leader in each work unit has implemented an excellent
leadership style, thus the work process is going well which of course has an impact
on the performance of employees, so that work unit leaders are expected to
maintain the leadership style that has existed so far. A goal will be achieved if there
is cooperation between superiors and subordinates, so it is only natural that the
relationship between superiors and subordinates really needs to be well established
and cannot be separated.

3. The Influence Of Culture On Job Satisfaction

The results of research that has been processed using SPSS, it is known that
culture has a positive and significant effect on job satisfaction of employees of PT.
Bank Mandiri (Persero), Tbk Area Makassar Sam Ratulangi. This can be seen in
table 5.17 where the results of the regression test show that the results of the t test
obtained t count which is greater than t table namely 5.632 > 1.974, and a significance
value smaller than 0.05, namely 0.000 > 0.05. This shows that the better the work
culture felt by employees of PT. Bank Mandiri (Persero), Tbk Area Makassar Sam
Ratulangi will further increase the job satisfaction of the employees themselves.
Every employee should have a high sense of responsibility regarding their
obligations as employees to make a real contribution to the development of the
company. Companies really need hard work from employees to survive in the
banking business. For this reason, cooperation between leaders and subordinates is
urgently needed to achieve the company's main targets as much as possible, where
the main key is to maintain or create a high work culture within their respective
scope of work, especially in relationships with customers.

Scientium Management Review Vol. 1 no. 2 . 2022 135

4. The influence of leadership style on job satisfaction
The results of research that has been processed using SPSS, it is known that the
work environment has a positive and significant effect on the organizational
commitment of PT. Bank Mandiri (Persero), Tbk Area Makassar Sam Ratulangi. This
can be seen in table 5.17 where the results of the regression test show that the
results of the t test obtained t count which is greater than t table namely 5.796 > 1.974,
and a significance value smaller than 0.05, namely 0,000 > 0.05. This shows that the
better the leadership style felt by employees of PT. Bank Mandiri (Persero), Tbk
Area Makassar Sam Ratulangi will further increase job satisfaction for employees.
If the leadership style is felt good, it will increase the employee's sense of
comfort in carrying out their activities, a good relationship will also contribute to
increasing the employee's job satisfaction. For management, this is a way that can
be used in order to increase the company's business prospects. Work unit leaders to
be able to maintain or even provide a sense of comfort and security for employees,
especially in dividing tasks, exchanging information and motivating subordinates.

5. The Effect of Job Satisfaction on Employee Performance

The results of research that has been processed using SPSS, it is known that
organizational commitment has a positive and significant effect on organizational
commitment of Bank Mega Regional Makassar. This can be seen in table 5.17 where
the results of the regression test show that the results of the t test obtained t count
which is greater than t tabel namely 3.275 > 1.974, and a significance value smaller
than 0.05, namely 0.001 > 0.05. This shows that the better the job satisfaction of
employees of PT. Bank Mandiri (Persero), Tbk Area Makassar Sam Ratulangi for the
company will also have a good impact on employee performance.
The results of this study are in line with the results of research conducted by
Ilham Himawan, M. Idrus Taba and Andi Reni (2019) with research subjects on
Telkom Indonesia Regional Division VII employees which shows that there is a
positive and significant effect of job satisfaction on employee performance. The
company really expects its employees to have good loyalty to the company. If
employees are satisfied at work, it will have a good impact on the progress of the
company.

6. The Influence Of Work Culture On Employee Performance Through Job

Satisfaction
The results showed that there was a significant influence given by job
satisfaction as an intervening variable, which was obtained from the Sobel test. The
results of this study are in line with the results of research conducted by Ilham
Himawan, M. Idrus Taba and Andi Reni (2019) with research subjects on Telkom
Indonesia Regional Division VII employees which show that organizational culture
has a positive effect on employee performance if mediated by job satisfaction.
The joint task in each element to maintain the quality of this safe work culture
has been implemented. The relationship between each employee remains a shared
priority where the expected work results can actually be achieved. Job satisfaction is
expected to be able to maintain the conditions of the existing work culture, with the
ultimate goal of improving employee performance and maintaining good customer
service.

136 Scientium Management Review Vol. 1 no. 2 . 2022

7. The Influence Of Leadership Style On Employee Performance Through Job
Satisfaction
The results showed that there was a significant influence given by job
satisfaction as an intervening variable, which was obtained from the Sobel test.
The results of this study are not in line with the results of research conducted
by Ilham Himawan, M. Idrus Taba and Andi Reni (2019) with research subjects on
Telkom Indonesia Regional Division VII employees which show that leadership style
has a positive effect on job satisfaction and employee performance but leadership
style does not have a significant effect on performance if it is mediated by job
satisfaction.
Leaders must be able to provide enthusiasm for work, motivation for their
subordinates regarding the importance of having a sense of responsibility as an
obligation of employees in achieving the company's business goals. Of course, this
condition also needs to be a concern for employees to make more contributions, to
demonstrate personal abilities at work, in achieving the targets given. Thus,
employee performance will remain or is expected to increase.

E. Conclusion
a. Work culture and leadership style are increasingly expected to provide job
satisfaction. For this reason, it is the joint duty of each superior and subordinate
to strengthen relations in the daily work process.
b. Job satisfaction in research at PT. Bank Mandiri (Persero), Tbk. The Makassar
Sam Ratulangi area can only be achieved with a good work culture and the right
leadership style.

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