Organizational Culture, Leadership, and Communication as Predictors of Lecturer Productivity in Pesantren-Based Institutions
Sekolah Pascasarjana Universitas Pakuan
Sekolah Pascasarjana Universitas Pakuan
Sekolah Pascasarjana Universitas Pakuan
DOI:
https://doi.org/10.56943/sujana.v5i4.1053Lecturer productivity in Indonesia's pesantren-based private Islamic higher education institutions remains constrained by structural and motivational barriers, particularly in research output, community service, and time management. This study examined the direct effects of organizational culture, servant leadership, interpersonal communication, and achievement motivation on lecturer productivity, and the indirect effects of the first three variables on productivity through achievement motivation as a mediating variable. A quantitative survey was conducted among 105 lecturers, proportionally sampled from 142 permanent faculty across five pesantren-based institutions under Kopertais Region I, Jakarta and Banten. Data were analyzed using path analysis across two structural equations, supported by the Scientific Identification Theory to Conduct Operation Research in Education Management (SITOREM) to identify improvement priorities at the indicator level. All ten hypothesized paths were statistically significant. Interpersonal communication showed the strongest total effect on productivity among the three exogenous variables, driven largely by its strong direct effect on achievement motivation, which itself was the single strongest direct predictor of productivity. Achievement motivation partially mediated all three indirect relationships. The SITOREM diagnostic identified scientific publication, community service, and time management as the productivity indicators most urgently requiring institutional attention, while teaching performance and technology utilization were already sufficiently strong to maintain. These findings indicate that strengthening lecturer productivity in pesantren-based institutions requires coordinated investment across organizational, leadership, relational, and motivational dimensions rather than isolated reform, with interpersonal communication and achievement motivation representing the most influential pathways for institutional intervention.
Keywords: Achievement Motivation Interpersonal Communication Lecturer Productivity Organizational Culture Servant Leadership
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