The Effect of Situational Leadership Style and Compensation to Employee Performance with Job Satisfaction as Intervening Variable at PT Bank Rakyat Indonesia (Persero), Tbk Denpasar Branch

The aims of study are to examine and analyze the influence of situational leadership style and compensation on employee performance with job satisfaction as intervening variable. This research was conducted at PT Bank Rakyat Indonesia Denpasar Branch Office with population and sample of all employees working at PT Bank Rakyat Indonesia (Persero) Tbk Denpasar Branch Office, which are 64 people. All data obtained from the questioner distribution is feasible to be used, then analyzed using model of structural equation based on variance known as Partial Least Square (PLS) analysis. The result of the research shows that (1) situational leadership impact positive and significant effect on job satisfaction, (2) compensation impact positive and significant effect on job satisfaction, (3) job satisfaction has positive and significant effect to employee's performance, (4) situational leadership has positive and (6) situational leadership impact positive and significant effect on employee performance through job satisfaction, (7) compensation impact positive and significant effect on employee performance through job satisfaction. (5) Compensation have impact a negative effect on employee performance. The implication of this research is that situational leadership can be improved by paying attention to exemplary in order to increase employee performance. Compensation can be increased by paying attention to incentive to sacrifice to increase employee performance. Job satisfaction can be enhanced by paying attention to the superiority of employee's ability to improve employee performance last employee performance can be improved by taking into account the responsibility.


Introduction
Achievement of goals is a business philosophy that always underlies every activity of the company. Where a company in conducting activities should have a reliable leader so as to be able to direct and develop efforts -congenital efforts in accordance with the power it has towards the achievement of goals and objectives of the company efficiently, effectively and economically. An effective leader is not only demonstrated by the amount of power held and how to use it, but is shown by the leader's concern for the welfare of the subordinate, the commitment to subordinate growth, especially the protective attitude shown to strengthen the willingness of subordinates and the implementation of work to improve performance. Leadership style that a leader who always try to adjust to the situation and condition of the organization, and is flexible in adjusting to the maturity of subordinates and the work environment. This is in accordance with the current global competitive conditions that are always changing, so it is required to be more adaptive to the environment. Leadership plays an important role in the planning and development of corporate strategy (Yukl, 2006;Pratt, 2004 in Yuliana, 2010), because different leadership styles will affect the way managers use and develop enterprise accounting systems and data. Therefore, Leaders should be able to use the right leadership style so that employees can directly improve performance employees ( Performance is a result of work achieved by a person in carrying out his duty charged to him based on the skills, experience and sincerity of time. Thus, success or success in a company depends on the people in it. Leaders and employees, jointly or individually have an interest in achieving the objectives (Sudja & Yuesti, 2017. Vipraprastha, Sudja, & Yuesti, 2018;Utama, Sapta & Yuesti, 2018). Compensation is done by companies to appreciate employees' achievements, retain employees, get better employees and compensation systems should be able to provide employee motivation so that their performance is always increasing. Simamora (2004: 442) states that compensation is what employees receive in exchange for their contribution to the organization.
One important tool in the organization is the creation of employee job satisfaction. Job satisfaction is essentially one of the psychological aspects that reflects one's feelings toward one's work, the worker will be satisfied with the suitability of his / her skills, skills and expectations with the work that the workers face (Hasibuan, 2006: 132) This study of the influence of situational leadership style and compensation on employee performance with job satisfaction as intervening variables have mixed results. Research Susanto (2014) showed that situational leadership and compensation have a positive effect on employee performance. Other research conducted by Munandar (2014) Job satisfaction has a positive and significant effect on employee performance, Leadership style has a positive and significant impact on employee performance.
Another study conducted by Aryanti (2014) situational leadership and compensation have a significant effect on employee performance, situational leadership and compensation have a significant effect on job satisfaction, employee performance has significant effect on job satisfaction, situational leadership indirectly affect employee performance through job satisfaction as intervening variable is acceptable, compensation indirectly affect to employee performance through job satisfaction as intervening variable can be received. While other research conducted by Anwar (2015) shows that situational leadership and compensation have a positive and significant effect on employee performance, and situational leadership, employee compensation and performance have a significant positive effect on job satisfaction and compensation have no significant effect on employee performance. Based on the research gap that has been described, can be made a research problem about the influence of situational leadership style and compensation on employee performance with job satisfaction as intervening variable.
This research takes object in PT. Bank Rakyat Indonesia (Persero) Tbk. Denpasar Branch which is one of the financial service providers. Bank as an institution engaged in the field of finance should have a high morale for employees in improving performance to carry out the duties and responsibilities given.
Based on the results of interviews with operational manager at PT. Bank Rakyat Indonesia (Persero) Tbk, Denpasar Branch of employees already have a good enough performance that the target set by the company in the form of the amount of funds collected and distributed to third parties has exceeded the target. Results Study documentation of researchers at PT. Bank Rakyat Indonesia (Persero) Tbk Denpasar Branch found that funds / deposits in 2014 to 2015 as in Table 1.1 below: The initiative in question is the determination and ability to obey, implement and practice something that is adhered to in a state of urgency with full responsibility. Such determination and responsibility must be proven by the attitudes and behaviors of the relevant workforce in daily activities and in carrying out the tasks and work assigned to them.

2) Work Achievement:
The definition of work performance is the performance achieved by a workforce in carrying out the task and work given to him.

3) Responsibility:
Responsibility is the ability of a workforce to accomplish the tasks and jobs submitted to him as well as possible and timely and dare to take risks for decisions that have been taken or actions that do.

4) Timeliness:
What is meant by obedience is the ability of a workforce to comply with all applicable provisions, statutory regulations and official regulations, adhering to official regulations provided by the competent supervisor, and the ability to not violate the prohibitions set by the institution / organization or government, written or unwritten.

5) Honesty:
The meaning of honesty is the sincerity of a worker in performing tasks and work and the ability to not abuse the authority that has been given to him.

6) Cooperation:
Cooperation is the ability of a workforce to work with others in completing a task and a predetermined job, so as to achieve utility and maximum results.

7) Initiatives
Initiatives are the ability of a workforce to make decisions, steps or implement the necessary actions in carrying out basic tasks without waiting for orders and guidance from other management.

8) Working Speed
What is meant by the speed of work is the ability of a laborer how quickly can complete the work routine without reducing the quality of work and without waiting for orders and guidance from superiors.

Job Satisfaction:
As for some indicators -job satisfaction indicator referring to the theory proposed by Robbins (2001) that job satisfaction is divided into five, among others, satisfaction with: a) Work is generally a job with moderate amount of variation will result in a relatively large job satisfaction whereas very small work variations will cause workers to feel tired and exhausted. b) Wages are the financial rewards an employee receives in determining the wage level the organization can make decisions by considering several things, namely the general wage rate in the community, the basic needs of labor, and the minimum level of physical living expenses. c) Promotion is a promotional opportunity is a significant thing, but has a diverse influence on job satisfaction, because the promotion can be in different forms also the rewards. d) Supervisors are the task of supervision can not be separated with the task of leadership, that is, the business affects the activities of followers through the communication process for a particular purpose. Restaurant Denpasar -Bali, which states that job satisfaction has a significant positive effect on employee performance. Based on the description, the first hypothesis proposed in this study is: H5: Job satisfaction has a positive and significant effect on employee performance. 6) Situational leadership style effect on employee performance through job satisfaction as intervening variable. According to Wahjosumidjo (1994: 23) leadership serves as a dynamic force that motivates and coordinates the organization in achieving its goals. This is in line with the results of research conducted by Anwar (2015), namely the influence of compensation and leadership style on employee performance and job satisfaction as intervening variables (case study on PLN Denpasar Branch), which states that situational leadership has a significant positive effect on employee performance through job satisfaction as intervening variable. Based on the description, the first hypothesis proposed in this study are: H6: Situational leadership style influences employee performance through job satisfaction as intervening variable 7) Compensation effect on employee performance with job satisfaction as intervening variable. According to Nawawi (2001: 315) compensation is an award to employees who have contributed in realizing the goal through the activities called work. This is in line with the results of research conducted by Cipta (2014) The influence of Situational leadership style, and compensation on employee performance with job satisfaction as intervening variables at BugenvilleVillaSeminyak, stating that compensation has a positive and significant effect on employee performance through job satisfaction as intervening variable . Based on the description, the first hypothesis proposed in this study are: H7: Compensation has a positive and significant effect on employee performance through job satisfaction as intervening variable.

Research methods
This research was conducted at PT. Bank Rakyat Indonesia (PERSERO) Tbk.Cabang Denpasar, located at JalanKusumaatmaja no 1 Denpasar. The population of this study is all permanent employees at PT. Bank Rakyat Indonesia (PERSERO) Tbk.Cabang Denpasar, totaling 64 people. Populations greater than 100 should be taken as samples whilst a population greater than 100 can be taken 10% -20% or 20% -30%. Based on the data in the can at PT. Bank Rakyat Indonesia (Persero) Tbk.Cabang Denpasar employees amounted to 64 people ie less than 100, then taken entirely so that the research is a population study (saturated samples). 3) The composite reliability values of situational leadership variables, compensation, employee performance and job satisfaction have values above 0.70 and the value of cronbach's alpha above 0.60 so it is stated to meet the reliability requirements.

A. Results of Structural Model Evaluation
The structural model is evaluated by means of the significance of direct lane link relationship and indirect effect through mediation variables with tstatistic. The result of path coefficient on each path for direct effect is presented in table 4.12 below: be stated that the leadership situational superior to employees can affect job satisfaction.
2) Compensation (X2) has a positive and significant effect on Job Satisfaction (Y1). This result is shown by a positive path coefficient of 0.668 with Tstatistic = 3.221 (T-statistic> 1.96). These results show that hypothesis-2 (H2): compensation has a positive effect on job satisfaction proven empirically. Based on these results can be stated that the higher the compensation given the company to employees, the employee job satisfaction is increasing These results indicate that the hypothesis-5 (H5): job satisfaction has a positive effect on employee performance can be proven empirically. In accordance with these results can be stated that the higher employee satisfaction, then able to improve employee performance.
The structural model is evaluated by taking into account the Q2 predictive relevance model that measures how well the observed value is generated by the model. Q2 is based on the coefficient of determination of all dependent variables. The quantity Q2 has a value with the range 0 <Q2 <1, the closer to the value of 1 means the model the better. In this structural model there are two endogenous (dependent) variables, namely: job satisfaction (Y1) and employee performance (Y2). The coefficient of determination (R2) of each dependent variable can be presented in Table 2 as below:  Table 2 shows that, the result of structural model evaluation proved that the value of Q2 (0.984) is close to 1. Thus, the results of this evaluation provide evidence that the structural model has a very goodness of fit model. These results can be interpreted that the information contained in the data is 98.4 percent can be explained by the model, while the remaining 1.6 percent is explained by errors and other variables that have not been contained in the model.
In testing the following hypothesis will be examined the role of mediation of job satisfaction (Y1) variable on indirect influence of situational leadership (X1) and compensation (X2) on employee performance (Y2). Testing hypothesis indirect influence in this research can be described in the analysis results in Table 3.   Table 3 shows that, the results of testing mediation variables that can be submitted are as follows: 1) Job satisfaction (Y1) is able to mediate positively on the indirect influence of situational leadership (X1) on employee performance (Y2). This result is shown from the mediation test conducted, it appears C effect; D; and B has a significant value, the effect of work satisfaction mediation (Y1) on the indirect influence of situational leadership (X1) on employee performance (Y2) is partial mediation.
2) Job satisfaction (Y1) is able to mediate positively on the indirect effect of compensation (X2) on employee performance (Y2). This result is shown from the mediation test conducted, it appears C effect; D; and B has a significant value, the effect of work satisfaction mediation mediation (Y1) on the indirect effect of compensation (X2) on employee performance (Y2) is full (full mediation). This result gives the direction that job satisfaction variable (Y1) as the key variable on the effect of compensation (X2) on employee performance (Y2).

Conclusions, Limitation, and Sugestion
Based on the results of research and discussion, the conclusions are drawn as follows: