The Effect of Leadhership and Organizational Comitment to Performance of Employees with Working Satisfaction as Intervening Variables in Tanah Lot DTW Management Office

This study aims to test The Influence of Leadership and Organizational Commitment to Employee Performance with Job Satisfaction as a Variable Intervening is carried out at the Dtw Tanah Lot Tabanan Office. This research is a quantitative research using primary data obtained from questionnaires and measured using a Likert scale. The population of this study were employees at the DTW Tanah Lot Tabanan management office Based on the data obtained at the Tanah Lot DTW management office in Tabanan Regency the number of employees is 40 people which is less than 100, then taken entirely, so the research is population research. (Sample saturated). Data analysis techniques used in this study are Structural Equation Modeling (SEM) based on Partial Least Square (PLS) using the help of the Smart PLS 3.0 program. The results showed that Leadership has a positive and significant effect on job satisfaction. Organizational commitment has a positive and significant effect on job satisfaction. Leadership has a positive and significant effect on employee performance. Organizational commitment has a positive and significant effect on employee performance. Job satisfaction has a positive and significant effect on employee performance. The effect of mediation on job satisfaction variables on the indirect influence of leadership on employee performance is partial (partial mediation), meaning thatvariable job satisfaction is not a key determinant of the influence of leadership on employee performance at the Tanah Lot Tabanan Tourist Destination (DTW) office. Influence of mediation on job satisfaction variables on indirect effects Organizational commitment to employee performance is partial (partial mediation), meaning that variable job satisfaction is not a key determinant of the influence of leadership on employee performance at the Tanah Lot Tabanan Tourist Destination (DTW) office.


Introduction:
Individual performance of each person is influenced by many factors classified into three groups, namely individual competence, organizational support, and management support (Vipraprastha , Sudja, & Yuesti, 2018). Leadership is a very important factor in influencing organizational processes because leadership is the main activity by which organizational goals can be achieved. In general, leadership is defined as a process affecting the activities of individuals or groups to achieve goals in certain situations. Leadership in an organization is a factor that determines whether an organization or business is successful or not Manggis, Yuesti, & Sapta (2018).
Because successful leadership shows that the management of an organization is successfully carried out successfully. A good leader is a person who does not carry out his own actions that are operational, but take decisions, determine policies and direct others to carry out decisions taken in accordance with the policies outlined (Sudja, & Yuesti, 2017).
Organizational commitment influences whether an employee will remain a member of the organization or leave the organization to pursue other jobs. Employees leave the organization to be forced or voluntary. Leaving the organization voluntarily occurs when the employee decides to quit the organization, while the employee who leaves the organization forcibly occurs when the employee is fired by the organization for some reason. Gibson and Donnely (in Priansa, 2016: 233) stated that organizational commitment involves three attitudes, namely: identification with the goals of the organization, feelings of involvement in organizational tasks, and feelings of loyalty to the organization. This means that employees who are committed to the organization perceive the values and interests of the organization to be integrated with their personal goals. The work that becomes their task is understood as personal interests, and has a desire to always be loyal for the betterment of the organization (Setyorini, Yuesti, & Landra, 2018).
Organizational commitment is a sense of identification, involvement and loyalty expressed by employees towards their organization. Organizational commitment is the employee's approval of the decision or request of the organization and makes a serious effort to carry out the request or implement the decision in accordance with the interests of the organization. As an attitude, organizational commitment is often defined as: a) A strong desire to remain part of a particular organizational member, b) The desire to strive according to the wishes of the organization, c) Certain beliefs and acceptance of organizational values and goals. In other words, this is an attitude that reflects employee loyalty to the organization and an ongoing process where organizational members express their concern for the organization and success and continuous progress (Utama, Yuesti, & Sapta, 2018).
Employees have a high organizational commitment if: having trust and accepting the goals and values of the organization, willing to strive towards achieving organizational goals, have a strong desire to survive as a member of the organization.
Job satisfaction is an important thing that individuals have at work. Every individual works has different characteristics, then the level of satisfaction of work also varies. The high and low job satisfaction can have an unequal impact. It really depends on the mental attitude of the individual concerned. high job satisfaction will encourage the realization of organizational goals effectively. While a low level of job satisfaction is a threat that will bring destruction or decline to the organization, quickly and slowly.

Literature Review:
The tourism business community is growing so rapidly that competition between similar companies is becoming increasingly tight and complex.The complexity of the competition will have an impact on human resource management efforts in every organization, in order to ensure the availability of a reliable, professional and highly competitive workforce. Leadership in a company is very necessary for achieving the goals of the organization. In a company, a leader is needed that can have a positive impact and progress for the company. According to Fielder and Gracia in Iensufiie (2010: 114) leadership is a process by which the ability of a leader to influence depends on the situation of the task group and level -level rather than leadership style, personality and approach consistent with the group It was confirmed from the results of previous studies of Satria Nurrahman Prayudi (2014) on the Influence of Leadership and Organizational Climate on Employee Satisfaction of PT. Jasa Raharja (Persero) Branch of Central Java, shows that there is a positive and significant influence between leadership on employee job satisfaction of PT. Jasa Raharja (Persero) Java Branch Middle. The results of other studies conducted by Yasa Bagus Saputro (2014) on the Effect of Leadership, Motivation and Work Environment on Employee Satisfaction of PT. Kerer Api Indonesia (Persero) DAOP VIII Surabaya, showed that leadership, motivation and work environment have a significant effect on employee job satisfaction, while the variable that has the greatest partial coefficient of determination is leadership.
Job satisfaction is very instrumental in increasing employee organizational commitment. Employees will be loyal and feel at home and do not want to leave the company because they are satisfied with what is received from the company. So that the impact will be seen in the commitment of employees to provide the best for the company. The influence of job satisfaction on organizational commitment is supported by the opinion of Edy Sutrisno (2009: 82) states that: Dissatisfaction in work can lead to aggressive behavior, or otherwise will show an attitude of withdrawal from contact with the social environment. For example, by taking a break from the company, like skipping, and other behaviors that tend to avoid the activities of the organization. As in the opinion of Stum (1998) in Sopiah (2008: 164) suggests: there are five factors that influence organizational commitment: (1) Culture Openness (2) Job satisfaction (3) personal opportunities to develop (4) direction of the organization and (5 ) work awards that are in line with needs.
Leadership is basically the process of influencing others. Besides that leadership also also means the ability to influence, move, and direct an action in a person or group of people for a specific purpose. In an effort to influence that a leader applies different styles in each situation. The characteristics of leadership are contingent rewards and exception management. In contingent rewards can be an award from the leader because the task has been carried out, in the form of bonuses or additional income or facilities. This is intended to reward and praise subordinates for their efforts. In addition, leaders transact with subordinates, by focusing on aspects of mistakes made by subordinates, delaying decisions or avoiding things that might affect the occurrence of errors. (Wibawa, 2010: 4) Employee performance cannot be separated from the role of the leader. According to Bass and Avolio (Wibawa, 2010: 5), the leadership role of superiors in contributing to employees for optimal performance achievement is done in five ways: (1) leaders clarify what is expected of employees, specifically the goals and objectives of their performance , (2) the leader explains how to meet these expectations, (3) the leader presents criteria in evaluating performance effectively, (4) the leader provides feedback when the employee has achieved the goal, and (5) the leader allocates rewards based on the results they have . This is reinforced from the results of previous research from Syafrudin ( (2014) states that organizational commitment has a negative effect on performance employees which means that the higher the sense of care for the sustainability of the company will reduce the desire of employees to be lazy to work. Employees who are committed to their organization, believe that they will not find other better jobs and choose to live in the Organization (Aydogdu, 2011). Previous research that it has been shown that there is a link between organizational commitment and performance. Organizational commitment tends to have a positive influence on employees in thinking so that organizational commitment will be able to improve their performance so that the company's performance to remain in a safe position. The influence of organizational commitment to performance is supported by the opinion of Sopiah (2008) stating that the impact of high organizational commitment is to support employees to work as well as possible to achieve work in accordance with company objectives.
Job satisfaction in any case is very important because the tendency to improve employee performance in the company will not be achieved without employee job satisfaction. Where the company does have to always pay attention to the job satisfaction of its employees because if its employees feel satisfied then those who feel lucky are the company itself. And this is very influential on the goals of the company. In addition, employees who feel satisfied in their work will always be positive and always have high creativity. Job satisfaction received and felt by an employee will affect the results obtained from his work. By obtaining job satisfaction by employees both with the provision of appropriate salaries, the work given in accordance with their expertise, and the relationship with their superiors is well established, this will improve the performance of their employees (Luthans, 200 9 : 243).
Leader behavior is one of the important factors that can affect job satisfaction. According to Miller et al. (1991) shows that leadership style has a positive relationship to employee job satisfaction. The results of Gruenberg's (2013) study found that close and mutual help with co-workers and supervisors was very important and had a strong relationship with job satisfaction and had nothing to do with the situation of the workplace and type of work. Ramlan Ruvendi (2005) in his research entitled "Leadership and Leadership Style Effects on Job Satisfaction and Employee Performance, at the Bogor Agricultural Products Industry Center", stated that there was a positive and significant influence between leadership style variables and job satisfaction and performance of Balai employees Large Bogor Agricultural Products Industry. It was also revealed that an effective leadership style is leadership that is adapted to the situation and conditions (contingency). Indications of a decline in enthusiasm and enthusiasm for work are indicated by the high level of absenteeism and employee movement. It arises as a result of unwelcome leadership. One factor that causes job dissatisfaction is the nature of supervisors who do not want to hear complaints and the concerns of workers and want to help if needed (Pinder, 1984). This is evidenced by Blakely (1993) where workers who receive an award from supervisors who are higher than their own judgments will be more satisfied, but overly strict supervision will lead to a low level of satisfaction (King et al., 1982).
According to Eka Nuraini (2004) in his research on the influence of leadership style on employee performance through job satisfaction as a moderating variable. The results of his research conclude that there is a significant influence on leadership style on employee performance mediated by job satisfaction. This research attempts to identify the distinctive characteristics (mental, personality, physical) associated with leadership success. So in this study explains that the success of a leader depends on the three characteristics inherent in the leader, namely intelligence, personality, except physical. Basically someone in doing their

Research Result and Discussion:
Model Testing: Inner model testing or structural model is done to see the relationship between variables, significance values and R-Square from the research model. The structural model was evaluated using R-Square for the dependent variable with structural path parameter coefficients. Based on Figure 1 it can be explained that the indicator measurement covariance is influenced by a latent construct or reflects the variation of the construct described with several arrows from the construct to the indicator. This shows that changes in the latent construct affect changes in indicators. In this model there are 2 exogenous variables, namely leadership and organizational commitment and 2 endogenous variables, namely job satisfaction and employee performance.   Table 1 It was shown that the results of the structural model evaluation proved that the Q 2 value was 0.9 9 9 close to the number 1. This gave evidence that the structural model had an excellent Goodness of Fit Model. This result can be interpreted that the information contained in the data is9 9, 9 % can be explained by the model, while the remaining 0, 1% is explained by errors or other variables not yet in the model.

Testing Hypotheses and Discussion:
Hypothesis testing is done by t-test on each path of partial direct influence and indirect influence through mediation variables.

Direct Influence Testing:
The results of the path coefficient in each path for direct influence can be presented in the Table 2. Based on the results of the analysis carried out can be presented a picture of the research model in accordance with the PLS analysis as follows.

Hypothesis Testing 1:
The first hypothesis states that leadership has a positive and significant effect on job satisfaction. The test results on the parameter coefficients between leadership and job satisfaction showed a positive relationship with a coefficient of 0.6 39 with a t-statistic value of 7.322 .and significant at α = 0.05. T statistic value it is above the critical value 1.96, thus H0 is accepted. So, leadership has a positive and significant effect on job satisfaction. This means that the better the leadership , the higher job satisfaction or vice versa the lower the leadership , the lower the job satisfaction.

Hypothesis Testing 2:
The second hypothesis proposed in this study is that organizational commitment has a positive and significant effect on job satisfaction. The test results on the parameter coefficient between organizational ommitment to job satisfaction shows a positive relationship with a coefficient of 0, 388 with a tstatistic value of 4.760. and significant at α = 0.05. T statistic value it is above the critical value 1.96, thus H0 is accepted, So organizational commitment has a positive and significant effect on job satisfaction. The meaning is higher organizational commitment, the job satisfaction is higher or vice versa the lower organizational commitment, the lower the job satisfaction.

Hypothesis Testing 3:
The third hypothesis proposed in this study is that leadership has a positive and significant effect on employee performance. The test results on the coefficient of parameters between leadership and employee performance shows a positive relationship with a coefficient of 0, 803with a t-statistic value of 15.492. The value of t-statistic and significant at α = 0.05. T statistic value it is above the critical value 1.96, thus H0 is accepted. So, leadership has a positive and significant effect on employee performance. The meaning is better leadership, then employee performance the better or vice versa the lower leadership, the lower the employee's performance.

Hypothesis Testing 4:
The fourth hypothesis proposed in this study is that organizational commitment has a positive and significant effect on employee performance. The test results on the parameter coefficient between organizational commitment to employee performance showed a positive relationship with a coefficient of 0, 243 with a t-statistic value of 4.611 and significant at α = 0.05. T statistic value it is above the critical value 1.96, thus H0 is accepted. So, organizational commitment has a positive and significant effect on employee performance. The meaning is higher organizational commitment, then employee performance the higher or vice versa the lower organizational commitment, the lower the employee's performance.

Hypothesis Testing 5:
The fifth hypothesis proposed in this study is that job satisfaction has a positive and significant effect on employee performance. The test results of the parameter coefficient between job satisfaction on employee performance indicates a positive relationship with a coefficient of 0, 306 with a tstatistic value of 2.662, and a significant at α = 0.05. T statistic value it is above the critical value 1.96, thus H0 is accepted. So, job satisfaction has a positive and significant effect on employee performance. The meaning is higher job satisfaction, then employee performance bush in high or vice versa getting lower job satisfaction, the lower the employee's performance.

Mediation Effect Test:
Testing of mediation effects can be investigated the level of intervention of mediating variables, whether full mediation, partial mediation or not mediation. 1. If the influence of the independent variable on the mediating variable (c) and the influence of the mediating variable on the dependent variable (d) is significant, the direct influence of the independent variable on the dependent variable on the model involves the mediating variable (a) non-significant, the direct influence of the independent variable on the dependent variable without involving the mediating variable (b) is significant, it is said to be a full mediation variable ( perfect ).
2. If the influence of the independent variable on the mediating variable (c) and the influence of the mediating variable on the dependent variable (d) is significant, the direct influence of the independent variable on the dependent variable on the model involving the mediating variable (a) is significant, and the direct influence of the independent variable on the dependent variable without involving the mediating variable (b) is significant, it is said to be a partial mediating variable.
3. If in (c), (d) and (a) are significant, the coefficient of (a) is almost the same as the coefficient (b), then it is said not as a mediating variable.
4. If one (c) or (d) is non-significant, then it is said not as a mediating variable.
The effect of (a ) or the direct influence of the independent variable on the dependent variable on the model involving the mediating variables can be shown through the results of indirect effects . The results of indirect effects can be presented in Table  3. The test results on the parameter coefficient between the influence of leadership on employee performance by involving job satisfactionshows a positive relationship with a coefficient of 0, 196 with a t-statistic value of 2.783. Value t statistics it is above the critical value 1.96, thus H0 is accepted. , so that the influence of leadership on employee performance by involving job satisfaction is significant. Furthermore, the test results on the parameter coefficients between the effect of organizational commitment on employee performance by involving job satisfaction shows a positive relationship with a coefficient of 0.1 19 with a t-statistic value of 2.059 Statistical value it is above the critical value 1.96, thus H0 is accepted . so that the influence of organizational commitment on employee performance by involving job satisfaction is significant.
To facilitate the testing of mediating variables in this study, the analysis as presented in Table 4.

Table 4 Recapitulation of Mediation Test Results:
No.

Mediation of Job Satisfaction
Variales at:   In order to find out the overall effect for each relationship between the variables under study, it can be presented a recapitulation of direct, indirect, and total effects in Table 5. Based on Table 5 it is shown that the mediating effect of job satisfaction variables (Y1) on the indirect influence of leadership (X 1 ) on employee performance (Y 2 ) is greater, namely with the path coefficient of 0, 196 compared to the mediating effect of job satisfaction variables ( Y 1 ) on the indirect effect of organizational commitment (X 2 ) on employee performance (Y 2 ) with the resulting path coefficient of 0.1 19 . Thus overall, the total effect on the leadership path -> job satisfaction -> employee performance ( 0, 802 ) is greater than the organizational commitment path -> job satisfaction -> employee performance (0,243 ) . This finding provides leadership guidance and higher organizational commitment to make employees increasingly improve employee job satisfaction, so that later can improve employee performance in accordance with company objectives.

Conclusions, Limitation, and Suggestion:
Based on the results of the study and discussion related to the influence of leadership and organizational commitment on employee performance with job satisfaction as an intervening variable in the Tanah Lot Tabanan tourist destination office, the following conclusions can be drawn.
1. Leadership has a positive and significant effect on job satisfaction. This means that the better the leadership, the higher job satisfaction or vice versa the lower the leadership, the lower the job satisfaction.
2. Organizational commitment has a positive and significant effect on job satisfaction. This means that the higher the organizational commitment, the higher job satisfaction or conversely the lower the organizational commitment, the lower the job satisfaction.
3. Leadership has a positive and significant effect on employee performance. This means that the better the leadership, the better the employee's performance or vice versa the lower the leadership, the lower the employee's performance.
4. Organizational commitment has a positive and significant effect on employee performance. This means that the higher the organizational commitment, the higher the employee's performance or conversely the lower the organizational commitment, the lower the employee's performance.
5. Job satisfaction has a positive and significant effect on employee performance. This means that the higher job satisfaction, the higher employee performance or vice versa the lower job satisfaction, the lower the employee's performance.
6. The effect of mediation on job satisfaction variables on the indirect influence of leadership on employee performance is partial (partial mediation), meaning that variable job satisfaction is not a key determinant of the influence of leadership on employee performance at the Tanah Lot Tabanan Tourist Destination (DTW) office.
7. Influence of mediation on job satisfaction variables on indirect effects Organizational commitment to employee performance is partial (partial mediation), meaning that variable job satisfaction is not a key determinant of the influence of leadership on employee performance at the Tanah Lot Tabanan Tourist Destination (DTW) office .

Research Limitations:
Limitations that can be delivered from this study are based on limitation ability of researchers on the funds available, then a possible to do research on office Tourism Destination Region (DTW) Tanah Lot Tabanan. Besides that, the existence of limitations that can be conveyed from this research is based on the limited ability of researchers to describe the results of research and the limited ability to create and process instruments so that they have more measurable validity and reliability.
Another limitation is based on the relatively short duration of research implementation. This limitation certainly has a low impact on the generalization of research, considering the problems faced by employees are relatively complex and dynamic over time. If the model is applied at other times and conditions it is possible to obtain different results. In addition to the development of more relevant indicators used in each variable, there are also many factors as determinants of employee performance.

Suggestion:
Based on the results and discussion, it can be suggestion that: 1. Employee leadership in the Tanah Lot Tabanan Tourism Destination (DTW) office tends to be reflected in effective communication methods. Future of this most important role in the leadership, h al is in line with reality, employees are better respond in a way of communicating a leader in the leadership shown in the acquisition of the highest rates 4, 2.
2. Organizational commitment to the Tanah Lot Tabanan Tourism Destination Office (DTW) office can be declared inadequate. This is not in accordance with reality. These results indicate that a clarity is an important commitment to its role in organizational commitment. This is not in accordance with reality, more employees respond to superiors' support shown in the highest average gain (4.21). Thus, this Report provides important guidance for the management of the company to pay more attention to superiors' support in carrying out their daily tasks.
3. The high job satisfaction of employees who work at the Tanah Lot Tabanan Tourist Destination (DTW) office. That need be security the most important role in the satisfaction of work. This is not in accordance with reality, more employees respond in physically need shown on acquisition highest average (3.65). Thus, job satisfaction of employees who work in the Tanah Lot Tabanan Tourist Destination (DTW) office. Can be declared inadequate. For manager of the cooperative to pay more attention physically need employees. So that the job satisfaction obtained by employees is increasing.
4. Employees performance who work in the office Tourism Destination Region (DTW) Tanah Lot Tabanan be declared in adequate. It is not in accordance with reality, more employees respond at the level of the presence or absence and cooperation shown in the acquisition of the highest rates (4.21). So for company leaders to pay more attention to attendance or attendance. The level of attendance is something that is a