Influence of Female Leadership Styles and Organization Culture on Locus of Control and Job Satisfaction

This study is categorized in exploratory research and included in the descriptive analysis. The population of this research is all lecturers in UIN Alauddin Makassar, Indonesia. The sampling technique used in this research is purposive sampling which sample criterion used is civil servant lecturers who occupy structural positions. The sample size uses maximum likelihood (ML) with 105 numbers of samples. In this study, the techniques used include questionnaire; observation; interviews, and documentation. The method of analysis used in this research is structural equation modelling (SEM) analysis. Findings of this research are female leadership style influence on the locus of control and job satisfaction; organizational culture influences the locus of control and job satisfaction, meanwhile locus of control influence on job satisfaction.


Introduction
The issue of gender is not a new thing because since man was born in this world has been distinguished into two different sexes, namely men and female. At the same time, there has been a social-cultural construction about the role of each of these men and female. Gender issues are not just about issues related to men and female, but also closely related to population problems. The 1994 International Population and Development Conference in Cairo was an essential proof of the international community's commitment to gender, demographic and development issues with a new paradigm. The objective of the agreement is to improve the quality of life and welfare of humanity and to increase human resource development through the recognition of reciprocal relationships between the population and the policies and programs of development, especially the economic and social sectors.
At the end of 1998, in Indonesia, the discourse of female leadership has been sticking to the surface. Leaders of female have provoked polemics and debates between the pros and cons of female leaders within a country. In a society that is patrilineal, that is to glorify men in all aspects of life. Although history shows that there are many successful female leaders in leading a nation.
Almost all studies that look at the issue using' managerial positions' as the equation of leadership.' In this regard, the apparent gender differences in the population tend not to be evidence as this is a personal career choice and organizational selection. Individuals with leadership-related personality traits, such as intelligence, self-confidence, and social skills, are more likely to be accepted as leaders and encourage pursuing careers where they can exercise their leadership. Likewise, organizations tend to recruit and promote people into leadership positions that share the elements of leadership. Consequently, regardless of gender, people who attain formal leadership positions, both female and male, tend to show their similarity rather than differences. Robbins (2006), about gender and leadership issues put forward two conclusions. First, equating men and female tends to ignore the difference between the two. Secondly, what is the difference between female and men is that female have a more democratic leadership style, whereas men feel more comfortable with a directive style (emphasizing commanders). Some other studies show that there are inherent differences between men and female regarding leadership style. Female tend to adopt more democratic leadership styles. They encourage participation, share power and information, and try to increase the 'benefit' for their followers. They tend to lead through engagement or empowerment and base on charisma, expertise, contact, and interpersonal skills in influencing others. Instead, men, tend to use more styles based on controls and commands. They are more grounded in formal authority positions as a basis for his influence. Sudarmo (2005) The results of research from some parties tend to conclude that female have some advantages as an active leader compared to men. However, these results still need to be examined more deeply. This is important because if the excess is indeed attached to female, then these advantages are only a small part of the instrument to achieve a larger goal of organizational effectiveness. Meanwhile, other more significant tools need to be taken into accounts such as adaptability in a global environment, the ability to organize adaptive organizational structures in organizational processes, and the ability to create or choose technology that can improve service quality.
Another factor that affects employee morale is the factor personality (personality factor) which is indicated by the locus of control. According to Brotosumarto in Astuti (2007) locus of control is a person's attitude in interpreting the cause of an event, meaning locus of control should be taken into consideration in determining a manager's information needs to predict environmental uncertainty in management arrangements. Therefore, the locus of control perceived by the manager can be used as a mediator to strengthen or weaken the relationship between female leadership to employee job satisfaction. The purpose of this research is (1) to know and analyze the influence of female leadership style on locus of control and job satisfaction of UIN Alauddin Makassar lecturer; (2) to know and analyze the influence of organizational culture on locus of control and job satisfaction of UIN Alauddin Makassar lecturer; (3) To know and analyze the influence of locus of control on job satisfaction of UIN Alauddin Makassar lecturer.

Review of Female's Leadership Style
Often we see leaders of companies or organizations that are gendered female, even middle management positions have been filled by female. A researcher from the United States has researched male and female leadership styles, the research was conducted to assess the success and achievement of men and female, and both the gender is worth to lead. It's almost 124 equal success, and achievement is visible but what distinguishes it is from the point of the way or process.
According to Schermerhorn (1999), female leaders are always more likely to behave democratically and take part where they are more respectful and concerned about their workers/subordinates and share 'power' and feelings with others. This style of leadership is known as an interactive leadership that emphasizes the overall aspect and relationship both through communication and perception.
In comparison, male leaders are more inclined toward "tendency" leadership. In this way, they are more directed to stay awake and behave in an "assertive" way. If this situation occurs, then they use more traditional authority with a tendency to give more direction and advice. The study conducted by Sharpe (2000) found that female always prioritize interpersonal relationships, communication, worker motivation, task-oriented, and more democratic attitude than men who are more concerned about strategic design and analysis. The study also found that female scored higher regarding job assessment than men. In general, the male and female leadership styles are the same, but the situation will likely be different. Research conducted in the United States found that male leaders were more impressive in military organizations, while female in educational and social organizations.

Review of Organizational Culture
Organizational culture is a crucial set of trustworthy values, as well as a sense of the characteristics that members give to an organization. Culture becomes the basis of orientation for employees to pay attention to the interests of all employees (Randolph, and Blackburn, 2009). Jennifer and Gareth state about the concept of an organizational culture is the formalization of the unit of values and norms as a means of control for the steps of employees and groups within the organization to interact aggressively, quickly and easily with others and with people outside the organization as customers suppliers (Jennifer and Gareth, 2006). Moorhead and Griffin state that the concept of organizational culture is a consideration of the use of values, symbols, and some factors in the culture of communicating to employees in achieving organizational goals (Moorhead and Griffin, 2009).

Review of Locus of Control
Locus of control can be interpreted as a person's perspective on an event whether he can or cannot control the events that happen to him. Locus of control according to Hjele and Ziegle Baron and Byren, in Astuti (2007) is defined as a person's perception of the causes of success or failure in carrying out his work. Locus of control is one of the personality variables, defined as the individual's belief in the ability to control his destiny (Rotter, 1966). Lefcourt (1982) states that Locus of control is distinguished into an internal locus of control which is indicated by the view that a good, bad event occurs due to one's actions. Therefore the occurrence of an event is in control. The external locus of control is indicated by the view that a good, bad event is not related to a person's behavior in a particular situation, so it is called out of control.

Review of Job Satisfaction
According to Muhaimin (2004), job satisfaction, in general, is an attitude toward work based on the evaluation of different aspects of workers. A person's attitude to the job describes pleasant or unpleasant experiences in work and expectations about future experiences. Blum (in Anoraga, 2005) states that job satisfaction is a common attitude that is the result of some unique properties of work factors, adjustments, and individual social relationships outside of work. It is a subjective condition of one's being about pleasure or displeasure as a result 125 of the impulse or need that is present in it and associated with perceived reality. Job satisfaction is closely related to what employees expect from their work by perceived needs.

Conceptual framework
This study stems from the concept of modern management theory where in this theory it is assumed that: (1) People have a desire for acceptance, status, and recognition. (2) People want the opportunity to develop all their abilities. (3) HR is considered to have the potential to create and develop. Then downgraded to the midrange theory about empowerment of human resources (employee empowerment) is a human resource management approach that aims to improve employee satisfaction (job satisfaction). This assumption brings about the relationship between theory of leadership style, organizational culture, the locus of control, and job satisfaction.
Regarding gender and leadership issues, Robbins (2006) put forward two conclusions. First, equating men and female tends to ignore the difference between the two. Secondly, what is the difference between female and men is that female have more democratic leadership styles, whereas men feel more comfortable with directive styles (emphasizing commando ways).
The organization is a collection of people who work together to achieve a common goal, both individual goals and organizational goals. Organizations have a major influence on the behaviour of members of the organization. Employees in an organizational environment certainly confronted with an organizational culture that is believed to greatly affect job satisfaction and employee performance (Ting & Yuan, 1997). Organizational culture is a value system that is acquired and developed by the organization and the basic habits and philosophy of its founder, formed into a rule that is used as a guide in thinking and acting in achieving organizational goals. Rivai (2004) states that: organizational culture is a framework that guides everyday behaviour, how to work in an organizational environment and direct their actions to achieve organizational goals. The virtue of organizational culture is the control and direction in shaping the attitudes and behaviours of people who engage themselves in an organization's activities. Rotter (1986) defines Locus of control as follows: Internal control versus external control refers to the degree to which a person believes that the reinforcement or outcome of their behavior depends on their behavior or personal characteristics versus the degree to which a person thinks that support or result is a function of opportunity, luck, or fate, are under the control of another power, or merely unpredictable.
Based on the description above, it can be made a conceptual framework that the female leadership style and organizational culture directly or indirectly give influence to the job satisfaction of UIN Alauddin Makassar lecturer with locus of control as the intervening variable. The conceptual framework of research can be seen in the following figure:

Research Design
This study categorized in exploratory research which only tested hypotheses developed from theoretical studies. Further data collected and analyzed in this research used survey method approach. Based on the type of research, this research is a research that explains the causal relationship between the variables, or the so-called explanatory research (explanatory research) is research to determine and define the influence between variables that exist and followed by testing the hypothesis. Also, this research is included in the descriptive research, because it provides a clear explanation of the variables to be studied.

Population and Sample Research
The population of this research is all lecturers at UIN Alauddin Makassar. The sampling technique used in this research is purposive sampling that is sampling based on certain consideration or criterion according to research purpose (Cooper and Emory, 1997). The sample criterion used is a civil servant lecturer at UIN Alauddin Makassar who occupies structural positions. The sample size plays an important role in estimating and interpreting the results of Structural Modeling (SEM) analysis, as it provides a basis for estimating error sampling errors (Ferdinand, 2002 andGhozali, 2004). According to Ferdinand (2002), Ghozali (2004), Ghozali (2008), Solimun and Rinaldo (2009), sample sizes between 100-200 samples can be recommended for maximum liking (ML) estimates.
With estimation models using maximum likelihood (ML), data required a minimum of 100 samples (Ferdinand, 2002;Ghozali, 2004;Ghozali, 2008;Solimun and Rinaldo, 2009). According to Ferdinand (2002) and Ferdinand (2006), SEM analysis requires samples of at least 5 times the number of indicator variables or estimated parameters used by Ferdinand (2002) and Solimun and Rinaldo (2009) provides guidance on determining sample size equal to 5 -10 times the manifest variable of all latent variables. In this study using 30 latent variables were for female leadership style variables (X 1  Types and Data Sources 1. Data Type. In this research, the type of data used is qualitative and quantitative, i.e., Data obtained in the form of interviews and the numbers (numeric) of the questionnaire results. 2. Data Source. Sources of data used in this study are primary data, i.e., data obtained directly from the respondents also in the form of secondary in the form of written form of UIN Alauddin Makassar documents and other written information that has a direct link to the problems studied.

Data collection techniques
In this study the techniques used include: 1. Questionnaire. Questionnaires arranged in the form of questions of written questions given to respondents. To determine the suitability of the measurement model that is formed, it is necessary to test the suitability of the model. There are several indexes of suitability model that can be used to measure fit or not a model that is: The Chi-Square values showed the existence of deviations between the covariance matrix and fitted covariance matrix samples. The Chi-Square value will only be valid if the assumption of data normality is met and the large sample size (Ghozali, 2008). The value of Chi-Square for zero indicates that the model has a perfect fit (perfect fit). The model being tested will be considered good if the value of Chi-Square is low or its p-value> 0.05. A low Chi-Square score will result in a significant level greater than 0.05 indicating no significant difference between the covariance matrix of the data and the estimated covariance matrix.
GFI is a measure of the determination of models in analyzing observed covariance matrices. This GFI value should range between 0 and 1 GFI values greater than 0.9 indicating fit for a good model (Ghozali, 2009).

Adjusted Goodness of Fit Indices (AGFI)
AGFI is the same as GFI but has adjusted the influence of degrees of freedom on a model. Just like GFI, an AGFI score of one means having a perfect fit. AGFI value of 1 means the model has a perfect fit. While the model is fit, that has an AGFI value greater than 0.90 (Ghozali, 2008).

Comparative Fit Indices (CFI)
CFI is an index whose magnitude is not influenced by the sample size because it is excellent for measuring the acceptability of a model. This index falls within the range and 1 and is derived from the comparison between the hypothesized model and the independence model. According to Bentler (in Ghozali, 2008) stated that a model is said to be fit if it has a CFI value greater than 0.90.
The analytical tool used is with the help of reduced form and application program statistics AMOS ver. 18.0 and SPSS version 19.0.

Operational Definition of Variables
The operational definition of each variable is as follows: 1. Female's leadership style (X 1 ) is an interactive style of leadership that tends to behave democratically and take part where they are more respectful of their workers. The indicators used are (1)

Frequency Distribution
Based on the results of calculations respondents each variable can be interpreted as follows: 1) The average respondent's answer to the female leadership style is at the score of 3,748 so that it is in either category; 2) The average respondent's answer to organizational culture is at the score of 3,650 so that the organizational culture of the graduates is in the excellent category; 3) The average respondent's answer to the locus of control is at score 3.893, so locus of control is in a good category; 4) The average respondent's answer to job satisfaction is on score 3,452, so job satisfaction is in a good category.

Overall Model Testing
Structural model testing of all the latent variables (construct) consisting of female's leadership style and organizational culture as the independent variable and subsequently locus of control and job satisfaction as the dependent variable is connected by using the goodness of fit test. Based on the overall model, further evaluation will be conducted as shown in Table 1 below:

Analysis and Testing Structural Model Influence Style Female Leadership and Organizational Culture on Locus of Control and Job Satisfaction
To facilitate in analyzing the functional relationship between variables then the coefficient value is arranged in Table form as shown in Table 2 below: The coefficient of the influence of female leadership style variable (X 1 ) to the locus of control (Y 1 ) is 0.105 with t value equal to 2.382 with the standard of Error (SE) equal to 0.044 at significance level 0.017 or below 0.05. The coefficient shows that female leadership style variable has a positive and significant influence on the locus of control. This means that an improvement in the female leadership style will be followed by an increase in the locus of control with the assumption that other factors affecting the size of the locus of control are considered constant.
2. The influence of Female's Leadership Style (X 1 ) on Job Satisfaction (Y 2 ) The coefficient of the influence of female leadership style variable (X 1 ) to job satisfaction (Y 2 ) is 0.500 with t value equal to 3.101 with standard error (SE) equal to 0.161 at 130