Italienisch

ISSN: 0171-4996, Vol. 11, No. 2, 2021, pp 358-371

The Effect of Resonant Leadership on Work Engagement through Ethnic

Culture in Pangkalpinang City Civil Servants
Maulan Aklil1, Badia Perizade2, Agustina Hanafi3, Bambang Bemby S4
1,2,3,4
Universitas Sriwijaya Palembang, Indonesia
Email: [email protected]

Abstract

Human resources play an essential role in an organization. Human resources become planners and active actors
in achieving organizational goals. This type of research is descriptive research with a quantitative approach. The
types of data used are primary data and secondary data. Preliminary data were obtained from respondents,
namely civil servants assigned to each regional government work unit (SKPD) in Pangkalpinang City. In contrast,
secondary data was used to support preliminary information obtained from library materials, literature,
previous research, books, and so on. Among them are data from the BKPSDMD of Pangkalpinang City (2020)
and BPS of Pangkalpinang City in 2020. SEM (Structural Equation Modeling) data analysis was performed using
the AMOS version 22 tool. The correlation approach is used to determine the validity of the product-moment
correlation coefficient. The following findings are drawn from the research and debate mentioned previously in
this study: 1) Resonant leadership influences ethnic culture; 2). Resonant leadership does not affect work
engagment; 3). Ethnic culture influences work engagement; and 4) Resonant leadership influences work
arrangement through ethnic culture;

Keywords: Resonant Leadership, Work Engagement, Ethnic Culture, Influence.

INTRODUCTION
Human factors are considered significant and essential factors in every productive organization in all fields, such as;
commercial, educational, or governmental organizations (Hallberg & Schaufeli, 2006). Human resources in government
organizations are essential, considering their role in determining their success because of their contribution (Akanji,
Ajonbadi & Mojeed, 2018). Human resources in government organizations called Civil Servants (PNS). Government
organizations are a form of bureaucracy (Ali & Kashif, 2020).
Bureaucracy based on the KBBI (1989) is a government system that government employees run because it has adhered
to the hierarchy and level of office; a slow way of working or work arrangement, and according to rules (customs, etc.)
which have many twists and turns and so on (Bimberg, Luft & Shield, 2006). The theory of bureaucracy by Max Webber
(1947) states that bureaucracy is the essential element for creating the growth and development of an organization, the
ideal type of bureaucracy, according to Weber, is a bureaucracy whose abstract construction helps in social life and is
used to answer a problem in a specific time and place conditions. Alok & Israel, 2012). Max Weber views that the
phenomenon of bureaucracy can be seen in the context of social action theory. According to Max Weber, human activity
is driven by a specific purpose (Breevart, Bakker, Hetland & Espevik, 2014). If we want to know and understand a
movement, we must understand the intent and motivation behind the activity (Arens, Yeung, Craven & Hasselhom,
2011).
Human behavior in government organizations (bureaucracies), according to Suradinata (1996), is based on government
management functions that move dynamically and make humans behave in a management structure that is limited by
rules that must be obeyed. The behavior of the state civil apparatus toward the community is becoming a more strategic
concern, as enhancing bureaucratic performance has significant ramifications for people's lives, most notably in terms of
strengthening public faith in government (Choi & Ruona, 2011). Devotion to the state and service to the community, and
upholding noble ethics are fundamental values of the state civil apparatus. Employee performance in the form of quality
and quantity of work results and high work efficiency can be seen from the increase in work engagment (Chungtai,
2008).
Work engagment is the level of employee identification with his work, actively participates in his career, and considers
performance in his work more valuable for his good (Robbins & Coulter 2012). employee involvement makes them feel
valued, have a sense of belonging, feel more responsible, and improve their performance (Robbin & Judge, 2015); Khan
et al. (2011) show that work engagment has a significant positive effect on performance. Pangkalpinang City is the
capital of the Province of the Bangka Belitung Islands, which became its province in 2000, which was previously part of
the province of South Sumatra. During the past 20 years, the Pangkalpinang City government has continued to organize

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and improve the performance of its civil servants. One manifestation of the successful implementation of the
Pangkalpinang City Government is to win an Unqualified Opinion (WTP) from the Supreme Audit Agency (BPK) in 2020.
This achievement is an achievement for the city government to get a WTP for four consecutive years. This achievement
is not the primary goal because the Pangkalpinang City government's accomplishment is actually how to serve and
prosper the community as well as possible sincerely while maintaining security, comfort, and preserving customs and
culture.
So far, the administrative bureaucracy is closely related and influenced, and dominated by politics in terms of political
authority (Dimirchi, Etebarian & Rashdipour, 2016). This condition makes the administrative bureaucracy oriented and
focused and has a dependence on those who have control, on leaders, and often on certain groups or groups
(Yuniningsih, 2019). Facilities, benefits, and interests are not passed on to the people and society but often accumulate
only at levels or groups, certain groups (De Clercq, Raja & Matsyborska, 2014). The interests, needs, and desires of the
people, society are neglected. This is where cynicism often appears in the bureaucracy, which he calls bureaucratic
capitalism (Enwereuzor, Ugwu & Eze, 2018).
The Pangkalpinang City Government rejects working or the work structure that is too slow, such as the meaning of
bureaucracy as stated in the KBBI (1989). It is far from political authority and bureaucratic capitalism. Therefore, the
arrangement of human resources in the Pangkalpinang City government bureaucracy continues to improve and seeks to
enhance the performance of state civil servants, especially civil servants. PNS performance is achieved by every civil
servant in the organization/unit following the Employee Performance The objective (SKP) and the manner in which one
performs one's work (PP Number 30 of 2019 concerning performance appraisal of civil servants). Civil workers'
performance appraisal is founded on the concepts of objective, quantifiable, accountable, participatory, and transparent
evaluation.
This condition is the full attention of the Pangkalpinang city government to improve services to the community. The
Pangkalpinang City Government has a vision of realizing Pangkalpinang as a SMILE city" (Prosperity, Comfort Unggul
Makmur), and the mission of 1) Increasing the utilization of economic potential and poverty alleviation. 2) Improving the
quality of security, order, community protection, and increasing preparedness in dealing with disasters. 3) Improving
good governance towards Good Governance. 4) Improving the quality of equitable human resource development. 5)
Improving the quality of infrastructure and environmental management. Based on the vision and mission above, it
appears that the improvement and improvement of human resources is a priority.
The Covid-19 pandemic has brought down economic, social, and health systems. The new world in the "new normal"
cannot be ascertained what it will look like, and its shape will depend on the decisions taken by current leaders (Dirani et
al., 2020). During the uncertainty due to the Covid-19 pandemic, morale is low, and work is challenging to achieve. The
condition of this pandemic has become a concern for all parties. This is none other than because there is no certainty
when the Covid-19 pandemic will end. The impact of the Covid-19 pandemic has resulted in the set targets being
constrained. Refocusing and reallocating the budget affect various sectors; refocusing and reallocating the budget are
aimed at accelerating the handling of Covid-19. The funding in the Pangkalpinang City government that must be
refocused is Rp. 48 billion. This condition makes the city government and Regional Apparatus Organizations (OPD) more
enthusiastic. It continues to struggle on managing finances, how is this deficit, but work and services to the community
must continue to run optimally.
This hypothesis, which is based on goal-setting theory, describes the relationship between set goals and performance
(Evelyn & Hazel, 2015). This theory's fundamental premise is that someone who understands the organization's
objectives (what the organization expects of him) will alter his work behavior. Edwin Locke first presented the goal-
setting hypothesis in the late 1960s, stating that detailed and challenging goals result in superior task performance
compared to easy goals. Goal-setting theory is based on evidence that assumes that plans (ideas for the future; desired
states) play an important role in acting (Locke & Latham 2002). The goal-setting theory describes a model of individuals
who want to have goals, choose goals, and become motivated to achieve goals (Birnberg, Luft & Shields 2006).
Improving the performance of civil servants in Pangkalpinang is one of the leading programs in implementing human
resource management. Civil servants as assets in government organizations have work engagment, where work
engagment measures how individuals psychologically take sides with their work and have a critical opinion that the
performance achieved is a form of self-esteem.
In increasing work engagment, the culture and customs of the community also influence and increase work engagement
(Ghani, Derani & Toolib, 2018). Culture functions as a meaning-making and control mechanism that facilitates and
shapes employee attitudes and behavior. Culture will also produce organizational commitment and mission (Greenberg
& Baron, 2016). A bureaucratic culture that develops in a particular area cannot be separated from the culture and social
environment. The social climate of the community has a system of norms, value systems, belief systems, customs, and
even views of life that have been understood by members of the community as good and right (Igalla, Edelenbos & van

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Meerkerk, 2020). The system of values and norms is recognized as a role model or reference in behaving and behaving
for its citizens. Therefore, community culture and bureaucratic culture are two things that always color the lives of its
members, and only their application is different.

METHOD
This type of research is descriptive research with a quantitative approach. The types of data used are primary data and
secondary data. Preliminary data were obtained from respondents, namely civil servants assigned to each regional
government work unit (SKPD) in Pangkalpinang City. In contrast, secondary data was used to support preliminary
information obtained from library materials, literature, previous research, books, and so on. Among them are data from
the BKPSDMD of Pangkalpinang City (2020) and the BPS of Pangkalpinang City in 2020.
Techniques for data collection via a questionnaire. The researchers determined the sample size using the Slovin
technique with e = 5% and a population of 3149 employees. 355 employees were gonna be taken and employed as
respondents in this survey. The sampling approach employed is proportionate random sampling. Structured interviews
with the aid of personal questionnaires (Personal Administered Questionnaires) and electronically administered
questionnaires were employed in this study (Islam, Furuoka & Idris, 2020).
SEM (Structural Equation Modeling) data analysis was performed using the AMOS version 22 tool. The validity test
technique used is the correlation technique through the product-moment correlation coefficient. The decision to test
the validity of the respondent's items are as follows: 1) The value of r is compared with the value of r table with dk = n-2
and a significance level of 5% and 2) The statement items studied are said to be valid if r Count > r Table. This study's
other analytical techniques are Reliability Test, Construct Reliability (CR), and Variance Extracted (AVE).

RESULT AND DISCUSSION

This study distributed 355 questionnaires to civil servants in Pangkalpinang City from a population of 3149 people. From
a total of 355 questionnaires distributed, 348 questionnaires were returned. After being examined, several
questionnaires are not suitable for use, and this is because the respondents do not meet the criteria that have been
determined. Namely, there is incomplete information; for example, there is missing data and other considerations such
as respondents giving multiple answers or not giving a cross on each statement item. So it cannot be processed.
Questionnaires that do not meet the requirements so that they are not used are only 344 questionnaires suitable for
use; the number is adequate for further analysis. The following is the data from the distribution of the questionnaires in
Table 1 below:
Table 1. Analysis of Questionnaire Returns
Questionnaire Number of
Classification Basis Percentage (%)
Distribution Respondents
Questionnaire distributed 355 355 100
Returning Questionnaire 348 355 98,02
Questionnaire not returned 7 355 1,97
Unusable Questionnaire 4 355 1,12
Processable questionnaire 344 355 96,90
Source: Primary Data Processed (2020/2021)

Respondent's Gender and Age

Based on the data collected, 344 respondents consisted of 123 male respondents or 35.8%, 221 female respondents, or
64.2%. This can be seen in Table 4.2 below, which shows the composition of respondents based on gender and age; it
can be seen that the mode is found in the age group of 30.1 – 40 years (34.6%), followed by the age range of 40.1 – 50
years (29,9%). This condition illustrates that the age of employees is generally proportional to the age of the formation
of the Bangka Belitung Islands Province in 2001 since the division of the Province of South Sumatera.

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Table 2. Gender and Age of Respondents
Gender
Age (Years) Total Percentage
Male Female
21-30 10 25 35 10,2
30,1-40 35 84 119 34.6
40,1-50 44 59 103 29,9
>50 34 53 87 25,3
Number of people 123 221 344
% Gender 35.8 64.2 100

Source: Primary Data Processed (2021)

There are also 87 respondents with age > 50 years (25.3%) from the table above.

Last Education Level and Gender of Respondent

Description of respondents according to their latest education level and gender based on the data that has been
collected, it is known that the respondents who became the object of this study were more women, as can be seen in
Table 3 below:
Table 3. Education Level and Gender of Respondents
Gender
Education Total Percentage
Male Female
High School 14 7 21 6.1
Diploma 8 34 42 12,2
Bachelor degree 75 167 242 70,3
Master 26 12 38 11
Doctoral 0 1 1 0.3
Total 123 221 344 100%
Source: Primary Data Processed (2021)
Table 3 above describes that from 344 respondents, there are 242 respondents or 70.3% of the total respondents with
undergraduate education and 38 respondents or 11% of the total respondents with master's education, and only one
respondent or 0.3% with doctoral education. Respondents dominated female respondents in this study with an
undergraduate education (167 people).

Position and Education of Respondents

The description of respondents by position and education based on the data that has been collected, it is known that the
respondents who became the object of this study were functional primarily, namely 164 people (47.7%) consisting of
125 people with undergraduate education, five high school students, 27 academy people. , S2 7 people. There are 26
respondents (7.6%) for the head of the service, consisting of 19 people with S1 education, six people with S2, and one
doctoral degree. Respondent data based on position and education can be seen in Table 4:
Table 4. Position and education level of respondents
Education Total Percentage
Position
High School Academi Bachelor degree Master Doctoral
0 0 19 6 1 26 7.6
Head of 0 0 8 6 0 14 4.1
Department
1 1 2 1 0 5 1.5
Secretary
0 3 26 2 0 31 9.0
Head of Division
1 1 24 7 0 33 9.6
Head of Subsection
3 0 26 7 0 36 10.5
Head of Division
11 10 12 0 0 33 9.6
Staff
Functional 5 27 125 7 0 164 47.7
0 0 0 2 0 2 0.6
Total 22 42 242 38 1 344 100%
Source: Primary Data Processed (2021)

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Position and age of respondents
Description of respondents according to their last position and age based on the data that has been collected, it is
known that the respondents who became the object of this study mainly were with available positions aged 30.1 to 40
years and then at the age of 40.1 to 50 years. Other details can be seen in Table 5 below:
Table 5. Position and age of respondents
Age (Year)
Position Percentage (%)
21-30 30,1- 40 40,1-50 > 50 Total
Head of Department 0 5 7 14 26 7,6
Secretary 0 4 3 7 14 4,1
Head of Division 1 0 1 3 5 1,5
Head of Subsection 1 12 15 3 31 9,0
Head of Division 0 12 14 7 33 9,6
Section Chief 2 9 17 8 36 10,5
Staff 5 15 8 5 33 9,6
Functional 22 65 37 40 164 47,7
Head of Agency 0 1 1 0 2 0,6
Total 31 123 103 87 344 100
Source: Primary Data Processed (2021)
Table 5 above explains that from 344 respondents, there are 26 respondents with the head of the service with ages 30.1
- 40 years as many as five people, ages 40.1 to 50 years as many as seven people, and age> 50 people as many as 14
people. Furthermore, at the age of 21 to 30 years, there are at least one person as the head of the division, one head of
the subdivision, and two head of section; the remaining 22 people are functional. This shows that the age of those who
occupy high positions has an established age.

Respondent's Last Position and Term of Service

Description of respondents according to their last position and years of service based on the data that has been
collected, it is known that the respondents who became the object of this study mainly were 10.1 to 15 years of service,
as can be seen in table 6.
Table 6. Respondent's last position and tenure
Working period (years)
Position
1-5 5,1 -10 10.1-15 15.1-20 >20 Total
Head of Department 0 2 5 2 17 26
Secretary 0 0 3 4 7 14
Head of Division 1 0 1 0 3 5
Head of Subsection 0 7 17 2 5 31
Head of Division 2 2 8 10 11 33
Section Chief 0 3 17 7 9 36
Staff 5 6 18 2 2 33
Functional 45 16 54 17 32 164
Head of Agency 0 1 0 1 0 2
Total 53 37 123 45 86 344
Percentage (%) 15.4 10.75 35.75 13.08 25 100
Source: Primary Data Processed (2021)
Based on table 6 above, the level of office heads with a tenure of > 20 years is 17 people. When viewed as a percentage,
the research respondents who had a working period of > 20 years were 86 people or 25%. There are 123 people or
35.75% active period of 10.1 to 15 years for the model in the table above. When viewed in general, officials who have a
working period of more than 15 years reached 37.08% or 131 people.

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Description of Resonant Leadership Variable Index Value
Dimension Full of Consciousness
Respondents' answers to several statements from the resonant leadership construct with a conscious dimension can be
seen in Table 7 below:
Table 7. Respondents' answers on the dimension of full awareness

Maximum WMS value Value

No Indicator Score
Score (%) Criteria
1. I consciously carry out work to develop for myself 1858 2408 77.15 Good
In carrying out my current job, I realize to try to pay Very
2. 2083 2408 86.50
attention to the people around me Good
I live my life with full awareness for the environment Very
3. 2106 2408 87.45
of the institution/agency where I work Good
Average 2015 2408 83.67 Good
Source: Primary Data Processed (2021)
Based on the results of the calculations in Table 7 above shows that the three indicators have an average criterion of
good value. Hand no. 3 with a statement living life with full awareness for the environment of the institution/agency
where I work has the highest score of 2106, followed by indicator no. 2 and lastly no. 1. If you look at the average score,
namely 2015, the respondents answered an average of 5 intervals .85 on an interval scale of 1 to 7, or have answers
tending to the right.

Dimension of Hope
Respondents' answers to several statements from the resonant leadership construct with the dimension of expectation
can be seen in Table 8 below:
Table 8. Respondents' answers on the dimension of expectation
Maximum WMS value Value
No Indicator Score
score (%) Criteria
1. I convince people around me to believe that the
2092 2408 86.87% Very good
goals of our activities/work can be achieved
2. I always motivate and inspire others to achieve
2055 2408 85.35% Very good
the goals of activities/work
People may dream about a better future that
3.
can be achieved, I believe in achieving it and 2110 2408 87.62% Very good
developing optimistically with togetherness
Average 2085 2408 86.61% Very good
Source: Primary Data Processed (2021)
The calculation results in Table 8 above show that the three indicators have an average score of perfect criteria. Hand
no. 3 with the statement People may dream, about a better future can be achieved, I believe in achieving it and
developing full optimism with togetherness has the highest score of 2110, followed by indicator no. 1 and lastly no. 2.
When viewed, the average score is 2085, then the respondent answered on average at an interval of 6.06 from an
interval scale of 1 to 7 or had answers tended to the right.

Dimensions of Concern
Respondents' answers to several statements from the resonant leadership construct with the caring dimension are
shown in the table below:

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Table 9. Respondents' answers on the caring dimension
Maximum WMS Value
No Indicator Score
score value(%) Criteria
I seek to understand and empathize with the
1. feelings and experiences of others in my work 2070 2408 86.04% Very Good
environment.
I will act based on feelings with care and
2. 1917 2408 79.60% Good
empathy
I make decisions by considering the results for
3. 2061 2408 85.58% Very Good
my field agency and work environment
Average 2016 2408 83.72% Good
Source: Primary Data Processed (2021)
Based on the results of the calculations in Table 9 above shows that the three indicators have an average criterion of
good value. Hand no. 1 with a statement trying to understand and empathize with the feelings and experiences of others
in my work environment, and I have the highest score of 2070, followed by indicator no. Three and lastly, no. 2. If you
look at the average score, 2016, the respondents answered the average at interval 6.01 on an interval scale of 1 to 7 or
have answers inclined to the right.
Trust Dimension
Respondents' answers to several statements from the resonant leadership construct with the dimension of trust are
seen in the table below:
Table 10. Respondents' answers on the dimension of trust
Maximum WMS Value Value
No Indicator Score
score (%) Criteria
Ready to take responsibility for my work as a
1. 2196 2408 91.19% Very Good
creature of God's creation
The current position/position is trust because it 2186
2. 2408 90.78% Very Good
must be implemented and maintained
The results of the work carried out are a
3. 2084 2408 86.54% Very Good
reflection of yourself
Average 2155 2408 89.50% Very Good
Source: Primary Data Processed (2021)
Table 10 above shows that the three indicators have an excellent average value criterion based on the calculation
results. Hand no. 1 with the statement "Ready to account for my work as a creature of God's creation" has the highest
score of 2196, followed by indicator no. 2 and lastly no. 3. If you look at the average score of 2155, the respondents
answered an average of 6.26 on the interval scale of 1 to 7 or have answers inclined to the right.

Description of Ethnic Culture Variable Index Value

Nganggung Dimension
Respondents' answers to the four statements of the ethnic culture variable with the Nganggung dimension are shown in
Table 11 below:
Table 11. Respondents' Answers on Nganggung Dimension
Maximum WMS Value Value
No Indicator Score
Score (%) Criteria
Nganggung ethnic culture as a tradition of the
1. people of Pangkalpinang (Bangka) in the form of a
2211 2408 91.82% Very Good
serving hood in the form of a parabola
symbolically as a protector for all levels of society.
Nganggung with the dominant red serving hood
2.
symbolizes the courage of a high work ethic to be 2203 2408 91.49% Very Good
carried out by the organizations together
3. The serving hood Nganggung that has a strap 2181 2408 90.57% Very Good

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ornament symbolizes the binding of diversity with
togetherness and a sense of belonging in carrying
out tasks
Nganggung, in the form of a round during,
symbolizes the dynamic attitude and flexibility of
4. 2195 2408 91.15% Very Good
the people of Pangkalpinang (Bangka) who can
accept and reasonably appreciate their work.
Average 2197 2408 90.99% Very Good
Source: Primary Data Processed (2021)
Based on the results of the calculations in Table 11 above shows that the four indicators have an excellent average value
criterion. Indicator no. 1 with the statement that the Nganggung ethnic culture as a tradition of the Pangandaran
(Bangka) community in the form of a serving hood in the form of a symbolic parabola as a protector for all levels of
society has the highest score of 2211, followed by indicators no. If the average score is 2197, then the respondent
answers on average at 6.38 intervals from an interval scale of 1 to 7 or has an answer that tends to the right.

Dak Kawa Nyusah Dimension

Respondents' answers to the four statements of ethnic culture variables with Dak Kawa Nyusah dimensions can be seen
in the table below:
Table 12. Respondents' answers on the dak kawa nyusah dimension
Maximum WMS Value
No Indicator Score
Score Value(%) Criteria
Dak kawa nyusah is not a bad habit or
1. disgrace, and it is part of local wisdom, is a
1445 2408 60.00% Enough
social-cultural ethic, namely a simple,
unpretentious lifestyle; always grateful.
Dak kawa nyusah, for me, is a cultural ethic
2.
where individuals or groups who do not 1632 2408 67.77% Enough
want to do harmful things
Dak kawa nyusah also an embodiment of
3. tolerance or, in other words, not wanting 1691 2408 70.22% Good
to interfere in other people's affairs
Average 1589 2408 65.99% Enough
Source: Primary Data Processed (2021)
Based on the calculation results, Table 12 above shows that the three indicators have an average criterion of sufficient
value. Indicator no. 3 with the statement Dak kawa nyusah is also an embodiment of tolerance. In other words, not
wanting to interfere in other people's affairs has the highest score of 1691, followed by indicators no. 2 and no. 3. If the
average score is 1589, then the respondent answers an average averaged at 4.61 intervals on an interval scale of 1 to 7
or had responded to in the middle.

Description of Work Engagement Variable Index Value

The work engagment variable in this study has three dimensions, namely enthusiasm, dedication, and absorption. The
following are respondents' answers to the work engagment variable:

Spirit Dimension
Respondent's answers to the three statements of ethnic culture variables with an awkward dimension are shown in
Table 13 below:

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Table 13. Respondents' answers on the spirit dimension
Maximum WMS Value
No Indicator Score
Score value(%) Criteria
1. At my work, I feel full of energy 2079 2408 86.33% Very Good
I feel solid and enthusiastic even though I
2. 2060 2408 85.54% Very Good
have a workload
When I wake up in the morning, I feel like
3. 2013 2408 83.60% Good
going to work immediately
Average 2050 2408 85.13% Very Good
Source: Primary Data Processed (2021)
Based on the calculation results in Table 13 above, the three indicators have an excellent average value criterion. Hand
no. 1 with the statement At my workplace, and I feel full of energy having the highest score of 2079, followed by
indicators no. 2, and no. 3. If the average score is 2050, then the respondent answers on average at intervals of 5.95
from an interval scale of 1 to 7 or has answers inclined towards the right.
Dimensions of Dedication
Respondent's answers to the three statements of ethnic culture variables with dimensions of dedication are shown in
the table below:
Table 14. Respondents' answers on the dedication dimension
Maximum WMS Value
No Indicator Score
Score value(%) Criteria
1. I am enthusiastic about my work 2086 2408 86.63% Very Good
2. My work inspires me 2117 2408 87.92% Very Good
3. I am proud of the work I do 2166 2408 89.95% Very Good
Average 2123 2408 88.16% Very Good
Source: Primary Data Processed (2021)
Based on the results of the calculations in Table 14 above shows that the three indicators have an excellent average
value criterion. Hand no. 3 with the statement I am proud of my work, and I have the highest score of 2166, followed by
indicators no. 2. 1. If the average score is 2123, then the respondent answers on average at an interval of 6.17 from an
interval scale of 1 to 7 or has answers inclined towards the right.

Absorption Dimension
Respondent's answers to the three statements of ethnic culture variables with dimensions of dedication are shown in
Table 15 below:
Table 15. Respondents' answers on the absorption dimension
Maximum WMS Value Value
No Indicator Score
Score (%) Criteria
1. I feel happy when I work intensely 2129 2408 88.41% Very Good
2. I am immersed and engrossed in my work 1877 2408 77.95% Good
3. I get carried away at work 1864 2408 77.41% Good
Average 1956 2408 81.23% Good
Source: Primary Data Processed (2021)
Table 15 above shows that the three indicators have an average criterion of good value based on the calculation results.
Indicator no. 1 with the statement I feel happy when I work intensely, having the highest score of 2129, followed by
hands no. 2 and no. 3. If the average score is 1956, the respondents answered an average of 5.68 on an interval scale of
1 to 7 or have answers inclined towards the right.

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Instrument test
Validity test
This test is used to determine the validity of each statement item when used to quantify the variables. Valid (legal)
statements in a questionnaire are those that reveal information about the item being measured. For df = number of
samples (cases) n – 2, then the value of df = 344 – 2 = 342, and a significance level of 5% so that the r table used in this
study is 0.106. Table 4.26 presents the validity test results of the resonant leadership questionnaire instrument, self-
concept, organizational awareness, ethnic culture, and work engagment.
Table 16. The results of the validity test of the research variable questionnaire instrument
Pearson Correlation value interval for Table
No Research variable Information
each statement item r-value
1 Resonant Leadership 0.419 – 0.643 0.106 Valid
2 Ethnic Culture 0.294 – 0.535 0.106 Valid
3 Work Engagement 0.550 – 0.730 0.106 Valid
Source: Primary data processed, 2021
Table 16 above shows that all statement items on the questionnaire instrument for resonant leadership variables, self-
concept, organizational awareness, ethnic culture, and work engagement have a Pearson Correlation value more
significant than the r table value so that all statement items on the questionnaire instrument all research variables are
considered valid. Furthermore, the instrument test was followed by a reliability test.

Reliability Test
A reliability test is an examination of the degree to which a measuring device can be trusted or depended upon. If the
Cronbach's Alpha value for each questionnaire statement item is more than 0.6, the device is reliable. The following
table summarizes the instrument reliability test findings for the variables included in this study:
Table 17. Instrument reliability test results
No Variable Cronbach's Alpha Information
1 Resonant Leadership 0.865 Reliable
2 Ethnic Culture 0.785 Reliable
3 Work Engagement 0.919 Reliable
Source: Primary data processed, 2021
Table 17 shows that all the instruments used to measure the variables in this study are reliable because the Cronbach's
Alpha value of each questionnaire statement item is more significant than 0.6. After the instrument is confirmed to be
valid and reliable, analyze Structural Equation Modeling (SEM).

Construct Reliability (CR) and Variance Extracted (AVE) Tests

Construct reliability measures the internal consistency of the indicators of a variable that shows the degree to which the
variables are formed.
Table 18. Results of Construct Reliability and Variance Extracted Research Variables
Standard Measurement Construct Variance
No Variable Indicator λ2
Loading (λ) Error (1- λ2) Reliability (CR) Extracted (VE)
KR4 0.582 0.338724 0.661276
KR9 0.863 0.744769 0.255231
Leadership
1 KR12 0.592 0.350464 0.649536 0.725996 0.567662
resonant
Σ 2,037 1,433957 1,566043
Σ2 4,149369
BE1 0.926 0,857476 0,142524
BE2 0.962 0,925444 0,074556
2
Ethnic culture BE3 0.864 0,746496 0,253504 0,941499 0,931487
Σ 2,752 2,529416 0,470584
Σ2 7,57304

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KK4 0,899 0,808201 0,191799
KK7 0,853 0,727609 0,272391
Work
3 KK9 0,523 0,273529 0,726471 0,812974 0,733297
Engagement
Σ 2,275 1,809339 1,190661
Σ2 5,175625
Source: Primary Data Processed (2021)
Based on the results of Table 18 above, the Variance Extracted (AVE) has the lowest value of 0.567662 and the highest
0.931487, while the Construct Reliability (CR) value is the lowest 0.725996 and the highest 0.941499. The following
Table 18 is the instrument reliability coefficient according to the opinion of Guilford and Spearman-Brown.

The Effect of Resonant Leadership on Work Engagement

The research results on this hypothesis show a P value of 0.296 (p-value > 0.05) and a CR of 0.653 1.967. These results
do not meet where the CR> 1.967 should be, thus indicating no effect of the resonant leadership construct on work
engagment. So it can be said that hypothesis 4 is not accepted (rejected). This result is not following leadership theory;
Jones & George (2008) define leadership as a process in which an employee exerts influence on other employees and
inspires, motivates, and assists the activities of these employees directly to achieve group or organizational goals. Good
leadership will increase the effectiveness of the organization's work, so we need a leader who can lead members
following organizational goals with emotions and personal goals (Laschinger, Wong, Cummings & Grau, 2014).
Another study discovered the impact of resonant leadership on employee engagement. Tiwari and Lenka (2015)
identified a substantial association between resonant leadership and employee engagement amid India's
pharmaceutical crises in their research on the significance of profound leaders in engaging employees during times of
economic distress. According to the survey, lively leaders establish clear goals and encourage staff to attain them by
exhibiting a real concern for their well-being (Laurenti & de Barros, 2000). A leader who demonstrates resonance
possesses emotional intelligence, self-awareness, self-management, social awareness, and relationship management
abilities (Okpara & Agwu, 2015). Resonant leaders act on the basis of mental comprehension, not only desires or
instincts (Boyatzis, Boyatzis, & McKee, 2005).
Resonant leadership is one of the leadership styles from several other leadership styles (Miller, 2011). Enthusiastic
leadership is concluded based on research by (Boyatzis, Boyatzis, & McKee, 2005). Different leadership styles will be
responded to differently by subordinates and will impact individual performance and team achievement of personal
readiness for change. In this study, the work engagement construct adopted from previous research (Schaufeli et al.,
2002; Lyu, Y., Zhu, H., Zhong, H.-J. & Hu, L. (2016). In this study (Schaufeli et al., 2016). al., 2002) describes the conflict
between two contradictory constructs, namely, work engagment and fatigue, where the final result of this research
raises three dimensions as used in this research, namely enthusiasm, dedication, and absorption.

The Influence of Ethnic Culture on Work Engagement

Empirically the research results obtained are the CR, the relationship between ethnic culture constructs and work
involved is 4.165, and the p-value is ***. This demonstrates a positive and significant effect of ethnic culture on
workplace participation, implying that hypothesis 7 is accepted. These findings corroborate the ethnic culture thesis,
indicating that national culture has a greater influence on employees than organizational culture. However, education,
indoctrination, leadership style, work atmosphere, performance rating criteria, and reward systems, among other
organizational components, all have an effect on employee views and beliefs (Pilarska, 2016). Ethnic, cultural values that
are directly tied to people's immediate well-being, such as job stability, financial incentives, and survival, are the most
prevalent and resistant to outside cultural influences.
N. M. Lam & J. MacGregor (2018). Ethnic culture develops over time as a result of people's views, values, and beliefs.
Culture deters employees and leaders from engaging in unethical behavior and encourages them to do so at work. Given
that employees generally view strong leadership culture and ethics as organizational assets (Mitonga-Monga & Cilliers,
2015), their existence can motivate employees to work positively, hence increasing work engagment, job satisfaction,
job performance, and well-being (Bedi et al., 2015).
Culture is comprised of the following dimensions: creativity and risk-taking; attention to detail; goal orientation; people
orientation; team orientation; aggressiveness; and stability. The ethnic culture construct in this study consisted of two
dimensions, namely the awkward dimension and the awkward dimension. Where in the results of the Amos SEM final
model suitability test, only the uncomfortable extent survives. This condition further emphasizes that the Nganggung
ethnic culture is not a stand-alone tradition but a symbol of an ethnic culture full of meaning. Nganggung, a practice
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ISSN: 0171-4996, Vol. 11, No. 2, 2021, pp 358-371
that has similarities to the ritual of kenduren (Javanese), but has unique aspects, starting from serving, how to package,
how to deliver the tray, and the position of the Nganggung tradition congregation in eating a meal.

The Effect of Resonant Leadership on Work Engagement through Ethnic Culture

The results of the empirical research are the indirect effect of resonant leadership on work engagment through an
ethnic culture of (0.081) or the direct impact of vibrant leadership on work engagment (0.069). This shows that ethnic
culture is an intervening variable between the deep leadership construct and the work engagement construct. This
result further sharpens the meaning of ethnic culture as a collaborative and dynamic construct connected with other
constructs/variables. Ethnic culture is a shared culture that becomes a binder, guide, and director for joint activities
carried out by groups or communities who understand themselves and are understood by others who have one origin.
(Yinger, 1994) Resonant leadership does not affect job engagement. Ethnic culture constructs turned out to be
intervening, and this condition resulted in a positive and significant influence. Ethnic culture in this intervening construct
consists of the dimensions of being awkward and not caring. After passing the compatibility test of the Amos SEM
model, only the unbearable extent that survived in the final model had indicators (BE1), (BE2), and (BE3).
The indicators (BE1), (BE2), and (BE3) in this study are empirically indicators that assign the highest score to the
respondent's description of all indicator statements proposed in this study of all constructs built. The values can be seen
in Table 19 below:
Table 19. Respondents' Descriptions For Nganggung Dimension
Maximum WMS Value
No Indicator Score
score value(%) Criteria
Nganggung ethnic culture as a tradition of
the people of Pangandaran (Bangka) in the
1.
form of a serving hood in the form of a 2211 2408 91.82% Very Good
parabola symbolically as a protector for all
levels of society.
Nganggung with the dominant form of the
2. red serving hood symbolizing the courage of
2203 2408 91.49% Very Good
a high work ethic to be carried out by the
organizations together
The Nganggung serving hood that has a
strap ornament symbolizes the binding of
3. 2181 2408 90.57% Very Good
diversity with togetherness and a sense of
belonging in carrying out tasks
Nganggung, in the form of a round dulang,
symbolizes the dynamic attitude and
4. flexibility of the people of Pangandaran 2195 2408 91.15% Very Good
(Bangka), who can accept and appreciate
their work in a polite manner.
Average 2197 2408 90.99% Very Good
Source: Primary data processed, 2021
In Table 19 above, it can be analyzed that the ethnic culture of nganggung, which is so firmly accepted and felt by the
respondents of civil servants at the Pangkalpinang City OPD, has been able to bridge the resonant leadership style to
work engagment. A tradition is undoubtedly carried out in addition to maintaining local wisdom, also cannot be
separated from communication between individuals or between leaders and the community, something that is essential
for social life, where each other exchanges information about needs, dangers, and unfinished work together will
undoubtedly be more effective. Without the ability to coordinate their activities, group members will lose their adaptive
experience in social life.
Nganggung is not just a tradition of eating together but rather forming a spirit of togetherness among community
members. Nganggung is an appropriate time to meet and exchange ideas and melt away the fatigue and tiredness of
working all day. Gathering moments like this are often interspersed with questions about each other's news peppered
with jokes, strengthening social networks between community members. In the OPD environment of Pangkalpinang City,
the nganggung tradition has become a moment and opportunity in discussions, seminars, FGDs, and other activities so
that there is socialization and interaction among civil servants.

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The awkward ethnic culture is part of the archipelago culture that was born in the country of Indonesia. Therefore the
ethnic culture of the archipelago is the mother who gave birth and raised Indonesia. The most critical functions of ethnic
culture include value orientation, inspiration, ways to answer life's problems, strengthen national identity and character.
Ethnic culture itself is not static, and it changes over time. All members of a given society contribute to changing culture
over time.

CONCLUSION
Based on the results of the research and discussion described previously, the conclusions in this study are as follows: 1)
Resonant leadership influences ethnic culture; 2). Resonant leadership does not affect work engagement; 3). Ethnic
culture influences work engagement; and 4) Resonant leadership influences work arrangement through ethnic culture.

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