Spiritual Leadership and Islamic Organizational Culture in Sharia Hotels: Organizational Commitment as a Performance-Conversion Mechanism
DOI:
https://doi.org/10.38035/dijemss.v8i1.7354Keywords:
Spiritual Leadership, Islamic Organizational Culture, Organizational Commitment, Sharia Hotel Performance, PLS-SEMAbstract
Sharia hotels depend on credible organizational practices, yet evidence on how value-based leadership and culture are converted into performance remains limited, particularly among small and weakly certified properties. This study examines organizational commitment as a mechanism linking spiritual leadership and Islamic organizational culture with sharia hotel performance in West Sumatra, Indonesia. A cross-sectional survey targeted owners and senior managers from a 2019 directory of 257 self-identified sharia hotels. Of 170 returned questionnaires, 156 usable responses were analyzed using partial least squares structural equation modeling. Spiritual leadership and Islamic organizational culture were positively associated with organizational commitment, with standardized coefficients of .434 and .300. Commitment was positively associated with performance (.482), while leadership (.415) and culture (.354) retained significant direct associations. The indirect effects through commitment were .209 and .144, indicating complementary partial mediation. The study's novelty lies in treating leadership and culture as internal intangible resources and identifying commitment as the human-capital mechanism that converts those resources into performance. The findings also show why symbolic sharia positioning must be distinguished from verified operational compliance.
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