The Influence of Leadership Style and Organizational Culture on Management Commitment and its Implications for Cooperatives in South ACEH

This study aims to examine the leadership style and organizational culture role in management commitment and their implications for cooperatives in South Aceh district, Indonesia. The population in this study was active cooperative administrators in South Aceh District, totaling 1,260 people. This study determined Stratified Proportional Random Sampling as a samplingmethodwhile determining the minimum number of samples used the Slovin formula so that a sample of 315 people. Data was collected by distributing questionnaires. Data is measured using a Likert scale. For descriptive testing used SPSS, for testing direct effects used SEM AMOS, and for testing indirect effects used a Sobel calculator. The result concludes that the leadership style, organizational culture, management commitment, and cooperative performance in South Aceh District are good, leadership style affects significantly the commitment of cooperative management, organizational culture affects significantly the commitment of cooperative management, leadership style affects significantly the cooperative’s performance, organizational culture affects significantly the cooperative’s performance, management commitment affects significantly the cooperative’s performance, management commitment partially mediates the leadership style role in the cooperative’s performance, and management commitment partially mediates the organizational culture role in the cooperative’s performance. This explains that the model tested proves the cooperative performance improvement model is a function of the suitability of the leadership style and culture, as well as the strengthening of management commitment