The Impact of Servant Leadership on Employee Performance Mediated by Employee Loyalty and Employee Satisfaction: A Case Study of PT. Garuda Totalindo Jaya

This study aims to investigate the relationships among the variables of servant leadership, employee loyalty, employee satisfaction, and employee performance in the context of a family business in Indonesia. This study applies quantitative approach with empirical evidence obtained from the entire employees of PT. Garuda Totalindo Jaya, a family-owned supplier spare part company as the case study. For the analysis technique, this study uses Partial Least Square (PLS) Structural Equation Modeling (SEM) as a program to run the collected data from 71 respondents during the period of July 2019. The �indings of the study show that servant leadership has positive impact on employee loyalty and employee satisfaction; employee satisfaction has positive impact on employee loyalty; and employee loyalty has positive impact on employee performance. This study expands the knowledge on human resources in the context of family business in Indonesia. It should be bene�icial for both researcher and also the company itself. Moreover, it can give another exposure of the future research to study more variables in term of leadership. Copyright © 2021 Authors. This is an open access article distributed under the Creative Commons Attribution License (CC-BY-SA 4.0) which permits use, distribution and reproduction in anymedium, provided the original work is properly cited & ShareAlike terms followed. INTRODUCTION The roles of a leader as a game changer of a company include setting up the goals and target of work achievement; developing motivation, loyalty, and discipline of his subordinates; creating conducive work environment; giving encouragement; and supporting morale to the entire of the employees (Rivai, 2006). The roles of a leader as a game changer of a company include setting up the goals and target of work achievement; developing motivation, loyalty, and The Impact of Servant Leadership on Employee Performance Mediated by Employee Loyalty and Employee Satisfaction: A Case Study of PT. Garuda Totalindo Jaya Willy B. Wibowo1*, Risa Bhinekawati2 1Sekolah Tinggi Manajemen IPMI, DKI Jakarta 12750, Indonesia 2Sekolah Tinggi Ekonomi dan Perbankan Islam Mr. Sjafruddin Prawiranegara, DKI Jakarta 10560, Indonesia


INTRODUCTION
The roles of a leader as a game changer of a company include setting up the goals and target of work achievement; developing motivation, loyalty, and discipline of his subordinates; creating conducive work environment; giving encouragement; and supporting morale to the entire of the employees (Rivai, 2006). The roles of a leader as a game changer of a company include setting up the goals and target of work achievement; developing motivation, loyalty, and  (Rivai, 2006).
In the context of family business, servant leadership is considered as an effective way in governing the business. Davis (2014) argues that servant leader in family business usually have strong principles and values that in�luence the strategy and ways of working of family businesses. He further suggests that servant leaders have abilities to treat their partners and followers equally and fairly while upholding high standard of achievement and aspirations for the groups (Davis, 2014). Indeed, leadership is the art of ability to in�luence human behavior and the ability to control people in the organization so that their behavior is in accordance with the desired behavior by the leader (Herujito, 2001). Leaders do not only represent position, but they need to possess leadership behavior and ability to in�luence others to become or to in-line with expected condition desired by the leaders to support achievement of company goals or targets (Herujito, 2001).
There are several sectors of industry were managed under family business management. From the total family business in Indonesia, the highest sector is manufacturing with a portion of 22% of the total number of family business in Indonesia, followed by energy, utilities & mining at 9%, food and drink 7%, real estate & renting 7%, and on the least number of 6% are agriculture and �inancial services (PWC, 2018). The Price Waterhouse Cooper's report also reveals that family business can grow double digits in the upcoming two years by maintaining the best talent in the company is the key personal/business goals that can be considered. Accordingly, family business in manufacturing sectors contributes signi�icantly to Indonesian economy compared to other industry.
Based on the above phenomena, the author conducted a research on the management of a family business in Indonesia, named PT. Garuda Totalindo Jaya, a spare part supplier company, hereinafter refer to Garuda Motor. Based on an interview with the owner, operating such growing company, roles of leadership will have signi�icant in�luence on that company. The leader of Garuda Motor is required to have abilities to unite both people and job. Why this kind of ability required for this company is due to people expertise and employee hijacking issue. There are limited spare part supplier companies in Indonesia which means that the employee can easily hijacked by the competitor due to their expertise. On this point, Leaders should take employee loyalty and employee satisfaction into account. Based on the description above, the author was requested to investigate relationship between leadership, employee loyalty, employee satisfaction, and employee performance.
Based on the above phenomenon, there will be several points as objectives of this research in the context of family business in Indonesia. Firstly, to investigate the impact of Servant Leadership to Employee Loyalty and Employee Satisfaction; secondly, to investigate the impact of Employee Satisfaction to Employee Loyalty; thirdly, to investigate the impact of Employee Loyalty to Employee Performance.
The paper is a case study of Garuda Motor where the samples are limited to the employee of Garuda Motor which may cause the limitation of particular companies and the amount of the samples.

LITERATURE REVIEW Servant Leadership
The basic concepts of the leadership, expand to the several of leadership style. One of the leadership style that was �irstly presented by Greenleaf (1979) is the concept of servant leadership. He described a new leadership philosophy, one that advocates the servant as leader. To �ind out effective leadership, indepth research is needed to �ind out and identify the types of behavior needed to improve both individual performance and collective (Yukl, 2006). Servant leadership is one of the leadership styles that is highly recommended by some researchers who focus on leadership research (Sendjaya & Sarros, 2002;Hale & Fields, 2007;and Dierendonck, 2011). Servant leadership is an ethical, practical, and has a meaningful way of supporting a life that is led (Dierendonck, 2011). Laub (1999) identi�ied six main variables of the organization led by a servant leadership which are valuing people, developing people, building community, displaying authenticity, providing leadership, and sharing power. While others, Ehrhart (2004) identi�ied seven dimensions in servant leadership, namely: forming relationships, empowering others, assisting the growth of followers, behaving ethically, demonstrating conceptual skills, placing followers �irst, and value others. The eight dimensions of servant leadership were also expressed by Dierendonck (2011), namely: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship.
Servant leadership put employee serviceoriented in the �irst place with focusing on employee development while achieving the company's goals. Bringing this spirit into the work environment, have a positive impact on employees' psychological. Employees feel that they are part of the organization and feel trusted by the company. Once employees feel comfortable with the condition, automatically it will impact or even improves their loyalty. Furthermore, employee satisfaction also increases due to the leader giving attention to their needs. The more the company ful�illing employee's needs, the more satisfaction received from them (Ding et al., 2012).
Servant leadership is one of the leadership styles that put the leader orientation on his/ her subordinates to provide services. That kind of treatment by the leader creates environment that employees can work without any pressure and warm working environment. In result, employees will give extra miles on their work station to perform as expected by the organization (Setyaningrum et. al., 2017).
From the explanation above, we can conclude some point on that. Servant leadership is one of the leadership styles that might be most suitable with the companies which put the value of their employee as priorities. Core of servant leadership is always put the employee development as main purpose to achieve the target. There are several researches conducted to explore on servant leadership and found that all of researcher has different opinion on the dimension of servant leadership, means that research about servant leadership is interesting to be explored.

Employee Loyalty
In general, loyalty can be interpreted by as service and trust given or directed to someone or institution in which there is a sense of love and responsibility to try to provide the best service and behavior (Rasimin, 1998). Loyalty can also described as a form of loyal attitude of a person particularly in non-physical form such as thought and attention. (Reichheld & Teal, 1996). Another understanding of loyalty has been also expressed by Pandey & Khare (2012). According to them, loyalty can be described as self-service of the employee concerned for a company because they believe that this is the best choice for them in order to achieve the company goals. Brie�ly, Ding et al. (2012) stated that employee loyalty is the attitude of employees towards the community. The researcher believes that the loyalty of both employees and customers play an important role in the continuity of a company business and its future development. Therefore, both of these are equally important (Wang et al., 2009). Steers & Porter (1983) suggest aspects that can support loyalty related to the attitude that will be carried out by employees and is a psychological process of creating loyalty in the company. Another researcher Siswanto (2003) revealed that aspects of loyalty in the work carried out by employees are obeying the rules, responsibility, and work attitude. According to Simamora (1995), there are three basic reasons by Employee Loyalty and Employee Satisfaction: A Case Study of  for employee loyalty, such as: rational factor, emotional factor, spiritual factor.
In sum, there are several aspects that can support employee loyalty such as desire to be part of the company family, desire to give the best effort to the company, as well as trust and understand the company's value. Other aspects that identi�ied employee loyalty include obedience to the rules, being responsible, and work attitude. It is also noted that there are several reasons as the background reason employee need to be loyal such as Rational Factor, Emotional Factor, and Spiritual Factor.

Employee Satisfaction
Employee Satisfaction, often also referred to as job satisfaction, is one of the topics most often discussed by those who work in an organization or company. According to Vroom (1964), employee satisfaction is considered as a perception or emotional reaction from an employee to important aspects of his work that are faced daily. Employee Satisfaction can also be interpreted as a condition where the assessment of one's work or work experience results in a pleasant or positive emotional state (Locke, 1976). The following theories discuss the origin of employee satisfaction according to Maslow, Herzberg, Vroom, and Adams. Four theories that are often used, namely: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, Expectancy Theory of Vroom, and Equity Theory of Adams.
In 1943, Maslow introduced a theory related to employee satisfaction which is widely used in many �ields. This theory uses psychological aspect and called Maslow's hierarchy of needs theory. In the study of Nguyen (2016), Maslow's Theory categorizes hierarchy of needs into �ive levels in ascending order: physiological, safety, love/ belonging, esteem and self-actualization.
Among existing theories, the next theory related to employee satisfaction is Herzberg, Mausner, & Snyderman (1993). This theory was applied by Herzberg to 200 accountants and engineers to identify the factors that support satisfaction and dissatisfaction of the workers. The study found that the factors associated with employee satisfaction or called intrinsic factors are: achievements, responsibility, recognition, work itself, advancement, and growth. While the factors related to employee dissatisfaction or called extrinsic factors are: organizational policies, working conditions, supervision, salary, interpersonal relations, status, and security.
Expectancy theory of Vroom (1964), states that all conditions including work motivation and employee behavior are not determined by current reality conditions but are determined by employee expectations of future conditions. The theory emphasizes that the expectation of future conditions is a determinant of employee satisfaction.
In the Equity Theory of Adams (1965) it is stated that the tendency of employee to judge and weigh are the two main things in this theory. Employee will tend to de�ine fairness by comparing the effort that they put in with what they will get and will compare ratio with other employees who are in the same scope of work as them.

Employee Performance
One of the factors that in�luence the success of a company is individual employee performance. From this basis, many companies give their main focus to improve the performance of their employees. Performance problems are always a dif�icult challenge to conquer. If management is focused in this challenge, they need information related to the factors that in�luence employee performance improvement. One of the performance measures used to measure employee performance is the intellectual ability supported by ability to manage themselves and the ability to build relationships with others (Martin, 2000).
Performance is the result of certain activities in a speci�ied period of time or the production of a speci�ic job (Gomes, 2001). Performance is also said as a systematic evaluation of the work carried out by employees and a potential to be developed (Masrukhin & Waridin, 2006). Other researchers said that performance is a universal concept of measuring the operational effectiveness of a company, or certain parts of the company and predetermined employee operational standards (Siagian, 2003). Mangkunegara (2005) stated that performance is the quality and quantity achieved by an employee to perform tasks in accordance with the responsibilities given.
As conclusion, employee performance is result of several standards and target set by the company or department of the company at the speci�ic time in order to achieve the company goals.
Based on the previous researches and also theory as described above, explaining on relationship between servant leadership, employee loyalty, employee satisfaction, and employee performance, the framework theory in this research is described as follows: Jaramillo et al. (2009) concluded the results of his study that servant leadership behavior will initially increase employee adaptation to the company, increase employee commitment to the company and ultimately will reduce employee resignation rates. The same conclusion also mentioned by Ding et al. (2012), said that servant leadership will effect on increasing of employee loyalty, and with increasing employee loyalty, it will reduce the level of turnover. The same thing related to servant leadership in�luences employee loyalty was also expressed by Hashim (2014), employees will increase their loyalty as they adapt to their work environment, this is due to the pattern of leaders serving their employees. Furthermore, Liden et al. (2008) also stated that servant leadership creating positive working environment. This condition brings the employee to feel comfortable and also resulted to employee loyalty. Based on the explanation above, it can be hypothesized that: H1: Servant leadership has a positive impact on employee loyalty Weiss (2004) concluded that servant leadership is important and effective on many aspects. This is because serving leadership concentrates heavily on the needs of the employees, on their emotions and their happiness. Therefore, servant leadership is very in�luential on their happiness and satisfaction. Another statement also mentioned that the effect of the leadership may impact to the employee satisfaction and also employee performance toward the achievement of company goal (Benligiray, 2004 Source: Mangkunegara (2005); Maslow (1943); Herzberg (1993); Vroom (1964). it shows that the higher the services provided by leaders, the more satisfaction is obtained by employees. Similar result about the in�luence of servant leadership has a positive in�luence on employee satisfaction is also expressed in Mehta & Pillay (2011) research. Based on the explanation above, the following hypothesis can be developed: H2: Servant leadership has a positive impact on employee satisfactio

Hypothesis Development
Tang Yao et al. (2008) analyzed from two different perspectives about employee satisfaction affects to employee loyalty. The �irst approach is related to the risks that will be perceived by employees. Employees are more likely to choose to remain in the current company rather than move to a new unfamiliar to minimize the risk. The second approach is positive emotions.
Employees will bring positive energy if they feel satis�ied, calm, and ultimately work well. From the above explanation, it concludes that employees who are satis�ied will tend to continue working in the current company. The same conclusion is also re�lected in the results of other studies (Chee et al., 2007;Falkenburg & Schyns, 2007;Alfonso & Sousa-Poza, 2007). The study shows that when employee satisfaction is low, the turnover rate increases. Based on the explanation above, the following hypothesis can be formulated: H3: Employee satisfaction has a positive impact on employee loyalty Niehoff et al. (2001) have de�ined loyalty as active behaviors that demonstrate pride in and support for the organization. Defending the organization against criticism, emphasizing the positive aspects of the organization, and refraining from complaining about the organization would be examples of such behaviors. Loyal employees will contribute a lot to the company. They will give extra miles to every responsibility they have and also act as company representatives for activities outside the company. In this case, loyal employees will make a good contribution to the company and help the company work ef�iciently (O'Reilly & Chatman, 1986). Based on the explanation above, can be hypothesized: H4: Employee loyalty has a positive impact on employee performance Based on the above hypothesis, a conceptual framework can be drawn up in Figure 2.

METHODS
Quantitative research methods were chosen in this study because by using this approach, researchers hope to be able to explain the relationship between the chosen variables and be able to analyze the causal effects caused by these variables logically. Arghode (2012) explained that by using quantitative methods, researchers can explain social behavior by emphasizing the measurement and causal analysis of variables that exist in a logical framework. To �ind �indings that are broad, nonabstract, and generalizable and can be presented brie�ly, then quantitative research methods will be appropriate (Hagan, 2014).
This study is a causal study between selected variables. Silalahi (2009)  against other variables. Considering the purpose of the research and also explained by existing theories, quantitative method was appropriate for this research to apply a likert-type survey instrument to measure participants' perspectives to identify a general pattern of reactions to closedended statements.
Population is the total number of units or elements to be investigated by the author, in this case can be in the form of an organism, person or group of people, communities, organizations, objects, events, or reports which each has a characteristic and must be de�ined speci�ically and focused (Silalahi, 2009). In this case, study was taken in a spare parts company called Garuda Motor in the Jakarta area, thus the population taken is all employees in the company.
Silalahi (2009) stated sample is as part of a population that has attributes as a whole population or each part of the population itself is chosen based on its level of representation. In this case study, sample was taken from the entire of the population itself means entire employee of Garuda Motor. Total target respondent of the employee of Garuda Motor is about eighty employees (80). Thus, all the 80 employees were given questionnaires and 71 responded, representing about 89% of the population. And the other 9 (19%) employees were not in place and some of them are not categorized as respondent.
There are four variables used in this study. Servant leadership is placed as the �irst variable or independent variable in this study. As mediating variables there are two variables which are employee loyalty and employee satisfaction. And the last variable or dependent variable is employee performance.
According to Ghozali (2014), Structural Equation Modeling (SEM) is an evolution of multiple equation models developed from the principle of econometrics and combined with the organizing principles of psychology and sociology, SEM has emerged as an integral part of academic managerial research. Based on the above concerned and in order to analyze the effect model between the selected variables, independent variable and the dependent variable, the SEM_PLS method was chosen in this case study.
To use the PLS-SEM method, the authors adapted the composition structure recommended by Ghozali (2014). The composition structure in this study consists of reliability evaluation, data validity evaluation, path coef�icient & coef�icient of determination test, and also bootstrapping method to investigate t-statistics value, which will be used to test the hypothesis.

RESULTS
For quantitative approach, total respondents for quantitative data are 71 employees of PT. Garuda Totalindo Jaya in the majority of male as much as 72% of the total number of existing employees. The age distribution of employees is at the age of 17 to 25 years by taking a portion of 49% of the total employees. On the second and third place with a balanced number of people aged 26 years old to 35 years old by 25% and aged 36 years old to 45 years old by 21%.
In terms of education background, the average employee is a senior high school graduate as much as 73% of total employees and the rest of the population has educational background varies from elementary school until bachelor degree. As many as 34% of employees have worked for 2 to 5 years of service, 27% of employees are classi�ied as new employees, within 6 months to 1 year of service, and 23% of employees have worked for 6 to 10 years. From the entire employees, there are only 6% who hold functional positions as supervisors and the remaining 94% are staff. The �igure below will show the portion of each pro�ile of the employee.

Quantitative Approach Result
As mentioned previously that reliability and validity test should be evaluated for this study. Permissible loading factor for convergent validity is 0.5. If the loading factor value >0.5 then the by Employee Loyalty and Employee Satisfaction: A Case Study of  convergent validity is ful�illed, if the loading factor value <0.5 then the construct must be excluded from the analysis (Ghozali, 2014). The result revealed that all loading factors of each indicator show a number above 0.5 which means it is above the prerequisite loading factor. It can be concluded that the entire data collected meets the convergent validity test criteria.
The construct considered as a good construct if the Average Variance Extracted (AVE) value is above 0.5 (Ghozali, 2014). The entire AVE for each variable have the value higher than minimum required value 0.5, hence for the result for construct validity considered as a good construct which can be seen in table 2.
The cross-loading value of each indicator included in one variable must have a greater value than the value of the cross-loading indicator in the other latent variable. If this condition is ful�illed, it means that each latent variable has good discriminant validity (Ghozali, 2014). The result in table 3 shows that all indicators in one variable have greater value compared with cross-loading indicators in the other latent variable, thus the condition is ful�illed and categorized each latent variable has good discriminant validity.
The reliability of a construct needs to be tested in a study. The test carried out is internal reliability and construct reliability. Two parameters that can be used are Cronbach's Alpha and Composite Reliability. The minimum value used as a parameter is 0.7 (Ghozali, 2014). From the result shown on the table 4, we can conclude that both internal reliability and construct reliability considered reliable.

Name of Variable
Since all constructs are reliable and valid, the research model can be used to test the formulated hypothesis. By using the SEM-PLS method, tests on structural models have been carried out to see the coef�icient of determination and path coef�icient. After knowing the signi�icant correlation of variables to other variables, the bootstrapping method is carried out to test the predetermined hypothesis.
SEM-PLS method was used on the study to test the structural models, to see the coef�icient of determination and path coef�icient. This procedure was conducted to see the correlation signi�icance between de�ined variables.
After knowing the correlation between variables, bootstrapping method was conducted to test the prede�ined hypothesis.
To described coef�icient of determination, each of determination coef�icient value of variables multiplied by 100%. Employee loyalties produce determination coef�icient value at 52.5% which consider as moderate. Such value shows that 52.5% of the variation in employee loyalty can be explained by servant leadership and employee

Hypothesis Result
Hypothesis that have been previously established need to be evaluated. The hypothesis needs to be evaluated whether the variable is signi�icant or not. By using the PLS program and the bootstrapping procedure, original sample value, t-statistic, and p-value will be collected. It is considered as signi�icant if the t-statistic is higher than 1.96% at the 5% error margin level (Ghozali, 2014).
There are two indicators of hypothesis testing measured in this research, T-test and P-Value, as showed in Table 6 above.
From the above Table, this research supports the four hypothesis. Firstly, the hypothesis proposed that servant leadership has a positive impact on employee loyalty. The result shown that original sample value is 0.214 (positive), t-statistic is 2.371 (>1.96) and p-value is 0.018 (<0.05). Therefore, hypothesis is accepted. Means that servant leadership has positive impact on employee loyalty. The better the servant leadership, the higher the employee loyalty of Garuda Motor. Secondly, the hypothesis proposed that servant leadership has a positive impact on employee satisfaction. The result shown that original sample value is 0.481 (positive), t-statistic is 2.793 (>1.96) and p-value is 0.018 (<0.005). Therefore, hypothesis is accepted. Means that servant leadership has positive impact on employee satisfaction. The better the servant leadership, the higher the employee satisfaction   Thirdly, the hypothesis proposed that employee satisfaction has a positive impact on employee loyalty. The result shown that original sample value is 0.597 (positive), t-statistic is 5.577 (>1.96) and p-value is 0.000 (<0.05). Therefore, hypothesis is accepted. Means that employee satisfaction has positive impact on employee loyalty. The better the employee satisfaction, the higher the employee loyalty of Garuda Motor. Finally, the hypothesis proposed that employee loyalty has a positive impact on employee performance. The result shown that original sample value is 0.688 (positive), t-statistic is 11.420 (>1.96) and p-value is 0.000 (<0.05). Therefore, hypothesis is accepted. Means that employee loyalty has positive impact on employee performance. The better the employee loyalty, the higher the employee performance of Garuda Motor.

DISCUSSION
In the �irst hypothesis, it is said that servant leadership has a positive impact on employee loyalty. From the whole series of tests that have been carried out, the results are obtained that the �irst hypothesis is accepted. This is consistent with what Jaramillo et al. (2009) stated that servant leadership will increase employee adaptability to the place of work and will further increase employee loyalty. This is also supported by the statement of Ding et al. (2012) in his study that servant leadership will have a positive effect on employee loyalty and ultimately reduce employee turnover levels. Hashim (2014) also expressed that servant leadership in�luences employee loyalty. Employees will increase their loyalty as they adapt to their work environment, this is due to the pattern of leader's behavior serving their employees.
No contrary statement said by Liden et al. (2008), servant leadership will create a positive working environment and as conditions employees feel comfortable and result in employee loyalty. From those, it can be concluded that the result of �irst hypothesis is accepted and has no contrary result to the previous research used in this study.
For the second hypothesis it is said that servant leadership has a positive impact on employee satisfaction. From the whole series of tests that have been carried out, the results are obtained that the hypothesis is accepted. Weiss (2004) concluded that servant leadership focuses on aspects of employee needs, emotions, and happiness. Therefore, servant leadership will affect employee happiness and satisfaction. Another statement was also expressed by Benligiray (2004) which states that servant leadership directly in�luences employee satisfaction toward employee performance to achieve company goals.
In a study in India, Jenkins & Stewart (2008) revealed that the higher the services provided by leaders, the more satisfaction received by employees. In line with this, Mehta & Pillay (2011) stated that servant leadership has a positive in�luence on employee satisfaction. From those, it can be concluded that the result of second hypothesis is accepted and has no contrary result to the previous research used in this study.
In the third hypothesis it is said that employee satisfaction has a positive impact on employee loyalty. From the whole series of tests that have been done, the results are obtained that the hypothesis is accepted. There are two perspectives measured by Tang Yao et al. (2008) related to employee satisfaction and employee loyalty. The �irst perspective is that employees will tend to stay at the company instead of having to move to another place where the risk cannot be measured. The second perspective is that employees will give positive energy if they feel comfortable in their company. In this case it can be concluded that if employees feel satis�ied then they will tend to keep working in their current place.
The same conclusion was expressed by several researchers in their study results (Chow et al., 2007;Falkenburg & Schyns, 2007;Alfonso & Sousa-Poza, 2007). The study shows when employee satisfaction is low, the turnover rate increases. From those, it can be concluded that the result of third hypothesis is accepted and has by Employee Loyalty and Employee Satisfaction: A Case Study of  no contrary result to the previous research used in this study.
In the fourth hypothesis it is said that employee loyalty has a positive impact on employee performance. From the whole series of tests that have been done, the results are obtained that the hypothesis is accepted. Niehoff et al. (2001) de�ined loyalty as "active behaviors that demonstrate pride in and support for the organization". Defending the organization against criticism, emphasizing the positive aspects of the organization, and refraining from complaining about the organization would be examples of such behaviors. In this case it is concluded that loyal employees will make many contributions to the company. In line with these results, O'Reilly and Chatman (1986) stated that a loyal employee will contribute to the company and help the company to run more ef�iciently. From those, it can be concluded that the result of fourth hypothesis is accepted and has no contrary result to the previous research used in this study.

CONCLUSION
Firstly, there is positive impact of Servant Leadership to Employee Loyalty and Employee Satisfaction. First and second hypothesis accepted, thus servant leadership proven to have positive impact both on the employee loyalty and employee satisfaction. The higher the servant leadership shows by the leader, the higher positive impact on employee loyalty and employee satisfaction.
Secondly, there is positive impact of Employee Loyalty to Employee Performance. Fourth hypothesis accepted, thus employee loyalty proven to have positive impact on the employee performance. Means that the higher the employee loyalty, the employee's performance will increase also.
Thirdly, there is positive impact of Employee Satisfaction to Employee Loyalty. Third hypothesis accepted, thus employee satisfaction proven to have positive impact on the employee loyalty. Once employee satis�ies, accordingly improve employee loyalty to the company.
Theoretically, after going through a series of analysis, it was found that the study of the three previous variables, namely servant leadership, employee loyalty, and employee satisfaction give impact through employee loyalty can have a positive effect on employee performance. Practically, the results of this study can be used to increase the level of the variables measured in this study. Increased servant leadership will directly affect employee loyalty and employee satisfaction, and will later increase employee performance to achieve the company's goals that have been targeted.
This research has limitation where the samples are limited to the employee of Garuda Motor which may causes the limitation of particular company and amount of the samples and does not measures the impact of employee satisfaction to employee performance. As for future research, there are several recommendations which are: (1) recommend to use other variables such as decision making, employee morale, organizational culture, innovation, work motivation, and many more; (2) to enlarge the scale of the population taken to be able to broaden the scope of research results; (3) to examine the reverse effects of each of the existing variables whether the results are positive or negative.
There are also several recommendations related to the organization which are: (1) servant leadership is one of the leadership styles that is suitable to be applied which is proven to have a positive in�luence on employee loyalty and employee satisfaction; (2) leaders to measure the level of servant leadership using indicators that have been used in this study; (3) to determine the level of needs of existing employees as one of the parameters to improve employee satisfaction which will have a positive effect on employee loyalty.