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This study aims to examine the role of servant leadership by using an adversity quotient mediator on workplace conflict and quality of work life. The study uses a quantitative approach using 332 respondents and uses path analysis using the AMOS version 24 program. There are five hypotheses proposed in this study. The results of this study indicate that the role of AQ mediators plays a good role in one of the variables, where the other variables do not really need the role of AQ mediators.

This study examines the importance of work ethics for employees in the organization towards performance achievement by bringing up the role of adversity quotient mediator. The study aimed to investigate and explore the direct and indirect influence through mediators by using path analysis techniques with the help of AMOS version 24. The process of data collection was carried out using three research variable scales. The number of research respondents is 220 employees. The results of the analysis prove four hypotheses that have been shown to have direct influence, and the role of the mediator is perfect in mediating the two variables. The results of this study can be useful for organizations and practitioners of psychology in industry and organizations.

The contribution of organizational culture to the organization which includes the uniqueness of values, behavior, and psychology is needed by the organization. It also includes trust, experience, ways of thinking, and organizational expectations. Improving employee behavior into organizational citizenship behavior is needed by every organization. To bring OCB to employees, a well-formed commitment is needed. This study uses a quantitative approach to test 3 hypotheses using path analysis to see the role of mediation. Respondents numbered 169 in this study. The results found in this study are that mediators play a maximum role between organizational culture and OCB.

This study aims to examine the effect of coaching on teamwork, using a quantitative approach to test whether there are significant differences. The research sample was 15 employees who joined in one teamwork at the same company. The results show that the correlation between before using coaching and after its use is very strong and significant. So that it can be said that there is a significant difference in teamwork after being given coaching. Thus it is proven that coaching affects teamwork performance. Results are seen three months after coaching is taught. This is intended to see whether it can really be applied to the work team. The results found that there were very significant differences in the work team before and after coaching was taught.