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This study aims to analyze the critical role of leadership in improving employee motivation at Arabela Beauty Salon in Sikka Regency. The problems identified include employees who still lack enthusiasm in their work, low discipline, and limited initiative in providing service to customers, which affects overall service quality. This research employs a descriptive qualitative approach, using data collection techniques such as interviews, observations, and documentation. The results indicate that leadership at Arabela Beauty Salon plays a significant role in enhancing employee motivation by providing clear direction, maintaining open communication, and offering attention as well as support to employees. However, the reward system and performance evaluation processes still need improvement to further encourage employees in achieving optimal service targets and high-quality outcomes. Thus, the application of an effective, participative leadership style can significantly improve employee motivation, which in turn leads to better service delivery and increased customer satisfaction.

This study focuses on the dynamic relationship between transformational leadership and work motivation, and how both elements contribute to increased productivity in modern organizational environments. By employing a literature review approach, this study synthesizes existing research to explore the powerful impact of transformational leadership in fostering heightened work motivation among employees. The research highlights that transformational leadership acts as a catalyst, significantly enhancing employees' intrinsic motivation, which in turn serves as a mediating factor in boosting individual productivity. The study identifies two key dimensions of transformational leadership that contribute most significantly to motivation: the leader's ability to provide inspirational encouragement and their attention to the unique needs of each employee. These aspects are crucial in fostering an environment where employees feel valued, supported, and motivated to perform at their best. The positive effects of this leadership style are evident in improved work quality, increased accuracy in task completion, and a stronger sense of responsibility among employees. Ultimately, this study confirms that a leader who is adaptive, communicative, and inspiring is essential in building superior, consistent, and sustainable performance within an evolving organizational structure. The findings underscore the critical role of leadership in cultivating motivation and driving long-term productivity in organizations.

This study aims to analyze the relationship between leadership style and effective communication in the decision-making process within an organizational environment. The leadership style applied by a leader is highly instrumental in determining the quality of communication established between the leader and employees. Effective communication characterized by the clear transmission of information, openness to input, and the ability to listen actively can enhance the accuracy of information, speed, and quality of decisions made. Using a qualitative descriptive approach, this research illustrates how leaders employ specific communication styles to foster employee engagement, strengthen coordination, and minimize misunderstandings during the decision-making process. The findings indicate that the more effective the leader's communication style, the better the quality of the resulting decisions, as the process involves a transparent, participatory, and responsive exchange of information. Thus, effective communication is a key element connecting leadership style with successful decision-making within an organization.

This research seeks to assess the impact of Leadership Style and Work Discipline on Employee Performance at CV Nusa Indah 10 located in Solok City, utilizing a sample of 32 respondents and adopting quantitative methods. The sampling technique employed is Total Sampling. Data collection was carried out through the distribution of a questionnaire. Multiple regression analysis revealed the equation for the variables Leadership Style and Work Discipline's effect on Employee Performance to be Y = 12.024 + 0.220 X1 + 0.482 X2 + e. The t-test indicated that Leadership Style (X1) significantly affects Employee Performance, as demonstrated by a t-count of 2.201, which is greater than the t-table value of 2.04523, with a significance level of 0.036, which is less than 0.05. Consequently, Ha was accepted while H0 was rejected. Additionally, Work Discipline (X2) significantly influences Employee Performance, with a t-count of 5.409 surpassing the t-table value of 2.04523, and a significance level of 0.000, which is also below 0.05. This led to the acceptance of Ha and rejection of H0. The F test results showed that both Leadership Style and Work Discipline jointly affect Employee Performance, with an f count of 51.591 exceeding the f table value of 3.33, and a significance level of 0.000, which is under 0.05. Furthermore, the R Square value obtained is 0.781, indicating that Leadership Style and Work Discipline collectively account for 78.1% of the variance in Employee Performance at CV Nusa Indah 10 in Solok City, with the remaining variance attributed to other factors not examined in this study.

This study examines the influence of internal communication and leadership style on employee work motivation at Public Relation Agency XYZ. The research focuses on understanding how these two organizational factors shape the motivation levels of employees, particularly freelance experts who contribute significantly to the agency’s performance and service quality. Using a quantitative approach, data were collected through a structured survey designed to capture employees’ perceptions of communication effectiveness, leadership characteristics, and motivational conditions within the agency. The collected data were then analyzed using SmartPLS to test the proposed relationships. The findings indicate that both internal communication and leadership style exert a significant and positive influence on work motivation, highlighting the crucial role of clear information flow and supportive leadership behavior. Moreover, the results suggest that enhancing communication practices and applying a more transformational leadership style can substantially improve employee motivation. This study offers practical recommendations for strengthening internal communication systems and leadership development initiatives to foster higher engagement, productivity, and overall motivation among employees at Public Relation Agency XYZ.

This study aims to describe and analyze the factors that influence employee job satisfaction at PT Trans Jaya Papua by employing a qualitative descriptive method supported by observation and semi-structured interviews with 12 employees across different departments. The findings reveal that job satisfaction arises from a combination of internal and external factors that interact to shape employees’ overall perceptions of their work. Internal factors consist of individual attitudes, motivation, and the quality of interpersonal relationships, all of which determine how employees respond to daily tasks and workplace dynamics. External factors include leadership style, salary, work environment, and organizational support, each playing a crucial role in shaping employees’ sense of stability and fairness. The results highlight that positive work attitudes and effective communication are the most dominant contributors to employee satisfaction, strengthened by adequate compensation and supportive supervision from leaders. The study concludes that job satisfaction can be further improved through transparent communication, equitable reward systems, and consistent leadership involvement in employee development. These findings provide practical implications for management, particularly in formulating more responsive human resource strategies aimed at enhancing employee performance and organizational effectiveness.

This study aims to analyze the significant role of leadership, motivation, work discipline, and compensation in improving employee performance at PT Kereta Api Indonesia (Persero) Daop IV Semarang. This research adopts a quantitative associative approach, providing a clear understanding of the key factors that influence employee performance. Data were collected through a Likert-scale questionnaire, which was distributed to 80 respondents who are permanent employees of Daop IV Semarang. The data analysis was carried out using SPSS version 26, which included validity and reliability tests, as well as multiple linear regression, t-test, F-test, and the coefficient of determination (R²). The results reveal that leadership, motivation, work discipline, and compensation all have a positive and significant impact on employee performance. Among these variables, motivation was found to be the most dominant factor influencing performance. This finding suggests that fostering higher motivation and effective leadership can significantly enhance employee performance. This research provides practical implications for PT KAI management to enhance productivity through strengthening discipline culture, implementing fair compensation systems, and promoting participative leadership styles.

The purpose of this study is to evaluate how transformational leadership style, work motivation, and work discipline affect employee performance at the Alpha Indonesia Foundation in Central Java. The social background of the foundation, which includes various issues related to human resources and workplace dynamics, highlights the importance of this study. Using a census strategy, all 49 employees participated as respondents in this survey-based quantitative approach. A closed-ended questionnaire based on a Likert scale that had undergone validity and reliability testing to ensure measurement accuracy was used to collect data. The partial and simultaneous effects of these factors were evaluated using multiple linear regression analysis. Regardless of worker performance. The results of the study show that work motivation increases productivity, work discipline encourages regularity and consistency in job performance, and transformational leadership significantly improves employee morale. Overall, it has been proven that these three factors have a significant impact on the performance of agency employees. These results highlight the importance of intrinsic motivation, work discipline, and inspirational leadership as critical components in maximizing employee performance, especially in non-profit organizations involved in social and educational development.

This study aims to analyze the influence of leadership style, motivation, and work environment on employee performance at UD. Nur Amalina, Kediri Regency. The research employed a quantitative descriptive approach involving 38 employees as the total population, using a census sampling technique. Data were collected through a five-point Likert scale questionnaire and analyzed using multiple linear regression analysis with IBM SPSS version 25.0. The results reveal that leadership style, motivation, and work environment have a positive and significant effect on employee performance, both partially and simultaneously. Among these variables, leadership style shows the most dominant influence in improving employee performance. The coefficient of determination (R²) value of 0.925 indicates that 92.5% of employee performance variation can be explained by these three variables, while the remaining 7.5% is influenced by other factors outside the research model. These findings highlight the crucial role of effective leadership, fair motivation systems, and a supportive work environment in enhancing employee performance and productivity within the agribusiness sector.

Employee performance is a crucial element in determining the success of the company's operations, especially in the logistics sector which demands efficiency and speed of service. This study aims to analyze the factors that affect the performance of employees of PT. Universal Tunggal Logistics which operates at the Port of Tanjung Emas Semarang. The research method used is a quantitative approach with data collection techniques through questionnaires distributed to employees of the operational and administrative departments. The variables tested included work motivation, work environment, leadership style, and employee competence. Data analysis was conducted to identify the dominant factors that contribute to the performance improvement. The results of the research are expected to make an empirical contribution to the development of more effective managerial strategies in improving productivity and service quality. The novelty of this research lies in its focus on the EMKL (Sea Cargo Expedition) industry, which has unique operational characteristics compared to other service sectors, such as high dependence on cross-agency coordination, port dynamics, and tight time demands. The findings of this study are expected to be a reference for similar logistics companies in designing adaptive and evidence-based human resource policies, as well as strengthening competitiveness amid the challenges of globalization and digitalization of the logistics sector.

Employee performance is a key factor in the operational success of a business, including at Kalenan Cafe & Resto Sawahan Nganjuk, which is growing in the culinary sector. The low performance of some employees is suspected to be influenced by suboptimal leadership styles and a compensation system that is not transparent and fair. This study aims to examine the effect of leadership style on employee performance; the effect of compensation on employee performance; and the simultaneous effect of leadership style and compensation on employee performance. The study employed a quantitative survey approach with 65 employees selected using simple random sampling. Data were collected through questionnaires and documentation related to performance, leadership, and compensation, and analyzed using multiple linear regression. The results indicate that leadership style has a positive and significant effect on employee performance, while compensation has a negative yet significant effect. Simultaneously, leadership style and compensation significantly influence performance. Therefore, implementing a participative leadership style that supports two-way communication and a fair compensation system is essential to enhance employee motivation and performance, as well as to create a productive, harmonious work environment that supports business growth.

This study aims to assess extent to which leadership, communication, and competence influence employee performance at Point Coffee Medan. The research was motivated by field findings that indicated a decline in work quality, such as delays in task completion, miscommunication among employees, and a lack of capability in carrying out tasks effectively. These issues highlight the need for improvements in human resource aspects, particularly in leadership style, communication effectiveness, and employee competence. A quantitative research method with a descriptive approach was employed. Data were collected through questionnaires distributed to 38 employees of Point Coffee Medan. The research instruments were tested for validity and reliability, and the data were analyzed using multiple linear regression. The goal of the study was to determine both the partial and simultaneous effects of the three independent variables on employee performance. The analysis results indicate that leadership, communication, and competence have a positive and significant impact on performance, both individually and collectively. Effective leadership helps guide and motivate employees in completing their tasks. Clear and open communication fosters collaboration and a harmonious work environment. Meanwhile, strong competence enables employees to work more efficiently, accurately, and productively. In conclusion, the improvement of employee performance is strongly influenced by the leader's ability to manage the team, the quality of internal communication, and the mastery of work-related competencies. Therefore, the company is advised to enhance these three aspects as part of its human resource management strategy

Nowadays, the success of a company in achieving its goals certainly cannot be separated from employee performance. From this, companies should be able to understand the importance of Human Resources (HR) in the company because they all work together to achieve the goals the company wants to achieve. On this basis, this research aims to determine the influence of training, laissez-faire leadership style, and work discipline on employee performance in the Accounting and Finance Division at the Surabaya Main Branch of the Indonesian Post Office. This research uses quantitative methods. The population is all employees at the Surabaya Main Branch Post Office in the Accounting and Finance division, totaling 55 people. Sampling is saturated sampling by making the entire population as respondents. The scale used in this research is an ordinal scale with the Likert method. Data collection techniques are interviews and questionnaires by distributing statements directly to respondents. Then for data analysis techniques using Partial Least Square (PLS) measurements of the outer model and inner model. The research results show that training, laissez-faire leadership style, and work discipline support increased employee performance. This shows that the better and more effective the training, laissez-faire leadership style, and work discipline implemented, the better the employee performance at the Surabaya Main Branch Post Office will be.

This study examines participatory leadership styles and their influence on organizational innovation in state-owned enterprises (SOEs) in Indonesia. Participative leadership involves subordinates actively in the decision-making process, which contributes to increased motivation, productivity, and individual performance within the organization. Using a qualitative descriptive approach, this study explores the concepts and practices of leadership and innovation applied in SOEs. The results show that participatory leadership not only increases employee engagement but also creates a collaborative and innovative work environment. By involving different generations in decision-making, leaders can leverage the experience of senior generations and fresh ideas from younger generations, thereby encouraging more creative and relevant innovation. The implications of this research indicate that the application of a participatory leadership style is very important for SOEs to strengthen their competitiveness, adapt to market changes, and make a significant contribution to national development. This research provides valuable insights for leadership development and innovation strategies in the SOE sector in Indonesia.

The Karanganyar Regency Government functions as an autonomous region comprising various work units, including offices, agencies, and departments. This study aims to examine the influence of budget participation and work motivation on managerial performance, and to analyze the moderating role of leadership style within this relationship in the Regional Government Work Units (SKPD) of Karanganyar Regency. This research employed a quantitative approach, utilizing primary data as its main source. The study population consisted of all 8,019 employees across the SKPD in Karanganyar Regency. A purposive sampling technique was used to select 100 employee respondents. The findings indicate that Budget Participation has a positive but not statistically significant effect on managerial performance. Conversely, the Work Motivation variable demonstrates a positive and statistically significant influence on the managerial performance of SKPD in Karanganyar Regency. Furthermore, Leadership Style was found to moderate the effects of both Budget Participation and Work Motivation on Managerial Performance. This suggests that an improved leadership style can enhance the effectiveness of budget participation and work motivation in boosting managerial performance within the SKPD of Karanganyar Regency

\ This study aims to analyze the influence of bureaucratic leadership style on employee performance with teamwork as an intervening variable at the Forestry Service of Jambi Province. Human resources are the main determinant of organizational success, particularly in public bureaucracies that demand effectiveness, discipline, and strong responsibility. Bureaucratic leadership, which emphasizes formal structure, rule compliance, and systematic work procedures, is believed to enhance efficiency but may also limit employee creativity and flexibility. In this context, teamwork becomes a crucial factor that strengthens the relationship between leadership and performance through enhanced collaboration, communication, and synergy among employees. This research employs a quantitative approach with an explanatory design. The population consists of 56 employees of the Forestry Service of Jambi Province selected using saturated sampling. Data were collected using a Likert-scale questionnaire and analyzed through Structural Equation Modeling-Partial Least Square (SEM-PLS). The findings indicate that bureaucratic leadership style has a positive and significant effect on both employee performance and teamwork. Furthermore, teamwork also has a positive and significant effect on performance and mediates the relationship between bureaucratic leadership and performance. The R-square results show that most of the variation in performance can be explained by bureaucratic leadership and teamwork. These findings highlight that the effectiveness of bureaucratic leadership is optimized when supported by strong teamwork. This study provides practical implications for public institutions to develop adaptive leadership strategies and foster a collaborative work culture to enhance employee productivity and organizational performance.

Leadership and quality management issues in education are important concerns in efforts to improve the quality of educational services and outcomes. Various studies have shown that the quality of principal leadership significantly influences the performance of educational organizations, but a comprehensive synthesis of leadership models and their implementation in quality management is still limited. This article aims to review the literature related to the role of leadership in implementing quality management strategies. The method used is a literature review with a qualitative approach. Data were obtained from Google Scholar and the Publish or Perish application with the keyword "Quality Leadership," covering the publication period 2020–2025. Of the 20 identified articles, a screening and selection process was carried out, resulting in 5 articles for in-depth analysis. The results of the thematic review indicate three main trends: (1) the integration of leadership and quality management strategies impacts educational performance and standards, (2) transformational, visionary, and leadership styles contribute differently to quality improvement, and (3) the urgency of effective leadership is seen in the ability to build a quality culture and face global challenges. The conclusion of this study emphasizes the central role of leadership in educational quality. Further research is recommended to explore the influence of digital and collaborative leadership in the context of 21st-century education.

This study is motivated by the importance of balancing work and personal life (work life balance) to enhance employee performance and well-being. The research aims to analyze the influence of leadership style, workload, and work environment on the work life balance of employees at PT Bina Bangun Perkasa Kediri. A quantitative approach was applied using purposive sampling, with all 35 permanent employees selected as respondents. Data were collected through observation, interviews, and questionnaires, and analyzed using classical assumption tests and multiple linear regression. The findings reveal that leadership style and work environment significantly affect work life balance, while workload has no significant effect. Simultaneously, the three variables show a significant effect on work life balance. These results provide theoretical implications regarding the crucial role of leadership and workplace conditions in supporting employees’ work life balance, as well as practical implications for company management to foster a healthy work environment and effective leadership to improve employee well-being

PT. Sompo Insurance is one of the many insurance companies in Indonesia, and has many branches located in many countries. At PT. Sompo Insurance Indonesia writers will examine the relationship between the influence of leadership style and communication that will affect the performance of the team.. The sample in the study was 38 respondents using saturated sampling techniques, all populations in this study were used as research samples. The data collection technique uses a questionnaire method with a Likert scale. Based on the results of this study, the Leadership Style variable (X1) has a positive and significant influence on Team Performance (Y) obtained from the calculation of the calculation of the ttable > (4.217 > 1.690) with a significance level of 0.001 < 0.05. The Communication Variable (X2) has a positive and significant influence on Team Performance (Y). This is shown from the results of the calculation of the tcount > ttable (5.176 > 1.690 ) with a significant level of 0.001<0.05. Simultaneously, the variables of Work Environment (X1) and the variables of Employee Performance (X2) have a positive and significant influence on Team Performance (Y). This was obtained from the results of the calculation of Fcount of 171.585 with a significant level of 0.001 < 0.05 and Fcal > Ftabel (171.585 > 3.27). The results of the determination coefficient (R2) analysis obtained R Square of 0.907 or 90.7% were influenced by the Leadership Style variable (X1) and the Communication variable (X2) while the remaining 9.3% was influenced by other independent variables that were not studied in this study.

This study aims to examine the effect of information technology and competence on employee performance with leadership style as an intervening variable at the Class I Special Immigration Office Soekarno Hatta. This research uses a quantitative approach with a sample size of 210 employees. Data collection techniques involved document studies and questionnaires, and data analysis was conducted using SPSS version 25. The results of the study indicate that: (1) Information technology significantly affects employee performance with a t-value of 2.812 > t-table of 1.972 and a significant value of 0.012 < 0.05. (2) Competence also significantly affects employee performance with a t-value of 1.982 > t-table of 1.972 and a significant value of 0.0026 < 0.05. (3) Information technology significantly affects leadership style with a t-value of 2.009 > t-table of 1.972 and a significant value of 0.039 < 0.05. (4) Competence significantly affects leadership style with a t-value of 2.391 > t-table of 1.972 and a significant value of 0.040 < 0.05. (5) Leadership style significantly affects employee performance with a t-value of 2.364 > t-table of 1.972 and a significant value of 0.048 < 0.05. Furthermore, the analysis shows that the direct effect of information technology on employee performance is greater (0.50) than the indirect effect through leadership style (0.08), indicating that leadership style as an intervening variable is not effective. The same applies to competence, with the direct effect (0.95) being greater than the indirect effect (0.152).