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This study aims to examine the effect of compensation and leadership style on employee performance at the Gama Karanganyar cigarette company. A sample of 71 respondents was selected using the purposive sampling method, and data were collected through a questionnaire. Data analysis was carried out using multiple linear regression using SPSS, as well as through validity, reliability, classical assumptions, F tests, t tests, and coefficients of determination. The results of the study indicate that compensation and leadership style partially and simultaneously have a positive and significant effect on employee performance.

A leader who has a good leadership spirit will be able to maximize his performance so that the desired goals can be realized. Leadership from a psychological perspective discusses the leader's personality. This research aims to reveal the leader's personality based on a psychological perspective including the leadership model applied that influences success in leading. Leadership style influences how the leader is viewed or respected by the individuals being led. It is hoped that the results of this literature review can be used as research or information that can be used as a theoretical basis for further research in leadership based on psychological aspects.  

This study aims to analyze the influence of leadership style and work motivation on the performance of civil servants (PNS) at the Office of the Domestic Policy Strategy Agency (BSKDN) in Central Jakarta. The study employs a descriptive quantitative approach using a survey method, where data were collected through questionnaires distributed to a number of PNS within BSKDN. The collected data were then analyzed using multiple linear regression with the aid of statistical software to examine the relationships and effects between variables. The results indicate that leadership style has a substantial and positive effect on PNS performance, suggesting that effective, inspiring, and communicative leadership can enhance employee productivity and work quality. Moreover, work motivation also demonstrates a positive and significant impact on PNS performance, indicating that highly motivated employees exhibit greater dedication, discipline, and initiative in carrying out their duties. Further analysis shows that when leadership style and work motivation are applied simultaneously, both provide a substantial influence on improving PNS performance, emphasizing the importance of synergy between good leadership and employees’ internal motivation. The practical implications of this study underscore the urgency for BSKDN to develop leadership training programs that can inspire, motivate, and empower employees comprehensively. Additionally, designing sustainable strategies to enhance work motivation is also crucial to optimize the performance of all PNS within BSKDN, ensuring organizational goals are achieved effectively and efficiently. This study contributes to the development of human resource management practices in the government sector, particularly in the context of enhancing employee performance through the combination of effective leadership and optimal work motivation.

PT Telkom Indonesia is a state-owned telecommunications and information technology company in Indonesia that provides various digital and telecommunication services. The data collection technique used is non-probability sampling with a saturated sampling technique. This study uses a quantitative approach with data collected through research instruments. The data analysis techniques used include instrument testing, descriptive analysis, classical assumption tests, multiple linear regression analysis, the coefficient of determination test, and hypothesis testing using SPSS 26. The results of the study show that the t-count value for the Leadership Style variable is less than the t-table value (0.922 < 2.042) and the significance value in the t-test is 0.364 > 0.05. This indicates that Leadership Style (X1) does not have a significant effect on Work Motivation (Y) of employees at PT Telkom Indonesia Witel Bekasi. Meanwhile, the t-count value for the Work Stress variable is also less than the t-table value (-0.480 < 2.042) and the significance value is 0.635 > 0.05. Thus, it can be concluded that Work Stress (X2) does not have a negative or significant effect on Work Motivation (Y) of employees at PT Telkom Indonesia Witel Bekasi. Simultaneously, both Leadership Style (X1) and Work Stress (X2) do not have a significant effect on Work Motivation (Y). This is shown by the F-test result, where the F-count value (0.523) is lower than the F-table value (3.316), and the significance value of 0.598 is greater than 0.05.

Employee engagement is a crucial factor in improving individual performance and organizational success. Companies with a high level of employee engagement tend to create a positive, productive, and sustainable work environment. This study aims to analyze the impact of work environment, leadership style, and self-efficacy on employee engagement at PT Wisata Titiannusantara Pelangi (Al Malik Travel) West Jakarta. This research uses a quantitative approach with a survey method. The sampling technique used is non-probability sampling with a saturated sample method, involving 40 respondents out of the total population of 41 permanent employees. The research instrument is a Likert scale questionnaire, supported by observations and literature study. The data were analyzed using SPSS version 30 and Microsoft Excel 2006 with multiple linear regression analysis techniques. The results indicate that work environment and leadership style have no significant effect on employee engagement, while self-efficacy has a positive and significant impact on employee engagement. The coefficient of determination (R²) value of 0.876 shows that the variables of work environment, leadership style, and self-efficacy explain 87.6% of employee engagement, while the remaining is influenced by other factors outside this study. These findings emphasize the importance of enhancing employee self-efficacy as the main factor in strengthening engagement, and provide practical implications for companies to develop more effective, sustainable human resource management strategies, focusing on improving employee self-confidence and competence.

Human resources (HR) play a crucial role in determining the success of an organization. PT Indomarco Prismatama is a leading company in the modern retail sector, operating the Indomaret minimarket network that provides essential daily needs for the community. Within this context, employee performance becomes a critical factor that directly influences business continuity and service quality. However, several issues remain, such as high absenteeism, low motivation, and disharmonious workplace relationships. These conditions highlight the importance of effective leadership styles and a strong organizational culture in enhancing employee performance. This study aims to analyze the influence of leadership style and organizational culture, both partially and simultaneously, on employee performance at PT Indomarco Prismatama, Kelapa Gading Branch. The research employed a quantitative approach with an associative design. The population consisted of 102 employees, with a sample of 81 respondents determined using Slovin’s formula. Data were collected through a Likert-scale questionnaire and analyzed using validity and reliability tests, multiple linear regression, t-tests, and F-tests to examine the relationships among variables. The findings reveal that leadership style significantly influences employee performance, while organizational culture also has a positive and measurable effect. Furthermore, the simultaneous influence of both variables shows a significant impact on improving performance. These results indicate that a combination of effective leadership and a supportive organizational culture plays a vital role in enhancing productivity and achieving organizational goals at PT Indomarco Prismatama, Kelapa Gading Branch.

This study aims to examine the influence of Work Life Balance (WLB) and Leadership Style on Employee Performance at the Directorate General of Military Courts and Administrative Courts of the Supreme Court of the Republic of Indonesia. The background of this research is based on the importance of balancing work and personal life, as well as the role of effective leadership in improving the performance of government agency employees. This research uses a quantitative method with an associative approach. The sample of this study consists of the entire population of 94 employees using saturated sampling technique. Data was collected through questionnaires and analyzed using SPSS, including validity and reliability tests, multiple linear regression, t-test, F-test, and coefficient of determination. The results show that Work Life Balance has a positive and significant impact on Employee Performance, indicating that a balance between work and personal life positively affects job productivity and satisfaction. Leadership Style also has a positive and significant impact on Employee Performance, where good leadership can motivate and facilitate employees in achieving organizational goals. Simultaneously, both variables significantly influence employee performance in the organization. This study provides important implications for organizational management, suggesting that implementing a good Work Life Balance and an appropriate leadership style can optimally improve employee performance.

This research is motivated by problems arising from organizational performance caused by transformational leadership, internal control systems, and innovation. This study aims to determine the factors that influence organizational performance. The approach in this study uses quantitative. Data were obtained from employees of the Kertosono Community Health Center. The sampling technique used saturated sampling. The population in this study was all 62 employees of the Kertosono Community Health Center. The sample in this study was 62 employees who work at the Kertosono Community Health Center. The research method used was multiple linear regression analysis. The results of the partial test study indicate that the variables of transformational leadership, internal control systems, and innovation partially have a significant effect on organizational performance. Based on the results of the simultaneous test, it is known that the variables of transformational leadership, internal control systems, and innovation simultaneously have a significant effect on organizational performance. The results of this study are expected to be used as a reference for the Kertosono Community Health Center to always improve its transformational leadership style, strengthen its internal control system, and develop a culture of innovation that can affect organizational performance.

Leadership is not just about being a leader within an organization. It requires effective communication strategies and approaches. However, leadership changes when there are weaknesses in implementing communication methods with the team. Internal conflict, pressure from leaders, leadership style, and a leader's personality in facing challenges and problems are all factors. The purpose of this study is to deeply understand the relationship between leadership, emotional intelligence, and performance in an organizational context through a qualitative approach. The research method is derived from references in books and journals related to the topic under study. This study explores how leadership styles, interact with dimensions of emotional intelligence, including self-awareness, self-regulation, empathy, intrinsic motivation, and social skills, to influence individual and team performance. The study found that leaders with high emotional intelligence tend to implement an adaptive and inclusive leadership approach, create a conducive work climate, strengthen trust, and increase member engagement and productivity. The findings also reveal that emotional intelligence is not merely a supporting competency but also functions as a critical moderator of leadership effectiveness in achieving performance. This research provides theoretical contributions by enriching a holistic understanding of the psychosocial dynamics of leadership, as well as practical implications for the development of emotional intelligence-based leadership training programs through detailed quantitative and object-based research.

This study aims to analyze the impact of generational diversity, organizational culture, and leadership style on employee retention at PT Idea Solusi Indonesia in Tangerang City. This research employs a quantitative approach with descriptive data analysis, correlation, and hypothesis testing using multiple linear regression. The sampling method used is Non-Probability Sampling with a Total Sampling technique, where data is collected through questionnaires using a Likert scale. The collected data is then processed using Microsoft Excel software for further analysis. The results of this study show that the generational diversity variable does not have a significant impact on employee retention. Despite differences in age and background among employees, these factors do not significantly affect their decision to stay with the company. On the other hand, organizational culture and leadership style have a significant influence on employee retention. An inclusive organizational culture that supports teamwork, open communication, and recognition of individual contributions has been shown to improve employee satisfaction and loyalty. Additionally, a leadership style that supports individual development, provides support, and focuses on employee empowerment helps strengthen employee commitment to remain with the company. This study offers important managerial implications for PT Idea Solusi Indonesia in formulating policies to improve employee retention. The company needs to strengthen an organizational culture that promotes well-being and inclusivity, while also enhancing leadership styles that motivate and empower employees. By implementing these measures, the company can create a more conducive work environment that not only encourages loyalty but also boosts employee motivation and productivity in the long run. This is expected to improve the overall performance of the company and ensure more stable operational continuity.

This study was conducted to analyze the influence of transformational leadership and work morale on employee performance at company X, both partially and simultaneously. The study used a quantitative approach with a causal associative design aimed at testing the cause-and-effect relationship between variables. The study population consisted of 37 permanent employees who were also sampled using a total sampling technique, so that the entire population was represented in the study. The main instrument for data collection was a questionnaire using a Likert scale, which allows respondents to provide measurable answers. The collected data were analyzed through multiple linear regression with the help of the SPSS program version 26 to test the influence of each independent variable on the dependent variable. The results showed that the transformational leadership variable obtained an average score of 3.86 which is included in the good category, the work morale variable had an average score of 4.08 also in the good category, and the employee performance variable obtained an average score of 4.17 which is in the good category. Partial regression analysis revealed that transformational leadership has a significant influence on employee performance with a contribution of 40%. Meanwhile, work morale also has a significant influence, although its contribution is smaller at 10%. Simultaneously, both independent variables, transformational leadership and work morale, significantly influenced employee performance, with a combined contribution of 41%. This finding indicates that a transformational leadership style implemented by leaders and high employee work morale can significantly improve performance. However, 59% of other factors outside this study also influence employee performance, such as organizational culture, reward systems, work environment, and intrinsic and extrinsic motivation. Thus, this study emphasizes the importance of implementing transformational leadership and company efforts to improve employee work morale to achieve optimal performance.

This study aims to examine the effect of work environment, work discipline, and work motivation on the performance of vocational school teachers in the Office Management and Business Services program in the Special Region of Yogyakarta, Indonesia. A quantitative, explanatory research design was employed to analyze the causal relationships among variables. The research involved 100 vocational teachers selected through simple random sampling from both public and private schools. Data were collected using a validated questionnaire and analyzed using multiple regression analysis.The results indicate that all three independent variables have a significant positive impact on teacher performance. Work motivation contributed the most, with a standardized coefficient of 0.351, followed by work discipline (0.366), and work environment (0.327). Collectively, these variables explained 67.8% of the variance in teacher performance. These findings suggest that teacher effectiveness is strongly shaped by both individual psychological factors and institutional conditions. Future studies should explore additional mediating variables such as leadership style, digital readiness, or organizational commitment, and consider conducting longitudinal research across different vocational disciplines to enhance generalizability.

This study investigates the influence of transformational leadership on teacher performance in disadvantaged regions, with a specific focus on SMP Satu Atap Werdi in Pekalongan Regency. Schools located in remote and underdeveloped areas often face structural challenges such as limited resources, inadequate infrastructure, and geographical isolation, which significantly hinder the delivery of quality education. In this context, the role of school principals becomes critical in shaping organizational culture and motivating educators to maintain high performance despite the constraints. The research employed a qualitative descriptive approach, using participant observation, in-depth interviews, and document analysis to gather rich and comprehensive data from the principal and teachers as key informants. Findings indicate that even though SMP Satu Atap Werdi operates in an area with severely limited facilities, the transformational leadership style adopted by the principal has successfully brought about meaningful improvements in school management and teacher performance. The leadership was manifested through four main dimensions: idealized influence, demonstrated by strong role modelling and exemplary behaviour; inspirational motivation, reflected in the principal’s ability to encourage teachers to remain committed and enthusiastic; intellectual stimulation, which fostered creativity, innovation, and problem-solving among teachers; and individualized consideration, shown through personal guidance and support tailored to each teacher’s needs. These practices led to visible progress in teacher discipline, professional dedication, and organizational commitment. The study underscores the importance of transformational leadership as a catalyst for positive organizational change in education, particularly under challenging circumstances. The findings align with previous literature highlighting its effectiveness in motivating subordinates and enhancing performance. From a practical standpoint, this research suggests the need for policymakers and education stakeholders to strengthen transformational leadership practices in schools across disadvantaged regions as a strategy to achieve equitable educational quality in Indonesia.

This study aims to determine the influence of transformational leadership style, physical work environment, and intrinsic compensation on employee performance on CV. Nina Etik Garment Indonesia, a written batik industry operating in Mojokerto. The background of this research departs from the phenomenon of low employee productivity which is allegedly influenced by internal and external factors of the organization. The research method used is a quantitative approach with a census method for all permanent employees totaling 39 people. Data analysis was carried out using Structural Equation Modeling–Partial Least Square (SEM-PLS) based on the SmartPLS 4.1.1.2 application. The results show that only the physical work environment has a significant effect on employee performance. This indicates that the factors of comfort, security, and the feasibility of work facilities have a dominant role in improving employee performance. In contrast, transformational leadership styles and intrinsic compensation have not been shown to have a significant impact. These findings provide an idea that the motivation of employees in the creative industry sector based on local culture such as written batik is more influenced by the real working conditions they face on a daily basis than by a leadership approach or non-financial reward alone. The practical implication of this research is the need for company management to prioritize improving the physical aspects of the work environment, such as lighting, ventilation, cleanliness, and ergonomic workspace layout. By creating a comfortable and supportive work environment, employee productivity and performance can be significantly improved. In addition, although there is no significant effect in this study, leadership style and intrinsic compensation still need to be considered in order to create a balance in the sustainable human resource management strategy and be able to support innovation, creativity, and competitiveness of the company.

Women's leadership is recognized as a strategic factor driving organizational success through the formation of effective and sustainable team collaboration. Beyond simply directing, women leaders build a conducive work climate where team members are valued, engaged, and have equal opportunities to contribute. Across various sectors, they demonstrate the ability to manage team dynamics with a participatory, collaborative approach, and a focus on healthy interpersonal relationships. This study uses the Systematic Literature Review (SLR) method to describe the role, benefits, and challenges of women's leadership in human resource (HR) development. Twelve articles published between 2020 and 2024 were selected based on the PICOC framework to ensure academic validity. The study results indicate that women's leadership is synonymous with a participatory style, empathy, and open communication that encourages time commitment, the flow of ideas, innovation, and productivity. Women leaders create a psychologically safe work environment, value differences of opinion, and encourage cross-functional collaboration. Their role is increasingly important in the era of flexible work and digital transformation, where empathy and communication are key to maintaining team motivation and productivity. However, challenges such as gender stereotypes, structural barriers, and cultural resistance still limit the effectiveness of women's leadership, especially in strategic positions and high-level decision-making. In many cases, women leaders still have to work harder to gain legitimacy, even though they have the same or even higher qualifications than their male counterparts. Addressing this requires more inclusive organizational policies, gender-based leadership training programs, mentoring, and consistent advocacy for equality. Companies and public institutions must actively create an ecosystem that supports women's leadership development, including equal access to strategic career opportunities.

The purpose of this study is to examine the extent to which the relationship between leadership style and teamwork influences the work results of employees of Bank Sumsel Babel, Kapten A. Rivai Branch, Palembang. This study uses a quantitative approach with a population and sample of 59 people determined through a saturated sampling method, so that the entire population becomes research respondents. Research data were obtained from two sources, namely primary data through the distribution of questionnaires to employees, and secondary data that supports the results of data processing. Data analysis was carried out comprehensively by including testing classical assumptions to ensure model validity, testing the feasibility of research instruments, calculating the coefficient of determination, and applying multiple regression analysis tested through the F test and t test. The results of the study indicate that leadership style and teamwork have a positive and significant influence on employee performance, both partially and simultaneously. This finding shows that effective leadership and solid teamwork can increase employee productivity and work quality. The large contribution of both independent variables to employee performance is indicated by the coefficient of determination value of 66.2%, which means that more than half of the variation in employee performance can be explained by leadership style and teamwork. Meanwhile, the remaining 33.8% is influenced by factors outside this study, such as the work environment, individual motivation, and organizational reward systems. This study emphasizes the importance of appropriate leadership and synergy among team members in building optimal employee performance. The practical implication of these findings is the need for management to continuously improve leadership quality and encourage better teamwork in the banking workplace.

Education plays a vital role in improving human resource quality, making it essential for addressing challenges in developing countries, such as inequality, poverty, and cultural instability. Teachers, as key facilitators in the learning process, are central to achieving educational goals, with performance influenced by internal factors like self-efficacy and external factors like organizational climate and leadership style. This study examines the influence of organizational climate and transformational leadership on teacher performance at SMK 3 Sukawati, with self-efficacy as a mediating variable. The population and sample include all 55 teachers, selected through purposive sampling. Data were collected via questionnaires, interviews, and documentation, then analyzed using path analysis. Results show that organizational climate and transformational leadership positively and significantly affect both teacher performance and self-efficacy. Self-efficacy also positively and significantly influences performance. Additionally, organizational climate and transformational leadership indirectly impact teacher performance through self-efficacy.

This study investigates how transformational leadership, work motivation, and human resource (HR) human resources training influence employee performance across various industrial sectors in Indonesia. Improving employee performance is crucial for organizational success in an increasingly dynamic business environment. This study utilizes a quantitative survey method and involves 200 people from the manufacturing, service, and trade sectors. The data was analyzed using multiple linear regression after being collected through questionnaires. Research shows that human resource training, work motivation, and transformational leadership simultaneously and partially have a positive and significant effect on employee performance. The results indicate that organizations must enhance their inspiring leadership styles, boost employee morale through internal and external approaches, and implement sustainable training programs to improve their employees' skills. This study provides a theoretical basis for the advancement of human resource management science and offers practical benefits for human resource managers and practitioners in improving organizational efficiency.

This study was conducted at Family Pharmacy in Pekanbaru City with the objective of examining the relationship between emotional intelligence and work stress, as well as their combined effect on employee performance. The research population consisted of all 150 employees in the production department. Using the Slovin formula, a sample of 60 respondents was selected through accidental sampling. Data collection was carried out via an online questionnaire distributed through Google Forms. The analytical methods employed were correlation analysis to assess the relationship between variables and multiple linear regression to measure their simultaneous influence on performance. The results indicated a negative relationship between emotional intelligence and work stress, meaning that employees with higher emotional intelligence tended to experience lower levels of work stress. Furthermore, when examined together, emotional intelligence and work stress had a significant impact on employee performance. Specifically, these two variables contributed 47.4% to the variance in performance, while the remaining 52.6% was influenced by other factors not addressed in this study. The findings highlight the importance of emotional intelligence as a critical factor in managing workplace stress and enhancing performance, especially in the pharmaceutical industry where precision, cooperation, and adaptability are essential. Improving employees’ emotional intelligence may serve as a strategic approach to reducing work-related stress and fostering better performance outcomes. Organizations are therefore encouraged to invest in training and development programs that emphasize emotional regulation, empathy, interpersonal skills, and effective communication. Future research should consider incorporating additional variables such as work motivation, organizational culture, leadership style, and job satisfaction to gain a more comprehensive understanding of the determinants of employee performance. Expanding the research scope to different departments and industries could also provide broader insights into how emotional intelligence and work stress interact across diverse work settings.

Performance is the result of the work of individuals in carrying out the responsibilities given, which is greatly influenced by the factors of ability, experience, seriousness, and punctuality. Data from Cut Nyak Dhien Hospital shows a decrease in the performance of non-medical employees recorded by the personnel department every year. In 2019, the average employee performance was 87.8; However, the figure decreased to 86.2 in 2020, 85.5 in 2021, 84.0 in 2022, and 83.9 in 2023. This decline is suspected to be caused by a less effective leadership style and weak implementation of organizational commitments. This study aims to analyze the influence of leadership style and organizational commitment on the performance of non-medical employees at Cut Nyak Dhien Langsa Hospital in 2024. The method used is a descriptive quantitative approach with a cross-sectional research design. The population studied was 35 non-medical employees, all of whom were sampled. Data were analyzed using univariate, bivariate, and multivariate tests. The results showed that the majority of respondents assessed the leadership style at the hospital as not good (57.1%), low organizational commitment (60.0%), and poor performance (57.1%). Statistical tests showed that there was a significant influence between leadership style (p=0.001) and organizational commitment (p=0.002) on the performance of non-medical employees. Based on these findings, it is recommended that Cut Nyak Dhien Langsa Hospital implement a more democratic leadership style to improve the performance of non-medical employees. Additionally, it is important to strengthen the implementation of the organization's commitments by providing ongoing training and development, as well as creating a work environment that supports employees' active participation in decision-making. The implementation of policies based on collaboration and good communication between management and employees is expected to be able to create a more productive and harmonious work atmosphere, which is important to achieve organizational goals effectively.