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This research examines the impact of leadership style and communication on staff performance within an energy sector organization in Madura. The primary problem addressed is the need to understand how different leadership attributes and communication effectiveness impact employee productivity and satisfaction. In today’s competitive business environment, effective leadership and communication are essential for achieving organizational goals and fostering a motivated workforce. The objective of the study is to identify key indicators of leadership and communication that contribute to enhanced employee performance, thereby providing actionable insights for organizational improvement. A quantitative survey method was employed, utilizing a structured questionnaire with Likert scale items to gather data from 50 employees. This approach allowed for the collection of measurable data regarding employee perceptions of their leaders' styles and communication effectiveness. The analysis revealed that communication skills and the ability to control subordinates were rated highest by respondents, indicating satisfaction in these areas. However, lower ratings for motivational ability and emotional control suggest areas for improvement, highlighting the need for leaders to develop these critical skills further. The findings support the hypothesis that effective leadership and communication are critical for fostering a productive work environment, with significant implications for organizational success. The study concludes that organizations should prioritize leadership development and communication training to enhance employee engagement and performance. Limitations include the focus on a single industry, suggesting the need for further research across diverse sectors to validate these findings and explore their long-term impact on organizational outcomes. Future studies could also investigate the interplay between leadership styles and employee performance over time, providing deeper insights into effective management practices.

This study aims to analyse the effect of authentic leadership on employee performance with employee engagement as a mediating variable at the Regional Drinking Water Company (PERUMDA) Tirta Kanjuruhan, Malang Regency. Authentic leadership is a leadership style that emphasises transparency, ethics, and honest relationships between leaders and employees, which is believed to increase employee engagement and performance. This study used a quantitative approach with a survey method. Data were collected through questionnaires distributed to employees of PERUMDA Tirta Kanjuruhan and analysed using Partial Least SquaresStructural Equation Modeling (PLS-SEM) technique. The results showed that authentic leadership has a positive and significant effect on employee engagement and employee performance. In addition, employee engagement was shown to act as a mediating variable that strengthens the relationship between authentic leadership and employee performance. The findings confirm the importance of authentic leadership in creating a work environment that supports employee engagement, which ultimately improves individual and organisational performance. This study provides implications for company management in developing more effective leadership strategies to improve employee productivity and well-being.

This study aims to: (1) describe employee performance, transformational leadership style, and team collaboration: (2) analyze the influance of transformational leadership style and team collaboration on employee performance both partially and simultaneously. The population of this study comprised 35 employees from the Regional Disaster Management Agency (BPBD) Office of Sikka Regency. Due to the limited population, acensus or saturated sampling method was employed. Data were collected through questionnaires and analyzed using descriptive and inferential statistical methods, specifically multiple linear regression. Hypothesis testing was conducted using F-test and t-test. Descriptive analysis results indicate that the employee performance variable was categorized as good, the transformational leadership style variable as good, and the team collaboration variable as good. The statistical test results show that partially, the transformational leadership style variable had a positive and significant influance on employee performance. Additionally, the team collaboration variable had a positive and significant influence on employee performance. The F-test results indicate that simultaneously, both transformational leadership style and team collaboration variables significantly influence empployee performance. The determination analysis results indicate that both independent variables in this study explain 37,60% of the variability in the fluctuation of employee performance at the Regional Disaster Management Agency (BPBD) Office of Sikka Regency.

This research aims to determine the direct and indirect influence of leadership style and work environment on employee performance through work motivation as an intervening variable. This type of research uses quantitative because it leads to measurement methods and samples to test variables and hypotheses. The data sources in this research use primary and secondary data. The sample in the research was 31 CV employees. Timbul Jaya Motor Kediri uses a saturated sampling technique which uses all members of the population as samples. The analysis technique used is the measurement model test or outer model including the discriminant validity test, average and the structural model test or inner model which includes the R-square, Q-square test and hypothesis test.. The results of the research show that Leadership Style (X1), and Work Environment (X2), Work Motivation (Z) have a significant and positive effect directly on Employee Performance (Y) and Leadership Style (X1), and Work Environment (X2) indirectly has a significant and positive effect on Employee Performance (Y) through Work Motivation (Z) as an intervening variable. This research also shows that the coefficient of determination (R2) of employee performance variables has an influence of 88.9% in influencing leadership style and work environment variables while the remaining 11.1% is influenced by other variables not discussed in this research so that further research uses other variables outside this research. In this study, it is implemented that a company's performance factors are influenced and can be improved through leadership style and work environment variables through work motivation.    

 This study aims to test and analyze the influence of leadership style , organizational culture and organizational justice partially and simultaneously on the performance of employees of the Bank Indonesia Jember Representative Office. The population in this study were all employees of Bank Indonesia Jember with a sampling technique of saturated sampling technique totaling 42 employees. The analysis method used is multiple linear regression analysis. Based on the results of the data analysis, it shows that partially, leadership style does not have a significant effect on employee performance. However, certain aspects such as decision making, motivation, communication, employee control, and emotional control play an important role. Improvements in this aspect can support performance indirectly. Organizational culture significantly affects employee performance. Self-awareness, aggressiveness, personality, performance, and team orientation play a role in creating a productive work environment. Organizational justice does not significantly affect employee performance. Indicators such as resource allocation, procedural fairness, and personal relationships play an important role. The three variables ( leadership style , organizational culture, and organizational justice) together affect employee performance. In addition, the researcher's suggestions for further research are expected to complement the limitations of the researcher's problems such as increasing the number of samples, for example all employees of KpwBI Jember, or adding independent variables to be studied, for example motivation, discipline, workload, occupational health and work life balance.

This study aims to analyze the relationship between leadership style and the performance of State Civil Apparatus (ASN) in the Waropen Regency Regional Secretariat. Specifically, this study focuses on determining: (1) the strength of the relationship between leadership style and ASN performance, and (2) the level of significance of the relationship between leadership style and ASN performance in the Waropen Regency Regional Secretariat. This study uses an associative or causal research approach to identify the relationship and influence between variables. The study population consists of all ASN in the Waropen Regency Regional Secretariat, totaling 180 people. Sample selection was carried out using the probability sampling method using the cluster sampling technique. Samples were taken from several job groups, namely Regional Secretary Officials, Expert Staff Officials and Assistant Regional Secretaries, sections and subsections, and staff who do not have structural positions. The number of respondents who participated in this study was 60 people. Data collection was carried out through distributing questionnaires and collecting supporting documents. The data used included primary data obtained directly from respondents, as well as secondary data from archives and official documents of related agencies. Data analysis was carried out using correlation analysis techniques to measure the strength of the relationship and significance tests between variables. The results of the study indicate a positive relationship between leadership style and ASN performance, with a correlation coefficient of 0.382, indicating a moderate relationship. Furthermore, a significant positive effect was found with a significance level of 0.003 (<0.05), thus concluding that leadership style significantly contributes to improving ASN performance within the Waropen Regency Regional Secretariat. The implication of this study is the need to strengthen leadership capacity at various levels of office, in order to create a conducive work climate, motivate employees, and encourage optimal performance. These results can be used as a reference for local governments in designing more effective leadership training and development programs.

This study aims to examine the application of situational leadership theory by the principal of SMP Negeri 2 Sampanahan, Kotabaru Regency, and its impact on organizational behavior within the school environment. A qualitative approach with a case study method was employed, involving in-depth interviews with the principal, teachers, and students. The main focus of the research is to understand how the principal adapts leadership styles according to the needs and conditions of the individuals being led. The findings reveal that the principal successfully applied various leadership styles—ranging from directive, supportive, participative, to delegative—flexibly based on the specific situations encountered. This adaptability positively influenced the organizational climate, fostered harmonious working relationships, and enhanced the motivation and active participation of both teachers and students. The school environment became more conducive and collaborative, ultimately leading to overall performance improvement. These findings highlight the importance of adaptive leadership in education to support the achievement of organizational goals and the development of human resources within schools. This study contributes to the development of leadership practices in educational settings, particularly in the context of educational management that is responsive to both internal and external institutional dynamics.

The aim of this research is to describe and analyze. 1). To describe and analyze the influence of the principal's leadership on teacher performance at the Lempuing Jaya elementary school, Ogan Komering Ilir. 2). to describe and analyze teacher discipline on teacher performance in elementary schools located in Lempuing Jaya, Ogan Komering Ilir. 3). To describe and analyze the influence of principal leadership and teacher discipline on teacher performance at Lempuing Jaya elementary school, Ogan Komering Ilir. This research explains the important role of effective school leadership in fostering an environment conducive to high teacher performance. It emphasizes that teacher discipline, defined as compliance with established regulations and commitment to professional responsibility, significantly impacts an educator's overall effectiveness. The methodology used was quantitative, correlational research type with a total of 265 people for drawing research samples using proportional random sampling, so that a sample of 73 respondents was obtained. Data collection techniques use documentation and questionnaires. The data analysis technique uses the t test. The results of this research indicate that the principal's leadership style and discipline among teachers are very important in improving teacher performance results in elementary schools in Lempuing Jaya Ogan Komering Ilir subdistrict.

The rise of authoritarian leadership in higher education institutions has become a pressing global issue, affecting academic freedom, institutional autonomy, and the wellbeing of faculty and students. This phenomenon, observed not only in traditionally authoritarian countries but also in democratic contexts, manifests through centralized power, top-down decision-making, and suppression of critical voices. Despite its growing prevalence, empirical research on authoritarian leadership in academia remains limited, with significant gaps in understanding its contextual dynamics, direct impacts on academic communities, and cross-cultural variations. Recent studies have introduced novel theoretical frameworks tailored to academic settings and employed innovative mixed-method approaches to explore mediating factors such as emotional exhaustion and moderating personality traits. These advances have highlighted the complex and contextual nature of authoritarian leadership’s effects, which generally undermine innovation, morale, and performance, although it may increase compliance in specific situations. The negative consequences of authoritarian leadership are evident in reduced creativity and critical thinking, which are fundamental to the academic mission. Faculty members and students may experience heightened stress, diminished job satisfaction, and a decline in engagement. However, some studies suggest that in certain environments, authoritarian leadership can impose order and enhance efficiency in situations requiring immediate decisions. This paper underscores the urgent need for further research and practical interventions to promote adaptive, collaborative, and wellbeing-oriented leadership models in higher education. Such leadership approaches are essential to foster institutional resilience, democratic governance, and inclusive educational practices in an era of global uncertainty and disruption. By shifting towards more participatory leadership styles, higher education institutions can better address the evolving needs of faculty and students, ensuring a thriving academic environment that supports innovation, diversity of thought, and overall wellbeing.

This study aims to determine the influence of leadership style and communication on employee performance at PT. Baby Bar Indonesia. The background of the research is based on the crucial role of leadership and communication in improving work effectiveness and organizational competitiveness amid globalization and technological advancement. This research employs a quantitative approach with an associative method. The population consists of all employees of PT. Baby Bar Indonesia, totaling 50 individuals, with a saturated sampling technique. Data were collected through questionnaires and interviews, and analyzed using validity tests, reliability tests, simple and multiple linear regression, as well as t-tests and F-tests. The results indicate that both leadership style and communication significantly influence employee performance, both partially and simultaneously. A participative leadership style and effective communication were found to enhance employee motivation and work productivity. The study recommends improving two-way communication patterns and implementing a more open and supportive leadership approach to optimize employee performance.

This study aims to examine theoretically and empirically the role of transformational leadership style on the performance of the State Civil Apparatus (ASN), especially in the context of bureaucratic reform. Using a literature review approach, the discussion is focused on understanding the concept of transformational leadership, the performance dimensions of ASN, the theoretical relationship between the two, and its implications in efforts to improve the quality of public services and governance. The results of the study show that transformational leadership contributes positively to improving the performance of ASN through motivation, empowerment, and the creation of a shared vision. This leadership style also presents its own challenges in a hierarchical bureaucracy, but still offers effective strategies for building a transformative and professional organizational culture. This research provides a conceptual basis for efforts to strengthen leadership in the public sector as part of the ongoing bureaucratic reform agenda.

This study aims to examine the influence of cross-cultural leadership style and reward provision on employee job satisfaction, with workload serving as an intervening variable. The research was conducted at PT X, a multinational company managed by foreign leaders who come from diverse cultural backgrounds. As organizations become increasingly global, understanding how leadership and reward systems function in multicultural environments is essential to improving workforce performance and satisfaction. This research applies a quantitative approach using survey methods, with data collected through questionnaires distributed to 105 employees across various departments. The analysis was carried out using structural equation modeling (SEM) to explore both direct and indirect relationships among the variables. The findings show that cross-cultural leadership style has a significant positive impact on workload, suggesting that cultural differences in leadership influence how employees perceive and handle their tasks. Furthermore, reward provision shows a strong and direct influence on job satisfaction, highlighting the importance of fair compensation and recognition in motivating employees.Importantly, the study also finds that workload partially mediates the relationship between leadership style and job satisfaction. This indicates that leadership practices affect job satisfaction not only directly but also through the perceived amount and nature of the work assigned. These results underscore the necessity for companies, particularly those with a multicultural workforce, to adopt inclusive leadership models and implement transparent, performance-based reward systems. By doing so, organizations can create a more supportive work environment, improve employee morale, and ultimately enhance overall productivity and satisfaction.

Research aims: This study aims to examine the impact of Competency-Based Human Resource Management (CBHRM) on the performance of millennial employees in the Internet Service Provider (ISP) sector in Batam, Indonesia. Additionally, the research investigates the role of personal values as a moderating variable in the relationship between CBHRM and employee performance. Design/Methodology/Approach: A quantitative research method was used, collecting data from 86 millennial employees through structured questionnaires. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM). Research findings: CBHRM significantly improves millennial employee performance and influences personal values. However, personal values do not directly affect performance but strengthen the impact of CBHRM. This highlights the importance of integrating CBHRM with value-based HR policies to optimize workforce productivity. Theoretical Contribution/Originality: This study provides empirical evidence of CBHRM’s effectiveness and expands knowledge on how personal values interact with HRM practices to enhance employee performance. Practitioners/Policy Implications: Organizations should integrate CBHRM with value-driven leadership and training programs to maximize employee engagement. Policymakers should promote CBHRM adoption to address workforce skill gaps in technology-driven industries. Research Limitations/Implications: This study is limited to a single ISP company in Indonesia, which may restrict the generalizability of the findings. Future research should expand the sample size and explore other industries to validate the results. Additionally, further studies should investigate the influence of other moderating variables such as leadership style and organizational culture on the CBHRM-performance relationship

The purpose of this study is to determine the influence of leadership styles (X) consisting of directive leadership styles (X1), supportive leadership (X2), participative leadership (X3), and achievement-oriented leadership (X4) on employee performance (Y) at the Paser Regency Education and Culture Office. The results of multiple linear regression analysis obtained a regression equation, namely: Y = 2.048 + 0.583x1 + 0.294X2 + 0.361X3 + 0.045X4. The correlation coefficient (R) value of 0.755 means that the directive leadership style (X1), supportive leadership (X2), participative leadership (X3), achievement-oriented leadership (X4) shows a strong relationship with the Employee Performance variable (Y). The coefficient value (Adjusted R²) of 0.502 means that the variables of directive leadership style (X1), supportive leadership (X2), participative leadership (X3), achievement-oriented leadership (X4) contribute to employee performance (Y) at the Department of Education and Culture by 50.2%, while the remainder is contributed by other factors not studied by (100-50.2)% = 48.2%. The simultaneous results (F test) show that the F count value > F table (8.297 > 2.76) so it can be concluded that the variables of directive Leadership style (X1), Supportive Leadership (X2), Participative Leadership (X3), Achievement-oriented Leadership (X4) have an effect on Employee Performance (Y) at the Paser Regency Education and Culture Office. Furthermore, the results of the partial test (t test) show that the t count value of Variable (X) that has a significant effect is the directive Leadership style (X1) because t count > t table (3.756 > 2.05954). So that Directive Leadership (X1) has a dominant effect on Employee Performance (Y) at the Paser Regency Education and Culture Office.  

This study aims to systematically examine the influence of transformational leadership and organizational culture on nurses' performance in hospitals. The method used is a Systematic Literature Review (SLR) with a qualitative approach. The findings indicate that transformational leadership has a significant impact on improving nurses’ performance, particularly through enhanced work motivation, job satisfaction, loyalty, and team effectiveness. Transformational leaders inspire nurses by providing a vision, encouraging innovation, and fostering a supportive environment that aligns with their values and goals. As a result, nurses exhibit increased commitment to their work, higher engagement levels, and a proactive attitude toward their tasks, leading to better overall performance. Organizational culture also plays a crucial role, especially values such as collaboration, human orientation, and integrity, which have been shown to support a positive work environment and nurse productivity. A culture that prioritizes teamwork, shared responsibility, and mutual respect enables nurses to work more cohesively and efficiently. Hospitals with a supportive and inclusive culture experience reduced turnover rates and higher job satisfaction, as nurses feel valued and respected within the organization. Additionally, when the culture encourages continuous learning and professional development, nurses are more likely to stay updated on best practices and provide high-quality care to patients. However, differences in findings across studies suggest the need for contextual understanding and consistent internalization of cultural values. Factors such as geographical location, hospital size, and leadership styles may influence the degree of impact that transformational leadership and organizational culture have on nurse performance. Therefore, it is essential to adapt leadership strategies and cultural initiatives to the unique needs and challenges of each healthcare setting.

This study aims to (1) analyze the influence of the principal’s leadership style on the performance of student cooperative managers at SMP Negeri 21 Makassar; (2) assess the influence of organizational culture; (3) examine the impact of teacher commitment; (4) analyze the simultaneous effect of leadership style, organizational culture, and teacher commitment; and (5) identify the most dominant influencing variable. This quantitative research involved 45 student cooperative managers from grades VII–IX using a saturated sampling technique. Data were collected through questionnaires and analyzed using multiple regression, t-test, and F-test with SPSS 26. Results show that leadership style, organizational culture, and teacher commitment have a significant positive partial and simultaneous effect. Teacher commitment is the most dominant variable influencing cooperative management performance.

This study aims to examine and analyze the influence of transformational leadership style and compensation on employee performance through organizational citizenship behavior (OCB) at the BPJS Ketenagakerjaan Banyuwangi Branch Office. The research employs a quantitative approach using questionnaires for data collection and is tested using the Structural Equation Modeling (SEM) method with the WarpPLS 7.0 application. The results of the study indicate that: 1. Transformational leadership style has a positive effect on OCB at BPJS Ketenagakerjaan KC Banyuwangi. 2. Compensation has a positive effect on OCB. 3. Transformational leadership style has a positive effect on employee performance. 4. Compensation has a positive effect on employee performance. 5. OCB has a positive effect on employee performance. 6. OCB mediates the influence of transformational leadership style on employee performance. 7. OCB mediates the influence of compensation on employee performance. These findings provide guidance for organizations in managing leadership, compensation, and work culture to improve employee performance. From an academic perspective, this study enriches theories on leadership, compensation, OCB, and employee performance by providing empirical evidence that OCB plays a mediating role in these relationships.

Leadership style and work motivation are factors that cause an increase or decrease in employee performance. The purpose of this study is to determine how leadership style (X1) and work motivation (X2) affect employee performance (Y). The object of this study was conducted at PT Duta Harapan Semesta which is engaged in manufacturing by producing equipment for household needs. This study uses statistical quantitative data with data collection methods through observation, interviews, questionnaires, and literature studies. In addition, the sampling technique used is a saturated sample whose entire population is used as a sample in this study. The final result in this study is that leadership style (X1) partially has a positive and significant effect on employee performance (Y), so Ho1 is rejected and Ha1 is accepted with an influence of 72.9%. Work motivation (X2) partially has a positive and significant effect on employee performance (Y), so Ho2 is rejected and Ha2 is accepted with an influence of 91.8%. Then simultaneously, leadership style (X1) and work motivation (X2) together have a positive and significant effect on employee performance (Y), so Ho3 is rejected and Ha3 is accepted with an effect of 85.5%.   Keywords: , ,

This study aims to examine the Influence of Leadership Style, Work Environment, and Rewards on Employee Performance at Lulu Hypermarket Department Store BSD Tangerang Branch. The method used is multiple linear regression analysis method using SPSS software version 22. And the technique used is Non Probability Sampling with saturated sampling type. The results of this study indicate the regression value is Y = 34.997 + 0.401 X1 -0.409 X2 +0.082 X3 + ε That Leadership Style (X1) has a significant effect on Employee Performance, This shows the importance of the role of a leader/manager in improving employee performance to achieve organizational goals. Work Environment (X2) has a negative and significant effect on Employee Performance, This shows that an unsupportive Work Environment can reduce Employee Performance. While Rewards (X3) have no effect and are not significant on Employee Performance (Y), Recognition or giving gifts is still very important to improve Employee Performance. The contribution of the three independent variables R2 is 33.3% to Employee Performance (Y) and the remaining 66.7% is influenced by other factors.

This study aims to analyze the influence of leadership style and the implementation of e-performance systems on employee performance at the Provincial Education Office of South Sumatra. Employee performance is a crucial element in achieving organizational goals, while leadership style and e-performance systems are considered key factors influencing success. This research employs a quantitative approach using a survey method. Data were collected through questionnaires distributed to employees, with samples determined randomly. The results indicate that leadership style has a positive but not significant effect on employee performance. Leaders who can motivate and involve subordinates in decision-making tend to enhance employee productivity. The implementation of e-performance systems also has a positive impact on performance, especially through transparency and efficiency in performance evaluation. Simultaneous analysis shows that leadership style and e-performance systems together contribute significantly to improving employee performance, with a coefficient of determination of 67%. However, the study also identifies challenges such as a lack of technological understanding among employees and inadequate infrastructure. Therefore, it is recommended to enhance technical training and ensure the availability of supporting facilities to optimize the implementation of e-performance systems. This research provides practical implications for the leadership of the Education Office in improving managerial strategies and human resource management.