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Transformational leadership has a strong and positive impact on employee performance across various organizational sectors. This leadership style, which is based on four main dimensions—Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration plays a very important role in creating a shared vision, driving high internal motivation, and producing positive change. Research shows that this positive influence is often affected by factors such as commitment to the organization, job involvement, and organizational behavior. By encouraging employees to put aside personal interests to achieve collective goals, transformational leaders enhance effectiveness, productivity, and the quality of work outcomes. Bass's theory (1985) states that this leadership style drives performance beyond normal expectations. The conclusion of this study emphasizes that the application of transformational leadership style is crucial for organizational management in efforts to improve the quality of human resources. Companies are advised to conduct leadership training that focuses on developing emotional intelligence and visionary communication skills for managers.

This research aims to identify factors that significantly influence employee performance and formulate strategies to improve it. This research was conducted through a comprehensive literature study of various studies related to employee performance. The main focus of this research is on internal factors such as motivation, leadership, and organizational culture, as well as external factors such as technology and changes in the business environment. The research results show that employee performance is influenced by various interrelated factors. Motivation, both intrinsic and extrinsic, is a key factor that encourages employees to achieve optimal performance. Effective leadership, especially transformational and democratic leadership styles, also has an important role in improving performance. In addition, a positive organizational culture, conducive work environment, and appropriate use of technology can increase employee productivity and job satisfaction. To improve employee performance, organizations need to create a supportive and motivating work environment. This can be done by implementing various strategies, such as providing ongoing training and development, implementing a fair and transparent compensation system, building positive interpersonal relationships, and providing sufficient autonomy to employees. Apart from that, organizations also need to pay attention to external factors such as technological changes and evolving market dynamics.

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.

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 research investigates the relationship between public service motivation (PSM) and employee performance (EP) within public sector organizations. Utilizing a mixed-methods approach, the study analyzes quantitative data from employee surveys and qualitative insights from interviews with public sector employees. The findings reveal a significant positive correlation between PSM and EP, indicating that employees who are motivated by a desire to serve the public tend to exhibit higher performance levels. Additionally, the research identifies key factors that enhance this relationship, including organizational support, leadership styles, and job design. The study highlights the importance of fostering a motivating work environment to improve employee performance in the public sector. Based on these findings, recommendations for future research and practical implications for public sector management are provided, emphasizing the need for targeted training programs and employee engagement strategies. This research contributes to the understanding of how intrinsic motivations can drive performance outcomes in public service settings.

Human Resources (HR) is a crucial asset for every organization, including CV Wahyu Artha Technic. Effective HR management through good leadership and proper training is essential to achieve company goals. This study aims to explore the relationship between leadership style and job training on employee performance at CV. Wahyu Artha Technic, West Java. Data were obtained through questionnaires completed by 65 respondents in May 2024, with a 100% response rate. The results showed that participative leadership style and timely job training have a positive and significant influence on employee performance. Sales data shows fluctuations from year to year, which is closely related to the lack of training and ineffective leadership style. A survey of respondents showed that employee performance can be improved through opportunities provided by leadership to convey feedback and complaints. Training that is relevant to operational needs and technological developments is proven to improve employee competence and productivity. The conclusion of this study is that good leadership style and structured job training significantly improve employee performance at CV. Wahyu Artha Technic. The recommendations of this study include the importance of effective communication between management and employees as well as the development of continuous training programs to maintain employee competence and motivation. Implementation of these strategies is expected to optimize overall organizational performance.