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This study aims to analyze the influence of work discipline, professionalism, and organizational culture on organizational commitment among employees in the Public Service Sector. Organizational commitment is an important factor that reflects employee loyalty and attachment to the institution, while the three independent variables are considered as internal factors that can strengthen this commitment. The method used in this study is associative quantitative with a multiple linear regression approach. Data were collected through distributing questionnaires to 46 respondents based on probability sampling techniques. Data processing and analysis in this study used SPSS software version 27. Based on the results of the study, it was found that there is a significant influence of work discipline on organizational commitment. In addition, professionalism has a significant effect on organizational commitment, organizational culture has a significant effect on organizational commitment. Based on simultaneous hypothesis testing, it is proven that work discipline, organizational culture, and professionalism jointly influence organizational commitment. While the amount of contribution is 54% to organizational commitment, while the remaining 46% of organizational commitment is influenced by other factors such as leadership style, motivation, competence, rewards, job satisfaction, and employee performance. Thus, this study confirms that to increase organizational commitment, government agencies need to strengthen a healthy work culture, enforce discipline, and encourage a professional attitude in the work environment.

This study aims to analyze the influence of leadership style and work motivation on employee loyalty at the Bungku Pesisir District Office, Morowali Regency. The study used a quantitative approach by distributing questionnaires to 40 employees as respondents. The research instrument consisted of 36 statement items with the variables of leadership style (X1), work motivation (X2), and employee loyalty (Y). The data were analyzed using descriptive statistics, classical assumption tests, and multiple linear regression analysis. The results of the descriptive analysis showed that leadership style and work motivation were in the high category, while employee loyalty was also classified as very good. Normality, multicollinearity, and heteroscedasticity tests showed that the regression model met the requirements of the analysis. The results of multiple linear regression showed that leadership style and work motivation had a positive and significant effect on employee loyalty, both partially and simultaneously. A determination coefficient (R²) of 0.725 showed that 73% of employee loyalty variations were influenced by these two independent variables, while the other 27% were influenced by other factors outside the study. Thus, this study concludes that improving effective leadership style and strong work motivation play an important role in strengthening employee loyalty in the Bungku Pesisir District Office. The results of this study imply that organizations need to improve the quality of leadership and create a work environment that can motivate employees optimally.

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 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 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 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.

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.

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.

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 aims to analyze the influence of leadership style and work environment on employee performance at Home Industry Ice Cream El Fariz. The background of this research highlights the importance of adaptive human resource management in small business environments, where interpersonal relationships and informal organizational structures significantly impact work effectiveness. The research employed a quantitative approach using a survey method, in which data were collected through questionnaires from 30 employees as respondents. Multiple linear regression analysis was used to examine both partial and simultaneous effects of the independent variables on employee performance. The findings indicate that neither leadership style nor work environment has a statistically significant effect on employee performance, as both variables showed p-values greater than 0.05. Simultaneously, the model was also found to be insignificant, with the F-statistic falling below the critical value. The coefficient of determination (R²) was 0.199, suggesting that only 19.9% of the variation in employee performance could be explained by the model, while the remaining 80.1% is influenced by other factors outside the study. These results imply that in the context of a home industry, informal factors such as intrinsic motivation, social bonds, and organizational culture play a more dominant role in shaping employee performance than the formal variables examined. This research provides practical insights for small business owners to adopt more contextual and relationship-based managerial approaches in enhancing workforce productivity.

This study aims to analyze the influence of work motivation, leadership style, and work environment on employee performance at Bale Ayu Resto. Using a quantitative approach with a survey involving 41 respondents, the results of the analysis show that work motivation and work environment have a significant positive influence on employee performance, with significance values ​​of 0.003 and 0.008, respectively. On the other hand, leadership style does not show a significant influence on employee performance, with a significance value of 0.507. Overall, the three independent variables together affect employee performance, as reflected in the F value of 6.679 and the coefficient of determination (R²) of 0.761. These results indicate that work motivation and work environment are the main factors that affect performance, while leadership style needs further attention to improve employee work results.

Human resources play a fundamental role as a key component in supporting the success of an organization or agency, including village governments, as they serve as the link between formulated visions, missions, and targets and their actual implementation in the field. This study specifically focuses on examining the influence of transformational leadership, communication, and the work environment on the performance of village officials, with job satisfaction as a key mediating variable. The research method employed a quantitative approach with purposive sampling, involving 79 village officials deemed representative of the population. The findings indicate that transformational leadership partially has a significant impact on increasing the motivation, loyalty, and work ethic of village officials, as visionary leaders are able to direct, inspire, and encourage employees to work more optimally. Communication has also been shown to play a significant role, as open, two-way, and transparent communication minimizes misunderstandings and creates harmonious working relationships among employees and between superiors and subordinates. A conducive work environment, both physically, psychologically, and socially, contributes to a sense of security, comfort, and higher work morale. Furthermore, this study confirms that job satisfaction is a crucial mediating factor in linking transformational leadership, communication, and the work environment with the performance of village officials. This is because when employees are satisfied with their jobs, their commitment, productivity, and dedication to their tasks increase significantly. Therefore, this study emphasizes the need for an integrated strategy in human resource management at the village level, with an emphasis on an inspirational leadership style, an effective communication system, the creation of a healthy work environment, and increasing job satisfaction as a sustainable effort.

This study aims to examine the effect of Work Life Balance (WLB) and Job Satisfaction (JS) on employee performance at PT PLN ULP Banjarbaru, both jointly and individually, while also identifying the most dominant factor influencing performance. The research background is based on theoretical frameworks, expert opinions, and the researcher’s direct observations of workplace conditions. To achieve the research objectives, hypotheses were formulated and tested using empirical data. The study employed a quantitative approach with a saturated sampling technique, involving the entire employee population. A total of 37 respondents participated as the research sample. The collected data underwent validity and reliability testing to ensure the accuracy and consistency of the measurement instruments. Furthermore, classical assumption tests were performed to meet the requirements of multiple linear regression analysis. The results of the analysis demonstrate that both Work Life Balance and Job Satisfaction have a significant effect on employee performance, both simultaneously and partially. Among the two independent variables, Work Life Balance was identified as the most dominant factor influencing performance, indicating that employees who maintain a better balance between their personal and professional lives tend to perform better in their work. The adjusted R² value of 0.862 signifies that 86.2% of the variation in employee performance can be explained by the two independent variables studied, while the remaining 13.8% is influenced by other variables not included in this research model, such as leadership style, work motivation, or organizational culture. These findings highlight the importance of maintaining a healthy work-life balance and ensuring job satisfaction to optimize employee performance. The study suggests that organizations should implement policies and practices that promote flexibility, support employee well-being, and foster a positive work environment to enhance both individual and organizational outcomes.

This study explores leadership psychology within the context of education, focusing on the relationship between leadership styles, psychological empowerment, and organizational performance. Using a literature review method, the findings reveal that leadership styles such as transformational, democratic, and situational have a significant impact on creating a supportive and collaborative work environment. Effective leadership fosters psychological empowerment by enhancing employees' sense of meaning, competence, self-determination, and influence. This, in turn, directly contributes to increased motivation, job satisfaction, and overall performance within educational institutions. Therefore, a psychological approach to leadership is a crucial element in building competitive and adaptable educational organizations.

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 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.