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Organizational psychology plays an important role in understanding individual and group behavior within organizations, particularly in educational contexts. Its application can help improve the effectiveness of educational institution management by strengthening key aspects such as work motivation, leadership, communication, and a conducive work environment. By understanding these aspects, educational organizations can develop more effective work systems, enhance the performance of educators, and create a positive and productive organizational culture. However, research on organizational psychology in educational settings remains fragmented and often focuses on specific variables separately. This limits a comprehensive understanding of how these factors interact to influence overall organizational performance. Therefore, a more integrative and comprehensive review is needed to synthesize previous findings. This study aims to review and synthesize existing literature on organizational psychology in educational organizations, with a particular focus on the roles of motivation, leadership, and work environment in improving organizational effectiveness. The findings are expected to provide a more holistic understanding and serve as a basis for developing strategies to enhance the performance of educational organizations in the future.

This study aims to analyze the role of organizational communication in improving organizational performance using a systematic literature review approach with a descriptive qualitative method. The data were obtained from various relevant scientific literature sources, including national journals and academic articles discussing organizational communication and performance. The results indicate that organizational communication plays a significant role in enhancing performance through effective vertical and horizontal communication patterns, clarity of information flow, and improved work coordination. In addition, organizational communication contributes to building harmonious working relationships, increasing motivation, and strengthening organizational commitment. Leadership plays a crucial role in managing communication effectiveness within the organization. However, communication effectiveness is also influenced by supporting and inhibiting factors, such as work environment, communication skills, and differences in individual perceptions. Therefore, organizations need to manage communication strategically to achieve optimal performance. This study provides theoretical contributions to the development of organizational communication studies and practical implications for organizations in improving communication effectiveness.

Management psychology is an approach that plays a crucial role in understanding individual and group behavior within organizations, particularly in the ever-evolving educational and work environments. The application of psychological principles to management practice is believed to improve performance, leadership effectiveness, and create a more conducive work and learning environment. This study aims to examine the development of trends, approaches, and key findings in the study of management psychology through a literature review. Furthermore, this study also seeks to answer two research questions: (1) how have management psychology research trends developed over the past five years, and (2) what are the key findings in the educational and organizational contexts. The method used is a qualitative approach by searching various literature sources through the Google Scholar and Publish or Perish (PoP) databases, using the keyword "management psychology." Of the 20 articles found between 2021 and 2026, five were selected as the most relevant for further analysis. The study results indicate three dominant themes: the role of management psychology in education, the influence of motivation and leadership on performance, and its contribution to the organizational adaptation process. The conclusions of this study confirm that integrating psychological aspects into management plays a crucial role in increasing organizational effectiveness. Therefore, further research is recommended to empirically examine the relationship between psychological variables and a broader scope.

.This study aims to analyse the role of Financial Information Systems (FIS) in supporting risk management, decision-making, and organisational performance in the digital transformation era. This study employs the Systematic Literature Review (SLR) method to examine articles indexed in Scopus from 2016 to 2026. The PRISMA framework is used to ensure a systematic, transparent article selection process, resulting in the selection of 37 relevant articles for further analysis. The results of the study show that Financial Information Systems make a major contribution to improving financial transparency, operational efficiency, the quality of strategic decision-making, and organisational risk mitigation. In addition, the integration of emerging technologies such as Artificial Intelligence (AI), FinTech, big data analytics, and cloud computing further strengthens the effectiveness of financial information systems in modern organisations. This study contributes theoretically by mapping research trends and identifying research gaps, while providing practical benefits for organisations seeking to increase competitiveness through digital financial systems. For future research, it is recommended to develop a more predictive and intelligent Financial Information Systems model to address future business dynamics.

This study aims to determine the influence of leadership style and organizational culture on the loyalty of the HIPMI Parepare Commissariat, Makassar State University (UNM) administrators. The research variables consist of leadership style as the first independent variable (X₁), organizational culture as the second independent variable (X₂), and administrator loyalty as the dependent variable (Y). The study population was all 40 active HIPMI Parepare Commissariat administrators at UNM during the study period. The sampling technique used was saturated sampling (census), thus the entire population was included as respondents. Data were obtained through questionnaires and analyzed using multiple linear regression with the help of SPSS. The results show that leadership style has a positive and significant effect on administrator loyalty, organizational culture has a positive and significant effect on administrator loyalty, and simultaneously, both leadership style and organizational culture have a significant effect on administrator loyalty. These findings indicate that the more effective the leadership style implemented and the stronger the organizational culture developed, the higher the level of administrator loyalty to the organization. The synergy between participatory leadership and a healthy organizational culture can create a conducive organizational environment, increase commitment, and strengthen organizational sustainability.

This study examines public service inefficiency in Indonesia during the digital era and its implications for achieving governmental organizational goals. Digital transformation through the implementation of e-government and technology-based public services is expected to improve effectiveness, transparency, and service quality. However, several challenges remain, including weak system integration, rigid and hierarchical bureaucratic structures, limited human resource competencies, lack of sustainable service innovation, and inadequate supervision mechanisms. This research employs a literature study method with a descriptive-qualitative approach by analyzing various academic sources such as journals, books, and relevant policy documents. The findings indicate that digitalization has not fully reduced inefficiency due to structural barriers, organizational behavior issues, and the lack of an adaptive work culture. Therefore, strengthening human resource competencies, improving digital system integration, encouraging continuous service innovation, and enhancing supervision are necessary to ensure that digital public services effectively support the achievement of organizational goals.

This research is motivated by the increasing role of Artificial Intelligence (AI) in organizational transformation and the crucial function of leadership in ensuring its successful implementation. The primary objective of this study is to analyze the relationship between leadership, AI integration, and organizational performance, as well as to identify various challenges and supporting factors in the process. This study employs a systematic literature review (SLR) method by examining 30 relevant, reputable scientific articles from the Scopus and Google Scholar databases within the 2020–2026 timeframe through selection, evaluation, and thematic synthesis processes. The results indicate that AI integration significantly contributes to improving operational efficiency, data-driven decision-making quality, and organizational innovation. However, this success heavily depends on the role of adaptive, transformational, and digitally-oriented leadership capable of steering the technological vision. Conversely, major challenges were identified, such as employee resistance, limited digital competencies, and ethical issues surrounding data privacy. This study contributes to strengthening the conceptual understanding of leadership's role as a bridge between technology and organizational performance, while offering practical implications for management in designing effective, inclusive, and sustainable digital transformation strategies.

This study is motivated by the importance of work effectiveness as a key indicator of organizational success in facing an increasingly complex and competitive work environment. Work discipline is viewed as one of the critical factors that can support the achievement of optimal work effectiveness. This study aims to analyze the relationship between work discipline and work effectiveness and to identify the factors influencing them within an organizational context. The method used is a Systematic Literature Review, which involves examining various relevant scientific articles through the stages of identification, selection, evaluation, and data synthesis. The results of the study indicate that work discipline plays a significant role in enhancing work effectiveness through adherence to rules, punctuality, responsibility, and consistency in task execution. Furthermore, work effectiveness can also foster the development of discipline through structured work systems and clear operational standards. The relationship between these two variables is reciprocal and influenced by factors such as leadership, organizational culture, motivation, human resource competencies, and the utilization of technology. The implications of this research underscore the importance of integrating work discipline and organizational systems to sustainably enhance work effectiveness.

This study aims to examine the effect of job stress and organizational support on employee performance at Bank Pembangunan Daerah Jambi, Sengeti Branch. This research uses a quantitative method with a survey approach. The population in this study consisted of all employees of Bank Pembangunan Daerah Jambi Sengeti Branch totaling 33 employees. Data were collected through questionnaires using a Likert scale. Data analysis was conducted using multiple linear regression analysis preceded by instrument testing (validity and reliability) and classical assumption tests including normality, multicollinearity, and heteroscedasticity tests. The results show that job stress has a positive and significant effect on employee performance with a significance value of 0.009 (< 0.05). Organizational support also has a positive and significant effect on employee performance with a significance value of 0.003 (< 0.05). Simultaneously, job stress and organizational support significantly influence employee performance with a significance value of 0.024 (< 0.05). The coefficient of determination (R²) value of 0.821 indicates that 82.1% of the variation in employee performance can be explained by job stress and organizational support variables, while the remaining 17.9% is influenced by other variables outside this study.

Psychological well-being in the workplace and educational environment is influenced not only by policies and facilities but also by psychological approaches that touch on individuals' mental, emotional, and spiritual aspects. This study aims to explain how psychological approaches can enhance well-being and motivation. The results of the study show that integrating Islamic educational values, mindfulness, and emotional intelligence can help individuals manage stress, increase self-confidence, and strengthen the meaning of life. In addition, adjusting learning materials to the needs of students also plays a role in supporting mental health. Individual motivation can be increased through approaches that align with psychological needs, such as fulfilling basic needs, providing rewards, and supporting autonomy and social relationships. The implementation of strategies such as open communication, good leadership, and a comfortable work environment also contributes to increasing motivation and performance. Thus, the psychological approach has an important role in creating a healthy, productive, and sustainable educational and organizational environment.

The development of modern organizations requires the integration of psychological aspects into management practices in order to enhance individual performance and well-being. Issues such as work stress, motivation, and psychology-based leadership have become increasingly important in responding to the dynamics of complex work environments. This study aims to examine the development and trends in management psychology and to identify its contributions to organizational practices. The research questions posed are: (1) how has management psychology research developed over the past five years, and (2) what are the main themes and their contributions to organizational management. The method used is a qualitative approach with a literature review through the Google Scholar and Publish or Perish databases using the keyword “management psychology.” A total of 20 articles were obtained, then selected through a screening and eligibility process, resulting in 5 articles being analyzed. The results of the review indicate three main themes, namely stress management and psychological well-being, work motivation, and psychology-based leadership and human resource management. These findings confirm that psychology plays a strategic role in improving organizational effectiveness. This study concludes the importance of a holistic approach in management psychology and recommends further, more integrative research.

Individual behavioral factors are critical determinants of organizational effectiveness and a vital component of modern organizational diagnosis. This study aims to identify and map individual behavioral factors as strategic indicators in organizational diagnosis using a Systematic Literature Review (SLR) approach guided by PRISMA 2020. Analysis of ten selected articles reveals that organizational effectiveness in the digital transformation era is driven by a reciprocal equilibrium between an individual's cognitive infrastructure and volatile work environment demands. The findings synthesize these behaviors into four strategic clusters: psychological well-being as primary infrastructure, digital structural support audits, justice and trust equilibrium, and psychological contract synchronization. This research provides tactical implications for Human Capital practitioners to transform annual diagnostic methodologies toward the implementation of monthly pulse surveys to detect fluctuations in well-being and disengagement intentions in real-time. This predictive diagnostic step is essential to mitigate turnover risks and design precise institutional interventions in hybrid work ecosystems.

This study aims to analyze the influence of organizational culture on employee performance through job satisfaction at the Banda Aceh City Environmental, Sanitation, and Beautification Office. This study employs a quantitative approach using an associative method. The study population consisted of 44 civil servants, all of whom were included in the sample using a census method. Data collection was conducted via a questionnaire using a Likert scale, supplemented by observations and interviews. The data analysis techniques employed included path analysis, t-tests, the coefficient of determination (R²), and the Sobel test to examine the mediating role. The results of the study indicate that organizational culture has a positive and significant effect on employee performance, with a significance value of 0.004 and a calculated t-value of 3.014. Organizational culture also has a positive and significant effect on job satisfaction, with a p-value of 0.003 and a t-statistic of 3.940. Furthermore, job satisfaction has a positive and significant effect on employee performance with a significance value of 0.000 and a t-value of 5.174. A mediation test using the Sobel test indicates that job satisfaction significantly mediates the effect of organizational culture on employee performance with a t-value of 3.818 (>1.96). The coefficient of determination of 0.832 indicates that 83.2% of the variation in employee performance can be explained by organizational culture, job satisfaction, and their interaction, while the remainder is influenced by other variables outside the scope of this study. Thus, it can be concluded that organizational culture has a strong influence on improving employee performance, both directly and through job satisfaction as a mediating variable.

Technological advancements and the rapid growth of globalization have fundamentally changed the way organizations conduct business activities, creating increasingly complex challenges and opportunities in both local and international markets. Organizations are now required to adapt quickly to changing consumer preferences, technological innovation, market competition, and economic uncertainty. In this environment, economics, management, and accounting have become three essential disciplines that play a crucial role in determining organizational effectiveness and long-term sustainability. Economics helps organizations understand market behavior, pricing strategies, supply and demand conditions, and macroeconomic factors that influence business performance. Management focuses on planning, organizing, leading, and controlling resources to ensure operational efficiency and goal achievement. Accounting provides reliable financial information through systematic recording, reporting, and analysis of transactions, enabling organizations to evaluate performance and maintain accountability. This study aims to analyze the relationship between these three disciplines in supporting organizational decision-making processes and improving overall performance. The research employs a literature review method by examining various recent academic books and journal articles. The findings reveal that the integration of economics, management, and accounting strengthens strategic planning, improves resource allocation, enhances financial transparency, and supports sustainable organizational growth in a highly competitive global environment.

This study examines the relationship between organizational culture and the sustainability of public service innovation within government bureaucracy. Although many public service innovations show positive results in the initial stages, many do not sustain in the long term. This indicates the presence of fundamental factors affecting innovation sustainability, one of which is organizational culture. Organizational culture plays a role in shaping the behavior, values, and work methods of civil servants in providing services to the public. This study aims to analyze the role of organizational culture in supporting or hindering the sustainability of public service innovations. Using a Systematic Literature Review (SLR) approach, this study analyzes 20 relevant scientific articles from 2002 to 2025. The results indicate that hierarchical, rigid, and administratively-oriented organizational cultures hinder innovation sustainability. Other factors such as low leadership support, limited incentives, and resistance to change also strengthen these barriers. Conversely, an open, collaborative, and adaptive organizational culture to change enhances the likelihood of innovation sustainability. In conclusion, the success of public service innovations is greatly influenced by the organizational culture underlying the behavior of civil servants. Therefore, transforming organizational culture to be more innovative and adaptive is a strategic step to strengthen the sustainability of innovation.

This study aims to analyze the organizational performance of the Dinas Kebudayaan dan Pariwisata Kota Tanjungpinang in managing the tourism sector. Tanjungpinang has significant cultural and historical tourism potential; however, tourist visit trends remain fluctuating and unstable. This research employs a descriptive qualitative approach using a case study method and library research as the data collection technique. Data were obtained from official government documents, statistical data from the Central Bureau of Statistics, and relevant previous studies. The analysis is based on the public sector organizational performance theory proposed by Agus Dwiyanto, focusing on two main indicators: productivity and accountability.   The findings indicate that administratively the agency has consistently implemented programs and organized cultural events in accordance with planning documents. However, the increase in the number of activities has not consistently contributed to stable growth in tourist visits. In terms of accountability, reporting mechanisms have been implemented, yet substantive transparency and public access to information still require improvement. Therefore, the organizational performance can be categorized as administratively adequate but requires enhancement in program effectiveness and public transparency.

Digital transformation has driven significant changes in organizational management systems, thus demanding adaptive leadership and organizational agility as a key prerequisite for surviving in a dynamic environment. This study aims to analyze the relationship between adaptive leadership and organizational agility in the context of digital transformation through the Systematic Literature Review (SLR) approach. Data were obtained from accredited national journals and relevant international literature, then analyzed using thematic analysis techniques to identify patterns of relationships between variables. The results of the study show that adaptive leadership plays an important role in increasing organizational agility indirectly through strengthening organizational learning and dynamic capabilities. Organizational learning serves as the main mechanism that allows organizations to adapt through the continuous learning process, while dynamic capabilities are the link in transforming learning into strategic responses. Digital transformation accelerates the need for organizations to have a high level of agility in the face of change. In conclusion, organizational agility is the result of systemic processes influenced by adaptive leadership, organizational learning, and dynamic capabilities. This study makes a theoretical contribution to the development of the literature on leadership and strategic management in the digital age as well as practical implications for organizations in improving adaptability to the ever-changing environment.

This study aims to analyze the influence of leadership style and work motivation on employee performance with organizational commitment as an intervening variable at the Regional Financial and Asset Management Agency of West Sumatra Province. This study uses a quantitative approach with an explanatory design. Data were collected through distributing questionnaires to 45 employees using a census technique. Data analysis was conducted using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) approach. The results show that leadership style and work motivation have a positive and significant effect on organizational commitment. In addition, leadership style and work motivation also have a positive and significant effect on employee performance. However, organizational commitment does not have a significant effect on employee performance and is unable to mediate the influence of leadership style and work motivation on employee performance. These findings indicate that improving employee performance in public sector organizations is more effective through directly strengthening leadership style and work motivation. This study is expected to provide theoretical contributions in the development of public sector human resource management studies and become practical considerations for organizational leaders in formulating human resource management policies oriented towards improving apparatus performance.

This study aims to examine the effect of leadership style and organizational communication on employee performance with work motivation as an intervening variable at the Department of Transportation of Pariaman City. The data analysis method uses questionnaires with a sample of 85 respondents. Data were analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) program. The results of this study indicate that: (1) There is a positive and significant effect of leadership style on work motivation, (2) There is no positive and significant effect of organizational communication on work motivation, (3) There is no positive and significant effect of leadership style on employee performance, (4) There is no positive and significant effect of organizational communication on employee performance, (5) There is a positive and significant effect of work motivation on employee performance, (6) Work motivation does not mediate the effect of leadership style on employee performance, (7) Work motivation does not mediate the effect of organizational communication on employee performance. This study provides insights for human resource management in government agencies.

This study explores the principal’s leadership strategies and the role of organizational climate in improving teacher work discipline. Teacher discipline is a crucial element in ensuring instructional quality, professional accountability, and sustainable school performance. A qualitative case study approach was employed to obtain an in-depth understanding of leadership practices implemented in the natural setting of the school. Data were collected through in-depth interviews, participatory observations, and document analysis involving the principal, vice principals, and teachers. The findings reveal that discipline improvement is shaped by exemplary leadership, dialogic communication, continuous coaching, and the application of humanistic regulations supported by moral and social rewards. In addition, a collegial and supportive organizational climate strengthens collective awareness and encourages teachers to comply with professional standards voluntarily. Discipline is therefore constructed not merely through administrative control but through shared values and social interaction. This study contributes to educational leadership literature by providing contextual evidence of how leadership practices interact with organizational environments in shaping teacher behavior. Practically, the findings offer guidance for school leaders in designing participatory and sustainable discipline development strategies.