The Influence Of Leadership Style, Organizational Culture, And Work Motivation On Employee Performance
Keywords:
Leadership Style, Organizational Culture, Work Motivation, Employee Performance, Organizational BehaviorAbstract
The purpose of this study is to evaluate the impact of leadership style, organizational culture, and motivation on employee performance. Employee performance has become one of the most significant determinants of organizational success in today’s highly competitive business environment. Therefore, organizations need to understand the variables that impact performance. This research will adopt the quantitative method of research with an explanatory research design in order to determine the cause-and-effect relationship among the variables. Information gathering was done using a questionnaire administered to the employees using the Likert Scale. Analysis of data was done through the use of descriptive statistics and multiple regression analyses with the aid of classical assumptions, namely, tests for normality, multicollinearity, and heteroscedasticity. Findings from the study show that leadership style, organizational culture, and work motivation positively affect the performance of employees. Moreover, the findings also reveal that together, these three factors significantly affect employee performance. The R2 value indicates that a high percentage of employee performance is determined by the three variables mentioned above. From the results, one can infer that leadership, organizational culture, and motivation are key elements in improving employee productivity. In light of this, organizations should develop an adaptive form of leadership, create a supportive organizational culture, and introduce motivational programs to boost employee motivation. This research adds to the body of knowledge concerning the effect of these variables on organizational performance.
Downloads
References
Abdullah, H. O., Atshan, N., Al-Abrrow, H., Alnoor, A., Valeri, M., & Erkol Bayram, G. (2023). Leadership styles and sustainable organizational energy in family business: modeling non-compensatory and nonlinear relationships. Journal of Family Business Management, 13(4), 1104–1131.
Agussugiyardiuniraacid, A. S. (n.d.). Pengaruh Kompetensi Kepemimpinan Spiritual Motivasi Kerja Karyawan Terhadap. 2(2), 151–164.
Cameron, K. S. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20(4), 375–393.
Dipoatmodjo, T. S. P., Arif, H. M., & Latif, A. H. (2025). Makkunrai Values and Women’s Professional Identity: A Phenomenological Study of Ethical Leadership and Human Resource Management in South Sulawesi. International Journal of Humanity Advance, Business & Sciences (IJHABS), 3(2), 285–292. https://doi.org/10.59971/ijhabs.v3i2.695
Deci, E. L., & Ryan, R. M. (2012). Self-determination theory. Handbook of Theories of Social Psychology, 1(20), 416–436.
Goni, J. I. C., & Van Looy, A. (2022). Process innovation capability in less-structured business processes: a systematic literature review. Business Process Management Journal, 28(3), 557–584. https://doi.org/10.1108/BPMJ-07-2021-0487
Herzberg, F. I. (1966). Work and the Nature of Man.
Herzberg, F., Mausner, B., & Snyderman, B. B. (2011). The motivation to work (Vol. 1). Transaction Publishers.
Jennifer, J., & Asri, D. H. (2022). Analysis of the role of employee engagement in mediating work environment, leadership, work motivation, job satisfaction, and training and development on employee performance of commercial banks. Jurnal Manajemen Dan Bisnis Performa, 19(2), 58–72.
Judge, T. A., & Robbins, S. P. (2017). Essentials of organizational behavior. Pearson Education (US).
Kurniawan, A. W., Rauf, D. I., & Arif, H. M. (2023). Efforts to improve performance in managing regional finance through human resources, organizational culture, and organizational commitment. Jurnal Pengabdian Masyarakat (JUMAS), 1(1), 33–38. https://doi.org/10.59971/jumper.v1i1.26
Kussudyarsana, K., Maulana, H. K., Maimun, M. H., Santoso, B., & Nugroho, M. T. (2023). The Role of Social Capital, Innovation, and Capabilities on MSMEs’ Resilience in Economic Hard Times. Jurnal Manajemen Bisnis, 14(1), 72–89. https://doi.org/10.18196/mb.v14i1.15887
Manap, A., & Damsir. (2025). The Influence Of Leadership Style, Employee Engagement, And Organizational Culture On Job Performance In The Service Industry. Journal Management & Economics Review (JUMPER), 3(2), 381–396. https://doi.org/10.59971/jumper.v3i2.684
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.
Nadkarni, S., & Prügl, R. (2021). Digital transformation: a review, synthesis and opportunities for future research. Management Review Quarterly, 71(2), 233–341. https://doi.org/10.1007/s11301-020-00185-7
Permana, S., Dera, F., Yusuf, R., & Laksmi, N. D. (2026). The Influence of Transformational Leadership, Job Satisfaction, and Organizational Commitment on Employee Performance. Journal Management & Economics Review (JUMPER), 3(10. 1), 331–346. https://doi.org/10.59971/jumper.v3i10. 1.1030
Sariwardani, A., Yuliawati, I., Afifah, I., & Rianti, M. (2026). Influence of Principal Leadership, Work Motivation, and Job Satisfaction on Teachers’ Performance. Journal Management & Economics Review (JUMPER), 3(10. 1), 111–126. https://doi.org/10.59971/jumper.v3i10. 1.994
Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.
Suardika, E. (2020). The Role of Motivation in Mediating the Effect of Competence and Leadership on Employee Performance in Outpatient Poly Installation of Wing Amerta RSUP Sanglah Denpasar. Jurnal Ekonomi Dan Bisnis Jagaditha, 7(2), 73–79.
Wiwin Riski Windarsari, Hery Maulana Arif, & Kong Chantha. (2026). Behavioral Nudging And Citizen Adoption Of E-Government Services: A Systematic Review Of Local Government Marketing Strategies. Journal of Studies in Academic, Humanities, Research, and Innovation, 3(1), 589–604. https://doi.org/10.71305/sahri.v3i1.587




