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Transformational Leadership and Work Culture Effects on Employee Performance through Human Resource Quality at Indonesia’s Ministry of Defense Christopher Hasudungan Sianturi; Dedeh Maryani; Triyuni Soemartono; T. Herry Rachmatsyah
Glosains: Jurnal Sains Global Indonesia Vol. 7 No. 4 (2026): Glosains: Jurnal Sains Global Indonesia
Publisher : Sekolah Tinggi Agama Islam Kuningan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59784/glosains.v7i4.941

Abstract

Background: Within the Ministry of Defense of the Republic of Indonesia, the performance of employees plays a decisive role in sustaining organizational effectiveness. Nevertheless, empirical understanding of how transformational leadership, work culture, human resource quality, and employee performance are interrelated, both directly and indirectly, remains scarce in this hybrid institutional context. Objective: This research aims to analyze how transformational leadership and work culture affect employee performance, both directly and through the mediation of human resource quality, within the Planning Division of the Ministry of Defense. Methods: The study applied an explanatory sequential mixed-methods design. In the quantitative stage, data were gathered from 145 respondents drawn from a population of 227 employees through simple random sampling, then processed with descriptive statistics and path analysis. The qualitative stage relied on semi-structured interviews involving five key informants, whose responses were examined through thematic analysis. Results: Transformational leadership exerted a significant influence on both human resource quality (β = 0.502, p < 0.001) and employee performance (β = 0.437, p < 0.001). Work culture likewise had a significant effect on human resource quality (β = 0.359, p < 0.001) and on employee performance (β = 0.302, p < 0.001), while human resource quality significantly shaped employee performance (β = 0.244, p < 0.001). The mediated pathways—transformational leadership (β = 0.152, p = 0.001) and work culture (β = 0.108, p = 0.002) acting through human resource quality—were also statistically significant. Conclusion: Taken together, transformational leadership, work culture, and human resource quality jointly reinforce employee performance. The qualitative evidence further suggests that military discipline, administrative accuracy, flexible task execution, and commonly held organizational values promote collaboration between TNI and ASN personnel.
INVESTMENT PROPERTY AS ACCOUNTABILITY INFRASTRUCTURE: A CASE STUDY OF PSAP 17 IMPLEMENTATION IN DKI JAKARTA Jatnika Dwi Asri; Siti Mundiroh; Dedeh Maryani; Saiful Rafiq; Nurul Amanda; Sity Daud; Syakiran Syakiran
JRAK Vol 18 No 2 (2026): October Edition
Publisher : Faculty of Economics and Business, Universitas Pasundan, Bandung, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.23969/jrak.v18i2.63320

Abstract

Indonesia’s 24.66% reduction in Transfers to the Regions for 2026 compels subnational governments to identify fiscal resources beyond central transfers. DKI Jakarta experienced the largest reduction (50.04%) despite maintaining Indonesia’s third-highest degree of fiscal decentralization (69.56%). The study aims at examining the implementation of Government Accounting Standard Statement No. 17 (PSAP 17) on investment property by DKI Jakarta’s Regional Asset Management Agency. A qualitative case-study design was used; data were collected through semi-structured interviews with five agency officials and document analysis and subsequently analyzed using ATLAS.ti. The findings indicate that PSAP 17 has been implemented effectively and in accordance with applicable regulations. Its implementation strengthens accountability infrastructure through supportive systems, although challenges remain concerning asset status and contractual agreements. This study links PSAP 17 to public accountability theory, proposes a replicable implementation model, recommends strengthening e-BMD, publishes information on idle assets, and improves human-resource capacity to enhance regional asset governance.