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All Journal Katalogis JAM : Jurnal Aplikasi Manajemen Jurnal EMT KITA Jurnal Kolaboratif Sains JURNAL LENTERA BISNIS JASF (Journal of Accounting and Strategic Finance) Asian Management and Business Review Journal Online Manajemen ELPEI (JOMEL) Bata Ilyas Educational Management Review
Irwan, Andi
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Humanities Biochemistry, Genetics & Molecular Biology Chemical Engineering, Chemistry & Bioengineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Physics Social Sciences Other

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PENGARUH GAYA KEPEMIMPINAN, BUDAYA ORGANISASI DAN MOTIVASI KERJA TERHADAP KINERJA PEGAWAI NEGERI SIPIL PADA SEKRETARIAT DAERAH PROVINSI SULAWESI SELATAN Sulfiani, Sulfiani; Ali, Firman; Faisal, Andi; Irwan, Andi
JURNAL LENTERA BISNIS Vol. 15 No. 2 (2026): JURNAL LENTERA BISNIS, Mei 2026
Publisher : POLITEKNIK LP3I JAKARTA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34127/jrlab.v15i2.2261

Abstract

This study aims to determine the influence of leadership style, organizational culture, and work motivation on the performance of civil servants at the Regional Secretariat of South Sulawesi Province. This study used a quantitative approach, with a sample of 116 non-echelon employees using a census technique. Data were collected through questionnaires and analyzed using multiple linear regression. The results of the simultaneous test (F test) indicated that leadership style, organizational culture, and motivation jointly had a positive and significant effect on employee performance, with an F-value of 93.841 and a significance level of 0.000 < 0.05. The results of the partial test (t-test) show that leadership style has no significant effect (t = 0.328; sig. 0.744 > 0.05), while organizational culture (t = 5.575; sig. 0.000 < 0.05; β = 0.397) and motivation (t = 6.631; sig. 0.000 < 0.05; β = 0.506) have a positive and significant effect on employee performance. The standardized coefficients (Beta) value shows that the motivation variable has the most dominant influence on employee performance with a Beta value of 0.506, followed by organizational culture of 0.397, while leadership style is 0.022 and is not significant. These results indicate that local government agencies need to prioritize increasing work motivation and strengthening organizational culture in order to improve employee performance sustainably. Although leadership style does not have a significant partial effect, it still contributes simultaneously, thus requiring an adaptive and synergistic leadership style to support the creation of a conducive work environment.
Analisis Implementasi Prinsip Good Governance dalam Meningkatkan Efektivitas SDM pada OPD Dinas Perikanan BBI Majaran Kabupaten Sorong Paijan, Paijan; Pahmi, Pahmi; Irwan, Andi; Likewati, Waode
Jurnal EMT KITA Vol 10 No 3 (2026): JULY 2026
Publisher : Lembaga Otonom Lembaga Informasi dan Riset Indonesia (KITA INFO dan RISET) - Lembaga KITA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35870/emt.v10i3.6670

Abstract

The implementation of good governance principles plays an important role in enhancing the effectiveness of human resources (HR) in public sector organizations. This study aims to analyze the application of transparency, accountability, participation, responsiveness, effectiveness, and efficiency in improving HR effectiveness at the Fisheries Office, Fish Seed Center (BBI) Majaran, Sorong Regency. A descriptive qualitative approach was employed, using interviews, observations, and documentation. Informants included the head of the center, financial managers, administrative staff, and technical officers. Data were analyzed through data reduction, presentation, and conclusion drawing, with source and technique triangulation to ensure validity. The findings indicate that transparency, accountability, and participation have been implemented fairly well, particularly in information disclosure and task distribution. However, responsiveness, effectiveness, and efficiency remain suboptimal due to limitations in HR capacity, infrastructure, technological support, and dependence on parent agency policies. Strengthening HR management, capacity building, technology utilization, and institutional coordination is needed to achieve sustainable HR effectiveness.
Behavioral Drivers of Capital Structure and Their Impact on MSE Performance: Evidence from Indonesia Anwar, Vebby; Irwan, Andi; Bin Mohd Zaini, Muhammad Nabil Danial; Budi, Rosdinaman; Tasrim
JASF: Journal of Accounting and Strategic Finance Vol. 8 No. 1 (2025): JASF (Journal of Accounting and Strategic Finance) - June 2025
Publisher : Accounting Department, Faculty of Economics and Business, Universitas Pembangunan Nasional Veteran Jawa Timur

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33005/jasf.v8i1.561

Abstract

Purpose: This study explores how financial behavior influences capital structure decisions and, in turn, affects firm financial performance and sustainable business growth among micro and small enterprises (MSEs) in Indonesia. Drawing on behavioral finance theory, the study examines the effects of three antecedents, financial literacy, risk tolerance, and behavioral biases on capital structure decisions. Furthermore, it investigates the mediating roles of access to finance and financial planning behavior, and the outcome effect of financial performance on long-term business growth. Method:Data was gathered from 420 MSE owner-managers across a variety of Indonesian sectors using a standardized questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to examine the data. Findings: Results revealed that all three behavioral antecedents significantly influenced capital structure decisions. Capital structure, in turn, had both direct and indirect effects on firm financial performance, mediated through improved financial access and planning. Moreover, financial performance was found to positively influence sustainable business growth. Novelty/Value:By relating behavioral characteristics to organizational outcomes and financial decision-making in the setting of an emerging economy, the study adds to the body of literature. Targeted financial education and behavioral interventions are necessary to improve financing results for MSEs, among other practical implications.
Agile Leadership in Digital Work Systems: Psychological Pathways to Innovation and Employee Performance Tiong, Piter; Adi, Yusram; Nuryadin, Andi; Soemaryo, Partono; Irwan, Andi
Jurnal Aplikasi Manajemen Vol. 24 No. 1 (2026)
Publisher : Universitas Brawijaya, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21776/

Abstract

Organizations increasingly rely on adaptive leadership practices and digital human resource management systems to sustain innovation and employee performance in rapidly changing work environments. However, limited research has examined how these organizational factors jointly influence employees’ psychological resources and behavioral outcomes. Drawing on social cognitive and socio-technical perspectives, this study investigates how leadership agility and digital human resource management influence self-efficacy, innovative work behavior, and work performance, while also examining psychological safety as a contextual boundary condition. A quantitative explanatory design was employed using survey data collected from 392 employees working in education, service, and digital-based organizations. The proposed model was tested using partial least squares structural equation modeling. The findings indicate that leadership agility and digital HRM significantly enhance employees’ self-efficacy and innovative work behavior. Self-efficacy positively influences both innovative behavior and work performance, while innovative work behavior emerges as the strongest predictor of employee performance. Mediation analysis further reveals that self-efficacy and innovative behavior serve as key psychological and behavioral mechanisms linking leadership and HR practices to performance outcomes. In addition, psychological safety strengthens the influence of leadership agility on innovative work behavior, suggesting that agile leadership becomes more effective in supportive interpersonal climates. The study contributes to leadership and digital HRM literature by integrating adaptive leadership, digital HR practices, and employee psychological mechanisms within a unified framework. For managers, the findings highlight that investing in agile leadership development, implementing digital HR platforms that support continuous learning and feedback, and fostering psychologically safe team environments can significantly enhance employee innovation and performance.
Co-Authors Adi, Yusram Agus Irianto Ali, Firman Andi Faisal, Andi Anwar, Vebby Aprilia Sari, Waode Nurma Inda Bin Mohd Zaini, Muhammad Nabil Danial Budi, Rosdinaman Hanafiah Bauw, Siti Komber, Mervin I.S. Likewati, Waode M Hehanusa, Yopi Nuryadin, Andi Pahmi Pahmi Paijan Pariyati, Pariyati Sismar, Andi Soemaryo, Partono Solly Aryza Sulfiani, Sulfiani Tasrim, Tasrim Tiong, Piter Tiong, Piter Viviyanti, Viviyanti Zaitun, Cakra Zamzamah, Siti