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All Journal Jurnal Ilmiah Edunomika (JIE) International Journal of Economics Development Research (IJEDR) Management Studies and Entrepreneurship Journal (MSEJ) Community Development Journal: Jurnal Pengabdian Masyarakat International Journal of Education, Social Studies, And Management (IJESSM) JEMSI (Jurnal Ekonomi, Manajemen, dan Akuntansi) Realible Accounting Journal International Journal of Economics, Business and Innovation Research
Andi Amang
Universitas Ibnu Sina
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Health Professions Public Health Social Sciences Other

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The Mediating Role Of Organizational Culture In The Link Between Leadership Style And Employee Performance Andi Amang; Ferdy Leuhery; M. Syukur Dwiriansyah
Management Studies and Entrepreneurship Journal (MSEJ) Vol. 6 No. 6 (2025): Management Studies and Entrepreneurship Journal (MSEJ)
Publisher : Yayasan Pendidikan Riset dan Pengembangan Intelektual (YRPI)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/msej.v6i6.9574

Abstract

Leadership style plays a crucial role in shaping employee performance, particularly when mediated by the organizational culture that defines shared values, behaviors, and workplace norms. This study investigates how different leadership styles transformational, visionary, and participative affect employee performance through the mediating mechanism of organizational culture within modern management contexts. Using a mixed-method approach that combines quantitative survey analysis and qualitative interviews, data were collected from employees in education, service, and technology sectors to assess leadership effectiveness, cultural alignment, and performance outcomes. The findings indicate that transformational and visionary leadership styles foster a positive organizational culture characterized by collaboration, innovation, and trust, which significantly enhances employee engagement and productivity. Conversely, environments with weak or inconsistent cultural support show diminished leadership impact on performance. This study contributes to the understanding of how leaders can cultivate adaptive and value-driven cultures that sustain performance excellence and organizational sustainability.  
WHEN INCENTIVES FALL SHORT: LEADERSHIP AND MOTIVATION AS THE REAL ENGINES OF EMPLOYEE PERFORMANCE IN A REGIONAL GOVERNMENT INSPECTORATE Andi Amang; Nurmayunita; Muhammad Fadli Luran
Realiable Accounting Journal Vol 6 No 1 (2026): Realiable Accounting Journal
Publisher : LPPM Universitas Ibnu Sina

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Abstract

This study examines the effect of leadership, motivation, and incentive on employee performance at Inspektorat Daerah Kota Batam (the Regional Inspectorate of Batam City), Indonesia's local-government internal oversight agency. Regional inspectorates within Indonesia's local government apparatus depend on stable human-resource conditions to sustain oversight and audit quality, yet the relative contribution of leadership, motivation, and incentive to employee performance in such public oversight bodies is rarely disentangled empirically. A quantitative associative design was used, with a census of all 72 employees as respondents. Data were collected through a structured Likert-scale questionnaire and analyzed using multiple linear regression in SPSS 23, following classical assumption testing. The results show that leadership (t = 9.745; p = .000) and motivation (t = 3.353; p = .012) each have a positive and significant partial effect on employee performance, while incentive does not (t = 1.295; p = .136). The three variables jointly explain 95.1 percent of the variance in employee performance (R² = .951; F = 120.116; p = .000). Leadership is the most dominant predictor (β = .436), followed by motivation (β = .257), with incentive contributing only a small and statistically non-significant increment (β = .049). The findings suggest that in this agency, performance is driven principally by leadership quality and employee motivation, while the incentive scheme in its current form does not yet translate into a measurable performance gain, carrying implications for how regional inspectorates structure their reward practices.
Co-Authors Akbar Dewi, Susantriana Djunaedi Djunaedi Djunaedi Djunaedi Fauzie Senoaji Ferdila, Ferdila Ferdy Leuhery Humaira, Novida Khadijah Khadijah M. Syukur Dwiriansyah M. Wahab Khasbulloh Muhammad Dio Saputra Muhammad Fadli Luran Muhammad Rahmat Mulyadi Mulyadi Mulyadi Musa, Sulaiman Mustika, Ita Nurmayunita Permata Sari, Dewi Putri Indah Safina Raden Mohamad Herdian Bhakti Sabri Sudianto Sudianto, Sudianto Suriadi Suriadi Susantriana Dewi Tansri Adzlan Syah