<![CDATA[This study examines the relationships among military leadership style, military work culture, personnel competence, teamwork, and military personnel performance in the Indonesian Army Type B Military Music Unit. The study responds to a practical organizational problem: overall personnel performance was classified as good, yet several indicators remained below the desired level, particularly task delegation, decision responsibility, motivation, solidarity, collective problem-solving, coordination, responsibility sharing, punctuality, and openness in communication. A descriptive-verification design was used. The population comprised 1,200 personnel, with 300 respondents selected through purposive sampling after determining the sample size using the Slovin formula. Primary data were collected through questionnaires, while secondary data were obtained from the Directorate of Adjutant General of the Army. Validity, reliability, and normality tests were conducted, followed by Structural Equation Modeling (SEM) using LISREL 8.8. The descriptive results show average scores of 3.237 for military leadership style, 3.296 for military work culture, 3.245 for personnel competence, 3.303 for teamwork, and 3.586 for personnel performance. Leadership style had a total influence of 23% on teamwork, military work culture 25%, and personnel competence 33%. Collectively, the three antecedent variables explained 81.6% of the variance in teamwork. Teamwork, in turn, explained 84.7% of the variance in personnel performance. The findings indicate that improving performance should not rely on leadership intervention alone. The stronger leverage lies in developing job-relevant competence while reinforcing a work culture that supports coordination, trust, shared responsibility, and disciplined execution. ]]>
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