The effect of leadership style, organizational culture and motivation on employee performance

Abstract: This study aims to determine the effect of leadership style, organizational culture and motivation partially on the performance of permanent lecturers at Universitas Maarif Hasyim Sidoarjo. The object of this research is associated with the development of the world of education, while the scope of research concentrates on the area of Ngelom, Megare Sepajang Taman, Indonesia. The type of research is descriptive with explanatory research. Sampling is conducted by proportional stratified random sampling method. The population of this study includes all lecturers at Maarif Hasyim Latif University. Data analysis uses multiple linear re-gression analysis. The results show that Leadership Style, Organizational Culture, and Motivation simultaneously influence on the Performance of Permanent Lecturers.

How to cite this paper

 Dewi, N & Wibow, R. (2020). The effect of leadership style, organizational culture and motivation on employee performance.Management Science Letters , 10(9), 2037-2044.

Refrences

Ambrose, M. L., & Kulik, C. T. (1999). Old friends, new faces: Motivation research in the 1990s. Journal of Manage-ment, 25(3), 231-292.
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of Applied Psychology, 89(5), 901.
Brayfield, A. H., & Crockett, W. H. (1955). Employee attitudes and employee performance. Psychological Bulletin, 52(5), 396.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European journal of Business and Man-agement, 5(4), 137-147.
Erben, G. S., & Güneşer, A. B. (2008). The relationship between paternalistic leadership and organizational commitment: Investigating the role of climate regarding ethics. Journal of Business Ethics, 82(4), 955-968.
Ghozali, I. (2006). Aplikasi analisis multivariate dengan program SPSS.
Inceoglu, I., Segers, J., & Bartram, D. (2012). Age‐related differences in work motivation. Journal of Occupational and Organizational Psychology, 85(2), 300-329.
Obeidat, B. Y. (2012). The relationship between human resource information system (HRIS) functions and human re-source management (HRM) functionalities. Journal of Management Research, 4(4), 192-211.
Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational cul-ture. Academy of Management Journal, 49(3), 433-458.
Robbins, T. L., & DeNisi, A. S. (1994). A closer look at interpersonal affect as a distinct influence on cognitive processing in performance evaluations. Journal of Applied Psychology, 79(3), 341.
Schrodt, P. (2002). The relationship between organizational identification and organizational culture: Employee percep-tions of culture and identification in a retail sales organization. Communication Studies, 53(2), 189-202.
Soleman, M., Armanu, A., Aisjah, S., & Sudjatno, S. (2020). Islamic job satisfaction, organizational commitment, and in-tention to leave: Moderating role of Islamic work ethics. Management Science Letters, 10(6), 1359-1368.
Woods, P. A. (2004). Democratic leadership: drawing distinctions with distributed leadership. International Journal of Leadership in Education, 7(1), 3-26.
Zamanan, M., Alkhaldi, M., Almajroub, A., Alajmi, A., Alshammari, J., & Aburumman, O. (2020). The influence of HRM practices and employees’ satisfaction on intention to leave. Management Science Letters, 10(8), 1887-1894.