Transformational Leadership, Work Discipline, and Organizational Culture as Determinants of Employee Performance: Evidence from the Department of Transportation of Labuhanbatu Regency
Kata Kunci:
transformational leadership, work discipline, organizational culture, employee performance, public sectorAbstrak
Employee performance is essential to the effectiveness and quality of public-service delivery, particularly in local government institutions. This study examines the relationships between transformational leadership, work discipline, organizational culture, and employee performance at the Department of Transportation of Labuhanbatu Regency, Indonesia. A quantitative explanatory approach was employed using a cross-sectional survey and census sampling involving 73 employees. Data were collected using a five-point Likert-scale questionnaire and analyzed through instrument validity and reliability tests, classical assumption tests, and multiple linear regression using SPSS. The results indicate positive regression coefficients for transformational leadership (B = 0.348), work discipline (B = 0.266), and organizational culture (B = 0.264). The simultaneous regression analysis yielded an F-statistic of 37.424 (p < 0.001), with an R² of 0.619 and an adjusted R² of 0.603. These results indicate that the three independent variables collectively explain 61.9% of the observed variation in employee performance. The findings highlight the importance of integrating transformational leadership, consistent work discipline, and a supportive organizational culture in public-sector human resource management. This study contributes empirical evidence from Indonesian local government administration and provides practical implications for strengthening leadership development, employee accountability, and service-oriented organizational practices. Future research should employ longitudinal designs and multisource performance measurements to further examine these relationships.
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