The Relationship Between Leadership and Employee Performance in Indonesia

International Journal of Research and Innovation in Social Science (IJRISS) | Volume III, Issue X, October 2019 | ISSN 2454–6186

The Relationship Between Leadership and Employee Performance in Indonesia

Ria Silvita Tanum¹, Sudjarwo²

 ^1,2Faculty of Teacher Training and Education, Universitas Lampung, Indonesia

Abstract— The aim of this study was to examine the relationship between the leadership on employee performance of the Academic Bureau and student affairs at the University of Lampung, Lampung Province, Indonesia. This research was a quantitative study with an associative method. The data collection was carried out by using a questionnaire with 167 student samples at 100% response rates. The hypothesis was tested by using simple linear regression analysis through the t-test to find out the relationship of the independent variable to the dependent variable at the 95% confidence level (α = 0.05). The results showed that there was a significant influence of leadership on employee performance.

Keywords: leadership, employee performance, Indonesia

I. INTRODUCTION

The social, political, cultural and economic development of any country is greatly influenced by the higher education system. It is said that higher education is the heart of the higher education system (Behroozi, 2012). The OECD (2017) explains that the awareness of youth in every country in the world of the importance of high education is increasing, namely the qualification of the current generation of high education (25-34 years) is as much as 16% compared to the previous generation (55-64 years). Measuring customer satisfaction in an educational institution might be considered by educators as one of the biggest challenges of the quality movement. This challenge is one of several that surround the quality improvement efforts in higher education (Quinn, 2009).
According to Mathis and Harold (2002) employee performance is what an employee does that affects how much they contribute to the organization in terms of quality, quantity, output, output period, workplace attendance and cooperative attitude. According to Byrne, Stoner, Thompson, and Hochwarter (2005), performance is a function of motivation, skills, and role perception. Basna (2016) states that performance is the result of individual decisions made continuously by management. Dharma (2007) mentions several general factors that affect performance including individual factors, leadership, work teams, organizational work systems, and situations.

Read More