Leadership Style and its Impact on Employee Performance at Indonesian National Electricity Company
Mahendra Fakhri1, Mahir Pradana1, *, Syarifuddin Syarifuddin1, Yozi Suhendra1
Identifiers and Pagination:Year: 2020
First Page: 321
Last Page: 325
Publisher Id: TOPSYJ-13-321
Article History:Received Date: 7/4/2020
Revision Received Date: 25/7/2020
Acceptance Date: 31/8/2020
Electronic publication date: 25/11/2020
Collection year: 2020
open-access license: This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International Public License (CC-BY 4.0), a copy of which is available at: https://creativecommons.org/licenses/by/4.0/legalcode. This license permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
This research was conducted to determine the effect of transformational and transactional leadership styles on employee performance at the Indonesian National Electricity Company (PT PLN) main office. This research uses a quantitative method with a descriptive-causality research type. Sampling was done by a non-probability sampling method of saturated sample type, with the number of respondents being 73 people. The data analysis techniques used are descriptive analysis and multiple linear regression analysis. Our result shows that the transformational leadership style is influential and significant to performance, while the style of transactional leadership has no effect and no significance to the performance of employees.