Leadership Style and its Impact on Employee Performance at Indonesian National Electricity Company

Mahendra Fakhri1, Mahir Pradana1, *, Syarifuddin Syarifuddin1, Yozi Suhendra1
1 Telkom University, School of Communication and Business, Jalan Terusan Buah Batu, Bandung, Indonesia

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Creative Commons License
© 2020 Fakhri et al.

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.

* Address correspondence to this author at the Telkom University, School of Communication and Business, Jalan Terusan Buah Batu, Bandung, Indonesia; E-mail: mahirpradana@telkomuniversity.ac.id


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.

Keywords: Transformational leadership style, Transactional leadership style, Employee performance, Human capital, Employees, Quantitative method.