Follow You Down: A Study of Work Discipline and Leadership Style on Employee Performance in Indonesian State-Owned Enterprise Article Swipe
M. Ikhwan Maulana Haeruddin
,
Rahmat Riwayat Abadi
,
Muh. Yushar Mustafa
,
Ridfan Rifadly Abadi
·
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.9734/ajeba/2025/v25i51808
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.9734/ajeba/2025/v25i51808
This research delves into the critical factors influencing employee performance within a specific context: PT. PLN (Persero) Sulselrabar Regional Office, is a state-owned electricity company located in Makassar, Indonesia. The study focuses on the Human Resources and General Affairs Division, examining the impact of work discipline and leadership style on the performance of its employees. Employing a quantitative methodology, the research gathers data through surveys administered to 71 employees within the targeted division. The core analytical technique used is multiple linear regression, a statistical method designed to assess the individual and combined effects of work discipline and leadership style on employee performance. The findings reveal a significant positive correlation between both work discipline and leadership style with employee performance. Specifically, the results demonstrate that each variable independently contributes to enhanced performance and that their combined effect is also significant. This study provides valuable insights into human resource management practices within Indonesian state-owned enterprises, or SOEs. It offers a theoretical contribution by empirically validating the importance of work discipline and leadership style in driving employee performance. From a practical standpoint, the research provides actionable policy recommendations for PT. PLN (Persero) and similar organizations seeking to optimize their human resource strategies and improve overall employee effectiveness. The findings underscore the need for fostering a culture of discipline and adopting effective leadership approaches to maximize employee potential and organizational success.
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Metadata
- Type
- article
- Language
- en
- Landing Page
- https://doi.org/10.9734/ajeba/2025/v25i51808
- OA Status
- diamond
- Related Works
- 10
- OpenAlex ID
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All OpenAlex metadata
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https://openalex.org/W4410605580Canonical identifier for this work in OpenAlex
- DOI
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https://doi.org/10.9734/ajeba/2025/v25i51808Digital Object Identifier
- Title
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Follow You Down: A Study of Work Discipline and Leadership Style on Employee Performance in Indonesian State-Owned EnterpriseWork title
- Type
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articleOpenAlex work type
- Language
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enPrimary language
- Publication year
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2025Year of publication
- Publication date
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2025-05-22Full publication date if available
- Authors
-
M. Ikhwan Maulana Haeruddin, Rahmat Riwayat Abadi, Muh. Yushar Mustafa, Ridfan Rifadly AbadiList of authors in order
- Landing page
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https://doi.org/10.9734/ajeba/2025/v25i51808Publisher landing page
- Open access
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YesWhether a free full text is available
- OA status
-
diamondOpen access status per OpenAlex
- OA URL
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https://doi.org/10.9734/ajeba/2025/v25i51808Direct OA link when available
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Indonesian, Leadership style, Work (physics), Style (visual arts), State owned, State (computer science), Business, Management, Public relations, Engineering, Political science, Computer science, Mechanical engineering, Economics, Art, Visual arts, Market economy, Linguistics, Philosophy, AlgorithmTop concepts (fields/topics) attached by OpenAlex
- Cited by
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0Total citation count in OpenAlex
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10Other works algorithmically related by OpenAlex
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| abstract_inverted_index.adopting | 216 |
| abstract_inverted_index.combined | 91, 134 |
| abstract_inverted_index.context: | 13 |
| abstract_inverted_index.critical | 5 |
| abstract_inverted_index.designed | 85 |
| abstract_inverted_index.employee | 8, 100, 117, 173, 202, 222 |
| abstract_inverted_index.enhanced | 129 |
| abstract_inverted_index.findings | 103, 205 |
| abstract_inverted_index.insights | 143 |
| abstract_inverted_index.maximize | 221 |
| abstract_inverted_index.multiple | 79 |
| abstract_inverted_index.optimize | 194 |
| abstract_inverted_index.positive | 107 |
| abstract_inverted_index.provides | 141, 181 |
| abstract_inverted_index.research | 1, 60, 180 |
| abstract_inverted_index.resource | 146, 197 |
| abstract_inverted_index.specific | 12 |
| abstract_inverted_index.success. | 226 |
| abstract_inverted_index.targeted | 71 |
| abstract_inverted_index.valuable | 142 |
| abstract_inverted_index.variable | 125 |
| abstract_inverted_index.(Persero) | 16, 188 |
| abstract_inverted_index.Division, | 39 |
| abstract_inverted_index.Employing | 55 |
| abstract_inverted_index.Makassar, | 27 |
| abstract_inverted_index.Resources | 35 |
| abstract_inverted_index.division. | 72 |
| abstract_inverted_index.effective | 217 |
| abstract_inverted_index.employees | 68 |
| abstract_inverted_index.examining | 40 |
| abstract_inverted_index.fostering | 210 |
| abstract_inverted_index.potential | 223 |
| abstract_inverted_index.practical | 177 |
| abstract_inverted_index.practices | 148 |
| abstract_inverted_index.technique | 76 |
| abstract_inverted_index.Indonesia. | 28 |
| abstract_inverted_index.Indonesian | 150 |
| abstract_inverted_index.actionable | 182 |
| abstract_inverted_index.analytical | 75 |
| abstract_inverted_index.approaches | 219 |
| abstract_inverted_index.discipline | 45, 95, 112, 167, 214 |
| abstract_inverted_index.employees. | 54 |
| abstract_inverted_index.importance | 164 |
| abstract_inverted_index.individual | 89 |
| abstract_inverted_index.leadership | 47, 97, 114, 169, 218 |
| abstract_inverted_index.management | 147 |
| abstract_inverted_index.strategies | 198 |
| abstract_inverted_index.underscore | 206 |
| abstract_inverted_index.validating | 162 |
| abstract_inverted_index.Sulselrabar | 17 |
| abstract_inverted_index.contributes | 127 |
| abstract_inverted_index.correlation | 108 |
| abstract_inverted_index.demonstrate | 122 |
| abstract_inverted_index.electricity | 23 |
| abstract_inverted_index.empirically | 161 |
| abstract_inverted_index.influencing | 7 |
| abstract_inverted_index.performance | 9, 51, 130 |
| abstract_inverted_index.regression, | 81 |
| abstract_inverted_index.significant | 106 |
| abstract_inverted_index.standpoint, | 178 |
| abstract_inverted_index.state-owned | 22, 151 |
| abstract_inverted_index.statistical | 83 |
| abstract_inverted_index.theoretical | 158 |
| abstract_inverted_index.administered | 65 |
| abstract_inverted_index.contribution | 159 |
| abstract_inverted_index.enterprises, | 152 |
| abstract_inverted_index.methodology, | 58 |
| abstract_inverted_index.performance. | 101, 118, 174 |
| abstract_inverted_index.quantitative | 57 |
| abstract_inverted_index.significant. | 138 |
| abstract_inverted_index.Specifically, | 119 |
| abstract_inverted_index.independently | 126 |
| abstract_inverted_index.organizations | 191 |
| abstract_inverted_index.effectiveness. | 203 |
| abstract_inverted_index.organizational | 225 |
| abstract_inverted_index.recommendations | 184 |
| cited_by_percentile_year | |
| countries_distinct_count | 0 |
| institutions_distinct_count | 4 |
| citation_normalized_percentile.value | 0.27474328 |
| citation_normalized_percentile.is_in_top_1_percent | False |
| citation_normalized_percentile.is_in_top_10_percent | True |