The Influence of Organizational Culture, Work Environment, and Leadership Style on Employee Performance Article Swipe
Asrianto Asrianto
,
Mattalatta Mattalatta
,
Kurniawaty Kurniawaty
,
Ansar
,
Gunawan Bata Ilyas
·
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.59065/jissr.v5i1.179
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.59065/jissr.v5i1.179
Employee performance is a crucial factor in ensuring the sustainability and competitiveness of organizations. This study aims to analyze the impact of organizational culture, work environment, and leadership style on employee performance, with innovation as a mediating variable at PT. Telkomsel Branch Makassar. The research is based on organizational sociology and human resource management theories, which emphasize the importance of internal corporate factors in enhancing productivity and achieving business objectives. The study explores how these factors interact to influence employees' ability to contribute effectively to organizational goals. A quantitative research approach was employed, utilizing a survey method conducted among employees of PT. Telkomsel Branch Makassar. Data were collected through structured questionnaires and analyzed using inferential statistical methods to examine the relationships among the research variables. The results indicate that organizational culture, work environment, and leadership style positively affect employee performance. Furthermore, innovation plays a significant mediating role, strengthening the relationship between these factors and employee performance. The findings suggest that organizations should foster a culture that supports innovation, provide a conducive work environment, and implement leadership styles that encourage creativity and active employee participation. By enhancing these aspects, companies can improve employee performance and overall corporate success. This study contributes to the growing body of research on employee performance management, particularly within the telecommunications industry. The practical implications emphasize the need for companies to continuously adapt their organizational strategies to remain competitive in an evolving business landscape.
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Metadata
- Type
- article
- Language
- en
- Landing Page
- https://doi.org/10.59065/jissr.v5i1.179
- https://www.ojs.ycit.or.id/index.php/JISSR/article/download/179/156
- OA Status
- diamond
- Cited By
- 1
- Related Works
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- OpenAlex ID
- https://openalex.org/W4408074333
All OpenAlex metadata
Raw OpenAlex JSON
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https://openalex.org/W4408074333Canonical identifier for this work in OpenAlex
- DOI
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https://doi.org/10.59065/jissr.v5i1.179Digital Object Identifier
- Title
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The Influence of Organizational Culture, Work Environment, and Leadership Style on Employee PerformanceWork 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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2025-02-28Full publication date if available
- Authors
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Asrianto Asrianto, Mattalatta Mattalatta, Kurniawaty Kurniawaty, Ansar, Gunawan Bata IlyasList of authors in order
- Landing page
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https://doi.org/10.59065/jissr.v5i1.179Publisher landing page
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https://www.ojs.ycit.or.id/index.php/JISSR/article/download/179/156Direct link to full text PDF
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YesWhether a free full text is available
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diamondOpen access status per OpenAlex
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https://www.ojs.ycit.or.id/index.php/JISSR/article/download/179/156Direct OA link when available
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Organizational culture, Leadership style, Employee research, Business, Employee engagement, Work environment, Management, Knowledge management, Business administration, Psychology, Public relations, Work performance, Political science, Computer science, Social psychology, EconomicsTop concepts (fields/topics) attached by OpenAlex
- Cited by
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1Total citation count in OpenAlex
- Citations by year (recent)
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2025: 1Per-year citation counts (last 5 years)
- Related works (count)
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10Other works algorithmically related by OpenAlex
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| abstract_inverted_index.employed, | 92 |
| abstract_inverted_index.employees | 99 |
| abstract_inverted_index.encourage | 178 |
| abstract_inverted_index.enhancing | 64, 185 |
| abstract_inverted_index.implement | 174 |
| abstract_inverted_index.industry. | 214 |
| abstract_inverted_index.influence | 78 |
| abstract_inverted_index.mediating | 36, 145 |
| abstract_inverted_index.practical | 216 |
| abstract_inverted_index.sociology | 49 |
| abstract_inverted_index.theories, | 54 |
| abstract_inverted_index.utilizing | 93 |
| abstract_inverted_index.contribute | 82 |
| abstract_inverted_index.creativity | 179 |
| abstract_inverted_index.employees' | 79 |
| abstract_inverted_index.importance | 58 |
| abstract_inverted_index.innovation | 33, 141 |
| abstract_inverted_index.landscape. | 236 |
| abstract_inverted_index.leadership | 27, 134, 175 |
| abstract_inverted_index.management | 53 |
| abstract_inverted_index.positively | 136 |
| abstract_inverted_index.strategies | 228 |
| abstract_inverted_index.structured | 109 |
| abstract_inverted_index.variables. | 124 |
| abstract_inverted_index.competitive | 231 |
| abstract_inverted_index.contributes | 199 |
| abstract_inverted_index.effectively | 83 |
| abstract_inverted_index.inferential | 114 |
| abstract_inverted_index.innovation, | 167 |
| abstract_inverted_index.management, | 209 |
| abstract_inverted_index.objectives. | 69 |
| abstract_inverted_index.performance | 1, 192, 208 |
| abstract_inverted_index.significant | 144 |
| abstract_inverted_index.statistical | 115 |
| abstract_inverted_index.Furthermore, | 140 |
| abstract_inverted_index.continuously | 224 |
| abstract_inverted_index.environment, | 25, 132, 172 |
| abstract_inverted_index.implications | 217 |
| abstract_inverted_index.particularly | 210 |
| abstract_inverted_index.performance, | 31 |
| abstract_inverted_index.performance. | 139, 155 |
| abstract_inverted_index.productivity | 65 |
| abstract_inverted_index.quantitative | 88 |
| abstract_inverted_index.relationship | 149 |
| abstract_inverted_index.organizations | 160 |
| abstract_inverted_index.relationships | 120 |
| abstract_inverted_index.strengthening | 147 |
| abstract_inverted_index.organizational | 22, 48, 85, 129, 227 |
| abstract_inverted_index.organizations. | 13 |
| abstract_inverted_index.participation. | 183 |
| abstract_inverted_index.questionnaires | 110 |
| abstract_inverted_index.sustainability | 9 |
| abstract_inverted_index.competitiveness | 11 |
| abstract_inverted_index.telecommunications | 213 |
| cited_by_percentile_year.max | 95 |
| cited_by_percentile_year.min | 91 |
| countries_distinct_count | 0 |
| institutions_distinct_count | 5 |
| citation_normalized_percentile.value | 0.90977022 |
| citation_normalized_percentile.is_in_top_1_percent | False |
| citation_normalized_percentile.is_in_top_10_percent | True |