Title:
The Influence of Leadership Style on the Performance of Muhammadiyah Sinjai University Lecturer

Authors:
Ilham, Nurmiati, Jumardi, Indonesia

Abstract:

The aim of this research is to analyze the influence of transformational and transactional leadership styles simultaneously on the performance of lecturers at Muhammadiyah University of Sinjai. The population is limited to a number of employees or individuals who have at least the same characteristics. Based on the definition above, the population for this study is all lecturers at Muhammadiyah University of Sinjai with a total of 40 people. The sample in this research is all lecturers at the Muhammadiyah University of Sinjai, because the population is small, the author uses a total sampling method, namely all lecturers are members who will be observed as a sample, because a large sample tends to give or is closer to the true value of the population or can be said to be the smaller the error (deviation from the population value). The variables used in this research are transformational leadership (X1), transactional leadership (X2) and performance variables (Y). The transformational leadership style has a positive and significant effect on the performance of lecturers at Muhammadiyah University of Sinjai. This can be seen from the t value of 7.219 which is greater than the t table value of 2.02439, so Ho is rejected and H1 is accepted, which means that the transformational leadership style has a significant effect on the performance of the lecturers. The correlation index value of 0.578 means that the Transformational Leadership Style variable influences lecturer performance by 57.8% and the remaining 42.2% is influenced by other factors. The application of a transactional leadership style has a significant influence on lecturer performance, this can be seen from the t value of 5.467, greater than the t table value of 2.02439. Thus, Ho is rejected and H1 is accepted, which means that the transactional leadership style has a significant effect on lecturer performance. The correlation index value is 0.440, which means that the transactional leadership style variable influences lecturer performance by 44% and the remaining 56% is influenced by other factors. Based on the results of the F test, the Fcount value of 25,995 is greater than the Ftable value of 3.25 with a significance value of 0.000, which is less than <0.05. Thus, the transformational leadership style and transactional leadership style variables simultaneously influence performance. Lecturer.

DOI: http://dx.doi.org/10.51505/ijaemr.2024.9503