Leadership and Organizational Culture as Predictors of Employee Performance: Evidence from the General Affairs Unit of Makassar City Hall
Abstract
urpose: This study examines the influence of leadership and organizational culture on employee performance in the General Affairs unit of Makassar City Hall. Research Design and Methodology: A quantitative, causal design was employed using a structured questionnaire administered to 30 employees. Instrument quality was supported by reliability statistics (Cronbach’s alpha: leadership = 0.769; organizational culture = 0.846; performance = 0.776). Multiple linear regression and hypothesis testing were conducted.
Findings and Discussion: The regression model indicates that leadership and organizational culture jointly explain 62.5% of the variance in employee performance (R = 0.791; R² = 0.625). Leadership demonstrates a positive and statistically significant association with performance (B = 0.450; t = 2.861; p = 0.024), while organizational culture shows a positive but statistically non-significant association (B = 0.313; t = 1.926; p = 0.095). Simultaneously, the predictors significantly affect employee performance (F = 5.836; p = 0.032). Implications: Strengthening leadership practices may provide a more direct route to performance improvement; organizational culture interventions may require refinement and broader measurement to yield statistically robust effects in future studies.
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