The Influence of Transformational Leadership on Employee Performance in Public Organizations: A Case Study of the Regional Secretariat of Tangerang City
Miranda Yustikasari, Rosinta Paulina Hutauruk, Sa’adih Sa’adih
Abstract
This study investigates the influence of transformational leadership on employee performance within the Regional Secretariat of Tangerang City. Using a quantitative approach with survey data collected in 2021, this research examines how four dimensions of transformational leadership idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration affect task achievement and organizational citizenship behavior among civil servants. The results indicate that leadership behaviors that foster trust, inspiration, and employee development have a significant positive impact on performance outcomes. These findings offer practical insights for enhancing leadership practices in Indonesia’s urban public sector.
Keywords
transformational leadership; employee performance; public sector; Tangerang City; civil service reform.
References
Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. SAGE Publications.
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press.
Dwiyanto, A. (2010). Manajemen Pelayanan Publik: Peduli, Inklusif, dan Kolaboratif. Gadjah Mada University Press.
Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson Education.
Miles, M. B., Huberman, A. M., & Saldana, J. (2014). Qualitative Data Analysis: A Methods Sourcebook (3rd ed.). SAGE Publications.
DOI: https://doi.org/10.24967/jshs.v7i2.4308
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Miranda Yustikasari, Rosinta Paulina Hutauruk, Sa’adih Sa’adihAbstract
This study investigates the influence of transformational leadership on employee performance within the Regional Secretariat of Tangerang City. Using a quantitative approach with survey data collected in 2021, this research examines how four dimensions of transformational leadership idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration affect task achievement and organizational citizenship behavior among civil servants. The results indicate that leadership behaviors that foster trust, inspiration, and employee development have a significant positive impact on performance outcomes. These findings offer practical insights for enhancing leadership practices in Indonesia’s urban public sector.
Keywords
transformational leadership; employee performance; public sector; Tangerang City; civil service reform.
References
Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. SAGE Publications.
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press.
Dwiyanto, A. (2010). Manajemen Pelayanan Publik: Peduli, Inklusif, dan Kolaboratif. Gadjah Mada University Press.
Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson Education.
Miles, M. B., Huberman, A. M., & Saldana, J. (2014). Qualitative Data Analysis: A Methods Sourcebook (3rd ed.). SAGE Publications.
Jurnal Sosial dan Humanis Sains is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License