JRSSEM 2022, Vol. 02 No. 3, 301 – 310
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI: 10.36418/jrssem.v2i03.270 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
THE INFLUENCE OF LEADERSHIP STYLE &
ENVIRONMENT ON EMPLOYEE PERFORMANCE WITH
WORK MOTIVATION AS A MEDIATION VARIABLE PT.
UNILAB PERDANA
Famdan
1
Arif Hartono
2
1,2,
Indonesian Islamic University
*
e-mail: 18311418@students.uii.ac.id, arifhartono@gmail.com
*Correspondence: [email protected]c.id
Submitted: 21 September 2022 Revised: 17 October 2022 Accepted: 24 October 2022
Abstract: The title of this research is the analysis of the influence of leadership style (LS) and
work environment (WE) on employee performance (EP) with work motivation (WM) as a
mediating variable at PT. Prime Unilab. This study aims to determine the mediating effect of
work motivation in the relationship between leadership style and work environment on
employee performance. This research was conducted quantitatively and used a questionnaire
as a data collection method. The population is 300 employees. The research sample used was
172 employees. Therefore, sampling is simple and multiple linear regression analysis and path
analysis. The results of this study indicate that leadership style and work environment have a
positive and significant influence on employee performance, leadership style and work
environment have a positive and significant influence on work motivation. Work motivation
can mediate the relationship between leadership style and work environment on employee
performance.
Keywords: Leadership Style, Work Environment, Employee Performance, Work Motivation.
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INTRODUCTION
Human resource management is a
challenge for human resources who are
truly competent and competitive, resources
that are competitive and highly dedicated,
and valuable assets that are very close to
employees is one of the focuses of the
company/organization that is willing to
face. Among the resources of other
enterprises, both tangible and intangible.
Human resources are the most important
and decisive factor in management. The
person who plans and at the same time
carries out the process of achieving these
goals. Without people, there is no planning
and work process in management. Even in
an automated world, an organization
cannot develop without human resources
(Syafaruddin, 2015).
Organizations and companies
always need strong leadership and
management to improve their effectiveness
of the two companies. If he has excellent
human resources, the effectiveness of the
company is achieved. The increase in
human resources is rather absolute. Human
resources can be said to be a deciding
factor for the organization and the success
of the enterprise. Business organizations
and organizations have been created. This
is determined by the performance created
by the employee. Employee performance
can be measured by reviewing the results
of work, regardless of whether it meets the
operational standards set by the company
(Putra et al., 2016) .
This research was conducted because
researchers saw that there were several
unanswered problems on the topics of
leadership style, work environment,
employee performance, and work
motivation as evidenced by several
previous research journals that had
different research results. Therefore, this is
the reason why researchers conducted this
study with the title "The Influence of
Leadership Style & Work Environment on
Employee Performance with Work
Motivation as an Intervening Variable" to
continue the previous research which is still
in doubt about the relationship between
the variables. This research will be
conducted at PT Unilab Perdana with the
selection of this company will facilitate
research by collaborating with employees
and managers to facilitate the data
collection process. The purpose of this
study is to get answers to whether there is
a relationship between leadership style and
work environment to employee
performance through work motivation as a
mediation variable at PT Unilab Perdana.
LITERATURE REVIEW
Leadership style
According to (Bass & Avolio, 1990)
Leadership style is a leader who performs
management tasks with all his abilities and
attitudes, leadership style is a set of traits
and behaviors of managers and ways of
communicating and interacting with others
to influence others. This style may vary
depending on motivation.
Work Environment
work environment according to
(Marie-Pierre & Caroline, 2017),
the work
environment consists of the system of
303 | The Influence of Leadership Style & Environment on Employee Performance With Work
Motivation as a Mediation Variable PT. Unilab Perdana
work, the design of jobs, working
conditions, and the ways in which people
are treated at work by their managers and
co-workers.
The working environment
consists of a working system and design.
Employment, working conditions, and the
way superiors treat employees at work.
Employee Perfomance
According to (Robbins & Judge,
2009), Employee performance is the result
of an employee's achievements in working
according to certain criteria that apply to a
certain job, employee performance is a
function of the interaction of abilities and
motivation.
Work Motivation
According to Herzberg in (Stephen
& Timothy, 2008), Work motivation is the
desire contained in an individual that
stimulates him to perform actions.
According to this theory, there are 2 factors
that affect work conditions, namely
motivation factors
and hygiene factors. This
theory sees that there are 2 factors that
encourage employees to be motivated,
namely intrinsic factors, namely motivation
appears in individuals, and extrinsic factors
of motivation appear outside of individuals.
MATERIALS AND METHODS
This research uses quantitative
methods (Sugiyono & Kuantitatif, 2009).
This study takes the object on the
employees of PT. Unilab Prime. Data
collection using questionnaires distributed
through google forms. The total data
obtained was 172 with a response rate of
100%. This study used a Likert scale of 1-6.
The data analysis technique used in this
study was SPSS.
.
RESULTS AND DISCUSSION
Research Respondent Profile
Has a result of research on the
influence of leadership style and work
environment on employee performance
with work motivation as a mediation
variable in PT. Unilab Prime. This research
questionnaire was distributed by 300 PT
employees. Unilab Perdana, which was
taken randomly, the number of
questionnaire returns was 180
questionnaires. This discussion includes
respondent characteristics, descriptions of
research variables, regression testing and
path analysis. The technique in processing
the data used is SPSS
software
.
Famdan
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Gender of Respondents
Jenis_Kelamin
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
Man
62
36.0
36.0
36.0
Woman
110
64.0
64.0
100.0
Total
172
100.0
100.0
Based on the table above, the
gender of respondents in the table found
that respondents with a female gender of
110 people (64%) were more than the male
sex of 62 people (36%). For more details,
you can see the following
pie chart
chart.
Age of Respondents
Age
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
< 25 Years
107
62.2
62.2
62.2
25-35 Years
58
33.7
33.7
95.9
36-45 Years
7
4.1
4.1
100.0
Total
172
100.0
100.0
Based on the age table of
respondents, it is known that most
respondents have an age of < 25 years,
which is 107 respondents (62.2%). While
the rest have 25-35 years of age as many as
58 people (33.7%) and 36-45 years old as
many as 7 people (4.1%). For more details
can be seen in the following chart.
Marital Status
Status_Perkawinan
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
Unmarried
151
87.8
87.8
87.8
Marry
21
12.2
12.2
100.0
Total
172
100.0
100.0
Based on the table of the marital
status of respondents, it is known that most
of the respondents are Unmarried, namely
151 respondents (87.8%). While the rest
are married as many as 21 people (12.2%).
For more details can be seen in the
following chart.
305 | The Influence of Leadership Style & Environment on Employee Performance With Work
Motivation as a Mediation Variable PT. Unilab Perdana
Respondents' Last Education
Education
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
Diploma
5
2.9
2.9
2.9
Magister (S2)
5
2.9
2.9
5.8
Undergradu
ate (S1)
140
81.4
81.4
87.2
High
School/Voca
tional School
22
12.8
12.8
100.0
Total
172
100.0
100.0
Based on the last education table of
respondents, it is known that most
respondents had the last S1 education,
which was 140 respondents (81.4%). While
the rest have D3 education as many as 5
people (2.9%), the last S2 education as
many as 5 people (2.9%), and the last high
school / equivalent education as many as
22 people (12.8%). More details can be
seen in the following chart.
Pengalaman Work Respondents
Pengalaman_Kerja
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
5-Year <
99
57.6
57.6
57.6
11-15 Years
1
.6
.6
58.1
15-20 Years
2
1.2
1.2
59.3
5-10 Years
70
40.7
40.7
100.0
Total
172
100.0
100.0
Based on the table of work
experience of respondents, it is known that
most respondents have work experience
for < 5 years, namely 99 respondents
(57.6%). While the rest have 11-15 years of
work experience with as much as 1 person
(0.6%), 15-20 years of work experience with
as many as 2 people (1.2%), and 5-10 years
of work experience as many as 70 people
(40.7%). More details can be seen in the
following chart.
Respondent Division
Divided
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
General Administration
& Finance
37
21.5
21.5
21.5
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Environmental
Laboratory
11
6.4
6.4
27.9
Quality
21
12.2
12.2
40.1
Operational
21
12.2
12.2
52.3
Business Development
(Business Development)
60
34.9
34.9
87.2
Business Transactions
22
12.8
12.8
100.0
Total
172
100.0
100.0
Based on the respondent division
table, it is known that most of the
respondents are in the Business
Development division (Business
Development) which is as many as 60
respondents (34.9%). While the rest of the
General Administration &Finance division
was 37 people (21.5%), the Environmental
Laboratory division was 11 people (6.4%),
the Quality and Operations division was 21
people each (12.2%) and the Business
Transactions division was 22 people
(12.8%). For more details can be seen in the
following chart.
Respondent's Earnings
Income
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
< IDR 2,500,000
44
25.6
25.6
25.6
IDR 10,000,000 - IDR
15,000,000
27
15.7
15.7
41.3
IDR 15,000,000 - IDR
20,000,000
2
1.2
1.2
42.4
IDR 2,500,000 - IDR
5,000,000
29
16.9
16.9
59.3
IDR 5,000,000 - IDR
10,000,000
70
40.7
40.7
100.0
Total
172
100.0
100.0
Based on the income table of
respondents, it is known that most
respondents have an income of Rp.
5,000,000 - Rp. 10,000,000, which is as
many as 70 respondents (40.7%). While the
rest have income < Rp. 2,500,000 as many
as 44 people (25.6%), income of Rp.
10,000,000 - Rp. 15,000,000 as many as 27
respondents (15.7%), income of Rp.
15,000,000 - Rp. 20,000,000 as many as 2
respondents (1.2%) and income of Rp.
2,500,000 - Rp. 5,000,000 as many as 29
respondents (16.9%). For more details can
be seen in the following chart.
307 | The Influence of Leadership Style & Environment on Employee Performance With Work
Motivation as a Mediation Variable PT. Unilab Perdana
Descriptive Analysis
Descriptive Statistics
N
Minimum
Maximu
m
Mean
Std.
Deviation
Gaya_Kepemimpinan_X
1
172
20
72
59,96
8,386
Lingkungan_kerja_X2
172
22
84
67,75
9,651
Kinerja_karyawan_Y
172
33
90
77,16
10,253
Motivasi_kerja_Z
172
86
276
235,10
31,124
Valid N (listwise)
172
Based on the table it is known that
the number of samples is 172. The
minimum value on the leadership style
variable (X1) is 20 and the maximum is 72
while the average obtained is 59.96 with a
standard deviation of 8.386. The minimum
value on the work environment variable
(X2) is 22 and the maximum is 84. While
the average obtained is 67.75 with a
standard deviation of 9.651. The minimum
value in the work motivation variable (Z) is
86 and the maximum is 276 while the
average obtained is 235.10 with a standard
deviation of 31.124. The minimum value
on the employee performance variable (Y)
is 33 and the maximum is 90. While the
average obtained is 77.16 with a standard
deviation of 10.253.
DISCUSSION
Leadership Style Has a Significant Effect on
Employee Performance
Based on the results that have been
carried out, it is known that the influence of
leadership style on employee performance
obtained a
calculated
t-value of 6.307 which is
greater than the tablet with a level of
significance of 0.05 is 1.999 and a p-value
of 0.000 is obtained which is less than the
significance level of 0.05. On the basis of
this comparison, it can be concluded that
the leadership style coefficient of 0.528 is
significant. The first hypothesis reads "It is
suspected that there is a significant
influence between leadership styles on the
performance of the work.
Work Environment Has a Significant Effect
on Employee Performance
Based on the results that have been
carried out, it is known that the influence of
the work environment on employee
performance obtained a
calculated
t value of
6.759 which is greater than the t table with
a level of significance of 0.05 is 1.999 and a
p-value of 0.000 is obtained which is less
than the significance level of 0.05. On the
basis of this comparison, it can be
concluded that the coefficient of the
working environment of 0.492 is significant.
The second hypothesis reads "It is
suspected that there is a significant
influence between the work environment
on the performance of the work and
proven.
Famdan
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, Arif Hartono
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Leadership Style Has a Significant Effect on
Work Motivation
Based on the results that have been
carried out, it is known that the influence of
leadership style on work motivation
obtained a
calculated
t-value of 5.466 which is
greater than the t table with a level of
significance of 0.05 is 1.999 and a p-value
of 0.000 is obtained which is less than the
significance level of 0.05. On the basis of
this comparison, it can be concluded that
the coefficient of the Leadership style of
1.374 is significant. The third hypothesis
reads "It is suspected that there is a
significant influence between leadership
style and proven work motivation.
Work Environment Has a Significant Effect
on Work Motivation
Based on the results that have been
carried out, it is known that the influence of
the work environment on work motivation
obtained a
calculated
t-value of 7.780 which is
greater than the tablet with a level of
significance of 0.05 is 1.999 and a p-value
of 0.000 is obtained which is less than the
significance level of 0.05. On the basis of
this comparison, it can be concluded that
the coefficient of the working environment
of 1.699 is significant. The fourth
hypothesis reads "It is suspected that there
is a significant influence between the work
environment on proven work motivation.
Work Motivation Has a Significant Effect on
Employee Performance
Based on the results that have been
carried out, it is known that the influence of
work motivation on employee performance
obtained a calculated t-value of 36.348
which is greater than the t table with a level
of significance of 0.05 is 1.999 and a p-value
of 0.000 is obtained which is less than the
significance level of 0.05. On the basis of
this comparison, it can be concluded that
the coefficient of work motivation of 0.310
is significant. The fifth hypothesis reads "It
is suspected that there is a significant
influence between work motivation and the
performance of the work.
Leadership Style Has a Significant Effect on
Employee Performance Through Work
Motivation Variables
Based on the results that have been
carried out, it is known that the influence of
leadership style on employee performance
through the mediation of work motivation
variables obtained a calculated value of
5,406 where more the magnitude of the
table t with a significance level of 0.05
which is 1.999 and a p-value of 0.000 which
is smaller than the significance level of 0.05
is obtained. On the basis of such a
comparison, it can be concluded that the
mediation of significant work motivation
variables. The sixth hypothesis reads "It is
suspected that there is a significant
influence between leadership style on the
performance of the work through the
mediation of proven work motivation
variables.
Work Environment Has a Significant Effect
on Employee Performance Through Work
Motivation Variables
Based on the results that have been
carried out, it is known that the influence of
the work environment on employee
performance through the mediation of
work motivation variables obtained a
calculated value of 7.601 which is greater
309 | The Influence of Leadership Style & Environment on Employee Performance With Work
Motivation as a Mediation Variable PT. Unilab Perdana
from t the table with a significance level of
0.05 which is 1.999 and a p-value of 0.000
is obtained which is less than the
significance level of 0.05. On the basis of
such a comparison, it can be concluded
that the mediation of significant work
motivation variables. The seventh
hypothesis reads "It is suspected that there
is a significant influence between the work
environment on the performance of the
work through the mediation of proven
work motivation variables.
CONCLUSIONS
Based on the results of the test and
discussion above, several conclusions can
be drawn from this study that leadership
style has a positive and significant influence
on employee performance, the work
environment has a positive influence and
significant on employee performance,
Leadership style has a positive influence
and significant on work motivation, the
Work environment has a positive influence
and significant on work motivation, Work
motivation has a positive and significant
influence on employee performance, then
Leadership style and employee
performance have a positive influence and
significant through work motivation, and
The work environment and performance of
employees have a positive and significant
influence through work motivation.
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© 2022 by the authors. Submitted
for possible open access publication
under the terms and conditions of the Creative Commons Attribution (CC BY SA) license
(https://creativecommons.org/licenses/by-sa/4.0/).
