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Abstract
This study aims to analyze the effect of situational leadership styles, organizational culture, and organizational commitment on employee performance and to determine the most dominant variable influencing the performance of the Regional Office employees of Tanete Riattang Barat District, Bone Regency. This research was conducted from October to December 2021. The population of this study was 62 employees of the Tante Riattang Barat District Office, Bone Regency. The analysis used is descriptive to explain the characteristics of respondents and descriptive research, while to analyze quantitative data, multiple regression analysis is used through the SPSS program. The results showed that situational leadership style, organizational culture, and organizational commitment jointly affect the performance of the employees of the Regional Office of the District of Tanete Riattang Barat, Bone Regency, and the variable that has the most dominant influence is organizational commitment.
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References
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References
Balkin, D. B., & Werner, S. (2022). Theorizing the relationship between discretionary employee benefits and individual performance. Human Resource Management Review, 100901. https://doi.org/https://doi.org/10.1016/j.hrmr.2022.100901
Chi, H. K., Huang, K. C., & Nguyen, H. M. (2020). Elements of destination brand equity and destination familiarity regarding travel intention. Journal of Retailing and Consumer Services, 52(February 2019), 101728. https://doi.org/10.1016/j.jretconser.2018.12.012
Du, S., Swaen, V., Lindgreen, A., & Sen, S. (2013). The roles of leadership styles in corporate social responsibility. Journal of Business Ethics, 114(1), 155–169. https://psycnet.apa.org/doi/10.1007/s10551-012-1333-3
Fein, E. C., Tziner, A., & Vasiliu, C. (2021). Perceptions of ethical climate and organizational justice as antecedents to employee performance: The mediating role of employees’ attributions of leader effectiveness. European Management Journal. https://doi.org/https://doi.org/10.1016/j.emj.2021.11.003
García-Rodríguez, F. J., Dorta-Afonso, D., & González-de-la-Rosa, M. (2020). Hospitality diversity management and job satisfaction: The mediating role of organizational commitment across individual differences. International Journal of Hospitality Management, 91, 102698. https://doi.org/https://doi.org/10.1016/j.ijhm.2020.102698
Malak, H. M., Lorman, W., Rundio, A., Simion, D., & Simion, M. G. (2022). Predominantly practiced leadership styles of Chief Nursing Officers in healthcare organizations. Journal of Interprofessional Education & Practice, 28, 100517. https://doi.org/https://doi.org/10.1016/j.xjep.2022.100517
Teymoori, E., Rahmani, V., Fereidouni, A., Khachian, A., & Hannani, S. (2022). Ethical climate of the operating room from the perspective of the surgical team and its relationship with organizational culture and organizational commitment. Perioperative Care and Operating Room Management, 26, 100238. https://doi.org/https://doi.org/10.1016/j.pcorm.2021.100238
Thomaidou Pavlidou, C., & Efstathiades, A. (2021). The effects of internal marketing strategies on the organizational culture of secondary public schools. Evaluation and Program Planning, 84, 101894. https://doi.org/https://doi.org/10.1016/j.evalprogplan.2020.101894
Thompson, G., & Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837–848. https://doi.org/https://doi.org/10.1016/j.leaqua.2009.06.014
Yeo, R. K. (2020). Get ready to shift: Situational positioning of leadership identity and influence. Organizational Dynamics, 49(2), 100688. https://doi.org/https://doi.org/10.1016/j.orgdyn.2018.11.001