Article Sidebar

Download
Download Article

Main Article Content

Abstract

This study aims to determine and analyze the influence of leadership style variables, workload, and work stress on employee performance at the MATSC branch of an aviation navigation service provider institution. The analysis tool used in this study is data analysis using SPSS. The population in this study was all telecommunications technician employees of the MATSC branch of the aviation navigation service provider institution, totaling 94 employees. The results of the study indicate that: (1) Leadership style has a positive and significant effect on employee performance at The MATSC branch of aviation navigation service provider institution; (2) Workload has a negative but insignificant effect on employee performance at The MATSC branch of aviation navigation service provider institution; (3) Work stress has a negative but insignificant effect on employee performance at The MATSC branch of aviation navigation service provider institution; (4) Leadership style, workload and work stress simultaneously have a significant effect on employee performance at The MATSC branch of aviation navigation service provider institution.

Keywords

Leadership Style Workload Job Stress Employee Performance

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

How to Cite
Amal A. R, C., Daga, R., & Samad, A. (2025). Analysis of The Influence of Leadership Style, Workload and Work Stress on Employee Performance: Empirical Study from The MATSC Branch of Aviation Navigation Service Provider Institution. Golden Ratio of Human Resource Management, 5(2), 383–405. https://doi.org/10.52970/grhrm.v5i2.1282
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. Avolio, B. J., & Bass, B. M. (2002). Developing potential across a full range of leadership: Cases on transactional and transformational leadership. Psychology Press.
  2. Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.
  3. Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2014). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 106(2), 575–588.
  4. Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
  5. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.
  6. Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
  7. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum.
  8. Cohen, S., Kamarck, T., & Mermelstein, R. (1983). A global measure of perceived stress. Journal of Health and Social Behavior, 24(4), 385–396.
  9. De Hoogh, A. H. B., Den Hartog, D. N., & Koopman, P. L. (2004). The influence of transformational leadership on the well-being of employees in a large organization: A multi-level study. Journal of Applied Psychology, 89(3), 22-36.
  10. De Vries, J., Roe, R. A., & Taillieu, T. (1998). Leadership and trust in organizations. European Journal of Work and Organizational Psychology, 7(2), 295–314.
  11. Eisenbeiss, S. A., Van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. The Leadership Quarterly, 19(2), 136–151.
  12. Fredrickson, B. L., Tugade, M. M., Waugh, C. E., & Larkin, G. (2008). What good are positive emotions in crises? Psychological Science, 17(6), 509–513.
  13. Gastil, J. (1994). A definition and illustration of democratic leadership. Human Relations, 47(8), 953-975.
  14. Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
  15. Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.
  16. Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
  17. Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among teachers. Journal of School Psychology, 43(6), 495-513.
  18. Judge, T. A., & Bono, J. E. (2001). A meta-analysis is a relationship of core self-evaluation traits–self-esteem, generalised self-efficacy, locus of control, and emotional stability–with job satisfaction and performance. Journal of Applied Psychology, 86(1), 80–92.
  19. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768.
  20. Kahneman, D. (1973). Attention and effort. Prentice-Hall.
  21. Karasek, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24(2), 285–308.
  22. Kaufman, P. (2019). Leadership styles and their impact on employee motivation: An empirical study. International Journal of Organizational Behavior, 24(3), 215–234.
  23. Kompier, M., Taris, T., & Smulders, P. (2000). The effects of job stress and strain on burnout. In J. M. G. de Lange, E. A. J. H. Witte, & M. J. S. M. de Jonge (Eds.), The 21st century workplace: Trends and developments (pp. 235–259). Oxford University Press.
  24. Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10(2), 271–299.
  25. Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177.
  26. Lundberg, U., Frankenhaeuser, M., & Johansson, G. (2009). The influence of job demands and job control on psychological well-being: A longitudinal study. Work & Stress, 23(3), 278–295.
  27. Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
  28. Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
  29. Parker, S. K., & Turner, N. (2002). The role of work stress in employee performance: A meta-analysis. Journal of Organizational Behavior, 23(1), 39–58.
  30. Sonnentag, S. (2018). The recovery paradox: A critical review of the research. Journal of Occupational Health Psychology, 23(1), 1–15.
  31. Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
  32. Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making. University of Pittsburgh Press.
  33. Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74(3), 235–244.
  34. Yukl, G. (2010). Leadership in organizations (7th ed.). Pearson Prentice Hall.
  35. Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6-16.