PENGARUH GAYA KEPEMIMPINAN, KOMPETENSI DAN LINGKUNGAN KERJA TERHADAP KINERJA PERANGKAT DESA PADA KECAMATAN MAMASA KABUPATEN MAMASA
Keywords:
Leadership Style, Competence, Work Environmet, and PerformanceAbstract
This study aims to analyze (1) the influence of leadership style partially on the performance of village officials in Mamasa Subdistrict, Mamasa Regency (2) the effect of partial competence on the performance of village officials in Mamasa subdistrict, Mamasa Regency (3) the influence of the work environment partially on the performance of village officials in Mamasa Subdistrict, Mamasa Regency (4) the influence of leadership style, competence, and work environment simultaneously on the performance of village officials in Mamasa Subdistrict, Mamasa Regency (5) the most dominant variable that affecting the performance of village officials in Mamasa Subdistrict, Mamasa Regency. The sample selection in this study was carried out using a stratified random sample method (stratified sampling) with sampling using the Slovin formula, with a sample of 136 village officials in Mamasa Subdistrict, Mamasa Regency. Data analysis used Multiple Regression Analysis.
The results showed that (1) Partially leadership style had a significant effect on the performance of village officials in Mamasa Subdistrict, Mamasa Regency with a value of 8.765 (2) Partially competence had a significant effect on the performance of village officials in the Subdistrict Mamasa with a value of 8.877 (3) Partially the work environment has a significant effect on the performance of village officials in Mamasa District, Mamasa Regency with a value of 3.500 (4) Simultaneously leadership style, competence, and work environment have a significant effect on the performance of village officials in Mamasa Subdistrict, Mamasa Regency with a value of 448,967 (5) the most dominant variable that affecting the performance of village officials in Mamasa Subdistrict, Mamasa Regency is the Leadership Style variable with a standardized coefficient beta of 0.435.
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