Pengaruh Gaya Kepemimpinan Transaksional dan Motivasi Kerja terhadap Kinerja Pegawai Divisi Operasional dan SDM pada PT Pertamina Gas Negara

The Influence of Transactional Leadership Style and Work Motivation on the Performance of Employees of the Operational and HR Division in PT Pertamina Gas Negara

Abstract

Increasingly competitive labor market conditions require companies to possess a high-performing workforce. Optimal employee performance can be achieved through the application of effective leadership styles and the provision of work motivation that encourages employees to carry out their duties and responsibilities. This study aims to determine whether transactional leadership style and work motivation have a positive and significant effect on employee performance, both partially and simultaneously. Data were collected via questionnaires distributed to 50 employees using a saturated sampling technique, meaning the entire population served as the sample. Analysis was conducted using validity and reliability tests, classical assumption tests, t-tests, F-tests, the coefficient of determination, and multiple linear regression. The results indicate that transactional leadership style has a positive and significant effect on employee performance. This is evidenced by a calculated t-value of 9.754—exceeding the t-table value of 2.011—with a significance level of 0.000 (< 0.05). Work motivation also has a positive and significant effect on employee performance, with a significance level below 0.05 and a greater contribution to the outcome compared to the transactional leadership style variable. Furthermore, transactional leadership style and work motivation simultaneously exert a positive and significant influence on employee performance. This is demonstrated by a calculated F-value of 124.484—exceeding the F-table value of 3.20—and a significance level of 0.000 (< 0.05). The coefficient of determination (R²) of 0.841 indicates that 84.1% of the variation in employee performance can be explained by transactional leadership style and work motivation, while the remaining 15.9% is influenced by factors outside the scope of this study.