¹Sofyan Bachmid,² Ermawati Ermawati

¹,²Faculty of Islamic Economic and Business, Universitas Islam Negeri (UIN) Datokarama Palu

This paper aims to determine the influence of leadership style and work motivation on employee performance at Bank Mandiri Syariah Palu Indonesia. This study employed a quantitative study, and the data were collected through a survey. There were 48 samples in this study. We used the saturation sampling technique to determine the samples because all populations were recruited for the samples. The data were analyzed using multiple linear regression analysis. The results show that leadership style and work motivation simultaneously affect employee performance at the Bank Mandiri Syariah Palu Indonesia. Among those variables, leadership style has a more significant effect on employee performance. In contrast, work motivation has less influence on employees' work performance, but it still plays a role in the employees' work performance. Our study contributes to better strategy in managing leadership and works motivation to enhance employees' work performances within Islamic banking industries.

leadership style, work motivation, employee’s performances, Islamic banks

1) Cooley, C.H., Human Nature and the Social Order 1983, London: Routledge.

2) Caza, B.B., S. Moss, and H. Vough, From Synchronizing to Harmonizing: The Process of Authenticating Multiple Work Identities. Administrative Science Quarterly, 2018. 63(4): p. 703-745.

3) Paeleman, I. and T. Vanacker, Less is More, or Not? On the Interplay between Bundles of Slack Resources, Firm Performance and Firm Survival. Journal of Management Studies, 2015. 52(6): p. 819-848.

4) Nurdin, N., Institutional Arrangements in E-Government Implementation and Use: A Case Study From Indonesian Local Government. International Journal of Electronic Government Research (IJEGR), 2018. 14(2): p. 44-63.

5) Lepak, D.P., et al., A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research, in Research in Personnel and Human Resources Management, J.J. Martocchio, Editor. 2006, Emerald Group Publishing Limited. p. 217-271.

6) Luu, T.V., et al., Performance measurement of construction firms in developing countries. Construction Management and Economics, 2008. 26(4): p. 373-386.

7) Yankaskas, B., C. Klabunde, and R Ancelle-Park International comparison of performance measures for screening mammography: can it be done? Journal of Medical Screening, 2004. 11(4): p. 187-193.

8) Nurdin, N., R. Stockdale, and H. Scheepers, Coordination and Cooperation in E-Government: An Indonesian Local E-Government Case The Electronic Journal of Information Systems in Developing countries, 2014. 61(3): p. 1-21.

9) de Waal, A. and M. Sivro, The Relation Between Servant Leadership, Organizational Performance, and the High. Performance Organization Framework. Journal of Leadership & Organizational Studies, 2012. 19(2): p. 173-190.

10) Arvonen, J. and G. Ekvall, Effective Leadership Style: Both Universal and Contingent? Creativity and Innovation Management, 1999. 8(4): p. 242-250.

11) Cabrera, E.F. and A. Cabrera, Fostering knowledge sharing through people management practices. The International Journal of Human Resource Management, 2005. 16(5): p. 720-735.

12) Yehezkel, O. and M. Lerner, Born to Be Wild? International Studies of Management & Organization, 2009. 39(3): p. 6- 31.

13) De Hoogh, A.H.B., L.L. Greer, and D.N. Den Hartog, Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance. The Leadership Quarterly, 2015. 26(5): p. 687-701.

14) Harms, P.D., et al., Autocratic leaders and authoritarian followers revisited: A review and agenda for the future. The Leadership Quarterly, 2018. 29(1): p. 105-122.

15) Foels, R., et al., The Effects of Democratic Leadership on Group Member Satisfaction:An Integration. Small-Group Research, 2000. 31(6): p. 676-701.

16) Yang, I., Positive effects of laissez-faire leadership: conceptual exploration. Journal of Management Development, 2015. 34(10): p. 1246-1261.

17) Moors, G., The effect of response style bias on the measurement of transformational, transactional, and laissez-faire leadership. European Journal of Work and Organizational Psychology, 2012. 21(2): p. 271-298.

18) Mir, A.M., Leadership in Islam. Journal of Leadership Studies, 2010. 4(3): p. 69-72.

19) Johnston, D.L., Islam and Human Rights: A Growing Rapprochement? American Journal of Economics and Sociology, 2015. 74(1): p. 113-148.

20) Reff Pedersen, A., K. Sehested, and E. Sørensen, Emerging Theoretical Understanding of Pluricentric Coordination in Public Governance. The American Review of Public Administration, 2011. 41(4): p. 375-394.

21) Nurdin, N., S.S. Pettalongi, and K. Yusuf. Knowledge Management Model in Syariah Banking. in 2018 5th International Conference on Information Technology, Computer, and Electrical Engineering (ICITACEE). 2018.

22) Hall, L., C. Hume, and S. Tazzyman, Five Degrees of Happiness: Effective Smiley Face Likert Scales for Evaluating with Children, in Proceedings of the The 15th International Conference on Interaction Design and Children. 2016, Association for Computing Machinery: Manchester, United Kingdom. p. 311–321.

23) Frey, F., SPSS (Software), in The International Encyclopedia of Communication Research Methods. 2017. p. 1-2.

24) Nurdin, N., S.S. Pettalongi, and M.N. Ahsan. Implementation of Teaching Quality Assessment System Using Android. in 2019 5th International Conference on Science and Technology (ICST). 2019

VOLUME 04 ISSUE 09 SEPTEMBER 2021