Building Superior Employee Performance through Transformational Leadership Style, Solid Teamwork, Discipline, and Employee Work Motivation of PT TTON Dasa Jaya Abadi

Authors

This study aims to analyze and prove the influence of transformational leadership style,

teamwork, work discipline, and work motivation on the performance of PT TTON Dasa Jaya

Abadi employees. The research uses a quantitative approach with an associative type of

research. The population in this study is all employees of PT TTON Dasa Jaya Abadi which is

55 people. The sampling technique uses saturated sampling (census), so that the entire

population is used as a research sample of 55 respondents. Data collection was carried out

through the distribution of questionnaires, while the data analysis technique used multiple

linear regression with the help of the Statistical Product and Service Solution (SPSS)

program. The results of the study showed that partially the transformational leadership style

had a positive and significant effect on employee performance with a t-count value of 2.646

and a significance of 0.011. Teamwork has a positive and significant effect on employee

performance with a t-count value of 2.705 and a significance of 0.009. Work discipline has a

positive and significant effect on employee performance with a t-count value of 4.032 and a

significance of 0.001 and is the most dominant variable affecting employee performance.

Work motivation also has a positive and significant effect on employee performance with a t

count value of 3.372 and a significance of 0.001. Simultaneously, transformational leadership

style, teamwork, work discipline, and work motivation had a significant effect on employee

performance with an F-count value of 31.247 and a significance of 0.001. The results of the

determination coefficient showed an R Square value of 0.714, which means that 71.4% of the

variation in employee performance could be explained by transformational leadership style,

teamwork, work discipline, and work motivation, while the remaining 28.6% was explained

by other factors outside the study.