​ Leadership Style, Integrity, and Work Discipline: Their Effects on Employee Performance in Lambu Kibang

Abstract

This study examines the effects of leadership style, integrity, and work discipline on employee performance in the Lambu Kibang Sub-District, Tulang Bawang Barat Regency, Indonesia. A quantitative causal design was employed, involving 113 government officials from the sub-district and nine villages, selected through saturated sampling. Data were collected through questionnaires, observation, documentation, and literature review and analyzed using multiple linear regression with IBM SPSS Statistics 25. The results indicate that leadership style, integrity, and work discipline each have a positive and significant effect on employee performance. Work discipline has the largest standardized coefficient (β = 0.334), followed by leadership style (β = 0.302) and integrity (β = 0.258). Simultaneously, the three variables significantly predict employee performance (F = 30.654, p < 0.001), explaining 61.8% of the variance, with an adjusted R² of 0.607. These findings highlight the importance of strengthening leadership practices, integrity, and employee discipline as complementary elements of human resource management in sub-district government. However, the study's cross-sectional design and focus on a single sub-district limit the generalizability of the findings, while 39.3% of the variance remains unexplained by the model.

Keywords

Employee Performance Integrity Leadership Style Public Sector Work Discipline