The Influence of Leadership Style and Compensation on Employee Performance at CV Synergi Tuban
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Abstract
This study aims to determine and analyze the influence of leadership style and compensation on employee performance at CV Synergi Tuban, both partially and simultaneously. This study uses a quantitative approach based on the philosophy of positivism. The study population was 37 CV Synergi employees, and the entire population was sampled through a saturated sampling technique (census). Primary data were collected through a 1–5 Likert Scale questionnaire distributed in the form of Google Forms, structured interviews with the Director of CV Synergi, and observations. Data analysis used multiple linear regression analysis with the help of SPSS software version 26, including validity tests, reliability tests, classical assumption tests (normality, multicollinearity, heteroscedasticity), F tests, t tests, and coefficient of determination tests. The results of the study indicate that (1) leadership style (X1) has a positive and significant effect on employee performance (Y) with a calculated t value of 3.939> t table 2.032 and a significance of 0.000; (2) compensation (X2) has a positive but insignificant effect on employee performance with a calculated t value of 1.051 < t table 2.032 and a significance of 0.301; (3) simultaneously, leadership style and compensation have a significant effect on employee performance with a calculated F value of 11.020 > F table 3.276 and a significance of 0.000. The coefficient of determination (Adjusted R²) of 0.358 indicates that 35.8% of employee performance variation can be explained by leadership style and compensation. Leadership style is the dominant factor that influences employee performance at CV Synergi, while financial compensation alone is not enough to provide a significant effect partially.
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