The Influence of Leadership Style on Employee Performance in Government Institutions
DOI:
https://doi.org/10.59890/ijels.v4i5.2Keywords:
Leadership, Performance, Employees, Government, Bureaucracy, Motivation, Organization.Abstract
Employee performance in government institutions is regarded as a critical indicator of bureaucratic reform, public service quality, and organizational accountability. However, empirical evidence concerning the influence of leadership style on government employee performance still shows varied patterns, particularly because leadership effects are often mediated by motivation, culture, digital readiness, and organizational behavior. This study aims to synthesize the influence of various leadership styles on employee performance in government institutions and to identify the mechanisms explaining this relationship. A systematic literature review was conducted using the PRISMA guidelines. The search was performed in the Scopus database using the keywords leadership, performance, civil servant, public, Indonesia, and government. From 907 initial articles, screening was conducted based on publication year 2021–2026, journal article type, English language, open access, abstract relevance, DOI availability, and the use of primary data, resulting in 13 included articles. The review findings indicate that transformational, authentic, ethical, servant, transactional, crisis, and digital leadership contribute to government employee performance, although their influence is more frequently indirect. Employee performance is more strongly explained through public service motivation, organizational citizenship behavior, supportive organizational culture, work culture, authentic followership, organizational learning, dynamic capability, and managerial digital readiness.
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