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THE LEADERSHIP STYLE OF MAYOR AND DEPUTY MAYOR OF MAKASSAR

Hasanuddin Journal of Applied Business and Entrepreneurship · Vol. 1 No. 2 (2018) · pp. 33–49

ISSN
2598-0890, 2598-0882
Published
2018-05-01
Publisher
Master of Management, Faculty of Economics and Business, Hasanuddin University.
Language
en

Abstract

Leadership is needed because it has the responsibility to move, direct, influence and lead the people they lead to jointly realize the goals of the organization. This study aims to analyze the influence of autocratic leadership style, democratic, free control, participatory, visionary and transformational to the performance of employees at the Government of Makassar City Period 2014 - 2019; and analyze among the dominant leadership style influence on employee performance at Makassar City Government Period 2014 - 2019. This research is a survey with quantitative research. The population of the research is 11.449 employees of Makassar City Government and the research sample is determined using Slovin formula 5% obtained by 387 respondents as respondents. Data collection techniques used questionnaires and documentation techniques. Data analysis used is Multiple Linear Regression. The results showed that the leadership style of autocracy gave a negative effect on the performance of employees of Makassar City Government Office. Furthermore, leadership style in the form of democratic style, free control, participative, visionary and transformational have positive and significant influence to the performance of employees at Makassar City Government Office period 2014 - 2019. Also found variables dominant leadership style (X5) which is based on regression coefficient value nilai. This means that the achievement of the work of each employee in realizing the achievement of organizational goals is determined more by the leadership style of the leadership that can give leadership significance to each subordinate either as a direction selter, agent of change, spokenperson or as a coach that affect the achievement of employee performance in quantity, quality, efficient utilization of time and effectiveness of budget usage.

Keywords

Collaboration network of the authors

22 authors · 41 co-authorship links

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  • Monash University
  • Affiliation unknown
  • Different organisations
  • Same organisation
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Co-authorOrganisationJoint articles
Salman FarisiAffiliation unknown1
Christina Nugroho EkowatiAffiliation unknown1
Rizka OktaviaAffiliation unknown1
Bambang IrawanMonash University1
Sri WahyuningsihAffiliation unknown1
Rochmah AgustrinaAffiliation unknown1
Herta M. ManullangAffiliation unknown1
Ris Hadi PurwantoAffiliation unknown1
Evelin PareraAffiliation unknown1
Dwiko Budi PermadiAffiliation unknown1
Muhammad ToahaAffiliation unknown1
Marwa Moeldya Ananda PutriAffiliation unknown1
Anjelina Frisca Junita PontoAffiliation unknown1
Muh. Idrus TabaAffiliation unknown1
Suhartini IsmailAffiliation unknown1
Retnaningsih RetnaningsihAffiliation unknown1
Refonda Rias AnggiriAffiliation unknown1
Sri Samiati TarjanaAffiliation unknown1
Hanna Novariana Azizah Ni'maAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://journal.unhas.ac.id/index.php/hjabe/oai, first harvested 2 Nov 2026, last seen 2 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en">THE  LEADERSHIP STYLE OF MAYOR AND DEPUTY MAYOR OF MAKASSAR</dc:title>
	<dc:creator xml:lang="en">Putra, M. Ilham Eka </dc:creator>
	<dc:creator xml:lang="en">Hamzah, Djabir</dc:creator>
	<dc:creator xml:lang="en">Sumardi, Sumardi</dc:creator>
	<dc:subject xml:lang="en">Leadership Style</dc:subject>
	<dc:subject xml:lang="en">Autocratic</dc:subject>
	<dc:subject xml:lang="en">Democratic</dc:subject>
	<dc:subject xml:lang="en">Free Control</dc:subject>
	<dc:subject xml:lang="en">Participatory</dc:subject>
	<dc:subject xml:lang="en">Visionary</dc:subject>
	<dc:subject xml:lang="en">Transformational and Performance</dc:subject>
	<dc:description xml:lang="en">Leadership is needed because it has the responsibility to move, direct, influence and lead the people they lead to jointly realize the goals of the organization. This study aims to analyze the influence of autocratic leadership style, democratic, free control, participatory, visionary and transformational to the performance of employees at the Government of Makassar City Period 2014 - 2019; and analyze among the dominant leadership style influence on employee performance at Makassar City Government Period 2014 - 2019. This research is a survey with quantitative research. The population of the research is 11.449 employees of Makassar City Government and the research sample is determined using Slovin formula 5% obtained by 387 respondents as respondents. Data collection techniques used questionnaires and documentation techniques. Data analysis used is Multiple Linear Regression. The results showed that the leadership style of autocracy gave a negative effect on the performance of employees of Makassar City Government Office. Furthermore, leadership style in the form of democratic style, free control, participative, visionary and transformational have positive and significant influence to the performance of employees at Makassar City Government Office period 2014 - 2019. Also found variables dominant leadership style (X5) which is based on regression coefficient value nilai . This means that the achievement of the work of each employee in realizing the achievement of organizational goals is determined more by the leadership style of the leadership that can give leadership significance to each subordinate either as a direction selter, agent of change, spokenperson or as a coach that affect the achievement of employee performance in quantity , quality, efficient utilization of time and effectiveness of budget usage.</dc:description>
	<dc:publisher xml:lang="en">Master of Management, Faculty of Economics and Business, Hasanuddin University.</dc:publisher>
	<dc:date>2018-05-01</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.unhas.ac.id/index.php/hjabe/article/view/21635</dc:identifier>
	<dc:source xml:lang="en">Hasanuddin Journal of Applied Business and Entrepreneurship; Vol. 1 No. 2 (2018): HJABE; 33-49</dc:source>
	<dc:source>2598-0890</dc:source>
	<dc:source>2598-0882</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://journal.unhas.ac.id/index.php/hjabe/article/view/21635/8398</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2018 Hasanuddin Journal of Applied Business and Entrepreneurship (HJABE)</dc:rights>
</oai_dc:dc>