https://jetbis.al-makkipublisher.com/index.php/al/index
174
Jurnal Ekonomi Teknologi & Bisnis (JETBIS)
Volume 2, Number 1, Januari 2023
p-ISSN 2964-903X; e-ISSN 2962-9330
THE INFLUENCE OF LEADERSHIP STYLE, TEAMWORK AND EMPLOYEE JOB
SATISFACTION ON THE PERFORMANCE OF ADMINISTRATIVE EMPLOYEES
OF OPEN JUNIOR HIGH SCHOOL IN Jakarta
Tungga Buana Irfana
1
, Tungga Buana Diana
2
, Aliy Rasyid
3
, Tungga Buana Dharma
4
Universitas Bhayangkara
1
, Universitas Borobdur
2
, STMIK Ghanesa
3
, Universitas Borobdur
4
irfanatungga@gmail.com
1
, diana.tungga@yahoo.com
2
, Aliyrasyid11@gmail.com
3
,
tbdharma@gmail.com
4
ARTIKEL INFO:
Diterima:
14 January 2023
Direvisi:
25 January 2023
Disetujui:
26 January 2023
ABSTRACT
The purpose of this study was to determine the performance of administrative
employees at the Open Junior High School (SMP) in Jakarta which was
influenced by the principal's leadership style, teamwork and job satisfaction. The
method in this study used a survey method in all Open Junior High Schools in
Jakarta. The questionnaire distributed 123 to respondents at random. The result
of this study is that leadership style has a positive effect on performance, thus,
the better the leadership style carried out by the principal, the more it will
improve the performance of administrative employees, teamwork has a positive
effect on performance. This means that the more compact teamwork will
improve the performance of Tata Usha employees, job satisfaction has a positive
effect on performance. That is, the higher job satisfaction, the more it will
improve the performance of administrative employees, leadership style has a
positive effect on job satisfaction. that is, the better the principal's leadership
style, the more job satisfaction of administrative employees will be. Teamwork
has a positive effect on job satisfaction. This means that the more compact the
teamwork, the more it will increase administrative job satisfaction
Keywords: Leadership Style, Teamwork, Job Satisfaction, Performance
INTRODUCTION
School principals as leaders in educational institutions are required to pay more attention to
various components which are a series of quality educational implementation processes in order to
be able to achieve quality education and learning, including learning activity programs, students,
learning facilities and infrastructure, funds, community environment and school leadership itself.
All of these are very important and determine the successful achievement of institutional goals
(Pinnington, Macklin, & Campbell, 2007).
In the context of leadership in the school, the leader is the principal who has two functions,
namely as a program manager and as an instructional manager. As a program manager, the principal
has the ability to develop a viable plan based on the level of availability of funds and the ability to
mobilize the various potentials that exist. As an instructional manager, the principal is required to
have the ability to deliver instructions to teachers and employees (Schneider & Bowen, 1985).
After all, the leadership function will be the driving force that will influence members to work
as a team so that they work with high satisfaction and can achieve high organizational performance
as well (Greer, 2021).
Leaders who try to raise awareness from followers by calling for higher ideals and moral
values such as independence, justice and humanity, rather than being based on emotions, such as
Vol 2, No 1 Januari, 2023
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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greed, jealousy, or hatred. Through this leadership style, it is hoped that employee job satisfaction
will occur and can increase the performance of the principal (Cummings, 2005).
The success of education personnel in carrying out their duties will have an impact on the
sustainability and smoothness of national education. In order for the organization to work
effectively, quality and professional employees are needed to be able to provide good service to
education personnel and the community who need the same understanding so as to improve the
quality and quantity of education (Collings & Wood, 2009).
Thus, the role of employees is very important in order to participate in building success and
smooth education. One of the factors that can support this success is employee job satisfaction
(Torrington, Hall, & Taylor, 2008).
Because employee job satisfaction cannot be measured only based on the salary earned, but
also based on recognition, responsibility. and the equal opportunity for all employees to develop and
an even distribution of duties professionally in developing their potential (Arthur, 2008).
Job satisfaction is very essential for every employee, because job satisfaction is different from
one another, because job satisfaction is a very individual feeling, job satisfaction itself can be
influenced and changed by forces from inside and outside the work environment (Gibson,
Ivancevich, & Donnelly, 2009).
Job satisfaction can reduce boredom at work so as to make workers feel at home and survive
in their work optimally to complete the work they are responsible for (Yukl, 2012).
The success of education personnel in carrying out their duties will have an impact on the
sustainability and smoothness of national education. In order for the organization to work
effectively, quality and professional employees are needed to be able to provide good service to
education personnel and the community who need the same understanding so as to improve the
quality and quantity of education (Martin & Siebert, 2016).
Thus, the role of employees is very important in order to participate in building success and
smooth education. One of the factors that can support this success is employee job satisfaction .
Because employee job satisfaction cannot be measured only based on the salary earned, but
also based on recognition, responsibility. and the equal opportunity for all employees to develop and
an even distribution of duties professionally in developing their potential (Sistare, Shiplett, & Buss,
2009).
Job satisfaction is very essential for every employee, because job satisfaction is different from
one another, because job satisfaction is a very individual feeling, job satisfaction itself can be
influenced and changed by forces from inside and outside the work environment (Palmer, Dunford,
& Buchanan, 2016).
Job satisfaction can reduce boredom at work so as to make workers feel at home and survive
in their work optimally to complete the work they are responsible for (Conger & Riggio, 2012).
Employees who feel satisfied at work will certainly increase their productivity, on the contrary,
dissatisfied employees will be frustrated. lack of vigor. and less passionate about work and will
eventually slow down his work. by starting work slower (Wagner & Hollenbeck, 2010).
Based on the background of the above problems, the title of this study is: "The Influence of
Leadership Style, Teamwork, and Employee Job Satisfaction on the Performance of Administrative
Employees of Open Junior High School In Jakarta"
RESEARCH METHODS
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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176
In general, this study aims to determine whether or not there is an influence of leadership style,
teamwork and job satisfaction on the performance of administrative employees of Open Junior High
School In Jakarta (Pynes, 2008).
This study used a survey method with causal techniques. Meanwhile, the data is analyzed by
path analysis. This study analyzed the influence of one variable on another. The variables studied
consist of two types, namely: exogenous variables and endogenous variables. Exogenous variables
have a direct or indirect influence on endogenous variables. While endogenous variables are
variables that can affect other endogenous variables. The exogenous variables in this study are
leadership style (X1) and teamwork (X2) (Baldoni, 2005). While endogenous variables include:
Performance (X4); Job Satisfaction (X3). Researchers conduct sampling on any individual who is
ready and willing to Made Sample as well as meet the characteristics of the population. Meanwhile,
the number of samples for the instrument test was 30 respondents. The samples in this study were
taken using the Simple Random Sampling technique, which is a method of drawing samples that are
carried out in a simple random way. This technique was to obtain a sample of 123 employees of the
Open Junior High School in Jakarta. Data collection techniques are carried out using research
instruments in the form of questionnaires (Miner, 2005). The grading scale for all variables has five
categories of answer choices, namely: (a) excellent/very satisfied; (b) good/satisfied; (c) good
enough/reasonably satisfied; (d) unfavored/dissatisfied; and (e) bad/dissatisfied. Alternative answers
are weighted values 5 to 1 for positive statements, and weights of values 1 through 5 for negative
statements. Instruments are tested first before being used in research. Testing of these instruments
includes validity tests and reliability tests. And the results of such tests obtained both valid and
invalid instrument items. Invalid instruments are discarded (not used in research). Calculations are
performed with computer aids and using Microsoft Excel and SPSS software. The constellation of
hypothetical models of research is as follows.
Picture 1
Hypotetic Model of Research
Information:
X1 : Leadership Style
X2 : Teamwork
X3 : Job Satisfaction
X4 : Performance
A. Testing Analysis Requirements
X1
X3
X2
X4
Vol 2, No 1 Januari, 2023
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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Path analysis requires that the data to be analyzed must meet certain statistical tests.
Therefore, before conducting data analysis using path analysis, several statistical tests are first
carried out which are requirements in path analysis). Some of the statistical tests that must be met
in path analysis are: (1) error normality test; (2) Test the Significance and lenerity of regression
competencies. This section describes the three statistical tests required in path analysis (Williams,
2013).
B. Model Testing
After the data is obtained from the field, processed and tested with various requirements,
then the next stage is testing the causality model by conducting a path analysis (part analysis).
The value that needs to be known for subsequent calculations is a simple correlation value shown
in the form of a correlation coefficient matrix as follows (Mullins, 2007):
Table 1
Matriks Korelasi Antarvariabel
Korelasi
X1
X2
X3
X4
X1
1.000
X2
0,849
1.0000
X3
0,656
0,679
1.0000
X4
0,756
0,759
0,745
1.000
The results of calculating the path coefficient and testing as well as the interpretation of the
large direct and indirect influence of exogenous variables on endogenous variables, researchers
use the help of the Lisrel 8.00 program (student edition), while the calculation results are
presented in the following sections (Carter, Ulrich, & Goldsmith, 2012):
X2
X4
X3
0,28
0,60
0,40
0,30
0,36
X1
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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178
Information :
X1 : Leadership style
X2 : Teamwork
X3 : Job satisfaction
X4 : Performance
Table 2
Details of the results of the calculation of the value of the path coefficient.
Ligne
Voies
coefficientes
Valeur de
coefficient de
chemin
t
hitung
t
tabel
Information
(Ξ±=0,05)
(Ξ±=0,01)
X
1
β†’X
4
p
41
0,30
3,00
1,98
2,62
Significatif
X
2
β†’X
4
p
42
0,36
2,51
1,98
2,62
Significatif
X
3
β†’X
4
p
43
0,40
5,47
1,98
2,62
Significatif
X
1
β†’X
3
p
31
0,28
2,28
1,98
2,62
Significatif
X
2
β†’X
3
p
32
0,60
3,54
1,98
2,62
Significatif
C. Leadership style (X1) positively affects the performance of administrative employees (X4)
To prove that the leadership style factor (X
1
) has a positive effect on the performance of
administrative employees (X
4
) the hypothesis tested is as follows.
H0 : 41 = 0 Leadership style does not have a positive effect on employee performance.
H1 : 41 > 0 Leadership style positively affects employee performance.
The calculation results found that the coefficient of the path X
1
to X
4
(ρ
41
) of 0.30 with
thitung = 3.00 at Ξ± =0.01 obtained t
tabel
=2.62 because the value of the thitung (3.00) > t
tabel
(2.62),
then the coeffescence of the path is very significant. Based on these findings, it can be argued
that in fact leadership style has a positive effect on the performance of administrative employees.
D. Teamwork (X
2
) positively affects the performance of administrative employees (X
4
)
To prove that Teamwork (X
2
) has a positive effect on the performance of administrative
employees (X
4
), the hypothesis tested is as follows
H0 : 42 = 0 Teamwork has no positive effect on employee performance.
H1 : 42 > 0 Teamwork positively affects employee performance.
The calculation results get that the coefficient of the path X
2
to X
4
(ρ
42
) of 0.36 with, thitung
= 2.51 at Ξ± = 0.05 is obtained t
tabel
= (1.98), because the value of the count (2.51) > t
tabel
(1.98),
X2
X4
X3
2,28
3,54
5,47
3,00
2,51
X1
Vol 2, No 1 Januari, 2023
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
https://jetbis.al-makkipublisher.com/index.php/al/index
then the coefficient of the path is significant. Based on these findings, it can be argued that
teamwork actually has a positive effect on performance.
E. Employee job satisfaction (X
3
) positively affects the performance of administrative
employees (X
4
)
To prove that employee job satisfaction (X
3
) has a positive effect on the performance of
administrative employees (X
4
) through the hypothesis tested is as follows
H0 : 43 = 0 Employee job satisfaction has no positive effect on employee performance.
H1 : 43 > 0 Employee job satisfaction has a positive effect on employee performance
The result of the calculation using lisrel 8.80 that the coefficient of the line X
3
to X
4
through
(ρ
43
) is 0.40 with the count = 5.47. at Ξ± = 0.01 obtained t
tabel
= 2.62, since the value of the thitung
(5.47) > t
tabel
(2.62), then the path coefficient is very significant. Based on these findings, it can
be argued that employee job satisfaction actually has a positive effect on the performance of
administrative employees.
F. Leadership style (X
1
) positively affects employee job satisfaction (X
3
)
To find out the leadership style (X
1
) positively affects employee job satisfaction (X
3
) the
hypothesis tested is as follows.
H0 : 31 = 0 Leadership style has no positive effect on employee job satisfaction.
H1 : 31 > 0 Leadership style positively affects employee job satisfaction.
The calculation results found that the coefficient of the path X
1
to X
3
(ρ
31
) of 0.28 with thitung
= 2.28 at Ξ± =0.05 obtained t
tabel
= 1.98 because the value of the thitung (2.28) > t
tabel
(1.98), then
the coefesensi of the path is significant. Based on these findings, it can be argued that leadership
style actually has a positive effect on employee job satisfaction.
G. Teamwork (X
2
) positively affects employee job satisfaction (X
3
)
To prove that Teamwork (X
2
) has a positive effect on employee job satisfaction (X
3
), the
hypothesis tested is as follows
H0 : 32 = 0 Teamwork does not have a positive effect on employee job satisfaction.
H1 : 32 > 0 Teamwork positively affects employee job satisfaction
The calculation results found that the coefficient of the path X
2
to X
3
(ρ32) of 0.60 with ,
thitung = 3.54 at Ξ± = 0.01 obtained t
tabel
= (2.62), since the value of the count (3.54) > ttabel
(2.62), then the coeffescence of the path is very significant. Based on these findings, it can be
argued that teamwork actually has a positive effect on employee job satisfaction.
Table 3
Recapitulation of Hypothesis Testing Results
No
Hypothesis
Statistical
Test
t
hitung
t
tabel
Ξ± = 0,05
Decision
1
Leadership style (X
1
) Positive effect
on the performance of
administrative employees (X
4
)
H
0
:ρ41 =0
H
1
:ρ41 >0
3,00
1,98
H
0
rejected
2
Teamwork (X
2
) Positive effect on the
performance of administrative
employees (X
4
)
H
0
:ρ42 =0
H
1
:ρ42 >0
2,51
1,98
H
0
rejected
3
Employee job satisfaction (X
3
)
Positive effect on administrative
employee performance (X
4
)
H
0
:ρ43 =0
H
1
:ρ43 >0
5,47
1,98
H
0
rejected
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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4
Leadership style (X
1
) positively
affects employee job satisfaction
(X
3
)
H
0
:ρ31 =0
H
1
:ρ31 >0
2,28
1,98
H
0
rejected
5
Teamwork (X
2
) Positive effect on
employee job satisfaction (X
3
)
H
0
:ρ32 =0
H
1
:ρ32 >0
3,54
1,98
H
0
rejected
RESULTS AND DISCUSSION
A. Leadership style positively affects the performance of administrative employees.
The leadership style that appears as a pattern of leadership behavior in influencing its
followers is decisive in achieving organizational goals. Nevertheless it is recognized that there is
no single effective leadership style for all situations (Kippenberger, 2002). In other words, certain
leadership styles are very effective for certain situations but ineffective when applied to other,
different situations. The principal as a formal leader in the school must of course implement a
leadership style that can affect the performance of his subordinates (Armstrong, 2006). It should
be noted that in the application of leadership must be adjusted to the level of maturity of the
member or subordinate he leads. Because the level of maturity is not the same, the way to lead is
different. A leader who is wrong in applying a leadership style in leading will have an unfavorable
impact on the organization he leads (Cook, 2016).
In leading administrative employees, the principal should apply a leadership style that is
more subordinate-oriented, in the sense of being more supportive and participatory but of course
not neglecting the structural system and the leadership style emphasizes more on tasks in a
structured manner, but nevertheless certainly does not neglect participatory forms. The new
paradigm in leadership today requires change and empowerment of its followers and requires
collaboration with all parties, and develops personal relationships of the principal by treating
subordinates as friends in carrying out work (Forster, 2005).
Supports the opinion of (Robbins & Judge, 2009) expresses that Leadership is supportive,
generating high employee performance and satisfaction when employees work on structured tasks
B. Teamwork has a positive effect on the performance of administrative employees.
(Greenberg & Baron, 2008) Baron argue that teamwork is a team whose members are
associated primarily with the use of organizational resources to effectively create results. This
has implications for the principal to be able to work effectively for the implementation of tasks
in the school.
In order to make teamwork directed at administrative employees to be effective, they must
be allowed to function with sufficient authority to carry out duties and be responsible and make
decisions regarding team activities. The decision process is likely to be more effective if team
members assess individual performance so that team performance forms a framework for
assessing individual performance. The principal here, rather than giving directions and orders, is
more about being a facilitator to help his team, mediate and resolve conflicts between team
members, and interact with the team. In other words, the increase in the performance of
administrative employees is also influenced by teamwork.
This supports the opinion of (Byrne & Rees, 2006) who said that the team is prepared to be
responsible for the assignment of each member, and to look for the quality of performance for its
members in carrying out their duties.
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The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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Likewise, the opinion of John R. Katzenback and Douglas K. Smith explains teamwork as
a small number of groups of support people who perform general goals, performance goals and
achievements where they hold the principle of accountable agreement.
C. Employee job satisfaction has a positive effect on the performance of administrative
employees.
John W Newstrom suggests that job satisfaction is related to feelings about work and tasks
in the organization. This means that if employees feel satisfaction in their work they will be
motivated and improve their performance. It goes on to state that organizations whose employees
are more satisfied will tend to work effectively than organizations whose employees are less
satisfied.
Supporting Herzberg's opinion that if the quality of satisfaction support is inadequate,
dissatisfaction among employees will in turn have an effect, both on morale, and employee
performance. On the other hand, if these factors are optimized, it will encourage an increase in
employee performance.
So rationally if job satisfaction increases then performance will increase. Thus, it can be
concluded that employees who feel satisfied at work will increase their performance, in other
words, good performance is produced by employees who feel satisfied in the organization.
That a satisfied worker is a high-performing worker, when performance and satisfaction are
positively related, this will generate the point of view that satisfaction leads to performance.
Dissatisfaction stems from perceptions of salary insufficiency, poor supervisor-subordinate
relationships, and inadequate working conditions (Jackson, DeNisi, & Hitt, 2003).
D. Leadership style has a positive effect on employee job satisfaction.
The success of the principal in an effort to increase job satisfaction of administrative
employees is influenced by the leadership style he applies. In other words, a leader who
improperly applies a leadership style, will cause dissatisfaction from his subordinates. This
situation will affect the motivation, enthusiasm and performance of administrative employees.
Theoretically, leadership styles have a unidirectional relationship, that is, if subordinates
positively assess their superiors, then the satisfaction of subordinates will increase. This supports
the opinion expressed by (Fred, 2008), that the emergence of job satisfaction of the members of
the organization is largely determined by the organization's ability to provide stimulants,
including the behavior of the leader .
The leader shows actions that create a reaction for followers. It is foreseeable that leadership
will affect the climate of the group and the level of job satisfaction.
It also supports (Robbins & Judge, 2009) opinion that Leadership is supportive, resulting
in high employee performance and satisfaction when employees work on structured tasks.
Participatory leadership, will result in higher employee satisfaction. Research studies have shown
repeatedly that letting workers participate in decision-making increases their job satisfaction. The
participation also helps develop the skills of workers in making their own decisions.
Supporting (Colquitt, Lepine, & Wesson, 2014) opinion that workers with transformational
leaders have higher job satisfaction than other workers. That transformational leaders can make
workers feel their work more varied and significance, increasing intrinsic satisfaction with the
work itself (Sonnentag, 2003).
E. Teamwork has a direct positive effect on employee job satisfaction.
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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182
Another element that can affect job satisfaction is teamwork, but this is often overlooked
even though teamwork is one of the important factors that affect job satisfaction.
Supporting the opinion of (Andre, 2008) who said that teamwork is a group whose members
act collectively to produce the product of work together. If the team works well, then they will
contribute to good job satisfaction and if the team works badly then they will contribute to bad
job satisfaction as well (Baptiste, 2009).
Teams also relate to how members connect with each other regarding feedback and results
received as a consequence of working within a team. A high level of outcome dependency exists
when team members share the awards the team achieves, with examples of awards such as
salaries, bonuses, formal feedback and recognition, compliments, extra time off and continued
team continuity (Janasz, 2006). Of course, because team achievements depend on the
performance of each team member, high results also imply that team members depend on the
performance of other team members for the awards the team achieves (Palmer et al., 2016).
The study of job satisfaction is linked to teamwork if the team does high work, then many workers
will feel satisfied. Teamwork also includes a number of behaviors of its members, including showing or
explaining and helping untrained colleagues how to get work done, making positive commitments,
working extra hard to provide service, and not complaining when management does not provide the
promised resources. These behaviors will occur if there is job satisfaction in the employee (Schermerhorn
Jr, Osborn, Uhl-Bien, & Hunt, 2011).
CONCLUSION
Based on the results of hypothesis testing and discussion, the following findings were
obtained, leadership style has a positive effect on job satisfaction. Thus, the better the leadership
style, the more it will increase job satisfaction. Leadership style positively affects performance.
Thus, the better the leadership style, the more it will improve performance. Teamwork has a positive
effect on job satisfaction. Thus, the better the teamwork, the more it will increase job satisfaction.
Teamwork has a direct effect on performance. Thus, the better the teamwork, the more it will
improve performance. Leadership style has an indirect effect on performance through job
satisfaction. Thus, the better the leadership style, the more job satisfaction will increase which in
turn will be able to improve performance. Teamwork has an indirect effect on performance through
job satisfaction. Thus, the better the teamwork, the more job satisfaction will increase which in the
end will be able to improve performance. Job satisfaction has a direct and significant effect on
performance through job satisfaction. Thus, the higher job satisfaction, the more performance will
be improved. Based on the results of this study, it can be concluded that changes or variations occur
in the performance of administrative employees of SMP Terbuka in Jakarta directly influenced by
leadership style, teamwork, and job satisfaction. Indirectly, the performance of administrative
employees of SMP Terbuka in Jakarta is influenced by leadership style through teamwork and
through job satisfaction. The performance of administrative employees of SMP Terbuka in Jakarta
is also influenced by teamwork through job satisfaction and leadership style. Furthermore, if you
want to minimize the variations that occur in the performance of administrative employees of SMP
Terbuka in Jakarta, factors such as leadership style, teamwork and job satisfaction need to be
considered.
Vol 2, No 1 Januari, 2023
The Influence Of Leadership Style, Teamwork And Employee Job
Satisfaction On The Performance Of Administrative Employees Of
Open Junior High School In Jakarta
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