THE INFLUENCE OF RESONANT LEADERSHIP ON EMPLOYEE PERFORMANCE WITH WORK CULTURE AS A MODERATING VARIABLE

Abstract

This study is a quantitative study with an explanatory approach, namely an approach that uses a number of previous studies as a basis for argumentation and then varies to produce elements of novelty in the research being conducted. The data used in this article are primary data that researchers obtained from 500 Eraphone employees spread throughout Indonesia. The data were analyzed using the smart PLS 4.0 analysis tool. The result in this article show each hypothesis proposed in this article can be accepted. In the first hypothesis, it can be seen from the first row of the third table of the Path Coefficients above that it can be accepted because the P-Values ​​are below the significance level of 0.05 and have a positive relationship direction and a significant influence on Employee Performance, namely 0.024. These results are because Resonant Leadership Style can provide comfort, increase employee enthusiasm in working, and so on so that it can have a significant effect on Employee Performance. In the second hypothesis, the results can be seen from the second row of the third table of the Path Coefficients above that the Work Culture variable can strengthen the influence of the Resonant Leadership variable on Employee Performance because the P-Values ​​are positive and below the significance level of 0.05, namely 0.000. Thus, the first and second hypotheses in this article can be accepted and proven.