Pengaruh Kepemimpinan Inspiratif dan Loyalitas Karyawan Terhadap Kinerja Karyawan Di Perumda Tirtanadi Cabang Sei Agul Medan

Authors

  • Lamminar Hutabarat Universitas Darma Agung Medan
  • Martinna Nelatsa Tarigan Universitas Darma Agung
  • Yosepha Yulinda Esdaria Lubis Universitas Darma Agung Medan
  • Apul Junaben Manullang Universitas Darma Agung Medan
  • Lenia Hondo Universitas Darma Agung Medan

DOI:

https://doi.org/10.47709/jebma.v5i2.6832

Abstract

Kepemimpinan yang inspiratif dan tingkat loyalitas karyawan menjadi faktor penting dalam meningkatkan kinerja organisasi, terutama di lingkungan pelayanan publik yang menghadapi tantangan kompleks. Penelitian ini bertujuan untuk menganalisis pengaruh gaya kepemimpinan transformasional terhadap loyalitas karyawan di Perumda Tirtanadi Cabang Sei Agul Medan. Penelitian ini menggunakan pendekatan kuantitatif dengan metode survei yang melibatkan seluruh karyawan sebagai responden. Data dikumpulkan menggunakan kuesioner yang disusun berdasarkan indikator kepemimpinan transformasional dan loyalitas karyawan, kemudian dianalisis dengan regresi linier sederhana menggunakan SPSS. Hasil penelitian menunjukkan bahwa gaya kepemimpinan transformasional berpengaruh positif dan signifikan terhadap loyalitas karyawan. Hal ini mengindikasikan bahwa semakin tinggi penerapan kepemimpinan yang memotivasi dan memberdayakan, semakin besar tingkat keterikatan karyawan terhadap organisasi. Temuan ini memberikan implikasi bahwa manajemen perlu mengembangkan program pelatihan kepemimpinan yang fokus pada peningkatan motivasi, pemberdayaan, dan hubungan positif antara pimpinan dan karyawan untuk membangun budaya kerja yang kondusif dan meningkatkan efektivitas organisasi.

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Published

2025-08-15

How to Cite

Hutabarat, L., Tarigan, M. N., Lubis , Y. Y. E., Manullang , A. J., & Hondo , L. (2025). Pengaruh Kepemimpinan Inspiratif dan Loyalitas Karyawan Terhadap Kinerja Karyawan Di Perumda Tirtanadi Cabang Sei Agul Medan. Jurnal Ekonomi Bisnis, Manajemen Dan Akuntansi (Jebma), 5(2), 564–569. https://doi.org/10.47709/jebma.v5i2.6832