Influence of Leadership Style, Team Attachment, and Teamwork on the Performance of the Regional Election Winning Team in Indonesia

Research on the Indonesian Independent Farmers Organization of Central Java Province

Authors

  • Dyah Ayu Syukma Pertiwi1 UIN Raden Mas Said Surakarta
  • Helmi Haris UIN Raden Mas Said Surakarta

Keywords:

leadership style, team engagement, teamwork, performance, election campaign team

Abstract

This study aims to analyze the influence of leadership style, team involvement, and teamwork on the performance of election campaign teams in Indonesia, especially within the Independent Indonesian Farmers organization in Central Java Province. The methodology used is a quantitative approach using purposive sampling techniques, involving 60 respondents as a sample. Data was collected through a Likert scale-based questionnaire to measure respondents' perceptions of the variables studied. Data analysis was carried out using SPSS software, by testing validity, reliability, normality, heteroscedasticity, and applying multiple regression analysis, F test, and T test. The implications of these findings provide strategic insights for the Independent Indonesia Farmers organization to improve the effectiveness of election campaign teams by strengthening effective leadership practices, increasing active involvement of team members in every stage of the campaign, and promoting collaborative synergy among team members to optimally achieve common goals. This research makes an important contribution in the context of election campaign management at the organizational level, by highlighting the importance of internal factors such as leadership and teamwork in achieving expected performance. The next step could involve developing more specific strategies and training programs to reinforce aspects that have been identified as key to success in the context of an election campaign.

 

Penelitian ini bertujuan untuk menganalisis pengaruh gaya kepemimpinan, keterlibatan tim, dan kerja tim terhadap kinerja tim kampanye pemilu di Indonesia, khususnya di dalam organisasi Petani Indonesia Mandiri Provinsi Jawa Tengah. Metodologi yang digunakan adalah pendekatan kuantitatif menggunakan teknik purposive sampling, melibatkan 60 responden sebagai sampel. Data dikumpulkan melalui kuesioner berbasis skala Likert untuk mengukur persepsi responden terhadap variabel yang diteliti. Analisis data dilakukan dengan menggunakan software SPSS, dengan menguji validitas, keandalan, normalitas, heteroscedastisitas, dan menerapkan analisis regresi berganda, uji F, dan uji T. Implikasi dari temuan ini memberikan wawasan strategis bagi organisasi Petani Indonesia Mandiri untuk meningkatkan efektivitas tim kampanye pemilu dengan memperkuat praktik kepemimpinan yang efektif, meningkatkan keterlibatan aktif anggota tim di setiap tahap kampanye.  dan mempromosikan sinergi kolaboratif antar anggota tim untuk mencapai tujuan bersama yang optimal. Penelitian ini memberikan kontribusi penting dalam konteks pengelolaan kampanye pemilu di tingkat organisasi, dengan menyoroti pentingnya faktor internal seperti kepemimpinan dan kerja tim dalam mencapai kinerja yang diharapkan. Langkah selanjutnya mungkin melibatkan pengembangan strategi dan program pelatihan yang lebih spesifik untuk memperkuat aspek yang telah diidentifikasi sebagai kunci keberhasilan dalam konteks kampanye pemilu

References

Ali, M., Niu, X., & Rubel, M. R. B. (2024). The influence of transformational and transactional leadership on employee retention: mediating role of employee engagement. Management Matters, 21(2), 164–190. https://doi.org/10.1108/MANM-03-2024-0022

Amalia, D. K. (2024). The Influence of Leadership and Teamwork on Employee Performance with Work Spirit as an Intervening Variable. Ecobis, 25(1), 138–151.

Cachón-Rodríguez, G., Blanco-González, A., Prado-Román, C., & Del-Castillo-Feito, C. (2022). How sustainable human resources management helps in the evaluation and planning of employee loyalty and retention: Can social capital make a difference? Evaluation and Program Planning, 95, 1–10. https://doi.org/10.1016/j.evalprogplan.2022.102171

Domfeh, K. A., Obuobisa-Darko, T., & Asare, L. O. (2016). Leadership Style and Employee Behaviour: A Reciprocal Relationship. African Research Review, 10(2), 1. https://doi.org/10.4314/afrrev.v10i2.1

Englmaier, F., Grimm, S., Grothe, D., Schindler, D., & Schudy, S. (2025). The value of leadership: Evidence from a large-scale field experiment. The Leadership Quarterly, 101869. https://doi.org/https://doi.org/10.1016/j.leaqua.2025.101869

Environment, W., Discipline, W., Work, L., & Work, D. (2023). The Influence of Work Culture, Work Environment and Work Discipline on Employee Performance (Case Study of Pt Sumber Rubberindo Jaya Surabaya).

Ficapal-Cusí, P., Enache-Zegheru, M., & Torrent-Sellens, J. (2021). Enhancing team performance: A multilevel model. Journal of Cleaner Production, 289, 125158. https://doi.org/https://doi.org/10.1016/j.jclepro.2020.125158

Hilal, N., Djatola, H. R., & Puspitasari, W. D. (2023). The Impact of Democratic Leadership and Work Environment on Employee Productivity in the Regional Secretariat of the Economy Bureau Central Sulawesi. American Journal of Management Science and Engineering, 8(5), 98–102. https://doi.org/10.11648/j.ajmse.20230805.11

Huang, S. Y. B., & Fei, Y.-M. (2020). A multilevel model of Kahn's job engagement in predicting counterproductive work behaviors: Evidence from financial information technology firms. Corporate Management Review, 40(2), 41–72.

Ibrahim, F. E., Djuhartono, T., & Sodik, N. (2021). The Effect of Teamwork on Employee Performance at Pt Lion Superindo. Arastirma Journal, 1(2), 316. https://doi.org/10.32493/arastirma.v1i2.12369

Kaur, I., & Jaiswal, A. (2025). From inclusion to expression: Harnessing employee voice through inclusive leadership. Development and Learning in Organizations: An International Journal, 39(3), 4–6. https://doi.org/10.1108/DLO-05-2024-0135

Kohn, P. (2024). Group Activities and Collaborative Learning: Fostering Effective Team Leadership. In Elevating Leadership (pp. 59–73). Emerald Publishing Limited. https://doi.org/10.1108/978-1-83549-564-320241005

Kouzes, James M.; Posner, B. Z. (2003). The Five Practices Exemplary Leadership. Pfeiffer, A Wiley Imprint, 1–14. www.pfeiffer.com

Kuhil, A. M., & (Ethiopia), T. W. (2019). Employee Performance Management System Practices and Challenges: A Case of Commercial Bank of Ethiopia. Indian Journal of Commerce & Management Studies, X(1), 23. https://doi.org/10.18843/ijcms/v10i1/03

Muzaki, F. I., Ulfa Sari, W., Kharisma Putri, I., Septian Arianto, R., & Putra, R. S. (2023). Factors Affecting Performance Employees: Motivation, Leadership, Environment Work, Organizational Culture, and Achievement Work. Greenomics, 5(1), 52–60. https://doi.org/10.55732/unu.gnk.2022.05.1.5

Narpati, D. R. C. . D. S. B. (2024). The Influence of Communication and Teamwork on the Performance of Pt Z. Scientific Journal of Economics and Management, 2(8), 182–195.

Ojo, O. (2021). The dynamics of work environment and its impact on organizational objectives. Annals of Human Resource Management Research, 1, 145–158. https://doi.org/10.35912/ahrmr.v1i2.826

Ongore, O. (2014). A Study of Relationship between Personality Traits and Job Engagement. Social and Behavioral Sciences, 141, 1315–1319. https://doi.org/10.1016/j.sbspro.2014.05.226

Puryana, P. P., & L., A. O. (2022). The quality of human resources as a driving factor for employee performance at the Cibiuk Village Office, Cianjur Regency. Proceedings of FRIMA (Festival of Scientific Research in Management and Accounting), 6681(4), 430–438. https://doi.org/10.55916/frima.v0i4.400

Ramus, C. A. (2002). Encouraging innovative environmental actions: what companies and managers must do. Journal of World Business, 37(2), 151–164. https://doi.org/https://doi.org/10.1016/S1090-9516(02)00074-3

Santa, R., Ferrer, M., Bretherton, P., & Hyland, P. (2010). Contribution of cross‐functional teams to the improvement in operational performance. Team Performance Management: An International Journal, 16(3/4), 148–168. https://doi.org/10.1108/13527591011053241

Sten, L.-M., Ingelsson, P., & Häggström, M. (2023). The development of a methodology for assessing teamwork and sustainable quality culture, focusing on top management teams. The TQM Journal, 35(9), 152–172. https://doi.org/10.1108/TQM-01-2023-0004

Umrani, W. A., Bachkirov, A. A., Nawaz, A., Ahmed, U., & Bus, M. H. (2024). Inclusive leadership, employee performance and well-being: an empirical study. Leadership & Organization Development Journal, 45(2), 231–250. https://doi.org/10.1108/LODJ-03-2023-0159

Yamamoto, J., Fukui, T., Nishii, K., Kato, I., & Pham, Q. T. (2022). Digitizing Gratitude and Building Trust through Technology in a Post-COVID-19 World—Report of a Case from Japan. Journal of Open Innovation: Technology, Market, and Complexity, 8(1), 22. https://doi.org/https://doi.org/10.3390/joitmc8010022

Zhong, J., Ma, C., Chen, Z. X., Zhang, L., & Zhang, X. (2024). Humble leader, successful follower: Linking leader humility with follower career outcomes via leader competence from an implicit leadership theory perspective. Journal of Vocational Behavior, 155, 104060. https://doi.org/https://doi.org/10.1016/j.jvb.2024.104060

Downloads

Published

2025-06-23

Issue

Section

Articles