Democratic Leadership and Work Motivation as Drivers of Employee Performance

Authors

  • Roayani Universitas Swadaya Gunung Jati, Cirebon, Indonesia
  • Editya Nurdiana Universitas Swadaya Gunung Jati, Cirebon, Indonesia

DOI:

https://doi.org/10.38035/gijtm.v4i1.770

Keywords:

Democratic Leadership, Work Motivation, Employee Performance

Abstract

This study examines the effect of democratic leadership and work motivation on employee performance in the Cirebon City Satpol PP. The research was motivated by performance challenges such as low discipline, delays in task completion, and limited innovation, which reduce organizational efficiency. The objective is to analyze the individual and combined effects of leadership and motivation on performance. A quantitative, cross-sectional survey was conducted using total sampling of eligible employees. Data were collected through Likert-scale questionnaires and analyzed using multiple regression after classical assumption tests. Findings reveal that both democratic leadership and work motivation have positive and significant effects on performance, with motivation exerting a stronger influence than leadership. Together, these variables explain a substantial proportion of performance variance. The study concludes that participatory leadership and well-designed motivation strategies are effective managerial tools for improving productivity and efficiency in public organizations without increasing fiscal burden. These results contribute to management science and behavioral economics by demonstrating how non-financial interventions can optimize resource utilization in government institutions.

References

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Published

2026-04-15

How to Cite

Roayani, & Nurdiana, E. (2026). Democratic Leadership and Work Motivation as Drivers of Employee Performance. Greenation International Journal of Tourism and Management, 4(1), 115–124. https://doi.org/10.38035/gijtm.v4i1.770

Issue

Vol. 4 No. 1 (2026): (GIJTM) Greenation International Journal of Tourism and Management (March - May 2026)

Section

Articles

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Copyright (c) 2026 Roayani, Editya Nurdiana

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