Leadership Style, Work Environment, and Workload as Determinants of Employee Performance: Evidence from Indonesia's Private Financing Industry

Abstract

This study aims to analyze the influence of leadership style, work environment, and workload on employee performance at PT BFI Finance Indonesia Tbk, Semarang Branch, using the Job Demands–Resources (JD-R) Theory as its underlying framework. The JD-R model posits that employee performance and well-being depend on the balance between job demands and job resources. The research employed a quantitative explanatory approach involving 56 employees from the Central Operation division, selected through purposive sampling. Data were collected using a Likert-scale questionnaire and analyzed using multiple linear regression with SPSS version 21. The results reveal that leadership style and work environment have positive and significant effects on employee performance, while workload has a significant negative effect. The coefficient of determination (R²) of 0.673 indicates that the three variables collectively explain 67.3% of employee performance variation. Respondents perceived that communication and support from leaders were strong, and social relations in the workplace were positive, although workload and performance targets were considered relatively high. These findings reinforce the JD-R Theory (Bakker & Demerouti, 2017), showing that leadership and work environment function as job resources that enhance motivation and performance, whereas excessive workload represents job demands that may hinder employee outcomes if not properly managed. Practically, organizations in the financial services sector should maintain a balance between job demands and job resources to achieve sustainable employee performance improvement.