LEADERSHIP, ORGANIZATIONAL COMMUNICATION, AND WORK MOTIVATION AS DETERMINANTS OF EMPLOYEE PERFORMANCE IN LAMPUNG MADRASAH EDUCATION UNITS
DOI:
https://doi.org/10.30868/ei.v14i02.10886Keywords:
leadership, organizational communication, work motivation, employee performance, madrasah educationAbstract
Employee performance in madrasah education units influences the quality of administration, program coordination, and educational services within Indonesia's Ministry of Religious Affairs. The research problem is that leadership, organizational communication, and work motivation may not contribute directly to performance with equal strength. This study tests six direct relationships among these four constructs across three Ministry offices in Lampung Province. A quantitative descriptive-associative survey and path analysis were used. From a population of 528 employees, 94 madrasah education-unit employees participated: 36 from the Lampung Provincial Office, 32 from Bandar Lampung City, and 26 from Pesawaran Regency. Data were collected through structured questionnaires. Leadership significantly predicted organizational communication (β=0.438) and performance (β=0.718); communication predicted motivation (β=0.213); and motivation predicted performance (β=0.213). Leadership did not significantly predict motivation (β=0.037), while communication did not significantly predict performance (β=0.020). Leadership is therefore the strongest direct performance lever, while communication appears more consequential when it strengthens motivation. The offices should reinforce directive, supportive, participative, and achievement-oriented leadership, two-way feedback, cross-unit coordination, and achievement-based motivational practices. Future studies should use broader samples, longitudinal designs, and explicit mediation tests to clarify the mechanisms of employee performance.
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