Research Paper
Year: 2023 | Month: April | Volume: 10 | Issue: 4 | Pages: 358-364
DOI: https://doi.org/10.52403/ijrr.20230444
Leadership Style Training Intervention on Perceptions of Job Performance Assessment in Managers at Bank BRI Regional Office Padang
Meirizka Sasikirana1, Cholicul Hadi2, Maria Eko3
1,2,3Masters of Applied Psychology, Faculty of Psychology, Universitas Airlangga, Surabaya
Corresponding Author: Meirizka Sasikirana
ABSTRACT
Leadership has a close relationship with work, because the success of the leader in encouraging others to successfully achieve company goals depends very much on the ability of the leader to create a leadership style that is suitable for each worker and subordinate so that they can focus on working to achieve brilliant work. Purpose of this research was Leadership Style Training Intervention on the Perception of Work Performance Appraisal in Managers at Bank Bri Regional Office Padang through the questionnaire method, it is hoped that the author can get a specific and comprehensive picture and provide an overview of the Leadership Style Training Intervention on the Perception of Work Performance Appraisal in Managers at Bank BRI Padang Regional Office. Method data analysis was carried out by comparative test through a paired sample t test approach. Democratic leadership style is a leadership style that produces the highest job performance perception score compared to job performance perception scores in other leadership style interventions. There are several dimensions of seven dimensions of democratic leadership style, including (1) Leaders accept proposals from employees, (2) Leaders receive thoughts from employees, (3) Leaders include employees in activity plans, (4) Leaders include employees in decision making, (5) Leaders are objective in praising, (6) Leaders are objective in sanctioning, and (7) Leaders provide opportunities for employees to be creative.
Keywords: Leadership Style, Training Intervention, Perceptions of Job Performance, Bank BRI Regional Office Padang.
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