PENGARUH GAYA KEPEMIMPINAN, MOTIVASI, DAN

DISIPLIN KERJA TERHADAP KINERJA PEGAWAI DI

WISATA TIRTA SRINADI KAB. KLUNGKUNG

Maping Jurnal / Hasil-Hasil Penelitian Terhahulu

Kadek Agus Edi Permana Putra (1633121390)

Tabel 1

Jurnal Nasional

No Peneliti/Tahun Variabel Metode/Teknik Penelitian, Keterbatasan/Peluang

Hasil Penelitian
. Judul Penelitian Penelitian Hipotesis Penelitian Selanjutnya
1 Tenggara Goverd  Gaya  Metode/Teknik Penelitian:  Gaya Kepemimpinan, Pada penelitian berikutnya
Adler Clinton Kepemimpinan Data yang diperoleh dianalisa Pengawasan dan Disiplin Kerja diharapkan dapat
Rompas,  Pengawasan dengan teknik statistik seperti secara simultan berpengaruh menambahkan variabel
Bernhard Tewal,  Disiplin Kerja uji validitas dan uji reliabilitas terhadap Kinerja Pegawai. lain sebagai variabel
Lucky Dotulong.  Kinerja Pegawai untuk itemitem pernyataan  Gaya Kepemimpinan secara independen untuk
variabel yang digunakan dalam parsial tidak berpengaruh melengkapi hasil
Pengaruh Gaya kuesioner. Selain itu dilakukan terhadap Kinerja Pegawai. penelitian ini.
Kepemimpinan, juga analisa regresi berganda  Pengawasan secara parsial Penelitian selanjutnya
 Pengawasan, Dan dengan uji asumsi klasik, Uji-F berpengaruh signifikan terhadap harus dipisahkan antara
Disiplin Kerja dan Uji-t untuk pembuktian Kinerja Pegawai. pegawai tetap dan pegawai
Terhadap Kinerja hipotesa.  Disiplin Kerja secara parsial honorer.
Pegawai Pada berpengaruh signifikan terhadap
Dinas  Hipotesis Kinerja Pegawai.
Perhubungan H1: Gaya kepemimpinan,
Kabupaten pengawasan dan disiplin kerja
Minahasa bersama-sama diduga
berpengaruh signifikan terhadap
kinerja pegawai.
H2: Gaya kepemimpinan diduga
berpengaruh signifikan terhadap
kinerja pegawai.
H3: Pengawasan diduga
berpengaruh signifikan terhadap
kinerja pegawai.
H4: Disiplin kerja diduga
berpengaruh signifikan terhadap
kinerja pegawai.
2 Dewi Y.A.  Disiplin Kerja  Metode/Teknik Penelitian: Hasil penelitian secara parsial Bagi yang akan meneliti
Mahale, Lucky O.  Penempatan Analisis data yang diteliti dalam menunjukkan Disiplin Kerja mengenai penelitian ini,
H. Dotulong,  Diklat penelitian ini menggunakan berpengaruh positif dan dapat dilakukan dengan
 Hendra N. Tawas  Kinerja Pegawai analisis regresi linear berganda signifikan terhadap Kinerja menambahkan variabel
diuji menggunakan program Pegawai di Balai Pengelolaan independennya seperti,
Pengaruh Disiplin SPSS Daerah Aliran Sungai dan Hutan Motivasi, Kompensasi,
Kerja, Lindung (BPDASHL) Tondano Pengalaman Kerja, Stres
Penempatan,  Hipotesis: di Manado. Kerja, dan Gaya
Serta Diklat H1: Diduga disiplin kerja Hasil penelitian secara parsial Kepemimpinan.
Terhadap Kinerja berpengaruh terhadap kinerja menunjukkan Penempatan Kerja
Pegawai Balai pegawai. berpengaruh positif dan
Pengelolaan H2: Diduga penempatan signifikan terhadap Kinerja
Daerah Aliran berpengaruh terhadap kinerja Pegawai diBalai Pengelolaan
Sungai Dan pegawai. Daerah Aliran Sungai dan Hutan
Hutan Lindung H3: Diklat berpengaruh Lindung (BPDASHL) Tonsano
(Bpdashl) Tondan terhadap kinerja pegawai. di Manado.
Di Manado Hasil penelitian secara parsial
menunjukkan Diklat tidak
signifikan pengaruhnyaterhadap
variabel Kinerja Pegawai diBalai
Pengelolaan Daerah Aliran
Sungai dan Hutan Lindung
(BPDASHL) Tondano di
Manado.
3 Nurmaidah Br  Disiplin Kerja  Metode/Teknik Penelitian: Hasil pengujian secara parsial Peneliti selanjutnya
 Ginting  Komunikasi Uji validitas digunakan untuk
 Kinerja mengukur valid tidaknya suatu
Pengaruh Disiplin Karyawan digunakan untuk mengukur
Kerja Dan valid tidaknya suatu kuisioner
Komunikasi dengan skor total ≥ 0.30
Terhadap Kinerja pertanyaan tersebut mempunyai
Karyawan Di korelasi
Pt.Sekar Mulia
Abadi Medan  Hipotesis:
H1: Disiplin kerja berpengaruh
terhadap kinerja karyawan pada
PT. Sekar Mulia Abadi Medan.
H2: Komunikasi berpengaruh
terhadap kinerja karyawan pada
PT. Sekar Mulia Abadi Medan.
H3: Disiplin kerja dan
Komunikasi berpengaruh
terhadap kinerja karyawan pada
PT. Sekar Mulia Abadi Medan.
4 Azahraty  Gaya  Metode/Teknik Penelitian:
Kepemimpinan Dalam penelitian ini digunakan
Pengaruh Gaya  Disiplin Kerja analisis data melalui software
variabel disiplin kerja
menunjukkan pengaruh yang
signifikan terhadap kinerja
karyawan di PT.
Hasil pengujian secara parsial
variabel komunikasi
menunjukkan pengaruh yang
signifikan terhadap kinerja
karyawan di PT. Sekar Mulia
Abadi Medan.
Hasil pengujian secara simultan
variabel bebas disiplin kerja
(X1) dan komunikasi (X2)
secara serempak berpengaruh
signifikan terhadap variabel
terkait kinerja (Y) pada PT.
Sekar Mulia Abadi Medan.
Gaya kepemimpinan memiliki
pengaruh yang signifikan
terhadap kinerja karyawan pada
sebaiknya memasukkan
variabel lain selain disiplin
kerja dan komunikasi
sebagai predictor variabel
bagi kinerja karyawan,
sehingga diperoleh
informasi yang lebih
banyak tentang faktor-
faktor yang mempengaruhi
kinerja karyawan
Pada penelitian berikutnya
diharapkan dapat
menambahkan variabel
 Kepemimpinan  Kinerja SPSS 21 PT. MDPU Finance lain sebagai variabel
Dan Disiplin Karyawan Banjarmasin. independen untuk
Kerja Terhadap  Hipotesis: Disiplin kerja memiliki melengkapi hasil
Kinerja Ho : Tidak terdapat pengaruh pengaruh yang signifikan penelitian ini.
Karyawan (Study antara variabel disiplin kerja terhadap kinerja karyawan pada
Kasus Pada Pt. terhadap variabel kinerja PT. MDPU Finance
Mitra Dana Putra karyawan secara parsial. Banjarmasin.
Utama Ha : Terdapat pengaruh antara Gaya kepemimpinan dan disiplin
Banjarmasin) variabel disiplin kerja terhadap kerja secara simultan atau
variabel kinerj karyawan secara bersama-sama dihipotesiskan
parsial. memiliki pengaruh yang
signifikan terhadap kinerja
karyawan pada PT. MDPU
Finance Banjarmasin.

5 Astria Khairizah,  Gaya  Metode/Teknik Penelitian: Secara serentak ketiga variabel Peneliti selanjutnya
Irwan Noor, Kepemimpinan Untuk mengukur suatu mempunyai pengaruh yang sebaiknya memasukkan
Agung Suprapto  Kinerja kesahihan dan keajegan penting terhadap (Y). variabel lain selain gaya
Karyawan instrumen maka memakai uji Kepemimpinan direktif kepemimpinan bagi
Pengaruh Gaya validitas dan uji reliabilitas. berpengaruh yang signifikan kinerja karyawan,
Kepemimpinan Analisis Deskriptif dan Analisis terhadap (Y) secara mandiri. sehingga diperoleh
Terhadap Kinerja Induktif, yang mana analisis Secara mandiri kepemipinan informasi yang lebih
Karyawan (Studi induktif mencakup: Uji asumsi suportif tidak mempunyai banyak tentang faktor-
Pada Karyawan klasik; Regresi linier berganda; pengaruh pada (Y). faktor yang mempengaruhi
Di Perpustakaan Uji korelasi berganda. Kepemimpinan partisipatif tidak kinerja karyawan
Universitas Hipotesis diuji dengan uji mempunyai pengaruh pada (Y).
Brawijaya simultan (serentak) dan uji
Malang) parsial (mandiri).
 Hipotesis:
H1: Terdapat pengaruh yang
tinggi dari variabel 1. gaya
kepemimpinan direktif; 2. gaya
kepemimpinan suportif; dan 3.
gaya kepemimpinan partisipatif
pada kinerja karyawan.
H2: Diperkirakan terdapat
pengaruh variabel X1. pada
kinerja karyawan.
H3: Diperkirakan terdapat
pengaruh variabel X2. pada
kinerja karyawan. d. Diduga
terdapat pengaruh variabel gaya
kepemimpinan partisipatif pada
kinerja karyawan.
 Tabel 2
Jurnal Internasional

No Peneliti/Tahun Variabel Metode/Teknik Penelitian, Keterbatasan/Peluang

Hasil Penelitian
. Judul Penelitian Penelitian Hipotesis Penelitian Selanjutnya
1 Wendy Lor  The Influence Metode/Teknik Penelitian: Supportive leadership has a The analysis method could
Leadership Normality: The normality of the positive and significant be change in future
The Influence Of  Employee scale is measured using Skewness influence on employee research using structural
Leadership On Perfromance and Kurtosis performance. equation modelling rather
Employee Reliability: The questionnaire’s Transformational leadership than simple multiple
Perfromance content was administered through behaviour positively and regressions. In this way the
Among Jewellery various sources which relates with significantly influences items can be validated to
Artisans In the suitability of instruments employee performance. confirm whether it
Malaysia Participative , servant and measures what it should
Hipotesis: transactional leadership measure.
H1: Supportive leadership has a behaviour do not have any
significant and positive influences significant influence on
employee performance employee performance in the
H2: There is a significant study context of jewellery
influence of participative industry.
leadership style and employee job
 performance.
H3: There is a significant and
positive influence of Servant
leadership on employee job
performance
H4: There is significant and
positive influence of transactional
leadership on employee job
performance
H5: There is a significant and
positive influence of
transformational leadership on
employee performance
2 Deasy Aseanty  Working Ability Metode/Teknik Penelitian The results revealed strong, The analysis method could
 Motivation This study uses a quantitative positive and significant be change in future
Impact of  Working approach to analyze the factors relationship between each research using structural
Working Ability, Condition that affect the employee’s variable to employee’s equation modelling rather
Motivation and  Employee’s performance in the sixth private performance. than simple multiple
Working Performance; universities in West Jakarta, regressions. In this way the
Condition to Indonesia. In doing this, items can be validated to
Employee’s quantitative analysis used confirm whether it
Performance; econometric tools by using measures what it should
 Case in Private multiple regression analysis tool. measure.
Universities in Because the independent variables
West Jakarta used in this research are more
than 1.
Pengaruh
Kemampuan Hipotesis:
Kerja, Motivasi, H1: Working ability is a
Dan Kondisi significant and positive predictor
Kerja Terhadap of employee’s performance.
Kinerja H2: Motivation is a significant
Karyawan Di and positive predictor of
Universitas employee performance.
Swasta Di Jakarta H3: Working condition is a
Barat significant and positive predictor
of employee performance.
3 Fatmawati Saleh  Leadership  Metode/Teknik Penelitian: Transactional leadership and The analysis method could
Effects Data analysis techniques used in significant positive effect be change in future
Transactional  Organizational explaining the phenomenon in directly on job satisfaction of research using structural
Leadership Culture this study is a descriptive employees. equation modelling rather
Effects,  Commitment statistical analysis techniques Organizational culture a than simple multiple
Organizational  Job Satisfaction and analysis of Structural significant negative effect regressions. In this way the
Culture,  Compensation Equation Modeling (SEM). directly on job satisfaction of items can be validated to
Commitment And  Employee
Job Satisfaction  Hipotesis:
On Compensation H 1a Transactional leadership is
And Employee directly positive and significant
Performance In impact on employee satisfaction
The Area Of Agricultural Quarantine
Agricultural Territory of South Sulawesi.
Quarantine, South H 1b Transactional leadership is
Sulawesi directly positive and significant
influence on employee
performance Agricultural
Quarantine Territory of South
Sulawesi.
H 1c Transactional leadership
indirectly through a positive and
significant impact on employee
performance satisfaction
Agricultural Quarantine
Territory of South Sulawesi.
H 2a Organizational culture is
directly positive and significant
employees. confirm whether it
direct the organization's measures what it should
commitment and significant measure.
positive effect on job
satisfaction of employees.
direct compensation positive and
significant impact on job
satisfaction of employees.
direct transactional leadership
and significant positive effect on
employee performance.
directly to organizational culture
and no significant negative
effect on employee performance.
impact on employee satisfaction
Agricultural Quarantine
Territory of South Sulawesi.
H 2b Cultural organizations
direct and significant positive
effect on employee performance
Agricultural Quarantine
Territory of South Sulawesi.
H 2c Organizational culture
indirectly through a positive and
significant impact on the
performance of employee
satisfaction Agricultural
Quarantine Territory of South
Sulawesi.

H 3 a Direct employment
commitment and significant
positive effect on employee
satisfaction Agricultural
Quarantine Territory of South
Sulawesi.
H 3b Direct employment
commitment and significant
positive effect on employee
performance Agricultural
Quarantine Territory of South
Sulawesi.
H 3c Work commitment
indirectly through a positive and
significant impact on employee
performance satisfaction
Agricultural Quarantine
Territory of South Sulawesi.

H 4a Compensation direct and

significant positive effect on
employee satisfaction
Agricultural Quarantine
Territory of South Sulawesi.
H 4b Compensation direct and
significant positive effect on
employee performance
Agricultural Quarantine
 Territory of South Sulawesi.
H 4c Compensation indirectly
through a positive and
significant impact on employee
performance satisfaction
Agricultural Quarantine
Territory of South Sulawesi.

H 5a Satisfaction direct and

significant positive effect on
employee performance
Agricultural Quarantine
Territory of South Sulawesi.

4 Abdul Amid Aziz  Motivation  Metode/Teknik Penelitian: Motivation is seen as a The analysis method could
Jalloh, Alhaji  Employee Data analysis techniques used in fundamental element that be change in future
Umaru Jalloh Performance explaining the phenomenon in constitutes the stimulation of research using structural
this study is a descriptive employees‘ commitment to equation modelling rather
The Effects of statistical analysis techniques outstanding performance and a than simple multiple
Motivation on and analysis of Structural retention strategy for sustained regressions. In this way the
Employee Equation Modeling (SEM). competitive advantage. items can be validated to
 Performance: A Successful implementation of confirm whether it
Strategic Human  Hipotesis: - firms operations is achieved as a measures what it should
Resource result of high quality measure.
Management performance which is triggered
Approach by the appropriate motivating
mechanisms.
5 Khalid Rasheed  Leadership Styles  Metode/Teknik Penelitian: There is positive relationship The analysis method could
Memon  Employee Data analysis techniques used in between different leadership be change in future
Performance explaining the phenomenon in styles and employee research using structural
Effects of this study is a descriptive performance across different equation modelling rather
Leadership Styles statistical analysis techniques cultures. than simple multiple
on Employee and analysis of Structural Leadership Styles vary across regressions. In this way the
Performance: Equation Modeling (SEM). different cultures and have items can be validated to
Integrating the dissimilar effects on employees‟ confirm whether it
Mediating Role of  Hipotesis: performance. measures what it should
Culture, Gender Proposition 1: There is positive Leadership Styles vary due to measure.
and Moderating relationship between different gender differences and have
Role of leadership styles and employee dissimilar effects on employees‟
performance across different performance.
cultures. Communication Skills of
Proposition 2: Leadership Styles Leaders have positive effect on
vary across different cultures employee performance across
and have dissimilar effects on different cultures, including
employees‟ performance. gender differences.
Proposition 3: Leadership Styles
vary due to gender differences
and have dissimilar effects on
employees‟ performance.
Proposition 4: Communication
Skills of Leaders have positive
effect on employee performance
across different cultures,
including gender differences.