Journal of Business Issues

ISSN: 2985-4911
E-ISSN: 2985-4695
VOLUME 2, NO 1, 2023
PP: 91-105

THE INFLUENCE OF LEADERSHIP STYLE AND ORGANIZATIONAL CULTURE ON

EMPLOYEE PERFORMANCE THROUGH JOB SATISFACTION AS
MEDIATION VARIABLES AT PT. SULSELBAR BANK
JENEPONTO DISTRICT BRANCH

Fatimah Nurhudasari 1 , Muhammad Idrus Taba 2 , Nurdjanah Hamid 3

1 Master of Management, Faculty of Economics and Business, Hasanuddin University;
[email protected]
2 Faculty of Economics and Business, Hasanuddin University; [email protected]
3 Faculty of Economics and Business, Hasanuddin University; [email protected]

Abstract
This study aims to determine the influence of leadership style and organizational culture on
employee performance through job satisfaction as a mediating variable at PT. Bank SulselBar
Jeneponto Regency Branch. This research was conducted at PT Bank Sulselbar Jenepont
Branch by taking information from employees, with a total sample of 43 employees. Data
were analyzed using a quantitative approach and processed using the SPSS version 22
application. The results of this study indicate that leadership style has an effect on job
satisfaction and organizational culture has an effect on job satisfaction, in contrast to job
satisfaction which has no significant effect on performance. significant effect on employee
performance. Then, based on the results of the intervention, the influence of leadership style
and organizational culture has a significant effect on employee performance through job
satisfaction. This shows that job satisfaction can be a link between leadership style and
organizational culture on employee performance

Keywords : Leadership style, organizational culture, job satisfaction and performance

A. INTRODUCTION
The banking sector as one of the elements of financial institutions is
continuously demanded to achieve the best performance in its activities. Because as a
financial services business player, public trust is a reference for business continuity
in the midst of increasingly fierce competition. The banking sector is known as a
business institution that is very concerned about improving the quality of its human
resources. This is then reflected in the achievement of financial performance which is
shown at a healthy profit level.
Almost all existing agencies, both government/private and other organizations
that have staff or employees, are the most important assets that must be fostered and
maintained. Therefore, for agencies that are particularly involved in the service
sector who want an effective level of employee performance in their office, the office
is required to be able to optimize the performance of its employees. One approach to
improving employee performance can be done through leadership practices or
leadership styles that are people oriented (relationships) and encourage employee
motivation to achieve higher and more focused goals.

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 As a company engaged in the field of financial services. PT. Bank Sulselbar
Jeneponto Branch is required to provide good service. PT. Bank Sulselbar Jeneponto
branch which is a regional financial institution or commonly called a regional
development bank that collects funds from the public in the form of deposits and
returns them in the form of loans or credit and provides good service to people who
use credit services . But the problem in this study is the performance of employees at
PT. Bank Sulselbar Jeneponto Branch did not live up to expectations. This can be seen
from the leadership's lack of giving direction to employees who will do the work, so
that during service opening hours there are still many employees who are still
relaxed and have not opened services at the hours according to a predetermined
schedule. In addition, leadership lacks influencing, encouraging,
Employees who feel uncomfortable at work, are not appreciated, cannot develop
their full potential, automatically employees cannot focus and concentrate fully on
their work. Low job satisfaction can of course cause various negative impacts such as
absenteeism from work and slow completion of work. Satisfied employees tend to be
more effective than companies with dissatisfied employees. Therefore, it is important
for companies to pay attention to and maintain employee satisfaction levels.
The discussion on employee job satisfaction cannot be separated from the fact
that employee job satisfaction can be achieved if all expectations can be fulfilled in
carrying out their job duties. (Wahab, 2012 "If in a work environment, employees do
not get what is expected, such as fair promotion opportunities, good income, pleasant
co-workers and superiors, and satisfaction with the work itself, then employee
performance will be poor". Dissatisfaction can causing withdrawal behavior or
aggressive behavior, intentional mistakes, strikes and so on, these conditions can
certainly affect the decline in employee performance and will ultimately harm the
organization.
Based on the background description presented, the authors are interested in
raising a research topic entitled "The Influence of Leadership Style and
Organizational Culture on Employee Performance Through Job Satisfaction as a
Mediation Variable at PT. Bank SulselBar Jeneponto Regency Branch”

B. LITERATURE REVIEW

1. Human Resource Management

Human resource management is part of the science of management, which
means an attempt to organize and direct human resources in an organization so that
they are able to act and think as expected by the organization. (Taufiqurohman,
2009)
2. Leadership style
Leadership style is the style used by leaders in leading companies as well as
managing and motivating their employees in order to increase the productivity of
their employees so as to achieve company/organizational goals. (Rivai, 2014)
3. Organizational culture
Organizational culture or is a set of values, principles, traditions and ways of
working that are embraced by and influence the behavior and actions of members of
the organization. (Wibowo, 2013)
4. Job satisfaction

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 Job Satisfaction is a person's thoughts, feelings, and action tendencies, which are
a person's attitude towards work. (fuad, 2004)
5. Show
Employee performance is the result of work in quality and quantity achieved by
an employee in carrying out his duties in accordance with the responsibilities given
to him. (mangkunegaraa, 2015)

6. Research Hypothesis
A hypothesis is a temporary conjecture that is considered most likely to be the
correct answer. From the other side it can also be said that the hypothesis in this
study is a temporary answer.
1. H1: Leadership style has a positive and significant effect on job satisfaction
2. H2: Organizational Culture has a positive and significant effect on job
satisfaction
3. H3: Job satisfaction has a negative and insignificant effect on employee
performance
4. H4: Leadership style has a positive and significant effect on employee
performance
5. H5: Organizational Culture has a positive and significant effect on employee
performance
6. H6: Leadership style has a positive and significant effect on employee
performance with job satisfaction as an intervening variable
7. H7: Organizational culture has a positive and significant effect on employee
performance with job satisfaction as an intervening variable

Leadership H4
Style (X1)
H1
H6
Job H5 Employee
satisfaction performance
(Y1) H7
H2 (Y2)

Organizational
culture H3
(X2)
Figure 1. Conceptual Framework

C. RESEARCH METHODS

1. Research design and location

This study aims to test the hypothesis that explains the effect of the independent
variable on the dependent so that this type of research is a hypothesis test. The
research hypothesis was developed based on theories related to the research topic
and then tested based on appropriate analytical techniques.
The nature of this research is correlation which aims to find important variables
related to problems in research. Before measuring the strength of the relationship

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and influence between the independent variable and the dependent variable, each
variable is determined and measured based on its proxy. The research environment
is a real environment with an employee analysis unit of PT Bank Sulselbar Jeneponto
Branch.
2. Population and Sample
This research was conducted at PT Bank Sulselbar Jeneponto Branch. The
research time was carried out for approximately 1 month starting from January 2023.
This time was used to obtain data and information from the objects in this study until
the sample data processing time in compiling the research results.
3. Characteristics of respondents
Respondents in this study were PT Bank Sulselbar Jeneponto Branch , and the
sample was 43 employees. The characteristics observed in this study include gender,
age and education. The description of the respondents is presented as follows:

Table 1. Characteristics of respondents based on gender

Composition Employees Based on Gender
NO. Gender Amount Percentage
1 Man 30 70%
2 Woman 13 30%
Total 43 100%

Table 2. Characteristics of respondents according to age

Composition of Employees Based on Age
NO. Work unit Amount Percentage
1 >50 years 4 9%
2 >45-50 years 5 12%
3 >40-45 years 8 19%
4 >35-40 years 9 21%
5 >30-35 years 3 7%
6 >25-30 years 7 16%
7 <25 years 7 16%
Tota 43 100%
l

Table 3. Characteristics of respondents based on education

Composition of Employees Based on Education
NO Education Amount Percentage
1 Postgraduate (S2) 3 7%
2 Bachelor's degree) 19 44%
3 Diploma Three (D3) 1 2%
4 SMA/SMK 19 44%
5 JUNIOR HIGH SCHOOL 1 2%
Total 43 100%

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4. Research Instrument Test
a. Validity test
The questionnaire can be said to be valid if all indicators have a value of r
count > r table. The value of r table is 0.3.

Table 4 Validity Test Results

Variable Items r-count r-table Information
X1.1 0.593 0.3 Legitimate
X1.2 0.619 0.3 Legitimate
Leadership style
X1.3 0.547 0.3 Legitimate
(X1)
X1.4 0.479 0.3 Legitimate
X1.5 0.597 0.3 Legitimate
X2.1 0.504 0.3 Legitimate
X2.2 0.676 0.3 Legitimate
Organizational
X2.3 0.387 0.3 Legitimate
Culture (X2)
X2.4 0.557 0.3 Legitimate
X2.5 0.555 0.3 Legitimate
Y1.1 0.304 0.3 Legitimate
Y1.2 0.646 0.3 Legitimate
Performance (Y1) Y1.3 0.404 0.3 Legitimate
Y1.4 0.626 0.3 Legitimate
Y1.5 0.667 0.3 Legitimate
Y2.1 0.720 0.3 Legitimate
Y2.2 0.633 0.3 Legitimate
Job Satisfaction (Y2) Y2.3 0.576 0.3 Legitimate
Y2.4 0.593 0.3 Legitimate
Y2.5 0.670 0.3 Legitimate

b. Trust test
Reliability is measured from the value of Cronbach's Alpha (α), where a
variable is said to be reliable if it gives a value of α > 0.60.
Table 5 Reliability Test Results
Variable Standard Alpha Information
Alpha coefficient Cronbach
Leadership style 0.60 0.642 Reliable
(X1)
Organizational Culture 0.60 0.687 Reliable
(X2)
Performance (Y1) 0.60 0.693 Reliable
Job Satisfaction (Y2) 0.60 0.750 Reliable

c. Path analysis
⚫ Model I path analysis
Table 6. Results of path analysis I
coefficients

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 Nonstandard Standard
coefficients Coefficient
Model B std. Error Betas Q Sig.
1 (Constant) -3,300 4,809 -.686 .497
Leadership style .733 .273 .393 2,688 010
Organizational .426 .200 .312 2,130 039
culture
A. Dependent Variable: job satisfaction
In table 6 above it is known that the Sig variable value X1 = 0.010, X2
= 0.039 is smaller than 0.05. Thus it can be concluded that the regression
model 1 variable Leadership style and organizational culture have a positive
and significant effect on business motivation.

⚫ Model I path coefficient test

Table 7. Path coefficient
Summary modelb
Customized R std. Estimation
Model R R square Square Error
1 .617a .380 .349 1,386
A. Predictors: (Constant), Organizational Culture, Leadership Style

Table 7 obtained a correlation coefficient (R) of 0.617. This shows that

the effect of leadership style and organizational culture on job satisfaction is
61.7% while the remaining 48.3% is the contribution of other variables not
included in the study. While the e1 value is obtained by the formula e1 = √(1
– 0.380) = 0.620. Thus the path diagram obtained from the structural model I
is as follows:

Leadership e1 = 0.620
Style(X1)

0.393 Job
satisfaction
(Y1)

Organizational
Culture (X2) 0.312

Figure 1. Diagram of the path I model

Based on Figure 1 above, it can be seen the influence of social media
variables and entrepreneurial knowledge on business motivation. The

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 meaning of the diagram above can be explained as follows:
⚫ Analysis of the influence of X1 (leadership style) on Y2 (Job Satisfaction):
it is known that the direct effect of X1 (leadership style) on Y1 (Job
Satisfaction) is 0.393
⚫ Analysis of the effect of X2 (organizational culture) on (job satisfaction)
shows that the direct effect of X2 (organizational culture) on (job
satisfaction) is 0.312
⚫ Model II path analysis
Table 8. Results of path analysis II
coefficients
Nonstandard Standard
coefficients Coefficient
Model B std. Error Betas Q Sig.
1 (Constant) -.847 3,388 -.250 .804
Leadership .592 .208 .405 2,849 007
style
Organizational .375 .148 .351 2,539 .015
culture
job satisfaction 068 .111 087 .618 .540
A. Dependent Variable: performance
Based on table 8 from the results of data processing, the regression
equation is obtained as follows:

Y = 0.405 X1 - 0.351 X2 + 0.087 Y1 + 0.484 e2… (2)

p‫ﻉ‬1= R2 = 1- 0.516 = 0.484 e1√1 −

In table 5.13 above it is known that the tcount value of the variable X1
= 2.849, X2 = 2.539, Y1 = 0.618. The significance value of the variable X1 =
0.007, X2 = 0.015 is less than 0.05. while Y1 = 0.540 is smaller than 0.05.
Thus it can be concluded that the regression model II, namely variable X1 has
a positive and significant effect on Y2, variable X2 has a positive and
significant effect on Y2 while Y1 has a negative effect on Y2.

⚫ Model II path coefficient test

Table 9. Path coefficient II
Summary modelb
Customized R std. Estimation
Model R R square Square Error
1 .718a .516 .478 .971
A. Predictors: (Constant), job satisfaction, Organizational Culture,
Leadership Style
B. Dependent Variable: performance

Table 9 obtained a correlation coefficient (R) of 0.718. This shows that

the effect of X1, X2 and Y1 on Y2 is 71.8% while the remaining 28.2% is the
contribution of other variables not included in the study. While the e2 value is

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 obtained by the formula e1 = √(1 – 0.516) = 0.484. Thus the path diagram of
the structure model II is obtained as follows:

Leadership 0.405 e2 = 0.484

style (X1)

Job Performance
satisfaction (Y2)
(Y1)
0.087

Organizational
Culture ((X2) 0.351

Figure 2 Diagram of the path II model

Based on Figure 5.4 above, it can be seen the influence of the variables X1, X2
and Y1 on Y2. The meaning of the diagram above can be explained as follows:
1. Analysis of the influence of X1 (leadership style) on Y2 (performance): it is
known that the direct influence exerted by X1 (leadership style) on Y2
(performance) is 0.405.
2. Analysis of the influence of X2 (Organizational Culture) on Y2 (Performance):
it is known that the direct influence exerted by X1 (Leadership Style) on Y2
(Performance) is 0.351
3. Analysis of the effect of Y1 (Job Satisfaction) on Y2 (Performance): it is known
that the direct effect of Y1 (Job Satisfaction) on Y2 (Performance) is 0.087

d. Sobel test
To test the significance of the indirect effect of the independent variable
X1 (leadership style) on the dependent variable Y2 (performance) through the
intervening variable (job satisfaction), the Sobel test was carried out with the
following results:

Table 10. Sobel test indirect effect I

Leadership Style – Job satisfaction – performance
A B sa sb
0.393 0.087 0.273 0.111

Based on the calculation results above, the value of tcount = 10.00970 is

greater than the value of ttable = 1.68107, it can be concluded that there is a
mediating effect. This shows that indirectly leadership style through job
satisfaction affects employee performance
Table 11. Sobel test indirect effect II

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 Organizational culture – job satisfaction – performance
A B sa sb
0.351 0.087 0.148 _ 0.111

Based on the calculation results above, the value of t count = greater than
the value of t table = , it can be concluded that there is a mediating effect. This
shows that indirectly organizational culture through job satisfaction has a
significant effect on employee performance.𝟏𝟓, 𝟔𝟑𝟎𝟗𝟎𝟏, 𝟔𝟖𝟏𝟎𝟕

e. Hypothesis Test (t test)

hypothesis Indirect
Direct
Information influence beta sign. Information
influence

The influence
H1 of leadership
style on job 0.393 - 0.733 0.010 +/significant
satisfaction
The influence
of +/ not
H2 organizational 0.312 - 0.426 0.0390 significant
culture on job
satisfaction
The Effect of
H3 Job Satisfaction 0.087 - 0.068 0.540 -/important
on
Performance
The Effect of
H4 Leadership 0.405 - 0.592 0.007 +/significant
Style on
Performance
The Effect of
H5 Organizational 0.351 - 0.375 0.015 +/significant
Culture on
Performance
hypothesis Indirect
Direct
Information influence beta T table Information
influence
The Effect of
Leadership Partial
H6 Style on - 10.00970 - 1.68107 mediation
Performance
Through Job
Satisfaction
The Effect of

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 Organizational
H7 - 𝟏𝟓, 𝟔𝟑𝟎𝟗𝟎 - 1.68107 Partial
Culture on
mediation
Performance
Through Job
Satisfaction

D. DISCUSSION

a. The Effect of Leadership Style on Job Satisfaction

The results of the analysis in this study indicate that leadership style has a
positive and significant effect on job satisfaction. This can be explained that
leadership style greatly influences employees at PT Bank Sulselbar Jeneponto Branch
which causes an increase in job satisfaction. This research is said to be significant,
meaning that the hypothesis is convincing so that it can be accepted, applicable and
generalizable to the population. Scientifically, communication can increase employee
satisfaction at PT Hadji Kalla Jeneponto Branch. So that variable X1 (leadership style)
has a significant effect on variable Y1 (job satisfaction).
The reason why leadership style affects job satisfaction is because
management really trusts, respects and respects all employees of PT Bank Sulselbar
Jeneponto branch with an average result based on descriptive variables which is 4.16
in the very high category. So that employees like the style of a leader who gives broad
authority to subordinates. When there is a problem, always involve subordinates as a
team. In this leadership style, the leader provides a lot of information about the
duties and responsibilities of his subordinates
The theory that supports this research is the role theory put forward by
(Rivai, 2014) that "leadership also influences the interpretation of followers' events,
organizing and activities to achieve goals, maintaining cooperative relationships and
group work, obtaining support and working from people outside the group or
organization".
Based on the findings of previous researchers, namely Djamagau (2019)
"Leadership style, work motivation and organizational culture on the performance of
employees of PT. BNI Syariah Palu Bank. The results of his research show that
leadership style has a positive and significant effect on job satisfaction. The results of
the study are in line with Kamaliah (2018), leadership style directly has a positive
and significant effect on job satisfaction.

b. The Effect of Organizational Culture on Job Satisfaction

The results of the analysis in this study show that organizational culture has a
positive and significant impression on job satisfaction. This means that with
organizational culture, employees already know their identity so that members of the
organization understand the vision and mission and become part of the organization.
Organizational culture also influences job satisfaction because employees of
PT Bank Sulselbar Jeneponto Branch in giving assignments try to complete them on
time with an average value of 4.19 which is in the very high category. So that
employees already know the corporate culture of organizational culture, namely by
directing and strengthening behavior to control organizational actors so that they
carry out their duties and responsibilities effectively and efficiently to achieve

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organizational goals and objectives that have been mutually agreed upon. agreed.
Based on the findings made by previous researchers, namely Suryaman
(2018) "the effect of organizational culture variables and work motivation on the
performance of employees of PT. Inoac Polytechno Indonesia, Pasar Kemis,
Tangerang”. As for the results of his research that leadership style has a positive and
significant effect on job satisfaction. The results of this study are also in line with
Setiawan (2019), organizational culture has a direct positive and significant effect on
job satisfaction.

c. Effect of job satisfaction on employee performance

The results of the analysis in this study indicate that job satisfaction has no
significant effect on the performance of employees of PT Bank Siulselbar Jeneponto
Branch. This research is said to be insignificant, meaning that the hypothesis is not
yet convincing so it cannot be accepted.
Job satisfaction has no significant effect on employee performance because job
characteristics do not emphasize satisfaction but prioritize employee work. So it can
be said that job satisfaction in this study cannot predict employee performance and
employees who are satisfied with their jobs and with their company tend to have
better mental conditions and feel free from work stress. This makes workers who
have high job satisfaction tend to have a low pressure level. Therefore, an increase in
job satisfaction will lead to a decrease in the level of job pressure. Thus, an increase
in job satisfaction will lead to a decrease in the level of job stress
Based on the previous results, in line with the results of research conducted
by Subakti, AG (2013), the job satisfaction factor has no significant effect on
employee performance. Therefore it is necessary to add a mediating variable to
strengthen the relationship between job satisfaction and employee performance.
d. The influence of leadership style on performance

Based on the results of the research analysis, it shows that leadership style
has a positive and significant effect on the performance of employees of PT Bank
Sulselbar Jeneponto Branch, which causes the fourth hypothesis to be accepted. This
research is said to be significant, meaning that the hypothesis is convincing so that it
can be accepted. This means that the better the behavior of the leadership of PT bank
sulselbar Jeneponto branch, the employee's performance will increase.
Leadership style (X1) has a significant positive effect on employee
performance (Y2) because it is based on the choices of respondents' answers to the
available questionnaires and as we know that leadership style itself is an important
factor for companies to improve employee performance so that company goals can
be achieved. The relationship between leadership style indicators and employee
performance, each of which is the most important or key attribute that must be
owned by a leader, relates to the consistency of actions and the values of the vision to
be achieved for the company.
Based on the results of this study, it supports previous research conducted by
Lolowang (2019) "The Influence of Leadership, Organizational Culture and Work
Motivation to Support Improved Village Performance in Jayapura City". Based on the
analysis of the data obtained, leadership has a positive and significant effect on
employee performance. Leadership behavior has a tendency towards two things,
namely consideration or relationship with subordinates and the initiation structure

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or the results achieved. Leadership tendencies describe close relationships with
subordinates, for example being friendly, helping and defending the interests of
subordinates, willing to accept consultations from subordinates and providing
welfare Siagian (2010)
e. The influence of organizational culture on employee performance
Based on the results of hypothesis testing, it can be explained that
organizational culture has a positive and significant effect on employee performance.
This can be proven from the smaller significant value and the calculated t value is
greater than t table. Organizational culture has a positive and significant effect on
employee performance, meaning that the better the culture in the organization, the
better the performance of employees in the company.
This means that organizational culture which is taken seriously by the agency
as a tool to support better management will become an influence and incentive for
workers to act in harmony with the culture that has been implemented by the
company in employees. The organizational culture that is fostered cannot be seen,
but can provide great changes. Employee performance may be influenced by
organizational culture because organizational culture is able to create a good
atmosphere and act even better, in other words organizational culture is a driving
force. And also increasing employee performance following the will of the company
also requires the contribution of a good and easy-to-understand organizational
culture.
The research results are supported by Nurul Annisa (2021) "The Influence of
Organizational Culture, Work Discipline and Work Life Balance on the Performance
of Employees of the Central Bureau of Statistics for Makassar City". The results of the
study show that organizational culture has a positive and significant effect on
employee performance.

f. The influence of leadership style on employee performance through job

satisfaction

The results showed that job satisfaction as an intervening variable has a

significant effect based on the Sobel test that has been carried out. Based on the
calculation results, the calculated t value is greater than the t table value, it can be
concluded that there is a mediating effect. This shows that job satisfaction is able to
mediate leadership style on employee performance, meaning that with the support of
job satisfaction it will further improve the performance of employees of PT bank
sulselbar Jeneponto branch.
Job satisfaction mediates the effect of leadership style on performance
regardless of Salary Satisfaction, Promotion Satisfaction, Coworker Satisfaction so
that job satisfaction and employee performance are based on the perspective of
leadership style. decision-making acceptable to all members of the organization.
decision acceptable to all organizations. Improving worker satisfaction and employee
performance based on teamwork that needs to be given attention is that teamwork
must be increased again, so that it can have a greater impact on improving worker
performance.
Based on the results of the analysis carried out by researchers in accordance
with the opinion of previous research by Sarif Hidayat (2019) entitled The Influence
of Leadership Style on Employee Performance with Job Satisfaction Intervening

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Variables. As for the results of his research that leadership style has a positive effect
on employee performance through job satisfaction.
g. The influence of organizational culture on employee performance through job
satisfaction
The results showed that job satisfaction as an intervening variable has a
significant effect based on the Sobel test that has been carried out. Based on the
calculation results, the calculated t value is greater than the t table value, it can be
concluded that there is a mediating effect. This shows that job satisfaction is able to
mediate organizational culture on employee performance, meaning that with the
support of job satisfaction it will further improve the performance of employees of
PT bank sulselbar Jeneponto branch.
Job satisfaction mediates the effect of leadership style on performance, in
addition to giving more attention to workers so that workers feel more valued and
can equate salary with the work given and give prizes if workers give good
achievements and achievements at work to increase job satisfaction. employees of PT
Bank Sulselbar Cawangan Jeneponto.
Based on the results of the analysis carried out by researchers in accordance
with the opinion of previous research by William Jesen Wiratama (2022) entitled the
influence of organizational culture on employee performance with the intervening
variable job satisfaction. As for the results of his research that organizational culture
has a positive effect on employee performance through job satisfaction.

E. CLOSING
Leadership style has a positive and significant effect on job satisfaction of
employees of PT Bank Sulselbar Jeneponto Branch. Organizational culture has a
positive and significant effect on employee job satisfaction at PT Bank Sulselbar
Jeneponto Branch. Job satisfaction has no significant effect on employee performance
at PT Bank Sulselbar Jeneponto Branch. Leadership style has a positive and
significant effect on the performance of employees of PT Bank Sulselbar Jeneponto
Branch. Organizational culture has a positive and significant effect on employee
performance at PT Bank Sulselbar Jeneponto Branch. Leadership style has a positive
and significant effect on employee performance through job satisfaction at PT Bank
Sulselbar Jeneponto Branch.

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