THE INFLUENCE OF TOXIC LEADERSHIP, SERVANT LEADERSHIP AND WORKLOAD ON THE PERFORMANCE OF MEMBERS OF THE SOUTHERN KALIMANTAN REGIONAL POLICE FORCE
DOI:
https://doi.org/10.61402/crj.v1i4.209Keywords:
Toxic Leadership, Servant Leadership, Workload, PerformanceAbstract
This study aims to determine and analyze the effect To determine and analyze Toxic Leadership, Servant Leadership and workload have a significant simultaneous, partial and dominant effect on the performance of the South Kalimantan Regional Police. This study uses quantitative data analysis methods, namely grouping data based on variables and types of respondents, tabulating data based on variables from all respondents, presenting data for each variable studied, performing calculations to answer the problem formulation, and performing calculations to test hypotheses that have been proposed. The results showed that Toxic Leadership, Servant Leadership and Workload had a simultaneous effect on the performance of the South Kalimantan Regional Police. This means that the better the implementation of Servant Leadership and the workload in the organization by the leadership, the better the tendency for employees to implement performance. Toxic Leadership partially has no significant effect on the Performance variable. Thus, it can be concluded that increasing Toxic Leadership does not increase performance. Servant Leadership partially has a significant effect on the Performance variable. This implies that the better the implementation of servant leadership in the organization by the leadership, the better the tendency for performance to be implemented by employees. Workload partially has a significant effect on the performance variable. There is a significant effect of the workload variable due to the target that must be achieved in terms of how much work must be completed by an employee of the South Kalimantan Regional Police in a certain period of time. Workload has a dominant influence on the performance of members of the South Kalimantan Regional Police.
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