Transformational Leadership and Work Motivation as Predictors  of Elementary-School Dapodik Operator Performance: Evidence from Pinrang Regency, Indonesia

Masni Masni; Andi  Hendra Syam; Rina Rina

doi:10.56442/ijble.v7i2.1535

Authors

Masni Program Studi Magister Manajemen STIM LPI Makassar
Andi Hendra Syam Program Studi Magister Manajemen STIM LPI Makassar
Rina Program Studi Magister Manajemen STIM LPI Makassar

DOI:

https://doi.org/10.56442/ijble.v7i2.1535

Keywords:

transformational leadership; work motivation; employee performance; Dapodik operators; education data governance; digital public administration

Abstract

This study examines whether transformational leadership and work motivation predict the performance of elementary-school operators of Indonesia’s Basic Education Data system (Data Pokok Pendidikan, Dapodik) in Pinrang Regency. A quantitative, cross-sectional explanatory design was used. From a population of 315 operators, 176 respondents were selected through simple random sampling using a finite-population formula with a 5% precision level. Data were collected using a 13-item questionnaire and documentation and were analysed through multiple linear regression in IBM SPSS Statistics 25. Item-total correlations exceeded the critical value of .147. Visual diagnostic checks indicated no substantial violations of normality, multicollinearity, or homoscedasticity assumptions. Transformational leadership was positively but not significantly associated with operator performance (B = .087, SE = .137, β = .119, t = .615, p = .539), whereas work motivation was a positive and statistically significant predictor (B = .409, SE = .071, β = .502, t = 5.746, p < .001). The model was significant overall, F(2, 173) = 17.560, p < .001, explaining 16.9% of the variance in performance (adjusted R² = .159). The findings indicate that motivation is the more proximal predictor of performance in a highly standardized digital-administration role. Education authorities should therefore combine recognition, professional development, adequate work support, and adaptive leadership with continuing digital-capability development. The cross-sectional, single-region, and self-report design limits causal interpretation and generalizability.

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