Hybrid Leadership in Culturally Complex Contexts: Integrating Charismatic, Authoritarian, and Democratic Styles to Optimize Employee Performance in Indonesian Higher Education
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This study examines the interplay of charismatic, authoritarian, and democratic leadership styles on employee performance within Indonesia’s culturally hierarchical higher education sector. It addresses the gap in understanding how hybrid leadership models—combining globally recognized styles with local cultural norms such as hormat (respect for hierarchy) and gotong royong (mutual cooperation)—optimize performance in collectivist settings. A quantitative explanatory approach was employed, utilizing a cross-sectional survey of 85 employees (stratified random sampling) at Bosowa Education, Makassar. Leadership styles were measured using the Multifactor Leadership Questionnaire (MLQ-5X) scale, while employee performance was assessed through productivity, creativity, and task adherence metrics. Multiple linear regression analysis (SPSS v28) was conducted to test the hypotheses. Authoritarian leadership showed the strongest effect (? = 0.297, p = 0.003), proving ideal for administrative efficiency, while charismatic leadership significantly motivated teachers (? = 0.259, p = 0.012), aligning with cultural reverence for inspirational figures. Democratic leadership had limited efficacy (? = 0.219, p = 0.045) due to hierarchical decision-making delays. The three styles collectively explained 31.1% of the variance in performance (R² = 0.311, F = 12.186, p < 0.001), with residual factors (e.g., intrinsic motivation, gotong royong) highlighting the need for culturally adaptive strategies. The findings challenge universal leadership theories by emphasizing that effectiveness depends on alignment with bureaucratic norms and local cultural practices. Hybrid models integrating charismatic, authoritarian, and democratic styles—adapted to specific roles and contexts—are essential for optimizing performance in Indonesian higher education.
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