Analisis gaya kepemimpinan dalam meningkatkan motivasi kerja karyawan di PT volar engineering Sumedang

Abstract

Leadership style constitutes a critical determinant of employee work motivation, particularly in organisations experiencing fluctuating workloads. Existing research on leadership and motivation has predominantly employed quantitative approaches within banking, large-scale manufacturing, and public-sector settings, leaving medium-sized electronics engineering firms comparatively underexplored. This study analyses the leadership style applied to enhance employee work motivation, identifies the obstacles encountered in its implementation, and formulates corresponding solutions at an electronics and electrical engineering firm in Sumedang Regency, West Java. A qualitative approach with a case study design was employed. Data were gathered through non-participant observation, semi-structured interviews with purposively selected informants drawn from both managerial and non-managerial levels, and documentary evidence. Data were analysed using the Miles and Huberman interactive model, comprising data condensation, data display, and conclusion drawing and verification, while credibility was established through source triangulation, technique triangulation, and member checking. The findings indicate that the leader adopts a participative leadership style, reflected in the involvement of employees in decision-making processes, the provision of clear direction, and the maintenance of open two-way communication. Work motivation is reinforced through bonuses, compensation increases, promotion opportunities, and performance recognition. Two principal obstacles were identified: recognition tends to be conferred collectively, rendering individual contributions less visible, and periodic workload surges generate fatigue and work-related boredom. These findings underscore that the effectiveness of participative leadership depends on the availability of individualised recognition mechanisms and planned workload management.