How Transformational Leadership and Work Culture Shape Employee Performance in a Private Higher Education Institution

Transformational leadership is widely associated with employee performance, yet recent evidence indicates that its effectiveness varies across organizational contexts. This study examines the relative contributions of transformational leadership and work culture to employee performance in a technology-oriented private higher education institution in Southeast Sulawesi, Indonesia. Using a quantitative census survey, data were collected from 67 administrative and educational-support employees and analyzed through multiple linear regression using SPSS 26. The overall regression model was significant, F(2,64) = 51.655, p < .001, explaining 61.7% of the variance in employee performance (R² = .617; adjusted R² = .606). Transformational leadership showed a strong positive association with employee performance (β = .624, p < .001), while work culture also had a positive but smaller association (β = .225, p = .028). The findings indicate that leadership-driven inspiration, intellectual stimulation, and individualized support are particularly important performance resources, while shared work values and norms provide complementary behavioral reinforcement. The study contributes context-specific evidence on leadership and culture in a small technology-oriented higher education institution.