THE EFFECT OF LEADERSHIP AND

WORKLOAD ON PERFORMANCE
MEDIATED BY WORK ENTHUSIASM
AT KANTOR IMIGRASI KELAS I
KHUSUS TPI MEDAN

Hazmanan Khair
Management Program, Universitas
Muhammadiyah Sumatera Utara
hazmanankhair@umsu.ac.id

Fajar Pasaribu
Management Program, Universitas
Muhammadiyah Sumatera Utara
fajarpasaribu@umsu.ac.id

Rian Sahputra Purba*

Master of Management Study
Program, Postgraduate Program
Universitas Muhammadiyah Sumatera
Utara ryanpvtra0898@gmail.com
*Corresponding author

ABSTRACT (HEADING 1)

Improving the quality of human resources can enhance a company's performance, which is
crucial in today's increasingly competitive job market. To create products or services that
benefit society, companies need to continuously improve their employees' performance. Many
factors can affect employee performance, such as leadership, workload, and motivation. The
purpose of this study is to analyze several things, including the effect of leadership on
performance, the effect of workload on performance, the effect of motivation on performance,
the effect of leadership on motivation, the effect of workload on motivation, and whether
leadership and workload have an indirect effect on performance mediated by motivation at the
Immigration Office Class I Special TPI Medan. Using associative research, this study
sampled 71 employees of the Immigration Office Class I Special TPI Medan. Data collection
techniques included questionnaires, and partial least squares (SmartPls) was used for data
analysis to test the seven hypotheses proposed in this study. The results indicate that
leadership's effect on performance is not significant, workload's effect on performance is
significant, motivation's effect on performance is significant, the effect of leadership on
motivation is significant, the effect of workload on motivation is significant, motivation as a
mediator variable acts as mediation on the effect of leadership on performance, and
motivation as a mediator variable does not act as mediation on the effect of workload on
performance.

Keywords: Leadership, Workload, Motivation, Performance

 INTRODUCTION

Human capital is crucial for achieving organizational goals. By improving employee

performance, organizations can enhance their ability to provide products and services that are
beneficial to society. Performance can be used as a metric to evaluate the effectiveness of task
execution and the fulfillment of organizational responsibilities within a given timeframe
(Jocelyne & Kariuki, 2020).
This research focuses on the technical implementing unit of the Special Class I
Immigration Office for TPI Medan, located at Jalan Gatot Subroto No. 268A Sei Kambing,
Medan. Initial survey results indicate that there are performance issues among employees. In
2020, employee performance at the Special Class I Immigration Office for TPI Medan was
65% in the first semester and 78% in the second semester. In 2021, performance improved
slightly, with values of 73% in the first semester and 85% in the second semester. Despite
these improvements, the target of 100% employee performance has not been reached. The
percentage of employees achieving High Performance remains low, at 13% in 2020 and 11% in
2021, and there are still employees at the under performance level.
Good and proper leadership can improve employee performance to achieve the goals
set by the organization. To achieve optimal performance improvement, leaders must provide
guidance and encouragement to employees so that a professional attitude can be created in
management as a whole and employees can be reminded of the importance of being aware of
their own performance improvement (Paais & Pattiruhu, 2020). This statement is also
supported by Yapentra (2021) which shows that leadership has a significant and positive effect
on performance. A good leader who is the right person can improve employee performance. A
capable leader can directly monitor and provide positive feedback to employees. This
encourages employees to work harder and produce maximum results.
In addition to leadership, workload also affects employee performance. Workload is the
amount of work that must be borne by a position/organizational unit and is the result of the
volume of work and time norms. Quality human resources can be achieved if the workload
received is in accordance with their capacity. Efforts to provide a workload that matches the
capacity of human resources is an activity that must be carried out by every organization so
that the ability and performance of human resources can be increased according to job
demands and organizational needs (Ali, 2022). This is supported by Adityawarman (2015)
which state that workload has a direct positive and significant effect on performance. Thus,
achieving high performance can be seen from the workload received.
In addition to leadership and workload as factors that affect performance, there are
other factors such as work motivation and training that must be considered. This means that
with a high level of work enthusiasm, an employee will be able to show good performance
(Niati et al., 2021). Yahyo et al. (2013) also indicated that work enthusiasm has an impact on
performance. This means that if work enthusiasm is good, employee performance will also
increase, and vice versa.
The author of the research discovered a phenomenon related to leadership at the Special
Class I Immigration Office TPI Medan, where the work distribution was uneven. Active and
diligent employees were given more tasks, while less active employees were not given enough
tasks. This resulted in an imbalance that made employees feel bored and avoid tasks, affecting
their performance. The workload was too heavy, with tasks often assigned outside working
hours or during holidays and outside of employees' expertise. This led to a decline in work
enthusiasm, particularly among those employees who observed the uneven work distribution.
Poor leadership was suspected to have a significant impact on work processes and employee
quality. Leadership and workload can affect employees' work enthusiasm, leading to good
performance. It is crucial to have competent leaders to ensure employees can carry out their
duties properly. The author intends to research the effect of leadership and workload on
performance mediated by work enthusiasm at the Special Class I Immigration Office in Medan

METHODS

This study was conducted at the Special Class I Immigration Office for TPI in Medan,
located at Jalan Gatot Subroto No. 268A, Medan. The study was carried out from June 2022 to
February 2023. The research approach used in this study is associative and quantitative
(Ratnawati, 2020). The reason the author chose an associative study as the research method is
because this study aims to examine the effect of leadership and workload on performance
mediated by work enthusiasm. The reason for choosing this study is because the method uses
systematic, concrete/empirical, objective, measurable, rational, and systematic measures and
calculations.

Population and Sample

. The population for this study is the 243 employees of the Class I Special TPI Medan
Immigration Office, excluding structural officials. In this study, the sampling method used is
the Slovin formula. Therefore, the determined sample size for this study is 71 individuals at the
Class I Special TPI Medan Immigration Office.

Data Collection and Analysis

The data collection and analysis techniques used in a study conducted on the Class I
Special TPI Medan Immigration Office. The data collection involved conducting interviews,
document study, and distributing a questionnaire to employees. A Likert scale was used in the
questionnaire to measure attitudes and opinions related to the research topic. The data analysis
technique used in the study was Structural Equation Modeling (SEM) using Smart-PLS, which
involved two stages: (1) Measurement model analysis and (2) Structural model analysis. The
structural model analysis included five tests to examine the direct and indirect effects of
leadership and workload on performance through work motivation..

RESULTS AND DISCUSSION

Results Description
This study collected questionnaire data from 71 employees on variables including
leadership, workload, work motivation, and performance, which were analyzed using the
Likert method. Most respondents were male and aged 31-40, with a majority holding a
bachelor's degree. The study found that employees agreed with statements related to
leadership, workload, performance, and work motivation, indicating positive attitudes towards
these areas. Specifically, employees were capable of handling their workload, completing
tasks on time, and giving their best performance, while also showing good work motivation
related to teamwork, punctuality, and ambition. These findings contrasted with initial concerns
about gaps among employees.

Data analysis
a. Outer model
Measurement model analysis (outer model) was conducted using two tests, namely: (1)
Construct reliability and validity, and (2) Discriminant Validity. The reliability of a construct's
scores must be sufficiently high. The Composite Reliability criteria are > 0.6 according to
Bagozzi and Yi; Chin & Dibbern (Juliandi, 2018).
Based on the comprosite reliability values, it can be concluded that the composite
reliability testing results are as follows: (1) Variable X1 (leadership) is reliable, as the
composite reliability value for X1 is 0.846 > 0.6; (2) Variable X2 (workload) is reliable, as the
composite reliability value for X2 is 0.850 > 0.6; (3) Variable Y (performance) is reliable, as
the composite reliability value for Y is 0.840 > 0.6; and (4) Variable Z (work motivation) is
reliable, as the composite reliability value for Z is 0.735 > 0.6.
The concept of discriminant validity refers to the extent to which a construct is truly
different from other constructs (i.e., unique) (Asbari et al., 2021). The best criterion for
measuring discriminant validity is to examine the value of the Heterotrait-Monotrait Ratio
(HTMT). If the value of HTMT is less than 0.90, then a construct has good discriminant
validity.
 The results of the Heterotrait-Monotrait Ratio (HTMT) test can be summarized as
follows: (1) The relationship between variable X1 (leadership) and X2 (workload) has an
HTMT value of 0.714, indicating good discriminant validity or a unique construct; (2) The
relationship between variable X1 (leadership) and Y (performance) has an HTMT value of
0.679, indicating good discriminant validity or a unique construct; (3) The relationship
between variable X2 (workload) and Y (performance) has an HTMT value of 0.934, indicating
poor discriminant validity; (4) The relationship between variable X1 (leadership) and Z (work
motivation) has an HTMT value of 0.839, indicating good discriminant validity or a unique
construct; (5) The relationship between variable X2 (workload) and Z (work motivation) has
an HTMT value of 0.941, indicating poor discriminant validity; (6) The relationship between
variable Y (performance) and Z (work motivation) has an HTMT value of 0.962, indicating
poor discriminant validity.

b. Inner Model
Structural model analysis uses 5 tests, including: (1) R-square; (2) f-square; (3)
Mediation effects: (a) Direct effect; (b) Indirect effect; and (c) Total effects. The results of the
tests are presented below.
(1) R-square
The conclusion of the R-square test in this research is as follows: (1) Adjusted R-Square
Model Path I = 0.656. This means that the ability of variable Y (performance) to explain Z
(work motivation) is 65.6%, so the model is considered moderate (medium); and (2) Adjusted
R-Square Model Path II = 0.625. This means that the ability of variables Y (performance) and
Z (work motivation) to explain X1 (leadership) is 62.5%, so the model is considered moderate
(medium).

(2) F-Square
The conclusion of the f-Square values in this research are as follows: (1) The variable
X1 (leadership) on Y (performance) has an f2 value of 0.006, indicating a small effect of the
exogenous variable on the endogenous variable; (2) The variable X2 (workload) on Y
(performance) has an f2 value of 0.379, indicating a large effect of the exogenous variable on
the endogenous variable; (3) The variable X1 (leadership) on Z (work motivation) has an f2
value of 0.278, indicating a moderate effect of the exogenous variable on the endogenous
variable; (4) The variable X2 (workload) on Z (work motivation) has an f2 value of 0.512,
indicating a large effect of the exogenous variable on the endogenous variable; (5) The
variable Z (work motivation) on Y (performance) has an f2 value of 0.108, indicating a
moderate effect of the exogenous variable on the endogenous variable.
c. Mediation effects
Mediation effects analysis consists of three sub-analyses: (a) direct effect; (b) indirect
effect; and (c) total effect :

(1) Direct Effect

The criteria for testing the direct effect hypothesis are as followed by Arif et al. (2019).
The path coefficients result in this reserach show that all path coefficient values are positive
(as seen in the original sample), including: (1) X1 on Y: Path coefficient = 0.059 and P-value
= 0.693 (>0.05), meaning that the effect of X1 (leadership) on Y (performance) is positive but
not significant; (2) X1 on Z: Path coefficient = 0.383 and P-value = 0.000 (<0.05), meaning
that the effect of X1 (leadership) on Z (work motivation) is positive and significant; (3) X2 on
Y: Path coefficient = 0.522 and P-value = 0.000 (<0.05), meaning that the effect of X2
(workload) on Y (performance) is positive and significant; (4) X2 on Z: Path coefficient =
0.519 and P-values = 0.000 (<0.05), meaning that the effect of X2 (workload) on Z (work
motivation) is positive and significant; and (5) Z on Y: Path coefficient = 0.312 and P-values
= 0.026 (<0.05), meaning that the effect of Z (work motivation) on Y (performance) is
positive and significant.
Graphically, a summary of the results of the direct effects above can be observed in
Figure 1.

Figure 1. Direct effects

(2) Indirect Effects
The criteria for determining indirect (Fu & Deshpande, 2014) are as follows: (1) If the
P-Values <0.05, then it is significant, meaning that the mediator variable (Z/work motivation)
mediates the effect of the exogenous variable (X1/leadership) on the endogenous variable
(Y/performance). In other words, its effect is indirect; and (2) If the P-Values>0.05, then it is
not significant, meaning that the mediator variable (Z/work motivation) does not mediate the
effect of an exogenous variable (X2/workload) on an endogenous variable (Y/performance). In
other words, its effect is direct.
Thus, it can be concluded that the indirect effect result for (1) X1→Z→Y is 0.119 with a
P-Values of 0.044<0.05 (significant), indicating that Z (work motivation) mediates the effect
of X1 (leadership) on Y (performance); and (2) X2→Z→Y is 0.162 with a P-Values of
0.057>0.05 (not significant), indicating that Z (work motivation) does not mediate the effect
of X2 (workload) on Y (performance).
(3) Total Effects
The conclusions from the total effect values result are as follows: (1) The total effect for
the relationship between X1 (leadership) and Y (performance) is 0.178; (2) The total effect for
the relationship between X1 (leadership) and Z (work motivation) is 0.383; (3) The total effect
for the relationship between X2 (workload) and Y (performance) is 0.684; (4) The total effect
for the relationship between X2 (workload) and Z (work motivation) is 0.519; and (5) The
total effect for the relationship between Z (work motivation) and Y (performance) is 0.312.

Discussions
a. The effect of leadership on performance
Good and proper leadership will improve employee performance to achieve the goals
set by the organization. The effect of leadership on performance produces a path coefficient
value of 0.059 with a P-Value of 0.693 (>0.05) which indicates that the effect of leadership on
performance is positive but not significant for employees at the Immigration Office Class I
Special TPI Medan.
This finding suggests that: (1) the positive value indicates that if leadership values
increase, employee performance will also increase; (2) the insignificant value means that good
and appropriate leadership can significantly effect employee performance at work. Therefore,
leadership at the Immigration Office Class I Special TPI Medan should pay attention to
several leadership styles, attitudes, or models of leadership, as employees may not agree with
the leadership in this office because they feel there are things that do not match the wishes of
some of the employees, such as motivating employees to work.
 The results of this study are in line with research conducted by Gede & Gunapatra
(2017) which states that leadership has no significant effect on performance. This study also
contradicts the results of research conducted by Wahyudi et al. (2022) which state that there is
a positive and significant effect of leadership on performance.

b. The effect of workload on performance

The effect of workload on performance resulted in a path coefficient value of 0.522 with
a P-Value of 0.000 (<0.05), indicating that the effect of workload on performance is positive
and significant for employees of the Special Class I Immigration Office at TPI Medan. These
findings mean that: (1) A positive value indicates that the decrease in employee workload will
affect the improvement of employee performance, and (2) a significant value indicates that
workload significantly affects employee performance. Therefore, leader in the Special Class I
Immigration Office at TPI Medan should provide a workload that is appropriate for the
capacity and ability of employees to perform their work according to the predetermined time,
with a clear workload distribution by arranging workload determination and applying fairness
to all employees in the office.
A large workload will make employees feel unable to complete their work, resulting in
poor performance. For example, an employee who disagrees with continuing their coworker's
work will make the employee feel objectionable and unaccepting because the employee's
workload has exceeded their capacity and ability, which will impact their performance (Sari et
al., 2021). Therefore, this is in line with the opinions of Astuti & Lesmana (2019) which state
that workload affects performance. This can be seen from the questionnaire responses filled
out by respondents at the Special Class I Immigration Office at TPI Medan who agreed and
strongly agreed with each statement.

c. The effect of work motivation on performance

The effect of work motivation on performance resulted in a path coefficient value of
0.312 with a P-Value of 0.026 (<0.05) which indicates that the effect of work motivation on
performance was found to be positive and significant among employees of the Special Class I
Immigration Office TPI Medan. These results mean that: (1) A positive value indicates that if
work motivation increases, employee performance will also increase; (2) A significant value
indicates that managing work motivation is important in influencing employee performance at
work. Therefore, leader in the Special Class I Immigration Office TPI Medan should pay
attention to the work motivation of its employees by appreciating employee abilities such as
providing input or suggestions in making decisions, often giving motivation in the form of
praise for their work, and creating a harmonious working atmosphere in the office as much as
possible. Thus, this is in line with the findings of studies conducted by Pancasila et al. (2020)
which states that there is an effect of work motivation on performance.

d. The effect of leadership on work motivation

The effect of leadership on morale results in a path coefficient value of 0.383 with a P-
Value of 0.000 (<0.05), indicating that the effect of leadership on morale is found to be
positive and significant among employees of the Class I Special TPI Medan Immigration
Office. These results mean that: (1) The positive value indicates that if the leader is good at
directing and giving attention and support to employees, then the employees' morale will also
increase; (2) The significant value indicates that the leader's attitude is significant in
influencing employee morale in their work. Therefore, leadership in the Medan Class I Special
TPI Immigration Office should pay more attention and determine what efforts need to be made
to increase employee morale.
One way is by listening and valuing employee suggestions in decision-making, as noted
by employees who strongly agree. This could be one way to improve employee morale, which
in turn will have a positive impact on work performance (Wolor et al., 2020). This is in line
with the findings of previous research conducted by Andriani et al. (2018)who found that there
is an effect of leadership on work motivation.

e. The effect of workload on work motivation

The higher the target set for each employee to achieve, the higher the workload felt by
the employee (Kyndt et al., 2013). The effect of workload on morale produced a path
coefficient value of 0.519 with a P-Value of 0.000 (<0.05), indicating that the effect of
workload on morale was found to be positive and significant in employees of the Special Class
I Immigration Office TPI Medan.
This result means that: (1) The positive value indicates that an increase in workload will
have an impact on the decline of morale; (2) The significant value indicates that an increased
workload significantly affects employee morale in their work. Therefore, workload in the
Special Class I Immigration Office TPI Medan should be evenly distributed and according to
the ability of each employee, in order to prevent a decrease in morale.
With good morale, employees will be more enthusiastic in completing their work. One
example is the answer of employees who strongly agree that they try to always focus on
completing their work. Low workload successfully creates high morale. This is what makes
employees always strive to give their best for the organization. (Johari et al., 2018). Thus, this
is in line by Pang & Lu (2018) which state that there is an effect of workload on morale.
 f. The impact of leadership and workload on employee performance through work
motivation.
The study concludes that effective leadership positively influences employee motivation
and subsequently enhances job performance. However, workload does not play a significant
role in determining job performance through work motivation. Therefore, organizations should
focus on providing effective leadership, which includes motivating employees, fair treatment,
interactive communication, and creating a harmonious work environment to enhance
employee motivation and job performance. Additionally, the workload should be aligned with
employees' abilities and capacity to ensure good work results and maximum utilization of
capabilities.

CONCLUSIONS

In conclusion, the research findings suggest that leadership, workload, and work motivation
have different effects on performance at the Special Class 1 Immigration Office TPI Medan.
While leadership has a positive and significant effect on work motivation, it has an
insignificant effect on performance. On the other hand, workload has a positive and significant
effect on performance, and work motivation has a positive and significant effect on both
performance and work motivation. To improve performance, the recommendations include
enhancing leadership qualities, managing workload, and providing more support and
motivation for employees. However, this research is not without limitations, such as potential
response bias and a small sample size. Future studies could explore these variables further in
larger samples to gain a more comprehensive understanding of their effects.

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