The Role of Leadership Style and Work Culture in Employee Performance: A Scoping Review

Abstract

Leadership style and work culture are the two determinants of employee performance most frequently examined in the Indonesian management literature, yet that literature remains fragmented across small, single-site studies with occasionally divergent findings, and its scope, methods, and gaps have not previously been mapped. This scoping review characterises Indonesian empirical research published between 2016 and 2025 on these relationships, synthesises the reported direction and magnitude of the effects, and identifies the methodological and conceptual gaps that should guide subsequent inquiry. The review followed the five-stage framework of Arksey and O'Malley as refined by Levac and colleagues, and is reported in accordance with the PRISMA-ScR checklist; consistent with scoping review convention, no critical appraisal of individual study quality was undertaken. Indonesian-language empirical articles indexed in Google Scholar were retrieved using two predefined Boolean search strings and screened in two stages against a priori eligibility criteria, yielding twelve included studies. Data were charted on setting, sample, measurement, analytical technique, and reported effect, then synthesised narratively. Eleven studies reported a positive and statistically significant effect; the three that reported a coefficient of determination gave values between 36% and 61%, while one found no significant effect of leadership style. All twelve were cross-sectional, single-organisation designs using single-source self-report data analysed by simple or multiple linear regression; none modelled the two predictors jointly, and none tested mediation or moderation. The evidence converges on a positive association but is methodologically narrow, and the reported coefficients are best read as upper bounds pending multi-source, longitudinal, and jointly specified designs.