The Influence of Situational Leadership Style on Personnel Performance: A Quantitative Study in a Uniformed Services Organization

This study investigates the influence of situational leadership style on personnel performance in a uniformed services organization in Indonesia. Grounded in Hersey and Blanchard's Situational Leadership Theory [1], the study conceptualizes four leadership dimensions: Telling (S1), Selling (S2), Participating (S3), and Delegating (S4). A quantitative cross-sectional survey design was employed, drawing a proportionate stratified random sample of 120 active personnel. Data were collected using a structured Likert-scale questionnaire comprising 26 items. Instrument validity was assessed through item-total correlation (all r > 0.65), and reliability was confirmed via Cronbach's alpha (range: 0.777–0.867). Classical assumption tests confirmed residual normality (Jarque-Bera p = 0.355), absence of multicollinearity (VIF range: 1.007–1.021), and homoscedasticity (Glejser p = 0.967). Multiple linear regression analysis revealed that all four leadership styles jointly and significantly explained 29.3% of the variance in personnel performance (Adj. R² = 0.269; F(4,115) = 11.926; p < 0.001). Selling (β = 0.274; p < 0.001), Participating (β = 0.250; p < 0.001), and Delegating (β = 0.174; p = 0.002) each demonstrated significant positive effects, while Telling also contributed significantly (β = 0.178; p = 0.005). Practical implications for leadership development programs in uniformed services contexts are discussed.