The effect of social identification, personality traits, and transformational leadership on employees performance at the regional parliament secretariat of Southeast Sulawesi province, Indonesia

Fajar Saranani; Pasrun Adam; Ahmad; Muhammad Armawaddin; Nita Hasnita; La Ode Almana

doi:10.31893/multiscience.2026466

Keywords:

Abstract

This study aims to analyze the simultaneous and partial influence of social identification, personality traits, and transformational leadership on employee performance at the Regional Parliament Secretariat of Southeast Sulawesi Province, Indonesia. The research uses an explanatory quantitative approach to examine how these psychological and behavioral factors contribute to improving work outcomes in a public-sector organization. The population of this study consists of 130 civil servants, and data were collected through a census method to ensure comprehensive coverage of all employees. Multiple linear regression was applied to test the relationships between variables and to determine the extent to which each factor contributes to enhancing performance. The results show that social identification positively affects employee performance, indicating that when employees have a strong sense of belonging, shared values, and emotional attachment to their organization, they are more committed and motivated to achieve collective goals. Personality traits also have a positive and significant impact on performance, suggesting that employees who demonstrate positive personal attributes such as conscientiousness, openness to experience, and emotional stability tend to perform their responsibilities more effectively and adapt better to organizational demands. Furthermore, transformational leadership plays an important role in improving employee performance through the leader’s ability to inspire, motivate, and act as a role model, thereby fostering a productive and supportive work environment. These findings imply that strengthening social identification, developing desirable personality traits, and promoting effective transformational leadership practices are key strategies to enhance employee performance in public organizations. The study contributes to the understanding of human resource management in government institutions and provides practical insights for policymakers and organizational leaders in improving overall organizational effectiveness.
References
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15. Ellemers, N., Kortekaas, P., & Ouwerkerk, J. W. (1999). Self-categorisation, commitment to the group and group self-esteem as related but distinct aspects of social identity. European Journal of Social Psychology, 29, 371-389.
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19. Jackson, J. W. (2002). Intergroup attitudes as a function of different dimensions of group identification and perceived intergroup conflict. Self and Identity, 1, 11-33. Doi:10.1080/152988602317232777
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29. Tiri, G., Ogollah, K., & Mburu, D. K., (2015). Influence of transformational leadership role on performance of virtual project teams in Safaricom Limited. International Journal of Economics, Commerce and Management United Kingdom, 3(2), 1-27.
30. Trmal, S. A., Bustaman, U.S.A., & Mohamed, Z. A., (2015). The Effect of Transformational Leadership in Achieving High Performance Workforce That Exceeds Organisational Expectation: A Study from a Global and Islamic Perspective. Global Business and Management Research: An International Journal, 7(2), 88-94.
31. Turner, J. C., Hogg, M. A., Oakes, P. J., Reicher, S. D., & Wetherell, M. S. (1987). Rediscovering the social group: A self-categorization theory. Oxford, UK: Blackwell.
32. Van-Knippenberg, D. (2000a). Group norms, prototypicality, and persuasion. In: , Terry, D. J., & Hogg , M. A. (Eds.), Attitudes, behavior, and social context: The role of norms and group membership (pp. 157–170). New York: Erlbaum
33. Wibowo, (2007). Manajemen kinerja. Edisi Pertama. Jakarta: PT. Raja Grafindo Persada.
34. Yan, Y., & Yuet, F. K. C. (2025). How does principals transformational leadership affect teachers’ continuing professional development? The mediating role of teachers innovative leadership. Multidisciplinary Science Journal, March 2025, 1-12. https://doi.org/10.31893/multiscience.2025441.
35. Yang, C. L., & Hwang, M., (2014). Personality traits and simultaneous reciprocal influences between job performance and job satisfaction. International Journal, 33(1), 73-96. http://dx.doi.org/10.1108/EDI-01-2013-0001.
36. Yew, O. F. (2015). The relationship between transformational leadership and followers’ work characteristics and task performance. International Journal of Academic Research in Business and Social Sciences, 5(6), 366-376. Doi: 10.6007/IJARBSS/v5-i6/1685

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How to cite

Saranani, F., Adam, P., Ahmad, Armawaddin, M., Hasnita, N., & Almana, L. O. (2026). The effect of social identification, personality traits, and transformational leadership on employees performance at the regional parliament secretariat of Southeast Sulawesi province, Indonesia. Multidisciplinary Science Journal, 8(7), 2026466. https://doi.org/10.31893/multiscience.2026466

[1] Abrams, D., & Hogg, M. A. (1990). Social identification, self-categorization and social influence. European Review of Social Psychology, 1, 195–228

[2] Amin, S. U., Kamal, Y., Sohail, A. (2016). Relationship between transformational leadership and project team performance: Assessing the mediating role of a project team management education. Journal of Management Sciences and Technology, 3(3), 1-12.

[3] Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39.

[4] Ashmore, R., Deaux, K., & McLaughlin-Volpe, T. (2004). An organizing framework for collective identity: Articulation and significance of multidimensionality. Psychological Bulletin, 130, 80-114. doi:10.1037/0033-2909.130.1.80.

[5] Bass, B. (1985). Leadership and performance beyond expectations. New York: Free Press.

[6] Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10, 181–217. Doi: 10.1016/S1048-9843(99)00016-8.

[7] Bizumic, B., & Reynolds, K. J. (2012). Predicting social identification over time: The role of group and personality factors. Journal of Personality and Individual Differences, 53(4). 453-458 Doi: 10.1016/j.paid. 2012.04.009.

[8] Burns, J. M. (1978). Leadership. New York : Hamper & Row

[9] Cameron, J. E. (2004). A three factor model of social identity. Self and Identity, 3, 239-262. Doi:10.1080/13576500444000047.

[10] Cavazotte, F., Moreno, V., & Bernardo, J. (2013). Transformational leaders and work performance: The mediating roles of identification and self-efficacy. Journal of ANPAD BAR, Rio de Janeiro, 10(4), 490-512.

[11] Conger & Reggio. (2007). The practice of leadeship: Developing the next generation of leaders. California: Jossey-Bass Inc.

[12] Costa, P. T., J., & McCrae, R. R. (1992). NEO PI-R professional manual. Odessa, FL: Psychological Assessment Resources, Inc..

[13] Deaux, K. (1996). Social identification. In: E. Higgins & A. Kruglanski (Eds.), Social Psychology: Handbook of basic principles (pp. 777-798). New York: Guilford.

[14] Ellemers, N. (1993). The in¯uence of socio-structural variables on identity enhancement strategies. European Review of Social Psychology, 4, 27-57.

[15] Ellemers, N., Kortekaas, P., & Ouwerkerk, J. W. (1999). Self-categorisation, commitment to the group and group self-esteem as related but distinct aspects of social identity. European Journal of Social Psychology, 29, 371-389.

[16] Hinkle, S., Taylor, L. A., Fox-Cardamone, D.L., & Crook, K. F. (1989). Intragroup identification and intergroup differentiation: A multicomponent approach. British Journal of Social Psychology, 28, 305-317. Doi:10.1111/j.2044 8309.1989.tb00874.x

[17] Hogg, M. A. (2003). Social identity. In: Leary, M. R., & Tangney, J. P (Eds.), Handbook of self and identity (pp. 462–479). New York: Guilford.

[18] Hogg, M. A., & Abrams, D. (2006). Social identifications a social psychology of intergroup relations and group processes. London: Routledge..

[19] Jackson, J. W. (2002). Intergroup attitudes as a function of different dimensions of group identification and perceived intergroup conflict. Self and Identity, 1, 11-33. Doi:10.1080/152988602317232777

[20] Karasawa, M. (1991). Towards an assessment of social identity: The structure of group identification and its effects on in-group evalua- tions. British Journal of Social Psychology, 30, 293 - 307.

[21] Leach, C., van Zomeren, M., Zebel, S., Vliek, M., Pennekamp, S., Doosje, B., Ouwerkerk, J., & Spears, R. (2008). Self-definition and self-investment: A multi component model of in-group identification. Journal of Personality and Social Psychology, 95, 144-165. Doi:10.1037/0022-3514.95.1.144

[22] Matthews, G., Deary, I. J., & Whiteman, M.C. (2003). Personality Traits. New York: Cambridge University Press.

[23] Misha, F., & Youshan, B., (2015). The effect of employees personality on organizational performances: Study on prudential assurance Malaysia Berhad (PAMB). International Journal of Accounting, Business and Management, 1(1), 1-10.

[24] Pongpearchan, P. (2016). Effect of transformational leadership and high performance work system on job motivation and task performance: Empirical evidence from business Schools of Thailand Universities. Journal of Business and Retail Management Research, 10(3), 94-105

[25] Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4, 577-594.

[26] Stelmokiene, A., & Endriulaitiene, A. (2015). Transformational leadership in perception of subordinates personality traits and social identification as predictors. Baltic Journal of Management, 10 (3), 331 – 344.

[27] Tajfel, H. (1978). Social categorization, social identity and social comparison. In: Tajfel, H (Ed.), Differentiation between social groups: Studies in the social psychology of intergroup relations (pp. 61-76). London: Academic Press.

[28] Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In: Worchel, S., & Austin, W. (Eds.), Psychology of intergroup relations (pp. 7–24). Chicago: Nelson-Hall.

[29] Tiri, G., Ogollah, K., & Mburu, D. K., (2015). Influence of transformational leadership role on performance of virtual project teams in Safaricom Limited. International Journal of Economics, Commerce and Management United Kingdom, 3(2), 1-27.

[30] Trmal, S. A., Bustaman, U.S.A., & Mohamed, Z. A., (2015). The Effect of Transformational Leadership in Achieving High Performance Workforce That Exceeds Organisational Expectation: A Study from a Global and Islamic Perspective. Global Business and Management Research: An International Journal, 7(2), 88-94.

[31] Turner, J. C., Hogg, M. A., Oakes, P. J., Reicher, S. D., & Wetherell, M. S. (1987). Rediscovering the social group: A self-categorization theory. Oxford, UK: Blackwell.

[32] Van-Knippenberg, D. (2000a). Group norms, prototypicality, and persuasion. In: , Terry, D. J., & Hogg , M. A. (Eds.), Attitudes, behavior, and social context: The role of norms and group membership (pp. 157–170). New York: Erlbaum

[33] Wibowo, (2007). Manajemen kinerja. Edisi Pertama. Jakarta: PT. Raja Grafindo Persada.

[34] Yan, Y., & Yuet, F. K. C. (2025). How does principals transformational leadership affect teachers’ continuing professional development? The mediating role of teachers innovative leadership. Multidisciplinary Science Journal, March 2025, 1-12. https://doi.org/10.31893/multiscience.2025441.

[35] Yang, C. L., & Hwang, M., (2014). Personality traits and simultaneous reciprocal influences between job performance and job satisfaction. International Journal, 33(1), 73-96. http://dx.doi.org/10.1108/EDI-01-2013-0001.

[36] Yew, O. F. (2015). The relationship between transformational leadership and followers’ work characteristics and task performance. International Journal of Academic Research in Business and Social Sciences, 5(6), 366-376. Doi: 10.6007/IJARBSS/v5-i6/1685

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References

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