Leadership Style and Organizational Commitment Influence on The Performance of 2025 MSO at Siliwangi University


Date Published : 22 August 2026

Contributors

Syahadz Fathan Junansyah

Siliwangi University
Author

Nadiya Nur Fadilah

Siliwangi University
Corresponding Author

Keywords

Organization Leadership Commitment Performance

Proceeding

Track

General Track

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Copyright (c) 2026 International Seminar and Conference on Management, Research, and Transformation (I-SMART)

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Abstract

This study investigates the impact of leadership style and organizational commitment on the performance of Management Student Organization (MSO) administrators at Siliwangi University in 2025. Employing a quantitative explanatory research design with a saturated sampling technique involving 67 respondents, data were gathered using a Likert-scale questionnaire and analyzed through Partial Least Square Structural Equation Modeling (PLS-SEM) using SmartPLS 4 software. The findings reveal that both leadership style and organizational commitment significantly and positively influence administrator performance, with original sample (O) values of 0.370 and 0.499, t-statistics of 3.635 and 4.765, and p-values of 0.000, respectively. The R² value of 0.533 demonstrates that these two independent variables collectively explain 53.3% of the performance variance. This study recommends that MSO leaders optimize their leadership style through effective communication, participation, and motivation to improve members performance. Strengthened organizational collaboration through the exchange of knowledge, experience, and internalization of values is expected to increase collaboration, productivity, innovation, and sustainable organizational success.

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How to Cite

Fathan Junansyah, S. (2026). Leadership Style and Organizational Commitment Influence on The Performance of 2025 MSO at Siliwangi University (N. Nur Fadilah, Trans.). International Seminar and Conference on Management, Research, and Transformation (I-SMART), 1, 224-229. https://conference.unsil.ac.id/ismart/paper/view/89