The relationship of participative leadership and psychological safety on employee performance: a case study at PT Suprabakti Mandiri

Felix R. M. Hamonangan  M.; Achmad Fajar  Hendarman

doi:10.55942/pssj.v6i3.1630

Authors

Felix R. M. Hamonangan M. Business Administration, School of Business and Management, Institut Teknologi Bandung
Achmad Fajar Hendarman Business Administration, School of Business and Management, Institut Teknologi Bandung

DOI:

https://doi.org/10.55942/pssj.v6i3.1630

Keywords:

employee performance, non-conformance reports, participative leadership, psychological safety

Abstract

This study investigates the relationships between participative leadership, psychological safety, and employee performance at PT Suprabakti Mandiri, an engineering services and maintenance company operating in a high-risk, quality-sensitive environment. Using a quantitative, cross-sectional correlational design, data were collected from 270 employees across core operational departments via an online structured questionnaire. Instrument quality was confirmed through item validity testing, where all items exceeded the critical correlation threshold, and reliability analysis, which indicated strong internal consistency for participative leadership (α ≈ 0.85 0.87), psychological safety (α ≈ 0.70 0.73), and employee performance (α ≈ 0.77 0.79) constructs. Classical assumption tests supported the suitability of linear regression, with residuals normally distributed, no multicollinearity (VIF = 1.281), no heteroscedasticity, and linear relationships between the predictors and outcomes. The regression results show that participative leadership is positively and significantly associated with employee performance (p < 0.001; R² = 0.254). Psychological safety also demonstrated a positive and significant relationship with employee performance and explained a larger share of variance (p < 0.001; R² = 0.392). When tested jointly, participative leadership and psychological safety remained significant predictors and collectively explained 44.9% of the performance variance (p < 0.001; R² = 0.449), with psychological safety showing a stronger standardized effect. These findings suggest that improving leadership participation and strengthening psychological safety may enhance performance consistency and support efforts to reduce recurring non-conformance outcomes in contractor-based engineering operations.

Author Biographies

Felix R. M. Hamonangan M., Business Administration, School of Business and Management, Institut Teknologi Bandung

Felix R. M. Hamonangan M. is affiliated with Business Administration, School of Business and Management, Institut Teknologi Bandung.

Achmad Fajar Hendarman, Business Administration, School of Business and Management, Institut Teknologi Bandung

Achmad Fajar Hendarman is affiliated with Business Administration, School of Business and Management, Institut Teknologi Bandung.

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