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The role of leadership is very strategic and important for the achievement of the mission, vision and goals of an organization, is one of the motives that encourage humans to always investigate the intricacies associated with leadership. Transformational leadership basically encourages subordinates to do better Behavior demanded by today's organizations is not only in-role behavior but also extra- role behavior. Extra-role behavior is also called the Organizational itizenship Behavior.OCB is a term used to identify the employee behaviors that can be called a "good employee". If employees in the organization have OCB, efforts to control employee declined, since employees can control their own behavior or being able to choose the best behavior for the benefit of the organization. OCB will enhance transformational leadership because the good nature of OCB will influence the behavior of the leader. There is a significant influence ith the value of P = 0.00 between OCB and transformational leadership. This shows there is an increase in transformational leadership due to OCB behavior. [ABSTRACT FROM AUTHOR]

This research aims to determine the effect of leadership style, motivation, and work discipline on the performance of employees. The method study uses descriptive analysis with a correlation approach. T-test results It is obtained that the calculated t-value of the motivation variable (X2) has a mark p-value as big as 0,000 <0.05. It means significant, while the t count is 7.287 > from the t table 1.987, meaning it is substantial. The means of 7,287 (X2) motivation are in a way that is partially influential to Performance Employee (Y). The size that influences motivation in performance employees is as big as 37.6%. 3) Discipline influences employee performance. The t-test results showed that the t value was calculated variable motivation (X3) own mark p-value as big as 0,000<0.05 means significant, while the t count is 4.794 > from the t table 1,987 It means substantial. The means 4,794 (X3) discipline is in a way that is partially influential to Performance Employee (Y). The influence of discipline on the performance of employees is as significant as 20.7%. 4) The influence between Style Leadership (X 1), Motivation (X2), and discipline (X3) on Performance Employees (Y) is 0.739; this shows that these four variables influence the strong one at limit interpretation intermediate R-value 0.60 – 0.799. [ABSTRACT FROM AUTHOR]

The purpose of this study is to test and analyze the significant effect of competence on employee performance in PDAM Makassar City, test and analyze the significant effect of service quality on employee performance in PDAM Makassar City, and test and analyze competence and service quality simultaneously. a significant effect on employee performance in PDAM Makassar City. This research was conducted at the Makassar City PDAM Office, with a population of 477 people and a sample of 265 people ( Slovin formula). The data analysis used is descriptive to explain the research data, while to analyze quantitative data using Multiple Linear Regression analysis. The results found that competence showed a positive and significant influence on employee performance. The competencies shown by employees based on knowledge, skills, experience and mastery attitudes determine the achievement of PDAM Makassar City employees' performance. Service quality has a positive and significant effect on employee performance. The quality of service applied by employees is in accordance with the variety of expertise, task identity, task significance, service autonomy and feedback, thereby contributing to the improvement of PDAM Makassar City employee performance. Simultaneously, competence and service quality have a positive and significant effect on employee performance. Improving employee performance in quantity, quality, efficiency, effectiveness and loyalty cannot be separated from the competence of employees and the quality of services applied to PDAM Makassar City customers. [ABSTRACT FROM AUTHOR]