The Effect of Social Support, Work Climate, and Leadership Style on Employees’ Adaptive Performance at BMT SM NU Kramat Brebes
DOI:
https://doi.org/10.24905/icobis.v2i1.61Keywords:
Social Support, Work Climate, Leadership Style, Adaptive Employee PerformanceAbstract
This study was motivated by the suboptimal adaptive performance of employees at KSPPS BMT SM NU Kramat Brebes, an Islamic microfinance institution, reflected in employees’ limited ability to adjust to changes in work procedures, technological developments, and organizational dynamics. The study aimed to examine the effects of social support, work climate, and leadership style on employees’ adaptive performance, both partially and simultaneously. A quantitative associative approach was employed. The population and sample consisted of 50 employees from three branches (Brebes Pulosari, Sitanggal, and Ketanggungan), selected using a saturated sampling technique. Data were collected through a Likert-scale questionnaire. Ordinal data were transformed into interval data using the Method of Successive Interval (MSI) and then analyzed in SPSS 25 through validity, reliability, classical assumption, multiple linear regression, t-test, F-test, and coefficient of determination analyses. Social support had a positive and significant effect on adaptive performance (t = 4.584; Sig. = 0.000), as did work climate (t = 3.455; Sig. = 0.001) and leadership style (t = 2.981; Sig. = 0.005). Simultaneously, the three variables significantly affected adaptive performance (F = 108.992; Sig. = 0.000), and R² of 0.869 indicates that 86.9% of the variance in adaptive performance was explained by them, while the remaining 13.1% was explained by other factors outside the model. These findings highlight the importance of strengthening social support, creating a conducive work climate, and improving leadership effectiveness to foster employees who are more capable of adapting to organizational change.
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