The Influence of Leadership and School Culture on Teacher Performance through Synergy in Lawe Sigala-Gala Junior High Schools

Jhon Petrus Aritonang; Sri Susilogati Sumarti

doi:10.31851/jmksp.v11i1.21694

Authors

Jhon Petrus Aritonang Universitas Negeri Semarang
Sri Susilogati Sumarti Universita Negeri Semarang

DOI:

https://doi.org/10.31851/jmksp.v11i1.21694

Keywords:

Principal Leadership, School Culture, Synergism, Teacher Performance, PLS-SEM

Abstract

This study examines the influence of principal leadership and school culture on teacher performance through synergy as a mediating variable in junior high schools within the UPTD Lawe Sigala-Gala region. A quantitative causal design was employed using total sampling of the teacher population. Data were collected through structured questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The findings indicate that principal leadership and school culture significantly influence synergy and teacher performance. The structural model explains 75.9% of the variance in teacher performance and 64.5% of the variance in synergy. Principal leadership shows the strongest relationship with synergy (β = 0.558; t = 11.295; p < 0.001), while synergy significantly influences teacher performance (β = 0.480; t = 7.626; p < 0.001). These findings indicate that improving teacher performance requires not only effective principal leadership and a supportive school culture but also the development of collaborative synergy among teachers. The study contributes an integrated model explaining how managerial leadership and organizational culture can be translated into teacher performance through team synergy.

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