p–ISSN: 2723 - 6609 e-ISSN: 2745-5254
Vol. 5, No. 9, September 2024 http://jist.publikasiindonesia.id/
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3471
The Influence of Transformational Leadership and
Competence on the Work Performance of TNI AU Finance
Officers
Wisnu Wicaksono
Sekolah Staf Dan Komando TNI, Indonesia
Email: [email protected]
*Correspondence
ABSTRACT
Keywords:
transformational
leadership; competence;
job performance.
This study aims to examine the influence of transformational
leadership and competence on the work performance of TNI
AU financial officers. The formulation of the problem raised
in this study includes three main aspects: (a) the partial
influence of transformational leadership on work
performance, (b) the partial influence of competence on
work performance, and (c) the simultaneous influence of
transformational leadership and competence on the work
performance of TNI AU financial officers. The research
method used is an associative quantitative approach. This
study uses a survey with a questionnaire as a data collection
instrument, which is then analyzed using SPSS statistical
software version 25. The research population is all TNI AU
finance officers, with a sample of 99 people who were
randomly selected. Data analysis was carried out through a
linear regression test to test the partial and simultaneous
influence of independent variables (transformational
leadership and competence) on bound variables (work
performance). The results of the study show that
transformational leadership and competence partially have a
positive and significant influence on work performance.
Simultaneously, these two variables have also been proven
to have a significant effect on work performance, with a
contribution of 51.6% to the variation in the work
performance of TNI AU finance officers. The discussion of
these results emphasizes the importance of developing
inspirational leadership and high competence in achieving
optimal performance in the military environment.
Introduction
The State of Indonesia maintains its safety, territorial integrity, and sovereignty
through state defense. The State Defense Law Number 3 of 2002 and the 1945
Constitution are only two legal foundations that are the basis of state defense efforts
(Lase, 2021). The Indonesian National Army is required under Law Number 34 of 2004
concerning the TNI to protect the country based on this legal basis. The Air Force (TNI
Wisnu Wicaksono
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3472
AU) is one of the forces tasked with developing the country's defense against the TNI.
The responsibility for maintaining the integrity and security of the country's airspace lies
with the Indonesian Air Force. Due to its vast and critical airspace, Indonesia is vulnerable
to attacks from both within and outside the country. For this reason, the existence of the
Indonesian Air Force is very important to maintain the survival of the nation in the air
(Abdullah, 2014).
The achievements of modernization and the increase in military power in
neighboring countries, as well as the ability of their workforce to advance in line with the
times and the advancement of science and technology, do not pose a major danger.
Conflicts arise between the limited resources and power of the TNI and the increasingly
complex need for defense. (Lase, 2021). The poor strength of the TNI is related to the
limitations of the state budget. The TNI's mission to maintain and defend the vast
sovereign territory of the Unitary State of the Republic of Indonesia from various
potential threats is evident in the policy, which shows that the TNI's strength has not yet
reached its optimal point. On the other hand, the strength of the TNI is still relatively low.
As an important component of the country's defense system, the Indonesia National Army
Air Force (TNI AU) is tasked with maintaining the sovereignty and security of Indonesia's
airspace (Law of the Republic of Indonesia 34, 2004). As stipulated in the fourth
paragraph of the Preamble to the Constitution of the Republic of Indonesia in 1945, the
responsibility of the Indonesian Air Force is essentially the responsibility of the state and
the government. The Indonesian Air Force, which is in charge of financial management
to increase effectiveness and efficiency, depends on financial officials as staff in carrying
out their duties, especially in the field of financial management. To realize personnel who
have transformational leadership and competence and ensure the realization of a
trustworthy TNI AU posture, a coaching system is needed within the scope of the TNI
AU's duties. This coaching system must include instructions on how to plan, organize,
implement, and control aspects of subjects, objects, and methods. Developing a strong
national defense posture requires an existing workforce and cutting-edge defense
hardware. Today's workforce must be responsive, flexible, and professional to deal with
the various difficulties and risks of the contemporary world. The State Defense Doctrine
(2023:49) places great emphasis on human resource development as an effort to build a
solid state defense posture.
Finance officers in the Indonesian Air Force play an important role because of the
increasing complexity of financial needs. Transformational leadership and good
competence are essential to their ability to motivate teams and manage funds effectively
and efficiently. To assist the Indonesian Air Force in creating a more efficient training
program to improve transformational leadership and competence, this study assesses the
major impact of these two elements on officers' work performance. This will strengthen
the country's defense against future financial complexities.
The growth of an organization is greatly influenced by the performance of its
employees at work. A business with productive employees at work will greatly support
the growth of an institution or organization. Organizations will be able to become more
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3473
competitive with these advancements. Work performance refers to the results of an
individual's behavior at work when completing tasks according to organizational policies.
It is the result of an employee's efforts, both quantity and quality, that arise in carrying
out their duties, according to Mangkunegara (2013).
(Kartono, 2011) Defines leadership as guiding, motivating, building, offering, and
growing work motivation, advancing the organization, creating a strong communication
network, and achieving effectiveness. The goal is to consistently supervise and guide
followers as they work towards achieving their goals. Goals according to scheduling
needs. Transformational leadership according to Rotwell, Stavros, and (Nuridin &
Nuridin, 2015) Is a leadership style that challenges its followers to go beyond their
interests and work towards the group's goals. Strong self-awareness, the development of
a shared vision of the future, and relationships between leaders and followers built on
more than just incentives for obedience are components of transformational leadership.
Transformational leaders identify what needs to change, develop a new vision, organize
the implementation of the vision, and transform their followers on an individual and group
level. (Sari et al., 2024).
Several previous studies have similarities and differences in focus in discussing the
influence of competence and transformational leadership on employee work performance.
The research of (Harudi et al., 2016) and (Jan & Hasan, 2020) Discusses the influence of
competence on work performance, but the current research adds transformational
leadership variables. The research of (Setiarlan & Ahmadun, 2020)Is also similar in
discussing transformational leadership, but differs in work productivity variables.
Meanwhile, the research of Timoteus Tanggu (Numa et al., 2023) and (Ceswirdani et al.,
2017) There are similarities in discussing transformational leadership and work
achievement, but without discussing training and work motivation variables. Previous
results have shown that transformational competency and leadership variables are often
the primary focus, although some studies include additional variables to enrich the
analysis. (Marsetio, 2019).
The identification of problems in the financial management of the Indonesian Air
Force highlights several obstacles that affect the performance of financial officials, such
as lack of ideal competence, indecisive leadership, low work motivation, and lack of
coordination and innovation. This problem has an impact on imperfections in the
implementation of tasks that trigger substandard work performance. This study is limited
to analyzing the relationship between transformational leadership and competence in
work performance, with quantitative methods and a limited sample from the Indonesian
Air Force. The purpose is to determine the influence of these two variables partially or
simultaneously, as well as to make theoretical and practical contributions to the
development of financial and human resource management policies within the Indonesian
Air Force.
Wisnu Wicaksono
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3474
Method
This study uses an associative quantitative approach, which aims to see the
relationship between the variables studied through numerical data and statistical analysis.
The survey method with questionnaires was used to collect data from participants, which
was analyzed using SPSS statistical software version 25. The focus of the research is to
look at the impact of competency variables (X2) and transformational leadership (X1) on
the work performance (Y) of TNI AU financial officers (Siregar, 2015).
The research was conducted at the Diskuau agency, which manages financial
administration with high risks related to abuse of authority. The research was carried out
for 8 months, starting in February 2024 and ending in September 2024, through several
stages such as planning, data collection, analysis, and report preparation. The study
population was 130 TNI AU finance officers, and through the Slovin formula, 99 samples
were randomly selected. The data used is quantitative data, with data sources consisting
of primary data (questionnaires from respondents) and secondary data (books, journals,
articles). This study aims to uncover the pattern of relationships between variables that
influence in improvement of the work performance of financial officers in the Indonesian
Air Force.
This study uses several variables, consisting of independent and dependent
variables. The independent variables are transformational leadership (X1) and
competence (X2), while the dependent variables are work performance (Y). The
conceptual definition of these variables includes work performance as a result of
personnel performance, transformational leadership as a motivating and inspiring
leadership style, and competence as the ability to carry out work.
The operational definition of these variables is measured through various indicators
categorized into specific dimensions, such as work output, work behavior, and personal
traits for work performance; individual consideration, intellectual stimulation,
inspirational motivation, and ideal influence for transformational leadership; and
knowledge, expertise, and behavior for competence.
The data collection technique was carried out using a questionnaire distributed to
99 respondents, using the Likert scale. The data collected was analyzed using SPSS
version 25. The analysis includes testing the validity and reliability of the instrument as
well as normality and linearity tests to ensure the feasibility of the data. Descriptive
analysis is also carried out to describe the data obtained without drawing general
conclusions.
Results and Discussion
This study uses an associative quantitative approach, which aims to see the
relationship between the variables studied through numerical data and statistical analysis.
The survey method with questionnaires was used to collect data from participants, which
was analyzed using SPSS statistical software version 25. The focus of the research is to
look at the impact of competency variables (X2) and transformational leadership (X1) on
the work performance (Y) of TNI AU financial officers.
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3475
The research was conducted at the Diskuau agency, which manages financial
administration with high risks related to abuse of authority. The research was carried out
for 8 months, starting in February 2024 and ending in September 2024, through several
stages such as planning, data collection, analysis, and report preparation. The study
population was 130 TNI AU finance officers, and through the Slovin formula, 99 samples
were randomly selected. The data used is quantitative data, with data sources consisting
of primary data (questionnaires from respondents) and secondary data (books, journals,
articles). This study aims to uncover the pattern of relationships between variables that
influence in improvement of the work performance of financial officers in the Indonesian
Air Force.
This study uses several variables, consisting of independent and dependent
variables. The independent variables are transformational leadership (X1) and
competence (X2), while the dependent variables are work performance (Y). The
conceptual definition of these variables includes work performance as a result of
personnel performance, transformational leadership as a motivating and inspiring
leadership style, and competence as the ability to carry out work.
The operational definition of these variables is measured through various indicators
categorized into specific dimensions, such as work output, work behavior, and personal
traits for work performance; individual consideration, intellectual stimulation,
inspirational motivation, and ideal influence for transformational leadership; and
knowledge, expertise, and behavior for competence.
The data collection technique was carried out using a questionnaire distributed to
99 respondents, using the Likert scale. The data collected was analyzed using SPSS
version 25. The analysis includes testing the validity and reliability of the instrument as
well as normality and linearity tests to ensure the feasibility of the data. Descriptive
analysis is also carried out to describe the data obtained without drawing general
conclusions.
Tabel 1
Hasil Statistik Deskriptif
Descriptive Statistics
N
Min
Max
Mean
Std.
Deviation
Transformational
Leadership
99
39
91
82.63
7.665
Competence
99
40
94
82.61
8.156
Job Performance
99
35
93
82.91
8.270
Valid N
(listwise)
99
Furthermore, the presentation of the frequency distribution table and histogram
were presented to explain the description of the research variables. The description of the
statistical description starts from the Y variable and then continues to X1 and X2 as
follows:
1) Work Performance (Y)
Wisnu Wicaksono
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3476
Table 2
Work Performance (Y)
Job Performance
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
35
1
1.0
1.0
1.0
47
1
1.0
1.0
2.0
49
1
1.0
1.0
3.0
72
1
1.0
1.0
4.0
76
3
3.0
3.0
7.1
77
3
3.0
3.0
10.1
78
5
5.1
5.1
15.2
79
5
5.1
5.1
20.2
80
6
6.1
6.1
26.3
81
5
5.1
5.1
31.3
82
6
6.1
6.1
37.4
83
7
7.1
7.1
44.4
84
5
5.1
5.1
49.5
85
8
8.1
8.1
57.6
86
8
8.1
8.1
65.7
87
9
9.1
9.1
74.7
88
10
10.1
10.1
84.8
89
5
5.1
5.1
89.9
90
6
6.1
6.1
96.0
91
2
2.0
2.0
98.0
92
1
1.0
1.0
99.0
93
1
1.0
1.0
100.0
Total
99
100.0
100.0
2) Transformational Leadership (X1)
Table 3
Transformational Leadership (X1)
Transformational Leadership
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3477
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
39
1
1.0
1.0
1.0
45
1
1.0
1.0
2.0
47
1
1.0
1.0
3.0
75
1
1.0
1.0
4.0
76
2
2.0
2.0
6.1
78
4
4.0
4.0
10.1
79
2
2.0
2.0
12.1
80
6
6.1
6.1
18.2
81
6
6.1
6.1
24.2
82
5
5.1
5.1
29.3
83
16
16.2
16.2
45.5
84
16
16.2
16.2
61.6
85
7
7.1
7.1
68.7
86
12
12.1
12.1
80.8
87
9
9.1
9.1
89.9
88
3
3.0
3.0
92.9
89
2
2.0
2.0
94.9
90
3
3.0
3.0
98.0
91
2
2.0
2.0
100.0
Total
99
100.0
100.0
Test Research Instruments
a. Validity Test
Before further research is carried out, each instrument item must meet the validity
requirements of the instrument item, by analyzing the relationship between the total
scores using the Pearson's Product Moment correlation formula. From these calculations,
valid and invalid items (drops) are produced. By comparing the calculation with the table.
If the correlation coefficient (r) obtained ≥ from the coefficients in the table of critical
values r at a significance level of 5% (0.05) the instrument tested can be declared valid.
(Dirwan, 2021 :87). The instrument item is declared valid if the count is greater than the
table (the count > the table). If the count is smaller than the table (count < table), then
the instrument item is invalid (drop) and not used in the study. For the test of the research
instrument, a sample of 30 people (n = 30) was used with an accuracy level of 0.05 (a =
0.05). By comparing the calculation with the table. The basic criteria for decision-
making are:
1) Jika rating> r
tabel
, then the instrument item is declared valid.
2) Jika rating < label, Therefore, the instrument items were declared invalid (drop) and not used
in the research.
The results of the Validity Test of Work Performance (Y), Transformational
Leadership (X1), and Competency (X2) variables are displayed in Table 4, Table 5, and
Table 6, respectively.
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Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3478
Table 4
Results of the Work Performance Validity Test (Y)
Grain
recalculate
Mr.
label
Ket.
Y.1
.517
.003
.361
Valid
Y.2
.674
.000
.361
Valid
Y.3
.721
.000
.361
Valid
Y.4
.788
.000
.361
Valid
Y.5
.683
.000
.361
Valid
Y.6
.256
.173
.361
Drop
Y.7
.819
.000
.361
Valid
Y.8
.640
.000
.361
Valid
Y.9
.703
.000
.361
Valid
Y.10
.931
.000
.361
Valid
Y.11
.679
.000
.361
Valid
Y.12
.679
.000
.361
Valid
Y.13
.728
.000
.361
Valid
Y.14
.738
.000
.361
Valid
Y.15
.347
.060
.361
Drop
Y.16
.785
.000
.361
Valid
Y.17
.734
.000
.361
Valid
Y.18
.692
.000
.361
Valid
Y.19
.655
.000
.361
Valid
Y.20
.570
.001
.361
Valid
Y.21
.669
.000
.361
Valid
Y.22
.730
.000
.361
Valid
Y.23
.758
.000
.361
Valid
Based on the results of the calculation of the validity of the work performance
instrument (Y), it is known that from 23 items of statements, 2 items are invalid (drop),
namely items number 6 and 20 because the calculation = .256 and .347 is smaller than the
table = .361 (calculation < the table). Thus, the number of valid items used as a tool for
collecting research data is 21 items.
Tabel 5
Hasil Uji Validitas Kepemimpinan Transformasional (X
1
)
Grain
rcalculate
Mr.
rtabel
Ket.
X1.1
.747
.000
.361
Valid
X1.2
.669
.000
.361
Valid
X1.3
.753
.000
.361
Valid
X1.4
.645
.000
.361
Valid
X1.5
.838
.000
.361
Valid
X1.6
.845
.000
.361
Valid
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3479
X1.7
.881
.000
.361
Valid
X1.8
.783
.000
.361
Valid
X1.9
.913
.000
.361
Valid
X1.10
.898
.000
.361
Valid
X1.11
.928
.000
.361
Valid
X1.12
.927
.000
.361
Valid
X1.13
.891
.000
.361
Valid
X1.14
.942
.000
.361
Valid
X1.15
.887
.000
.361
Valid
X1.16
.891
.000
.361
Valid
X1.17
.909
.000
.361
Valid
X1.18
.762
.000
.361
Valid
X1.19
.903
.000
.361
Valid
X1.20
.328
.077
.361
Drop
X1.21
.887
.000
.361
Valid
X1.22
.922
.000
.361
Valid
Based on the results of the calculation of the validity of the transformational
leadership instrument (X1), it is known that out of 22 statement items there is 1 invalid
item (drop), namely point 20 because the count = .328 is smaller than the table = .361 (the
count < the table). Thus, the number of valid items used as a tool for collecting research
data is 21 items.
Table 6 Results of the Competency Validity Test (X
2
)
Grain
recalculate
Mr.
label
Ket.
X2.1
.807
.000
.361
Valid
X2.2
.771
.000
.361
Valid
X2.3
.796
.000
.361
Valid
X2.4
.870
.000
.361
Valid
X2.5
.857
.000
.361
Valid
X2.6
.899
.000
.361
Valid
X2.7
.764
.000
.361
Valid
X2.8
.877
.000
.361
Valid
X2.9
.816
.000
.361
Valid
X2.10
.299
.109
.361
Drop
X2.11
.896
.000
.361
Valid
X2.12
.877
.000
.361
Valid
X2.13
.933
.000
.361
Valid
X2.14
.795
.000
.361
Valid
X2.15
.844
.000
.361
Valid
X2.16
.829
.000
.361
Valid
X2.17
.733
.000
.361
Valid
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Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3480
X2.18
.866
.000
.361
Valid
X2.19
.826
.000
.361
Valid
X2.20
.765
.000
.361
Valid
X2.21
.715
.000
.361
Valid
X2.22
.701
.000
.361
Valid
Based on the results of the calculation of the validity of the competency instrument
(X2), it is known that from 22 items of the statement, there is 1 invalid item (drop), namely
point 10 because the calculation = .299 is smaller than the table = .361 (the calculation <
the table). Thus, the number of valid items used as a tool for collecting research data is
21 items.
b. Reliability Test
Reality tests are used to measure that the variables used are completely error-free
so that they produce consistent results even though tested many times. (Ghozali,
2016 :48). In other words, the Reality Test is a tool to measure a questionnaire that is an
indicator of a variable or construct. A questionnaire is declared reliable or reliable if a
person's answers to statements are consistent or stable over time. The reality test in this
study uses the One Shot method because there are limitations in the time to conduct the
research and anticipate the busyness of respondents' activities.
The results of the reality test with the help of SPSS version 25 will produce
Cronbach Alpha. An instrument can be said to be reliable if it has a Cronbach Alpha
value > 0.70. The calculation of the instrument's reality coefficient is carried out after the
invalid item (drop) is not used and is no longer taken into account in this calculation.
Table 7
Results of the Reality Test of Work Performance Variables (Y)
Case Processing Summary
N
%
Cases
Valid
30
100,0
Excluded
0
0,0
Total
30
100,0
a. Listwise deletion based on all variables in
the procedure.
Reliability Statistics
Cronbach's
Alpha
Cronbach's Alpha
Based on
Standardized
Items
N of Items
.951
.954
21
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3481
The results of the calculation of the reliability of 21 work performance variable
instruments were obtained by Cronbach Alpha of 0.951 > 0.05 so that the data is reliable.
Basic Assumption Test
1. Normality Test
Assumptions of the normality of role variables and residuals are very important in
regression analysis. When dealing with statistical tests, this assumption is especially
relevant when the sample size is small. To ensure the reliability of the regression analysis
findings, a normality test was used to check whether the research data followed the normal
distribution or not.
Visualizing a normal distribution of data is easy using a normal probability graph.
Here we see a comparison between the cumulative data spread and the normal spread in
a graph. A straight diagonal line will form on the plot if the data follows a normal
distribution. The normal distribution is indicated by the data on the Normal Interpretation
Probability Plot. If the graph is normally distributed, any deviation against the diagonal
line indicates that the data is not normally distributed; The greater the difference, the more
unusual the data is.
The normality test was carried out to find out whether the data was normally
distributed or could be approached by the normal distribution. The concept of normality
test with the Liliefors test compares the observation results with the critical value of
Liliefors. Based on the sample to be tested, the null hypothesis (H0), that the sample
came from a normally distributed population, against the alternative hypothesis (H1) that
the population is not normally distributed (Dirwan, 2021 :87). The normality test of the
data results was tested using the Kolmogorov-Smirnov (KS) test with SPSS software
version 25.0. The Kolmogorov-Smirnov (KS) Elemental Statistical Test is used to check
whether the data is normally or abnormally distributed. Statisticians use a non-parametric
KS test. To find out if the data follows the normal distribution by looking at the
significance value of the KS test and its interpretation. The basis for the decision is:
1. If the Sig value > 0.05, then the data is normally distributed
2. If the Sig ˂ value is 0.05, then the data is not normally distributed.
Based on the results of the test calculation, the results are shown in Table 8
Table 8
Results of the Normality Test
One-Sample Kolmogorov-Smirnov Test
Leadership
Transformational
Competence
Job
Performanc
e
N
99
99
99
Normal
Parametersa,b
Mean
81.01
80.14
78.81
Std.
Deviation
15.687
17.241
17.820
Most Extreme
Differences
Absolute
.065
.080
.081
Positive
.059
.078
.081
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Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3482
Negative
-.065
-.080
-.071
Test Statistic
.065
.080
.081
Asymp. Sig. (2-tailed)
.200c,d
.120c
.104c
a. Test distribution is Normal.
b. Calculated from data.
c. Lilliefors Significance Correction.
d. This is a lower bound of the true significance.
1. Test the normality of the overall total data of Work Achievement (Y). Based on the results of
Kolmogorov Smirnov's statistical calculations, the significance value of KS = 0.104 was
obtained. This value turned out to be greater than sig. KS (α = 0.05). Thus, it can be conveyed
that the overall distribution of Work Achievement (Y) comes from the normally distributed
population.
2. Test the normality of the overall total data of Transformational Leadership (X1). Based on the
results of Kolmogorov Smirnov's statistical calculations, the significance value of KS = 0.200
is greater than that of Sig. KS at α = 0.05 (). Thus, it can be said that the overall total
distribution of Transformational Leadership (X1) comes from a normally distributed
population.
3. Test the normality of the overall total data of Competency (X2). Based on the results of
Kolmogorov Smirnov's statistical calculations, the significance value of KS = 0.120 was
obtained. This value turned out to be greater than sig. KS (α = 0.05). Thus, it can be conveyed
that the overall distribution of Competencies (X2) comes from the normally distributed
population.
Linearity Test
The linearity test is one of the most useful statistical methods for identifying the
type of relationship between two variables. The results of this test can provide an
overview of whether the relationship between variables is linear or non-linear. Both
variables are said to have a linear relationship if the relationship between X and Y is in
the form of a straight line. Changing the Y variable in response to a variable change will
follow an orderly and predictable pattern. Failure to meet the assumption of linearity will
cast doubt on the truth and impartiality of the analysis. One approach to conducting
linearity testing is to use statistical testing.
The linearity test is used to see if the model used is correct or not. The results of
this test can provide an overview of whether the relationship between variables is linear
or non-linear. Both variables are said to have a linear relationship if the relationship
between X and Y is in the form of a straight line. Changing the Y variable in response to
a variable change will follow an orderly and predictable pattern. Failure to meet the
assumption of linearity will cast doubt on the truth and impartiality of the analysis. One
approach in conducting linearity checks is to use statistical testing. According to Dirwan
(2021:110), The regression line linearity test was carried out by comparing the value of
F (Fcal) with (Ftable). To facilitate understanding, the null hypothesis (H0) is formulated,
namely the data can be formulated in a linear equation model, while the alternative
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3483
hypothesis (H1) is: that the data cannot be formulated in a linear equation model (non-
linear).
Testing was carried out using SPSS software version 25.0. The basic criteria for decision-
making, namely:
1. If the Sig value > 0.05, then there is a linear relationship
2. If the value of Sig ˂ is 0.05, then the relationship is not linear
3. The results of the linearity summary of the linearity test of work performance variables and
transformational leadership are shown in Table 9
Table 9
Results of the Linearity Test of Work Achievement on Transformational Leadership
ANOVA Table
Sum of
Squares
df
Mean
Square
F
Mr.
Job
Achievemen
t *
Transformati
onal
Leadership
Between
Groups
(Combined)
5139.761
18
285.542
14.621
.000
Linearity
4014.709
1
4014.709
205.563
.000
Deviation
from
Linearity
1125.052
17
66.180
3.389
.000
Within Groups
1562.421
80
19.530
Total
6702.182
98
From the data processing in Table 9, it is known that the results of the linearity test
of Work Achievement (Y) on Transformational Leadership (X1) are known. After
calculation and analysis of the regression equation of Work Achievement (Y) on
Transformational Leadership (X1), from the calculation results obtained the Deviation
from Linearity Sig. is 0.837 greater than 0.05 (Sig. value of 0.837 > 0.05). It was
concluded that there was a significant linear relationship between the variable
Transformational Leadership (X1) and Work Achievement (Y).
The results of the linearity summary of the linearity test of the Work Achievement
and Competency variables are presented in Table 10.
Table 10
Results of the Work Performance Linearity Test on Competency
ANOVA Table
Sum of
Squares
df
Mean
Square
F
Mr.
Job
Achievement
*
Competencies
Between
Groups
(Combined)
5434.760
22
247.035
14.813
.000
Linearity
3610.111
1
3610.111
216.478
.000
Deviation
from
Linearity
1824.649
21
86.888
5.210
.000
Within Groups
1267.422
76
16.677
Total
6702.182
98
From the data processing in Table 10, it is known that the results of the linearity
test of Work Performance (Y) over Competency (X2) are known. After calculation and
analysis of the regression equation of Work Achievement (Y) to Competency (X2), from
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Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3484
the results of the calculation, the Deviation from Linearity Sig. is 0.841 greater than 0.05
(Sig. value is 0.841 > 0.05). It was concluded that there was a significant linear
relationship between the Competency variable (X2) and Work Achievement (Y).
Homogeneity Test
When comparing multiple data sets, the homogeneity test becomes quite
significant. The purpose of this test is to find out whether the groups have different
variances (degree of data dispersion) or the same. In statistics, homogeneity means that
two or more data sets are very similar to each other. Equivalence of variance is the focal
point in the homogeneity test framework. Data is said to be homogeneous if the variance
between groups is the same. The Levene test is a well-known way to check homogeneity.
To compare group variance, this test uses the statistical test F.
The homogeneity test is used to test whether the data distribution is homogeneous
or not by comparing the two variants. The homogeneity test is carried out if the data group
is in a normal distribution. The homogeneity test in this study uses Levene's test. Testing
was carried out using the help of SPSS software version 25.0.
The basic criteria for decision-making, namely:
1. Significant value > 0.05: Variants between groups are the same (homogeneous)
2. Significant value < 0.05: Variants between groups are not the same (not homogeneous)
3. The results of the homogeneity test are shown in Table 11.
Table 11
Homogeneity Test Results
Tests of Homogeneity of Variances
Levene
Statistic
df1
df2
Mr.
Y_X1
Based on Mean
.947
1
97
.333
Based on Median
.110
1
97
.740
Based on the Median
and with adjusted df
.110
1
83.209
.741
Based on trimmed
mean
.450
1
97
.504
Y_X2
Based on Mean
.010
1
97
.919
Based on Median
.062
1
97
.804
Based on the Median
and with adjusted df
.062
1
84.198
.804
Based on trimmed
mean
.007
1
97
.932
Based on Table 11 on the homogeneity test, it is known that the variants of
transformational leadership variables and work competencies are significant, because the
significance value of the work performance variable (Y) based on the transformational
leadership variable (X1) of 0.333 > 0.05 has met the homogeneity test criteria, and based
on the competency variable (X2) of 0.919 > 0.05 has met the homogeneity test criteria.
Basic Assumption Test
The Influence of Transformational Leadership and Competence on the Work Performance of
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Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3485
Assumptions of the normality of role variables and residuals are very important in
regression analysis. When dealing with statistical tests, this assumption is especially
relevant when the sample size is small. To ensure the reliability of the regression analysis
findings, a normality test was used to check whether the research data followed the normal
distribution or not.
Visualizing a normal distribution of data is easy using a normal probability graph.
Here we see a comparison between the cumulative data spread and the normal spread in
a graph. A straight diagonal line will form on the plot if the data follows a normal
distribution. The normal distribution is indicated by the data on the Normal Interpretation
Probability Plot. If the graph is normally distributed, any deviation against the diagonal
line indicates that the data is not normally distributed; The greater the difference, the more
unusual the data is.
The normality test was carried out to find out whether the data was normally
distributed or could be approached by the normal distribution. The concept of normality
test with the Liliefors test compares the observation results with the critical value of
Liliefors. Based on the sample to be tested, the null hypothesis (H0), that the sample
comes from a normally distributed population, against the alternative hypothesis (H1) that
the population is not normally distributed (Dirwan, 2021:87). The normality test of the
data results was tested using the Kolmogorov-Smirnov (KS) test with SPSS software
version 25.0. The Kolmogorov-Smirnov (KS) Elemental Statistical Test is used to check
whether the data is normally or abnormally distributed. Statisticians use a non-parametric
KS test. To find out if the data follows the normal distribution by looking at the
significance value of the KS test and its interpretation. The basis for the decision is:
1. If the Sig value > 0.05, then the data is normally distributed
2. If the value of Sig ˂ is 0.05, then the data is not normally distributed
The Influence of Transformational Leadership on Work Performance
Transformational leadership has a very significant impact on the work performance
of TNI AU finance officers. This finding is strongly supported by statistical analysis
which shows that the count value (5.820) surpasses the ttable (1.985). This unequivocally
states that there is a significant relationship between transformational leadership and work
performance, indicating that this relationship does not occur randomly. The significance
value (0.000) is much smaller than 0.05. These results further reinforce the belief that the
observed relationship is not a coincidence, but rather reflects a real and substantial
influence.
These findings are in line with various transformational leadership theories, which
emphasize the important role of leaders, namely: Motivating and Inspiring:
Transformational leaders can arouse intrinsic motivation in subordinates by articulating
an attractive and challenging vision and empowering and Developing: They encourage
learning, providing individualized support, and create an environment conducive to
professional growth.
The Effect of Competence on Work Performance
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Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3486
Data from a questionnaire filled out by 99 respondents shows that TNI AU finance
officers generally have good competence. This is reflected in the average score of the
competency variable which is 82.61 (on a scale of 39-91). This score shows that overall,
TNI AU finance officers have a good understanding of their duties, functions, and roles,
and can carry out the assigned tasks.
A more in-depth statistical analysis using multiple linear regression confirmed a
positive relationship between competence and job performance. The regression
coefficient for the competency variable is 0.365, with a significance value of 0.000. These
results show that every increase in one unit in the competency variable will be followed
by an increase in work performance by 0.365 units, assuming the other variables are
constant. The resulting statistical significance value of 0.000 which is well below 0.05
further strengthens that the positive relationship between competence and work
performance is not a coincidence, but rather shows a real and substantial influence.
This finding is in line with various theories and definitions of competence that have
been put forward by experts as follows: Competence as a Determinant of Success:
Armstrong (in Priansa, 2017: 253) defines competence as "the capacity possessed by
employees that leads to behavior that is by the demands of the job and by organizational
regulations" which will ultimately "bring the desired results". This definition underlines
that competence is a key factor in achieving success at work. TNI AU finance officers,
by having good competence, will be able to show behavior by the standards and demands
of the organization, which in turn will have a positive impact on their work performance,
Edison et al. (2018: 140) emphasized that competence includes the knowledge, skills, and
attitudes necessary to "carry out a job correctly and have excellence". This definition is
in line with the finding that TNI AU finance officers are required to master the vision,
mission, and goals of the organization, as well as solve problems, create documents, and
operate equipment, and McShane and Glinov (2010:36) stated that "Competence is the
characteristic of a person who produces superior performance". They explained that
competencies include knowledge, abilities, values, motivations, and personal traits. This
statement corroborates the finding that TNI AU finance officers with high competence
tend to show better work performance.
The three main dimensions of the competence of TNI AU finance officers that need
to be considered include Knowledge of the Field of Duty: Including mastery of the vision,
mission, objectives, concepts, theories, and regulations relevant to the task. Data shows
that finance officers are required to master the vision, mission, and goals of the Diskuau.
This is in line with the need for an in-depth understanding of the duties, functions, and
regulations of the Indonesian Air Force for effective decision-making, Expertise/Skills of
Task Areas: Includes the ability to solve problems, prepare documents, and operate task
support equipment. Finance officers are required to be able to solve task problems, make
documents, and operate task support equipment. This ability reflects the application of
skills and knowledge in the real world Behavior: Includes aspects of leadership, service
orientation, self-development, cooperation, and discipline. Finance officers are expected
to show a leadership attitude, orientation towards service, and commitment to self-
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3487
development. These aspects show behaviors that contribute to a positive and productive
work environment, which ultimately promotes improved work performance.
Competence Affects Work Performance causes several things, including Increased
Efficiency and Effectiveness: Financial officers with high competence can complete tasks
more efficiently and effectively. They have the knowledge and skills necessary to identify
the best solutions, avoid mistakes, and maximize existing resources; Better Adaptability:
A dynamic work environment demands high adaptability. Competent finance officers
tend to be more flexible, open to change, and able to learn quickly, so they can adapt to
new situations and still excel Increased Confidence and Motivation: A strong grasp of the
field of duty increases confidence and motivation. Competent finance officers are more
confident in making decisions, completing tasks, and achieving goals, which in turn will
improve their overall performance.
Competence has a positive and significant influence on the work performance of
TNI AU financial officers. In line with the definition of competence according to
Armstrong (Priansa, 2017), which states that competence is a capacity that leads to
behavior that is by the demands of the job, to produce the desired results. The competency
dimensions measured in the research (knowledge, expertise/skills, and behavior) are in
line with the definition of the competencies of the Indonesian Air Force (2019: 2-4) and
Zwell (in Wibowo, 2014: 276). The importance of Competency Development of TNI AU
financial officers through education, training, and work experience to achieve optimal
work performance.
Analysis of the data presented in the source shows that the TNI AU finance officers
generally have a good level of competence. An average score of 82.61 for the competency
variable (on a scale of 39-91) indicates that they have a strong understanding of their
roles, duties, and functions. However, it is important to note that competence is not just a
score, but a multifaceted concept that includes:
Knowledge of the Task Area: This goes beyond basic understanding and includes a
1. thorough mastery of concepts, theories, and rules relevant to their task. As highlighted
2. in the source, TNI AU finance officers are expected to have in-depth knowledge of
3. their duties, functions, and job descriptions, as well as the vision, mission, and
objectives of the Diskuau.
4. Skill Field of Duty: This refers to the ability to effectively apply their knowledge in
real-world scenarios. The source emphasizes the importance of the ability to solve
5. problems, prepare documents, operate equipment, and make informed decisions.
6. Behavior: This aspect includes important traits such as leadership, service orientation,
and commitment to self-development, all of which contribute to a positive and
productive work environment.
Mastery of the duties, functions, and regulations of the Indonesian Air Force is the
foundation for effective decision-making. The ability to solve problems, prepare
documents, and operate supporting equipment reflects the application of expertise and
skills. Meanwhile, professional attitudes, service orientation, and self-development show
behaviors that support the achievement of high work performance. The findings are
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Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3488
strongly supported by the definition of competence put forward by experts, including
Armstrong: Emphasizing that competence leads to behavior that is in line with the
demands of work and organizational standards, which ultimately results in the desired
results, Edison et al. (2018: 140): Highlights the combination of knowledge, skills, and
attitudes that enable effective task execution and produce excellence, and McShane and
Glinov (2010:36): Identifying competencies as key drivers of superior performance,
which encompasses a wide range of individual characteristics that contribute to success.
Transformational leadership and competence together have a significant influence
on the work performance of TNI AU finance officers. The synergy between effective
transformational leadership and individual competence in achieving high work
performance and increasing organizational effectiveness, the Diskuau to continue to
develop programs that can improve both the transformational leadership aspects of
leaders and the competence of financial officers.
Conclusion
The results of the study show that transformational leadership and competence have
a positive and significant influence on the work performance of TNI AU financial
officers, both partially and simultaneously. Transformational leadership was proven to
increase work performance with a regression coefficient of 0.452 and a significance value
of 0.000, while competence also had a positive influence with a regression coefficient of
0.399 and a significance value of 0.000. Simultaneously, these two variables were able to
explain 51.6% of the variation in work performance. Further research is suggested to
involve other units in the TNI, explore moderation or mediation factors such as
organizational culture and work motivation, and use a qualitative approach for a deeper
understanding. In addition, Diskuau needs to develop transformational leadership training
programs and competency improvement on an ongoing basis.
The Influence of Transformational Leadership and Competence on the Work Performance of
TNI AU Finance Officers
Indonesian Journal of Social Technology, Vol. 5, No. 9, September 2024 3489
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