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

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

Priviet Social Sciences Journal, 2026, vol. 6, issue 3, 430-446

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

Keywords: employee performance; non-conformance reports; participative leadership; psychological safety (search for similar items in EconPapers)
Date: 2026
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DOI: 10.55942/pssj.v6i3.1630

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