LEADERSHIP STYLE AND WORK MOTIVATION: DRIVING PERFORMANCE OF ISLAMIC BOARDING SCHOOL

This study analyzes the effect of transformational leadership and work motivation on performance of the administrators of the Nurul Hidayah Islamic Boarding School, Malang, East Java. This study uses a quantitative approach and data collection through questionnaires distributed to 33 boarding school administrators. The results of multiple linear regression analysis show that transformational leadership significantly affects the performance of the Nurul Hidayah Islamic Boarding School administrators. However, work motivation has no significant effect on the performance of the management. The results of this study provide positive implications for the leadership of Islamic boarding schools in improving the performance of the management through the implementation of transformational leadership values such as charisma, inspirational motivation, intellectual stimulation, and attention to individuals.


A. INTRODUCTION
Human resources are essential assets in organizations that can survive and succeed if managed effectively (Elbaz et al., 2018;Sihombing et al., 2018). Human resources are urgent in organizations because they have an active role in every company activity as planners, implementers, and determinants of the realization of organizational goals and success.
Human resources are an essential element of the organization that can be seen in quantity and quality. Human resources are needed to drive organizational functions, so it is necessary to pay attention to the adequacy of human resources in quantity. However, the number of qualified human resources without being accompanied by quality skills as needed is also a burden for the organization. Therefore, leaders must seriously pay attention to investment in human resources so that employee performance effectively supports the organization's success. As revealed in previous research results, employee performance is an essential factor in determining organizational success (Gunapalan & Ekanayake, 2019).
Employee performance refers to the results of each employee's activity in the organization for a specific time (Islam et al., 2019). A similar opinion explains that performance is the result of work achieved by a person or group of people, refers to the completion of tasks or improvement of tasks, and is determined by the level of skills, efforts of employees, the nature of a person and external factors (Andriprianto & Maridjo, 2022).
The performance consists of two dimensions: task performance and contextual performance (Bhardwaj & Kalia, 2021). Task performance is the behavior and results of work technically to achieve organizational goals, while contextual performance is behavior that is not directly related to the technical work but supports the organizational, social, and psychological environment. Both task and contextual performance have a strategic role in organizational performance.
Employee performance in the organization cannot be separated from influencing factors such as leadership. Leadership is influencing and motivating others (Bakker et al., 2022). Influential leaders have a leadership style that makes employees dedicated and perform well. The results of previous studies strengthen the argument that leadership style affects employee performance (Baig et al., 2021;Jyoti & Bhau, 2015;Kim & Beehr, 2017;Ogbeide et al., 2008). The orientation of leadership styles, such as giving autonomy to subordinates and creating innovative ideas to improve the quality of employee work (Baig et al., 2021;Kim & Beehr, 2017;Teoman & Ulengin, 2018). Past research has revealed a 222 variety of leadership traits and styles related to followers' attitudes, motivation, and performance. One of the practical approaches is the leadership model, as revealed by Bass (Bakker et al., 2022). The leadership model consists of transactional and transformational leadership styles. Transactional leadership leads to social exchange, whereas transformational leadership tends to pay attention to, inspire, and develop followers' skills. Although the results of other studies point to an instrumental leadership style (Antonakis & House, 2014), transformational leadership has gained widespread recognition that it motivates employees (Gang Wang et al., 2011;Hoch et al., 2018).
Work motivation has attracted the attention of researchers because of its function as a significant predictor of employee work behavior (Steers et al., 2004). Organizations are constantly looking for ways to promote and maintain motivation among employees. The existing literature identifies two primary motivation sources, intrinsic and extrinsic.
Curiosity, satisfaction, interest, engagement, and positive challenges are intrinsic motivations for work. While financial bonuses, certificates, prizes, rewards, and punishments are extrinsic motivations (Ouakouak et al., 2020). The results of previous research indicate that motivation affects better employee performance (K & Ranjit, 2022;Ouakouak et al., 2020). As revealed in Self Determination Theory, higher employee motivation positively affects performance (Deci & Ryan, 2008). In another sense, when individuals' psychological needs for autonomy, competence, and relatedness are met, they are intrinsically motivated, resulting in better performance, persistence, and creativity.
Previous research with the same study was dominated by the business sector, while the same study had not been widely carried out in educational organizations, especially Islamic boarding schools. The Nurul Hidayah Islamic Boarding School is an Islamic Education Institution established within the Foundation and is one of the oldest institutions in the Malang Regency area. This educational institution adheres to a paternalistic work culture with a traditional leadership style; in other words, Kyai's role is dominant in managing the organization. As revealed in previous research, the leadership style of the previous Islamic boarding school was dominated by traditional leadership demanding the obedience of the administrators and their students (Ridwan, 2020). Modern development demands leadership styles in Madrasah environments that are more adaptive and meet subordinates' expectations for modern developments such as transformational leadership. In addition, the leadership role is required to motivate subordinates by providing intrinsic and extrinsic appreciation so that  (Muhammad & Sari, 2021). However, this research has not explicitly examined the work motivation variable. Work motivation is considered to be able to improve employee performance effectively. The results of previous studies indicate a relationship between leadership style, work motivation, and employee performance. Leaders have the essential task of motivating subordinates to do work effectively (Baard et al., 2004).
Furthermore, higher employee motivation positively affects performance (Deci & Ryan, 2008). This study fills the gap by analyzing the performance variables influenced by transformational leadership and work motivation using a quantitative approach.

Employee Performance
Employee performance is basically what employees do or do not do. Employee performance contributes to the organization, including output quantity, output quality, work attendance, and cooperative attitude for a particular duration (Islam et al., 2019;Pawirosumarto et al., 2017). Employee performance can be categorized in two ways: task performance and contextual performance (Bhardwaj & Kalia, 2021). Task performance refers to the results of technical work and behavior in achieving organizational goals. Technical work results require employees to have knowledge, skills, and abilities as well as task skills (Bhardwaj & Kalia, 2021;Borman et al., 1995;Motowidlo & Van Scotter, 1994). In another sense, when employees use technical skills and knowledge to produce goods or services through the organization's technical processes, employees are engaged in task performance.
Meanwhile, contextual performance refers to the tendency and willingness of employees.
That is, when employees voluntarily help coworkers who are behind on work, act in a way to maintain good working relationships, or go the extra mile to complete tasks on time, employees engage in contextual performance. Contextual performance is not directly related to the technical work but supports the organizational, social and psychological environment.
The contextual work behavior orientation is shown by employees, such as volunteering to help colleagues and the compatibility between the organization and employees (Santos et

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224 2018).
The results of previous studies reveal how contextual performance can affect organizational performance and effectiveness. First, contextual performance behaviors that involve persistence, effort, compliance, and self-discipline can increase the effectiveness of employees and managers. Second, helpful, caring, and cooperative behavior can increase the effectiveness of work groups and improve organizational coordination and control by reducing friction among organizational members (Motowidlo & Van Scotter, 1994;Podsakoff & MacKenzie, 1997). Pawirosumarto et al. (2017) have formulated performance dimensions including quality, quantity, time efficiency, work effectiveness, need for supervision, and self-influence. High or low employee performance is influenced by several factors, including transformational leadership and work motivation. The results of previous studies strengthen the argument that employee performance is influenced by transformational leadership (Baig et al., 2021;Bakker et al., 2022;Jyoti & Bhau, 2015) and work motivation (K & Ranjit, 2022).

Transformational leadership
Transformational leadership is the ability of a leader to motivate followers through charisma, inspirational motivation, intellectual stimulation, and individual attention (Bakker et al., 2022). Charisma or idealized influence refers to followers' admiration for their leader through conveying a clear vision and mission and acting as a positive role model. Charismatic leaders communicate symbolically and convince followers that the vision brings a bright future for the organization (Antonakis & House, 2014). Inspirational motivation is the leader's ability to inspire and motivate followers to achieve ambitious goals. Through optimism and enthusiasm, leaders inspire followers to feel confident about success.
Intellectual stimulation involves followers providing challenging ideas and ways of working-leaders who apply this form of leadership change followers about how they frame and think about obstacles. Individual attention refers to followers' support, leadership coaching, interaction, and assistance to maximize potential. Transformational leaders pay attention to individual needs and want and recognize that each follower is unique. Therefore, followers will be more enthusiastic about work engagement and improve their work results.  Teoman & Ulengin, 2018). Transformational leadership style influences followers through stories, humor, personal reflection, and images rather than punishment. According to the transformational leadership style point of view, it is beneficial to develop more commitment and motivation among employees (Baig et al., 2021). Based on the explanation of the concept and the results of previous research on the influence of transformational leadership on employee performance, the research hypothesis is formulated as follows:

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Ha: Transformational leadership has a significant effect on performance

Work motivation
Previous research has identified work motivation as essential to improve employee performance, which leads to a company's competitive advantage (Gupta, 2020;Ouakouak et al., 2020). Self Determination Theory shows that when an individual's psychological needs for autonomy, competence, and attachment are met, employees will be intrinsically motivated and exert more significant efforts to fulfill performance which ultimately has an impact on increasing performance, persistence, and creativity (Deci & Ryan, 2008). According to Self Determination Theory, work motivation is divided into two types, namely intrinsic and extrinsic (Deci & Ryan, 2008;Ouakouak et al., 2020). Intrinsic motivation is doing work because you are interested, feel satisfied after doing it, and show curiosity. In other words, when a person is intrinsically motivated, the activities carried out to bring positive feelings.
In contrast, extrinsic motivation is involved in a job because it has several consequences. The orientation of extrinsically motivated behavior is doing work to get a reward or avoid punishment.
Integration occurs when external rules are fully assimilated with oneself. Other literature explains that, just like intrinsic motivation, integrated extrinsic motivation has also been shown to affect performance when individuals get support for competence, autonomy, and attachment (Gupta, 2020). Participative behavior and employee empowerment lead to autonomy, while coaching and mentoring lead to the need for attachment. Furthermore, feedback and rewards given in recognition of exemplary performance can also increase integrated extrinsic motivation because it can increase employees' perceived competence.
Integrated extrinsic motivation also tends to be positively related to innovation. For example, suppose an employee who does his job because he understands the value and benefits of a career does a job because of superior control and fears punishment. In that case, the employee is extrinsically motivated. In contrast to intrinsic and integrated extrinsic motivation, extrinsic  No. 2: 220-234. April 2023. ISSN: 1978-4767 (Cetak), ISSN: 2549-4171

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226 motivation relies on pure rewards, which may be negatively related to innovative performance. When employees are rewarded for agreeing to perform a task, their work creativity can be undermined and impact work productivity (Gupta, 2020). Based on the description of the concept and the results of previous empirical studies on the effect of work motivation on employee performance, the research hypothesis is formulated as follows: Ha: Work motivation has a significant effect on performance

C. RESEARCH METHOD
This study uses a quantitative approach and data collection through questionnaires covering quality, quantity, time efficiency, work effectiveness, need for supervision, and selfinfluence. Each respondent's statement was asked to rate on a five-point scale (Likert scale) ranging from 1 (very dissatisfied), 2 (not satisfied), 3 (quite satisfied), 4 (satisfied), and 5 (very satisfied). The research sample was taken using the census technique. Namely, the entire population in this study was sampled (Nirel & Glickman, 2009). The data analysis technique in this study used multiple linear regression (Moore et al., 2006) to analyze the relationship between a single dependent variable (teacher performance) and several independent variables, namely transformational leadership (x1) and work motivation (x2).

Validity test
The validity test aims to determine whether an instrument has met the criteria for a valid value if it is used as a data or information mining tool (Taherdoost, 2016 No. 2: 220-234. April 2023. ISSN: 1978-4767 (Cetak), ISSN: 2549-4171

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227 Based on the calculation of the product-moment correlation in table 1 above, it can be seen that all statement instruments are valid with a calculated r value more significant than the r table (0.355). This means that all statement instruments can be used as a collection tool for data.

Reliability Test
The reliability test aims to measure the reliability of the research instrument by measuring the reliability of the research instrument technique Alpha Cronbach (Taherdoost, 2016). If the Cronbach Alpha value is more significant than 0.60, then an instrument is reliable, and vice versa. The results of the reliability test of this research instrument are as follows:

Multiple Linear Regression Analysis
The regression model of this study has met the requirements of the classical assumption test, including normality, autocorrelation, heteroscedasticity, and multicollinearity tests. The results of multiple linear regression test the influence of Transformational Leadership (X1) and Work Motivation (X2) on Performance (Y) as follows: Statistically, the transformational leadership variable has a significant effect, which is indicated by the -value less than 0.05, while the work motivation variable has no significant effect because the -value is greater than 0.05.

Work motivation
The results of this study indicate that work motivation has no significant effect on the performance of the management. This means that work motivation is not a determining factor for the performance of the management. The questionnaire results show that the administrators carry out their daily tasks because they are triggered by intrinsic motivation. They work because they are interested in completing the work and feel happy. After all, they are involved in completing tasks and are curious about new things. These behaviors ultimately lead to better performance. These results are consistent with the results of previous studies; when individuals' psychological needs for autonomy, competence, and relatedness are met, they are intrinsically motivated, resulting in better performance, persistence, and creativity. (Deci & Ryan, 2008) . Other interpretations show that integrated extrinsic motivation also affects management's performance, such as doing work because they understand the benefits and values obtained and completing work because of regulations and control from the leadership. That is, it can be concluded that both intrinsic and integrated extrinsic motivation affect performance.
In contrast to the integrated intrinsic and extrinsic motivation, extrinsic motivation does not affect the work behavior of the Nurul Hidayah Islamic Boarding School administrators. This result can be seen from the average response, which tends to be low. In carrying out the tasks the management gives, it does not depend on the rewards obtained. Many or little rewards are obtained, and the management feels happy to do the tasks given. The fact that happened at the Nurul Hidayah Islamic Boarding School cannot be separated from the leadership role of the Kyai, who teaches values such as humility (tawadu') and sincerity inherent in the personalities of the administrators in completing tasks and responsibilities. These values align with organizational citizenship behavior (OCB), interpreted as pro-social behavior, sensitive to things that promote organizational effectiveness, carried out spontaneously, not formally ordered, and not related to the organizational reward system. (Organ, 2018;Podsakoff et al., 2016;Zhang & Xie, 2017). The results of this study are in line with the results of previous studies, which explain that extrinsic rewards in the form of incentives do not affect innovative performance (Gupta, 2020).
This study's findings are that human resources characteristics in a religious-based environment, such as Islamic boarding schools, prioritize intrinsic values that come from their hearts.
Intrinsic values such as humility, sincerity, prioritizing organizational effectiveness, and working voluntarily without expecting a reward have been attached to the attitudes and behavior of the management and affect improving performance. These intrinsic values motivate someone to do good revealed that OCB is a voluntary behavior, not tied to the organizational reward system that directly has a positive impact on the overall success of the organization (Ahmed, 2021;Kaur & Randhawa, 2021;Organ, 2018;Sari & Muhammad, 2019).

F. CONCLUSIONS AND IMPLICATIONS
Employee performance in the organization cannot be separated from several influencing