155 American Journal of Economic and Management Business e-ISSN: 2835-5199 Vol. 4 No. 2 February 2025 The Influence of Leadership, Training and Work Environment on Employee Performance at PT Bank Mandiri (PERSERO) Rosliana Dwi Kembara1*, Suhartono2 Universitas Budi Luhur, Jakarta, Indonesia1,2 Emails: roslianaubl@gmail.com, suhartono@budiluhur.ac.id Abstract This research explores the influence of leadership, training, and work environment on employee performance at PT Bank Mandiri (Persero). Utilizing a survey approach, data was gathered from 68 respondents, selected through the Slovin Formula technique. A structured questionnaire, tested for validity and reliability, served as the primary data collection tool. Analysis was conducted using SPSS Version 27, incorporating validity and reliability tests, correlation analysis, multiple linear regression, and classical assumption tests. The results reveal that leadership, training, and work environment significantly impact employee performance. The coefficient of determination (R²) is 0.527, indicating that these three factors explain 52.7% of the variance in employee performance, while the remaining 47.3% is attributed to other factors beyond this study. These findings underscore the critical role of strong leadership, effective training, and a conducive work environment in enhancing employee performance. Keywords: Leadership, Training, Work Environment, Employee Performance. INTRODUCTION The global banking sector is experiencing significant changes driven by swift technological progress and economic globalization (Lund et al., 2017). The emergence of digital banking and fintech integration has reshaped financial services, adapting to the increasing complexity and evolving demands of customers. In line with this global shift, Indonesia’s banking sector has embraced digital innovation, revolutionizing the way financial services are delivered. From mobile banking to fintech-driven solutions and digital lending, Indonesian banks are enhancing accessibility, expanding their market reach, and redefining customer experiences in an increasingly interconnected economy (Gancarczyk et al., 2022). The rapid evolution of the banking industry, driven by technological advancements and fierce competition, has made employee performance a key determinant of organizational success (Nguyen et al., 2024). To stay ahead, companies must continuously adapt to shifting market dynamics and innovation. This study focuses on PT Bank Mandiri Tbk, one of Indonesia’s largest and most influential banks. With an extensive nationwide network, Bank Mandiri offers a diverse range of services, including retail and corporate banking, investment, and treasury solutions. Committed to innovation, expansion, and operational excellence, Bank Mandiri aspires to be American Journal of Economic and Management Business Vol. 4 No. 2 February 2025 156 Indonesia’s leading financial institution and a trusted partner for its customers, serving as a key driver of the nation's economic growth (Jameaba, 2024a). This study explores the impact of leadership, training, and the work environment on employee performance at PT Bank Mandiri, offering valuable insights into the banking sector (Jameaba, 2024b). In a fast-changing industry, ongoing skill enhancement is crucial for employees to keep up with shifting demands. Julie Beardwell and Tim Claydon (2025) highlight that well- designed training programs not only strengthen individual capabilities but also promote teamwork and collaboration. By equipping employees with the necessary knowledge and skills, effective training boosts confidence, efficiency, and overall organizational performance, making it a critical factor in sustaining competitiveness in the banking industry. In the face of increasingly fierce competition, it is very important for the Company to optimize human resource management in order to support employee productivity and performance (Agustian et al., 2023). Therefore, in this study, one of the important aspects to be explored is how leadership, training, and work environment collectively affect the performance of PT Bank Mandiri (Persero) Tbk employees, in formulating more effective strategies to strengthen the company's competitive position in the market. RESEARCH METHODS This research adopts a quantitative approach with an associative framework, grounded in the philosophy of positivism. By utilizing numerical data, the study seeks to test predefined hypotheses and analyze variable relationships in a structured manner. Data is collected from a targeted population or sample through standardized research instruments, ensuring consistency and reliability. The analysis employs statistical techniques, allowing for an objective and systematic examination of the interconnected factors influencing employee performance. The population in this study were all PT Bank Mandiri employees at the Head Office, totaling 200 people. The sampling technique in this study uses formulas from experts, the sumus used in sampling uses the formula written by Slovin, as follows: Description: N = Number of samples N = Total population = 200 people d2 = Precision (set at 10%) with 95% confidence level) The variables analyzed in this study are based on research conducted at the designated location. The research focuses on employees of PT Bank Mandiri (Persero) Tbk as the study's object. The data used consists of primary sources, which are directly collected by researchers in the field through the distribution of questionnaires. This study employs two data collection techniques: observation and questionnaires. Observation, as a data collection method, possesses unique characteristics that differentiate it from techniques like interviews and surveys. According to Sutrisno Hadi, observation is a complex Rosliana Dwi Kembara, Suhartono 157 process involving various biological and psychological elements. This technique is particularly useful when research focuses on human behavior, work processes, natural phenomena, or when the number of observed respondents is relatively small (Mohajan, 2020). RESULT AND DISCUSSION Descriptive data provides an overview of the characteristics of the sample or population under study. Through the use of statistics such as mean, median, and standard deviation, descriptive data helps in understanding the distribution and variability of data (Cooksey & Cooksey, 2020). This analysis is important to illustrate existing patterns and trends before conducting further analysis. Characteristics of Respondents Table 1. Based on Education EDUCATION Frequency Percent Valid Percent Cumulative Percent Valid SMA/SMK 8 11,9 11,9 11,9 DIPLOMA (D3) 27 40,3 40,3 52,2 SARJANA 29 43,3 43,3 95,5 ACADEMIC 3 4,5 4,5 100,0 Total 67 100,0 100,0 Source: SPSS 27 Based on the data in Table 1, respondents with a high school or vocational high school education accounted for 8 individuals (11.9%), those with a Diploma D3 were 27 individuals (40.3%), respondents with a Bachelor's degree totaled 29 individuals (43.3%), and those with a Postgraduate degree comprised 3 individuals (4.5%). Therefore, it can be concluded that the majority of respondents in this study, based on their educational background, held a Bachelor's degree, totaling 29 individuals or 43.3%. Table 2. Based on Age AGE Frequency Percent Valid Percent Cumulative Percent Valid 20-25 YEARS 6 9,0 9,0 9,0 25-30 YEARS 40 59,7 59,7 68,7 30-40 YEARS 20 29,9 29,9 98,5 >40 YEARS 1 1,5 1,5 100,0 Total 67 100,0 100,0 Source: SPSS 27 Based on the data in table 2 above, it can be seen that respondents aged 20-25 years totaled 6 people or 9.0%, those aged 25-30 years totaled 40 people or 59.7%, those aged 30-340 years totaled 20 people or 29.9% and those aged> 40 years totaled 1 person or 1.5%. So, it can be American Journal of Economic and Management Business Vol. 4 No. 2 February 2025 158 concluded that the majority of respondents based on age in this study were 25-30 years old, namely 40 respondents or a percentage of 59.7%. Table 3. Based on Gender GENDER TYPE Frequency Percent Valid Percent Cumulative Percent Valid BOYS 48 71,6 71,6 71,6 WOMEN 19 28,4 28,4 100,0 Total 67 100,0 100,0 Source: SPSS 27 Table 3 show the results of data processing regarding the characteristics of respondents according to gender, the number of male employees is 48 people or 71.6% and the number of female employees is 19 people or 28.4%. So, it can be concluded that the majority of respondents based on gender in this study were men, namely 48 respondents or a percentage of 71.6%. Table 4. Based on Length of Service LENGTH OF WORK Frequency Percent Valid Percent Cumulative Percent Valid < 1 YEAR 1 1,5 1,9 1,9 1-3 YEARS 28 41,8 53,8 55,8 3-5 YEARS 23 34,3 44,2 100,0 Total 52 77,6 100,0 Missing System 15 22,4 Total 67 100,0 Source: SPSS 27 Based on the data in Table 4, respondents with a work tenure of less than one year accounted for 1 person (1.5%), those with a tenure of 1-3 years totaled 28 individuals (41.8%), and those with a tenure of 3-5 years comprised 23 individuals (34.3%). Therefore, it can be concluded that the majority of respondents in this study had a work tenure of 1-3 years, totaling 28 individuals or 41.8%. Description of Research Variables Based on the results of the interval range, the criteria for construct measurement results can be arranged in Table 5 as follows: Table 5. Research Variable Score Criteria Score Value Variable Criteria 1,00 - 1,80 Strongly Disagree >1,80 - 2,60 Disagree Rosliana Dwi Kembara, Suhartono 159 Score Value Variable Criteria >2,60 - 3,40 Neutral >3,40 - 4,20 Agree >4,20 - 5,00 Strongly Agree Source: Sugiyono (2019) The measurement criteria in this study are based on the average value calculated from the respondents' responses. The higher the average value obtained, the more positive the respondent's perception of the statement items and variables measured. This value reflects the respondents' views on the factors studied, namely Leadership, Training, Work Environment, and Employee Performance (Pawirosumarto et al., 2017). Description of All Research Variables Based on the results of the research data processing in the tables above, it shows that each research variable has an average (mean) value of 4 or more, this indicates that respondents tend to give responses that support the increase in Leadership, Training, and Work Environment at PT Bank Mandiri (Persero). Table 6. Description of all research variables No. Variables Average 1. Leadership (X1) 4.07 2. Training (X2) 4.02 3. Work Environment (X3) 4.06 4. Employee Performance (Y) 4.09 Source: Processed Questionnaire Data, (2024) Validity Test The validity test aims to assess whether a questionnaire effectively measures the intended variables. In this study, validity was evaluated by comparing the computed r-value (rcount) with the critical r-value (rtable) at a 5% significance level. Given a significance level of 0.05 and a sample size of 65 (67-2), the rtable value is determined to be 0.240. The criteria for evaluating validity are as follows: a) If rcount > rtable, the instrument is considered valid. b) If rcount < rtable, the instrument is considered invalid. Reliability Test A measuring instrument is considered reliable if it produces consistent and stable results. Reliability is assessed through a single measurement and statistical testing. In this study, reliability is evaluated using Cronbach's Alpha analysis. According to Ghozali (2019), the classification of Cronbach's Alpha values is as follows: a) If the Cronbach's Alpha value is greater than 0.60, the instrument is deemed reliable. American Journal of Economic and Management Business Vol. 4 No. 2 February 2025 160 b) If the Cronbach's Alpha value is less than 0.60, the instrument is considered unreliable. Table 7. Reliability Test Results of Independent and Dependent Variables Variables Cronbatch Alpha Standard Cronbatch Alpha Description Leadership (X1) 0,626 0,600 Reliable Training (X2) 0,689 0,600 Reliable Work Environment (X3) 0,661 0,600 Reliable Employee Performance (Y) 0,655 0,600 Reliable Source: Data processed by SPSS Version 27 Classical Assumption Test Simple Correlation Coefficient Analysis Table 8. Simple Correlation Coefficient Test Correlations LEADERSHIP TRAINING WORK ENVIRONMENT EMPLOYEE PERFORMANCE LEADERSHIP Pearson Correlation 1 ,658** ,532** ,539** Sig. (2-tailed) ,000 ,000 ,000 N 67 67 67 67 TRAINING Pearson Correlation ,658** 1 ,558** ,550** Sig. (2-tailed) ,000 ,000 ,000 N 67 67 67 67 WORK ENVIRONMENT Pearson Correlation ,532** ,558** 1 ,688** Sig. (2-tailed) ,000 ,000 ,000 N 67 67 67 67 EMPLOYEE PERFORMANCE Pearson Correlation ,539** ,550** ,688** 1 Sig. (2-tailed) ,000 ,000 ,000 N 67 67 67 67 **. Correlation is significant at the 0.01 level (2-tailed). Source: Data processed by SPSS Version 27 Table 8 indicates that X1, X2, and X3 each have a significance value of 0.000, which is less than 0.05. Additionally, Table 8 shows that the correlation interval between the independent and dependent variables falls within the range of 0.60 to 0.799, signifying a strong and significant correlation. Multiple Linear Regression Analysis Multiple linear regression analysis is employed to develop the most appropriate regression model that accurately represents each factor, allowing for the assessment of the impact of variables X1, X2, and X3 on the dependent variable Y. Rosliana Dwi Kembara, Suhartono 161 Table 9. Multiple Linear Regression Analysis Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 10,703 5,003 2,139 ,036 LEADERSHIP ,179 ,132 ,162 1,353 ,181 TRAINING ,154 ,119 ,157 1,292 ,201 WORK ENVIRONMENT ,577 ,121 ,514 4,750 ,000 a. Dependent Variable: EMPLOYEE PERFORMANCE Source: Data processed by SPSS Version 27 Based on table 9 above, the regression equation Y = 10.703 - 0.179 X1 + 0.154 X2 + 0.577 X3 is obtained. Determination Coefficient Analysis (R2) The coefficient of determination is used to assess the degree to which independent variables impact the dependent variable. The adjusted R-squared value, representing this coefficient, is presented in Table 10 below: Table 10. Multiple Linear Regression Analysis Model Summaryb Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson 1 ,726a ,527 ,505 2,36737 2,123 a. Predictors: (Constant), WORK ENVIRONMENT, LEADERSHIP, TRAINING b. Dependent Variable: EMPLOYEE PERFORMANCE Source: Data processed by SPSS Version 27 Referring to Table 10, the R² value of 0.527 indicates that X1, X2, and X3 collectively account for 52.7% of the variation in dependent variable (Y). The remaining 47.3% is influenced by other factors not included in this research model. Hypothesis Test Partial Hypothesis Test (t) The t statistical test is conducted to evaluate the significant influence of each independent variable on the dependent variable within a regression model. The decision-making process relies on comparing the t-count value with the t-table value. American Journal of Economic and Management Business Vol. 4 No. 2 February 2025 162 Table 11. Linear Regression Analysis for T Test (Leadership) X1 Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 19,928 5,665 3,518 ,001 LEADERSHIP ,597 ,116 ,539 5,155 ,000 a. Dependent Variable: EMPLOYEE PERFORMANCE Source: Data processed by SPSS Version 27 Table 11 displays the results for variable X1, showing a Tcount value of 1.669 and a Ttable value of 3.518. The significance value (Sig.) for Leadership (X1) is 0.000 < 0.05, indicating that H1 is accepted, meaning Leadership (X1) has a partial effect on Employee Performance (Y). Table 12. Linear Regression Analysis for T Test (Training) X2 Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 27,384 4,096 6,685 ,000 TRAINING ,540 ,102 ,550 5,314 ,000 a. Dependent Variable: EMPLOYEE PERFORMANCE Source: Data processed by SPSS Version 27 Table 12 presents the results for variable X2, indicating a Tcount value of 1.669 and a Ttable value of 5.314. The significance value (Sig.) for Training (X2) is 0.000 < 0.05, leading to the acceptance of H1. This confirms that Training (X2) has a partial influence on Employee Performance (Y). Table 13. Linear Regression Analysis for T Test (Work Environment) X3 Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 17,721 4,116 4,306 ,000 WORK ENVIRONMENT ,771 ,101 ,688 7,638 ,000 a. Dependent Variable: EMPLOYEE PERFORMANCE Source: Data processed by SPSS Version 27 Rosliana Dwi Kembara, Suhartono 163 Table 13 displays the results for variable X3, showing a Tcount value of 1.669 and a Ttable value of 5.314. The significance value (Sig.) for the X3 is 0.000 < 0.05, leading to the acceptance of H1. This confirms that the X3 has a partial influence on Employee Performance (Y). Simultaneous Hypothesis Test (F) To determine the Ftable value, the formula df = (n - k - 1) is used, yielding (67 - 2 - 1) = 64, where Ftable is 2.39. The results are deemed significant if the Fcount value exceeds the Ftable value or if the p-value is below the 0.05 significance threshold. Based on these criteria and decision-making parameters, the following F-test results were obtained in this study: Table 14. F test (simultaneous) ANOVAa Model Sum of Squares df Mean Square F Sig. 1 Regression 393,546 3 131,182 23,407 ,000b Residuals 353,081 63 5,604 Total 746,627 66 a. Dependent Variable: EMPLOYEE PERFORMANCE b. Predictors: (Constant), WORK ENVIRONMENT, LEADERSHIP, TRAINING Source: Data processed by SPSS Version 27 As presented in Table 14, the test findings indicate that the calculated F value of 2.36 is greater than the Ftable value of 23.407, with a significance value of 0.000, which is below the 0.05 threshold (sig. 0.000 < 0.05). These findings confirm that leadership, training, and work environment collectively impact employee performance, leading to the acceptance of H4. The Effect of Leadership (X1) on Employee Performance (Y) Based on the analysis, the Leadership (X1) has a significant influence on employee performance at PT Bank Mandiri (Persero), because an effective leadership style can increase employee motivation, productivity, and loyalty in achieving company goals. Leaders who are able to provide clear direction, build good communication, and create a conducive work environment will encourage employees to work more optimally (Maidiyanto et al., 2021). In addition, inspirational and transformative leadership can increase employee engagement and encourage innovation in task completion. Empirical studies show that leadership based on trust, empowerment, and support for employee career development has a positive impact on improving individual and team performance, which ultimately contributes to the overall success of PT Bank Mandiri (Persero). Effect of Training (X2) on Employee Performance (Y) Based on the analysis, the Training (X2) has a significant impact on employee performance at PT Bank Mandiri (Persero), because an effective training programme can improve employees' skills, knowledge and competence in carrying out their duties. With continuous training, American Journal of Economic and Management Business Vol. 4 No. 2 February 2025 164 employees can more easily adapt to technological developments, company policies, and the dynamics of the banking industry (Mogaji, 2023). In addition, targeted training can increase employee confidence, improve work efficiency, and encourage innovation in task completion. Empirical studies show that investment in employee training not only improves individual and team performance, but also contributes to increased productivity and overall company competitiveness. Therefore, PT Bank Mandiri (Persero) needs to continue to develop relevant training programmes to ensure the quality of human resources is superior and professional. Effect of Work Environment (X3) on Employee Performance (Y) Based on the analysis, the work environment (X3) has a significant influence on employee performance at PT Bank Mandiri (Persero), because a supportive work environment can enhance employee comfort, boost motivation, and improve productivity in performing their tasks. Factors such as adequate facilities, harmonious working relationships, and a positive organisational culture play an important role in creating a supportive work atmosphere (Wei et al., 2018). A healthy work environment can also reduce stress, increase job satisfaction, and strengthen employee loyalty to the company. Empirical studies show that when employees feel comfortable and valued in their work environment, individual and team performance levels increase significantly. Therefore, PT Bank Mandiri (Persero) needs to continue to pay attention and develop an optimal work environment to encourage better and sustainable employee performance (Utami & Dewi, 2024). The Effect of Leadership (X1), Training (X2) and Work Environment (X3) on Employee Performance (Y) Based on the analysis results, X1, X2, and X3 have a significant influence on Y variables at PT Bank Mandiri (Persero). Effective leadership can increase employee motivation, loyalty, and productivity through clear direction, good communication, and an inspiring work culture. Meanwhile, structured training programmes help improve employees' skills and competencies, so they are better prepared to face job challenges and adapt to changes in the banking industry. In addition, a conducive work environment plays a role in creating comfort and increasing job satisfaction, which in turn has an impact on improving individual and team performance (Raziq & Maulabakhsh, 2015). Empirical studies show that the combination of good leadership, effective training, and a supportive work environment together contribute to the productivity and success of the company. Therefore, PT Bank Mandiri (Persero) needs to continue optimising these three factors to ensure maximum and sustainable employee performance. CONCLUSION The conclusion of this research are: 1) The test results indicate that leadership significantly influences employee performance at PT Bank Mandiri (Persero). Leaders who provide clear direction, support employee development, and foster a positive work environment contribute directly to enhancing employee productivity. 2) The findings also confirm that training has a significant effect on employee performance. Training provides employees with essential skills and Rosliana Dwi Kembara, Suhartono 165 knowledge, allowing them to carry out their tasks with greater effectiveness and efficiency. Employees who receive job-relevant training tend to be more confident and competent, which ultimately enhances their performance. Continuous skill development better prepares employees to handle challenges and make meaningful contributions to the company’s success. 3) Additionally, the results show that a conducive work environment significantly impacts employee performance. A comfortable, supportive, and stress-free workplace allows employees to work optimally. Overall, the test results highlight that leadership, training, and work environment collectively have a significant impact on employee performance at PT Bank Mandiri (Persero). The integration of these three factors not only enhances employee performance but also plays a vital role in improving customer satisfaction. . BIBLIOGRAPHY Agustian, K., Pohan, A., Zen, A., Wiwin, W., & Malik, A. J. (2023). Human resource management strategies in achieving competitive advantage in business administration. Journal of Contemporary Administration and Management (ADMAN), 1(2), 108–117. Cooksey, R. W., & Cooksey, R. W. (2020). 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