One of the elements that determine success in an organization is human resources. This condition makes human resources an asset that must be improved in efficiency and productivity. There are several factors that affect employee performance, including leadership, work environment, and work motivation. 

Leadership is a process of carrying out the leader's duties, which flows from top to bottom, and has a function to discipline employees through the communication process in order to achieve predetermined goals. According to Stogdi in M. Sobry leadership as a management concept can be formulated in various definitions depending on where the starting point of thought is. According to Morgan NA [1] states that leadership is the process of influencing the activities of individuals or groups to achieve goals in certain situations. Thus leadership is an important part of management, so managers are required to be able to plan and organize and influence others in order to achieve goals.

One of the internal environments that affects the behavior of its members in carrying out a job is called the Organizational Environment. The organizational environment is closely related to organizational structure, organizational processes, and organizational performance. An adequate organizational environment can improve employee performance, while an inadequate environment can reduce employee performance and ultimately affect employee motivation.

Work motivation according to Bangun  means a condition that encourages or causes someone to do a job or activity, which takes place consciously. Meanwhile, according to Torang [2] work motivation is the energy that moves individuals to try to achieve the expected goals in doing their work. Based on some of the above definitions, work motivation is a process that moves or encourages someone to do a job to achieve the expected goals. 

Some of the research gaps in this study include research by Ferdila, et al [3] in their research, stating that leadership affects employee performance, both mediated by satisfaction and direct influence. In contrast to research from Laura Natalia, Djamhur, Iqbal [4] states that the effect of transformational leadership style on employee performance is not significant, the effect of transactional leadership style on employee performance  is   not   significant.   Some   of   the   research  phenomena  encountered in this study are the absence of leaders  in  place  due  to  meeting  activities outside the office, so that the synergy of performance between leaders and employees cannot be maximized. This can be an indication of the cause of the decline in employee performance at the Pekalongan Regency Regional Secretariat Office. In the aspect of the work environment, it was found that the lack of places to relax, gather, and play at the Pekalongan Regency Regional Secretariat Office has caused employee performance to decline, because the workplace is a primary thing that has a direct effect on the psychology of each team member, which in turn will increase the performance of each individual.

Leadership

Experts and scientists define leadership as an attempt to gain a common understanding of the definition of leadership to produce an effective and efficient model Yulk [5] says that leadership is the process of supporting both individual and group efforts to accomplish shared objectives, as well as persuading others to grasp and concur with what needs to be done and how the work is done successfully. Meanwhile, another opinion states that leadership is a process of social influence in which the leader seeks voluntary participation from his subordinates in an effort to achieve organizational goals [6].

Leadership indicators according to Warren Bennis in a book entitled On Becoming a Leader include:

• Integrity: Bennis emphasizes the importance of integrity as one of the key characteristics of effective leaders. Integrity includes consistency, honesty, and commitment to unwavering values.

• Exemplary: According to Bennis, effective leaders must be able to set a good example. They should lead by example, so that others can be inspired to follow.

• Adaptability: Leadership, according to Bennis, involves the ability to adapt to change. Effective leaders must be flexible and able to face challenges head on.

• Ability to Motivate and Inspire: Effective leaders must have the ability to motivate and inspire others. This includes the ability to create enthusiasm and passion among team members.

Work Environment

The work environment in an organization is very important for management to pay attention to, even though the work environment does not directly play a role in the production process. A work environment that focuses on employee satisfaction can improve performance, whereas an inadequate environment can reduce employee performance and ultimately affect employee motivation. The definition of work environment according to Djoko Setyo Widodo [7] is the overall tooling and materials faced, the surrounding environment in which a person works, his work methods, and regarding as well as his work arrangements as an individual and as a group. Meanwhile, according to Bryan [8], the organizational work environment is everything that can affect the continuity, existence, existence, and others concerning the organization both from within and from outside.

The work environment indicators according to Sedarmayanti  include:

• Physical Dimensions:

• Physical Conditions of the Workspace: The quality and comfort of the workspace, including aspects such as lighting, ventilation, and temperature.

• Work Facilities: Availability of work facilities such as bathrooms, break rooms, and canteens.

• Social Dimension:

• Interpersonal Relationships: The quality of relationships between employees and supervisors, including effective communication and teamwork.

• Leadership: Leadership styles and leadership qualities at the organizational and team levels.

• Dimensions of Work:

• Job Characteristics: The challenge and variety of the job, and the level of responsibility given to the employee.

• Career Path: Opportunities for career development and mobility within the organization.

• Psychological Dimension:

• Recognition and Rewards: Whether employees are recognized and rewarded for their contributions.

• Job Satisfaction: The level of satisfaction employees have with their jobs and work environment.

Employee Performance

Employee performance according to Tjihno Windryanto is the result of work achieved by an employee in carrying out his duties as an employee / employee. Based on this, it can be said that the issue of employee performance is also related to the issue of people's ability to develop themselves so that they are able to work towards achieving the goals desired by the organization. In order to know whether an organization has high or low performance, it is necessary to determine the size with certain indicators, as stated by Jackie[9] which states that performance is the result of the achievement of efforts that have been made which can be measured by certain indicators (individual performance and organizational performance).

Employee Performance Indicators according to Robert Baccal, among others:

• Quality of Work: Assess the quality of work produced by employees, including accuracy and excellence.

• Attendance and Tardiness: Assess employee attendance and punctuality as an indicator of discipline.

• Cooperation and Collaboration: Assess the employee's ability to work together in a team and contribute positively to the collaboration.

• Responsibility: Assessing the extent to which employees accept and carry out their responsibilities on the job.

Work Motivation

Work motivation is an important factor in improving employee performance Several experts have contributed thoughts and theories about work motivation, including Abraham Maslow in the book Hierarchy of Needs published in 1954, suggesting that human needs can be organized in the form of a hierarchy, known as Maslow's Pyramid of Needs. In the context of work motivation, Maslow argues that low-level needs must be met before individuals can seek the fulfillment of higher-level needs.The pyramid consists of levels of basic needs, safety, social, esteem, and self-actualization.

According to William Larry et all [10], work motivation is a condition that encourages individuals to carry out certain activities in order to achieve their desires. Meanwhile, Imas Masriah [11] work motivation is the provision of motion power that creates the enthusiasm of someone's work so that they want to work Together, work efficiently and effectively to achieve satisfaction. According to (Rully Defriza1 at.,all.,)[12]. Motivation is one that affects human behavior, motivation can also be referred to as a driver, a supporter that can make someone excited and motivated to reduce and fulfill their own impulses, so that they can act in certain ways that will lead to optimal direction. Motivation is very influential on employee performance. Because in general, employees will have high work productivity if the agency also supports the implementation of their duties.

Indicators of work motivation according to Abraham Maslow include:

• Physiological Needs: Indicators of motivation at this level include adequate salary, safe working conditions, adequate food, and a comfortable working environment. This guarantee of physiological needs can increase employee motivation.

• Security Needs:Factors such as job security, health and safety at work, and financial security can be considered as indicators of motivation at the security need level. Employees who feel secure are more likely to be motivated.

• Social Needs:Indicators of motivation at the social needs level include relationships between employees, teamwork, social support, and positive interactions. Employees who have good relationships in the work environment tend to be more motivated.

• Appreciation Needs:Recognition of achievements, rewards, promotions, and positive feedback are indicators of motivation at the reward need level. Employees who feel valued tend to be more motivated to perform.

Development of Research Hypotheses

Relationship between Leadership and Work Motivation

The relationship between leadership and employee motivation is very important in the context of human resource management. Leaders who understand and practice leadership principles can create a positive work environment, and improve employee performance, and contribute positively to organizational success.It is important to understand that a good leadership approach to work motivation is not one-size-fits-all. Every organization and individual has unique needs and dynamics.Therefore, effective leaders are those who can read their context and adopt appropriate approaches to increase employees' intrinsic and extrinsic motivation, this is in accordance with research which states that there is a significant positive effect of leadership on work motivation (hypothesis 1).

Relationship between Leadership and Employee Performance

The relationship between leadership and employee performance is complex and influenced by various factors such as leadership style, organizational context, and individual characteristics. Leaders who are able to understand and respond to these needs and dynamics can make a positive contribution to employee performance and overall organizational success, this is in accordance with the statement that there is a significant positive effect of leadership on employee performance (Hypothesis 2).

Relationship between Work Environment and Work Motivation

All studies emphasize the importance of a work environment that supports the needs and desires of employees, both physically and psychologically. An environment that pays attention to these factors can create better conditions for improving employee motivation and performance. Employee motivation can be greatly impacted by the workplace.This is in accordance with the statement that there is a significant effect of work environment on work motivation (hypothesis 3).

Relationship between Work Environment and Employee Performance

The relationship between work environment and employee performance is highly significant.A good working environment can improve productivity, job satisfaction and employee welfare. Overall, a good work environment involves various aspects that are physical, social and psychological. When employees feel supported, valued and have the opportunity to grow, they tend to make better contributions to achieving organizational goals. This is in line with the statement that there is a significant positive effect of the work environment on employee performance (Hypothesis 4).

Figure 1: Develop An Empirical Model

Relationship between Work Motivation and Employee Performance

Work motivation can have a significant impact on employee performance. By understanding employee needs and motivations, organizations can create more effective strategies to improve performance and achieve common goals. This is in accordance with the statement that there is a significant positive influence between work motivation on employee performance (Hypothesis 5).

RESEARCH METHODS

This type of research uses a quantitative approach with primary data sources that refer to direct data collection [13]. The questionnaire method was used to collect data by distributing to the object of this research, namely all employees within the Regional Secretariat of Pekalongan Regency totaling 117 people, which were distributed on June 20 - October 27, 2023.

There are three variables studied by the author, including the first variable referred to as exogenous variables, namely leadership, work environment, and work environment. Furthermore, the second variable is the endogenous variable in the form of employee performance, while the intervening variable in this study is work motivation.

A 1-5 point Likert scale was used as a research data measurement tool. Research sampling using simple random sampling technique Analysis of questionnaire data using Structural Equation Modeling (SEM). The following is a description of this research model:

Operational Definition of Variables

An explanation of the operational definitions of the variables of this study is described in Table 1 as follows:

Table 1: Operational Definition of Variables

Structural Equation Model Analysis (SEM)

A Structural Equation Model (SEM) analysis aims to test the relationship between variables in a model, either between indicators and constructs or relationships between constructs (Ginting, 2009). The SEM results are shown in table 2 and declared full model fit below:

Based on the results of the SEM model hypothesis test in Table 2, it can be stated that it is consistent and meets the

requirements on Chi-square data (105.124), significance

Table 2 Structural Equation Modeling Feasibility Test Index

Source: Primary data processed, 2023

probability,   CMIN / DF   index,   GFI,  AGFI,  TLI,  CFI,  and

RMSEA. So it can be stated that the Structural Equation Model (SEM) hypothesis test is valid with the research data.

The measurement results meet the eligibility criteria. In addition, 5 hypotheses were tested based on the fitted model. The causal relationship regression coefficient and the calculated t value can be seen in the CR (critical ratio) value in Table 3, below:

Table 3:   Calculations for SEM analysis and hypothesis testing

Regression Weights	Estimate	Std Estimate	C.R	P
Leadership Motivation	,348	,079	3,160	,002
Work Environment Motivation	,211	,083	2,527	,012
Leadership Employee Performance	,175	,091	2,926	,004
Work Environment                      Employee Performance	,245	,085	2,574	,003
Motivation Employee Performance	,230	,085	2,692	,007

Source: Primary data processed, 2023

H1 : Leadership has a significant impact on Motivation, the parameter estimate is 0.348 with a CR value of 3, 160 or CR> 2.00 at a significance level of 0.05 (5%) which is also evidenced as a probability value; 0.063. Therefore, hypothesis 1 can be accepted. The results of this study are in accordance with those stated by Tueno, 2016 with the title The Effect of Leadership on Employee Work Motivation at the City Planning and Parks Office of Gorontalo City. The results of this study indicate that each indicator of leadership consisting of instruction function, consultation function, participation function, delegation function, control function has a significant relationship to work motivation in the agency. After statistical data processing, the correlation coefficient value is 0.936, which means that the leadership variable has a significant influence on employee work motivation at the City Planning and Parks Office of Gorontalo City. The results of this study indicate a coefficient of determination of 87.6%. These results indicate that work motivation is 87.6% determined by leadership, while the remaining 12.4% is influenced by other variables not designed in this study such as incentives, work environment and compensation that can affect work motivation.

H2 : Work Environment has a significant positive effect on Motivation.The parameter estimate is 0.211 with a CR value of 2.527 or CR> 2.00 at a significance level of 0.05 (5%) which is also evidenced as a probability value; 0.053.Thus hypothesis 2 can be accepted. The results of this study are in accordance with those put forward by (Pranitasari et al, 2020) with the title Influence of Organizational Culture and Work Environment on Work Motivation and its impact on job satisfaction of PT.Posmi Steel Indonesia employees. Based on the SPSS output contained in Table 4.16, the Path 2 coefficient value is obtained as follows:  Y₂ = 0.156X1 + 0.144X2 + 0.162Y1 + 0.881.  This means that the magnitude of the influence of organizational culture on job satisfaction is 15.6%, the magnitude of the influence of the work environment on job satisfaction is 14.4%, the magnitude of the influence of work motivation on job satisfaction is 16.2% while it is influenced by variables outside this study by 88.1% Partially the work environment variable has a significant influence on work motivation at PT.Posmi Steel Indonesia.

H3 : Leadership has a significant positive effect on Employee Performance.The parameter estimate is 0.175 with a CR value of 2.926 or CR> 2.00 at a significance level of 0.05 (5%) which is also evidenced as a probability value; 0.053.Therefore, hypothesis 3 is rejected. . . The results of the study are in accordance with those stated by (Nabawi, 2019) entitled The Effect of Work Environment on Job Satisfaction and Workload on Employee Performance.Based on the results of data processing, the calculated value for the Work Environment variable is 1.335 smaller than the table 1.668 with a sig value of 0.186> 0.05.This means that the Work Environment variable partially has an insignificant effect on the Employee performance variable. These results prove that the Work Environment variable has an insignificant effect on the employee performance variable at the Aceh Tamiang Public Works and Public Housing Office.The work environment is a means of supporting the smooth running of the work process, where comfort and safety at work are also very calculated in creating a conducive and pleasant work atmosphere for employees so that it can support employee performance in carrying out their work activities.

H4 : Work Environment has a significant positive effect on Employee Performance.The parameter estimate is 0.245 with a CR value of 2.574 or CR > 2.00 at a significance level of 0.05 (5%) which is also evidenced as a probability value; 0.053. Therefore, hypothesis 4 is rejected.

H5 : Motivation has a significant positive effect on employee performance. The parameter estimate is 0.230 with a CR value of 2.692 or CR > 2.00 at a significance level of 0.05 (5%) which is also evidenced as a probability value; 0.053. Therefore, hypothesis 5 is accepted.

The results of this study are in line with those put forward by (Sembiring et al, 2021) entitled: The Mediating Effect of Job Satisfaction on the Effect of Motivation and Work Ability on Employee Performance case study on employees of the Deli Serdang Regency Financial and Asset Management Agency.

From the results of data processing, it is known that the effect of motivation on job satisfaction has a path coefficient of 0.581 (positive), so an increase in the value of the motivation variable will be followed by an increase in job satisfaction value. The effect of motivation variables on employee job satisfaction has P-values (0.000) <α (0.05), so H0 is rejected and Ha is accepted, which means that the effect of motivation on job satisfaction is significant.Thus motivation has a positive and significant effect on job satisfaction at the Deli Serdang Regency Financial and Asset Management Agency. This means that if employee motivation improves, employee job satisfaction will also improve.

Based on the results of the analysis and discussion, the conclusions in

This research is as follows:

• Leadership has a significant positive effect on work motivation employees at the Pekalongan Regency Regional Secretariat Office. This result states that an increase in leadership will have an impact on increasing employee motivation.

• The work environment has a significant positive effect on employee work motivation at the Regional Secretariat Office of Pekalongan Regency. This result states that an increase in the work environment will have an impact on improving employee performance.

• Leadership has a significant positive effect on employee performance at the Pekalongan Regency Regional Secretariat Office. This result states that an increase in leadership will have an impact on increase in employee performance.

• The work environment has a significant positive effect on employee performance employees at the Pekalongan Regency Regional Secretariat Office. This result results state that an increase in the work environment will have an impact on improving employee performance.

• Work Motivation has a significant positive effect on employee performance employee performance at the Pekalongan Regency Regional Secretariat Office. Results This result states that an increase in Work Motivation will have an impact on improving employee performance.

Suggestion

Based on the research results, the researcher can provide input and suggestions.

• The most suboptimal leadership indicator is the ability to motivate and inspire, therefore it is recommended that leaders schedule regular internal meetings, to find out the problems that exist in their work environment and are expected to be able to provide solutions to these problems, so as to motivate and inspire subordinates in their scope of work.

• The most suboptimal work environment indicators regarding the physical dimension, therefore it is advisable to be able to build a conducive work environment such as hygiene conditions, air circulation, work safety, good relationships between superiors and coworkers, so as to maximize employee motivation and performance.

Limitations of the study

The limitation of this research is that this research has limitations that need to be considered in potential quantitative problems is that it often focuses on numbers and statistics at the expense of context or qualitative information. Then when a quantitative study is underway, making changes to the study can be challenging.This is because unlike basic research, in conducting research in advance and not making changes in the middle of the research.

Future research agenda

Future research can replicate this study in a national context, so that our understanding of leadership, work environment, work motivation and employee performance, is better than ever. Second, further research is expected to collect data, not only in the Pekalongan Regency Regional Secretariat, but also all employees in the Pekalongan Regency Regional Government area. Third, in future research, it is necessary to conduct new research studies by adding other exogenous variables that have not been included in this study such as work discipline, cooperation, and so on, as well as ensuring the validity of the model through the use of different scales. so on, as well as ensuring the validity of the model through the use of different scales.

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