Rising Company's Performance through Leadership Role: Culture, Strategies, and Management System as a Marine State

This research aims to learn the direct influence of transformational and transactional
leaderships on Indonesian company's performance through company's culture, strategy,
management accounting and control system as a marine state. This research involves descriptive
and inferential designs in solving the research problem. To test the model and the hypothesis,
SEM analysis is used. The populations of this research are companies registered in Indonesian
stock exchange in 2012. The sampling technique uses purposive sampling. The data of the
research are obtained from questionnaires distributed to respondents. The respondents are
companies' managers represented by accounting and finance managers with the positions 1 and 2
levels below top management team who have direct communication with the top management.
The results of the research show that transformational leadership influences company's
performance directly, but not the transactional leadership. The company's culture is not the
mediation variable in indirect influence on the company's performance, either in transformational
or transactional leadership. On the other hand, management control system proves to be the
mediation in transactional leadership on the performance but not for transformational leadership.
Meanwhile, management accounting system proves to be the mediation variable in the influence
of transformational and transactional leaderships. Except the variables of company's culture,
strategy, management accounting system and management control system, each directly
influences the performance.