The Influence of Leadership Style and Education Level on Employee Performance Controlled by Work-Life Balance: A Case of PT Celebes Railway Indonesia

performance determines the performance of an organization or company. However, now it is also important to ensure a work-life balance for employees. They must also make maximum contributions to the company. This study aims to analyze and determine the influence of leadership style and education level on employee performance controlled by work-life balance in the case of PT Celebes Railway Indonesia. This study is a quantitative study and found that 1) Work-life balance and employee performance have a significant impact, 2) There are differences in employee performance based on leadership style, and 3) There are differences in employee performance. The research results show that there is. Based on education level, 4) There is no interaction between leadership style and education level in determining employee performance. This study focuses on employee performance based on leadership style and employee level while continuing to use work-life balance as a control variable for employees


Employee
performance determines the performance of an organization or company.However, now it is also important to ensure a work-life balance for employees.They must also make maximum contributions to the company.This study aims to analyze and determine the influence of leadership style and education level on employee performance controlled by worklife balance in the case of PT Celebes Railway Indonesia.This study is a quantitative study and found that 1) Work-life balance and employee performance have a significant impact, 2) There are differences in employee performance based on leadership style, and 3) There are differences in employee performance.The research results show that there is.Based on education level, 4) There is no interaction between leadership style and education level in determining employee performance.This study focuses on employee performance based on leadership style and employee level while continuing to use work-life balance as a control variable for employees

INTRODUCTION
The success of an organization is reflected in the performance of the organization or company (Manik, 2016).Performance is based on the work results achieved by each individual or group within an organization or company in accordance with their respective authority and responsibilities.Organizational or company goals (Srimulatsih, 2022) This means that performance includes elements of performance-related standards that people must meet in order to meet set standards and perform well ( Sulhan, 2023).Since each employee plays an important role in the organization, the performance of the organization However, the selection of leadership styles used in an organization or company is very important in influencing the success of the organization in terms of employee performance, mindset, and ability to overcome problems and challenges (Amegayibor, 2021).However, the problem is what leadership style to realize organizational goals (Isnaini, 2020).Another important issue for employees today is to balance between private life and work life or what is called work-life balance (Nugroho et al., 2023;Ogunola, 2022) Because employees who can balance their personal and work lives can devote their time to other activities in their lives besides work (Yusnita et al., 2022).This is also supported by the results of research Bataineh (2019) which reveals that there is an effect of worklife balance on employee performance.Based on the above explanation, researchers are interested in studying the influence of leadership style and education level on employee performance caused by work-life balance of employees in PT Celebes Railway Indonesia.

LITERATURE REVIEW Work-Life Balance on Employee Performance
According to Bloomsbury (2005), work-life balance is a highly personal and dynamic concept that means taking control of one's life, making decisions, and finding a balance between work and personal needs.According to another definition by Fisher et al. (2009), work-life balance refers to the balance between professional (work) responsibilities and personal life activities outside of work.According to Maestro et al., work-life balance is: (2020) The concept of organizing and dividing working time and personal life.This is often interpreted as a healthy work-life balance, where work does not interfere with personal time.Much the same was expressed by Guillen (2020), who said that work-life balance is an attempt to maintain a balance between personal and professional life, and that work-life balance is an attempt to maintain a balance between the demands of work and the priorities of life.It means you're having a hard time.The following definition comes from Sirgy and Lee (2023), who defines work-life balance as controlling the proportion of work and personal life activities.Based on several definitions, it can be concluded that work-life balance is managing the balance between personal and work life.Next, according to Fisher et al. (2009) his four indicators of work-life balance.Includes: a) Work Interference in Personal Life (WIPL), b) Work Interference in Personal Life (PLIW), c) Work Enhancing Personal Life (WEPL), and d) Work Personal Life Enhancing (PLEW).Based on this, researchers would like to analyze and determine the impact of work-life balance on employee performance.H1: There is a significant influence between work-life balance and employee performance

Employee Performance Based on Leadership Style
In this study, leadership styles that will be tested for their influence on employee performance include:

Digital Leadership
Brett (2019) defines digital leadership as the ability to lead and manage human resources, technology, and business in the context of digital transformation.Then, according to Yusuf et al., (2023) Digital leadership is a leadership approach applied to organizations to carry out digital transformation to achieve organizational goals.Another definition is by Al-Faris and Khaled (2022) that digital leadership is a leader with the ability to integrate digital transformation into the company by encouraging employees to embrace change.Further, Niu et al. (2022) define digital leadership as a leader with a future perspective, a clear vision, a rational strategy, and an understanding of digital trends.Based on these definitions, it is known that digital leadership is a leadership approach applied in organizations or companies to carry out the digital transformation needed and in response to existing digital trends.According to Keuper et al., (2018) Digital leadership indicators are a) having digital competence, b) having a strategic mindset, c) being adaptive, d) being able to implement network-based leadership, e) able to communicate effectively, f) able to motivate, g) able to build trust, h) implement continuous learning, and i) visionary.

Visionary Leadership
It is being a visionary means having a broad insight that allows one to foresee the future (Isnaini, 2020).Other definitions by van der Voet and Steijn (2021) show that visionary leadership facilitates and energizes collaborative processes, creates motivation, challenges change, and offers new and bold ideas.Based on this definition, it is known that visionary leadership is a future-oriented leader who dares to make changes and motivates and inspires his employees to work together to achieve the goals that have been set.Then, according to Nanus in Wijayanti et al., (2022), There are four indicators of visionary leadership: a) determining direction, b) as agents of change, c) communicative, and d) can be coaches and mentors.

Transformational Leadership
Transformational leadership affects employees' willingness to accept and prepare for organizational change (Hariadi & Muafi, 2022).According to Lutfi and Siswanto (2018) transformational leaders are leaders who give consideration to the stimulation of their members, are intellectually intelligent, and also have charismatic.Another definition is by Montuori and Donnelly (2017) that transformational leadership is a leadership style that inspires employees, encourages innovation, and helps shape a company's future success.Based on this definition, it can be seen that transformational leadership is leadership that enables members of the organization to be encouraged, inspired, and motivated in accepting and creating change.Then, according to Effendi and Maunah (2021) Transformational leadership has four indicators referred to as the "Four I" that are : a) Ideal influence, b) Inspirational motivation, c) Intellectual stimulation, and d) Individual consideration.
Based on this, researchers want to analyze and find out whether there are differences in employee performance based on three different leadership styles.H2: There are differences in employee performance based on leadership style

Employee Performance Based on Education Level
In this study, employee performance is also seen from the level of education.The education levels of employees at PT Celebes Railway Indonesia are starting from a) High School / Vocational Education (SMA/SMK), b) D3, c) S1, d) S2 .H3: There are differences in employee performance based on education level Employee Performance Based on the Interaction of Leadership Style and Education Level In this study, it was also seen whether there was an interaction between leadership style and education level in determining employee performance.The leadership styles used are a) digital leadership, b) visionary leadership, and c) transformational leadership.Then at the employee education level, namely a) SMA / SMK, b) D3, c) S1, and d) S2.H4: There is an interaction between leadership style and education level in determining employee performance Here's the whole hypothesis in this study: 1. H1: There is a significant influence between work-life balance and employee performance 2. H2: There are differences in employee performance based on leadership style 3. H3: There are differences in employee performance based on education level 4. H4: There is an interaction between leadership style and education level in determining employee performance

METHODOLOGY
This research is a quantitative research because the data used to analyze the influence between variables are expressed in numbers (Putri & Anggraeni, 2018).The purpose of this study is to analyze and determine the influence of leadership style and education level on employee performance controlled by work-life balance.The place that became the object of research was PT Celebes Railway Indonesia.Then, to determine the sample used, the determination of the selected sample is probability sampling using the simple random sampling method.The determination of the number of samples used in this study is through drawing by giving numbers to the population and then a number will be randomly selected with a predetermined number of samples to be used as samples in the study.Then, after being drawn, it was divided into three groups of leadership styles (digital, visionary, and transformational) so that each group consisted of 24 samples and the total overall sample was 72 employees.Then, each group consists of various levels of education ranging from SMA / SMK, D3, S1, and S2.Data collection in this study was carried out by survey method, namely using a questionnaire containing variable measurement items using a Likert scale of 1 to 5. The data collected through the questionnaire were analyzed by Ancova using the Statistical Package for Social Sciences version 23 (SPSS).

Standard Residual Value Normality Test
The basis for decision-making is that if the significance value (sig.)> 0.05, then the residual value of the standard is expressed as a normal distribution, but if the opposite (sig.)< 0.05, then the residual value of the standard is not normally distributed.Based on the SPSS output, here are the normality test results: Based on the table, it can be seen that the significance value is 0.788 > 0.05, so it can be stated that the residual value of the standard is normally distributed.

Homogeneity Test
The basis for decision-making is that if the significance value (sig.)> 0.05, then the data is declared homogeneous, but if the opposite (sig.)< 0.05, then the data is not homogeneous.Based on the SPSS output, the following follow homogeneity test results: Based on the table, it can be seen that the significance value is 0.065, which means greater than 0.05; it can be concluded that the performance variable is homogeneous.

Linearity Test
The following table presents the linearity test results of the interaction variables using scatter plots: Based on the table above shows the tendency of straight-line patterns (linear) from the twelve groups of the interaction of leadership style variables (digital, visionary, and transformational) with the four levels of education (high school, D3, S1, and S2) shown by the results of the linearity test, those all significance values are more than 0.05.So, it can be concluded that there is a meaningful linear relationship between work-life balance and employee performance in each interaction group.

Regression Homogeneity
The following are the results of the regression homogeneity assumption test from the SPSS output.Based on the table above, it is known that the significance value of the four interactions, namely the interaction of leadership variables with education, is 0.930, leadership with a work-life balance of 0.787, education with a work-life balance of 0.895, and the variable of interaction of leadership with education with a work-life balance of 0.860.Based on this, it is known that the four interactions have a significance value of more than > 0.05 which means homogeneous regression.

Descriptive Statistical Results
The following is a descriptive statistical result of employee performance variables Based on the table above, it can be known as follows: a.A significance value of 0.012 < 0.05 was obtained between work-life balance and employee performance b.A significance value of 0.000 < 0.05 was obtained from employee performance based on leadership style c.A significance value of 0.029 < 0.05 was obtained from employee performance based on education level d.A significance value of 0.123 > 0.05 was obtained from leadership style and education level in determining employee performance.

DISCUSSIONS 1. Hypothesis 1:
There is a significant influence between work-life balance and employee performance.Based on the results of the hypothesis test in the Tests of Between-Subjects Effects table using the help of SPSS version 23, it is known that the significance value of work-life balance with employee performance is 0.012 < 0.05, so it can be concluded that there is a significant influence between work-life balance and employee performance.These results are relevant to the results of the study by Bataineh (2019), Preena and Preena (2021), Valery et al., (2023), also Kurniasari and Dewi (2023).Thus, it can be known that the existence of work-life balance in employee life will also affect their performance as employees, therefore work-life balance is an essential factor in improving employee performance (Bienwi-Patrick et al., 2020).2. Hypothesis 2 : There are differences in employee performance based on leadership style: Based on the results of the hypothesis test in the Tests of Between-Subjects Effects table using the help of SPSS version 23, it is known that the significance value of employee performance based on leadership style is 0.000 < 0.05, so it can be concluded that "there are differences" in employee performance based on leadership style.These results are relevant to the results of the study by Larik and Lashari (2022), Makambe and Moeng (2020), also Kalambayi et al., (2021).Thus, the selection of leadership style is a factor that affects employee performance in applying leadership style in the company (Yulius, 2022).3. Hypothesis 3 : There are differences in employee performance based on education level: Based on the results of the hypothesis test in the Tests of Between-Subjects Effects table using the help of SPSS version 23, it is known that the significance value of employee performance based on education level is 0.029 < 0.05, so it can be concluded that "there is a difference" in employee performance based on education level.Based on this, it can be seen that employees have different performances based on their level of education.4. Hypothesis 4 : There is an interaction between leadership style and education level in determining employee performance.Based on the results of the hypothesis test in the Tests of Between-Subjects Effects table using the help of SPSS version 23, it is known that the significance value of leadership style and education level in determining employee performance is 0.123 > 0.05, so it can be concluded that "there is no interaction" of leadership style and education level in determining performance employee.

CONCLUSIONS AND RECOMMENDATIONS
Based on the results of the analysis on the hypothesis test in this study, it can be concluded that Hypothesis 1 (H1), Hypothesis 2 (H2), Hypothesis 3 (H3) are accepted, and Hypothesis 4 (H4) is rejected.This is based on the significance value in testing Hypothesis 1, which is 0.012 < 0.05, Hypothesis 2 is 0.000 < 0.05, Hypothesis 3 is 0.029 < 0.05, but in Hypothesis 4 the significance value is greater than 0.05, which is 0.123.Thus, it is concluded that there is an influence of worklife balance on employee performance then there are also differences in employee performance both from the leadership style and education level of employees, where the highest average level of employee performance is employees with high school/vocational level led with digital leadership styles as shown below: Furthermore, it is also known that there is no interaction between leadership style and education level in determining employee performance.This research contributes to improving employee performance at PT Celebes Railway Indonesia and for other companies to improve employee performance while still implementing work-life balance.

FURTHER STUDY
This research only focuses on cases at PT Celebes Railway Indonesia and future researchers are expected to be able to research in a wider scope.

ACKNOWLEDGMENT
Thank you to Universitas Negeri Jakarta and PT Celebes Railway Indonesia for supporting the research.

Figure
Figure 1.Conceptual Framework

Figure 2 .
Figure 2. Differences in Average Employee Performance Based on Leadership Style and Education Level

Table 1
*.This is a lower bound of the true significance.a. Lilliefors Significance Correction

Table 2 .
Levene's Test of Equality of

Table 3 .
Linearity Test Results

Table 4 .
Tests of Between-Subjects Effects Dependent Variable: Performance

Table 5
Based on the table above, it can be known the average value of performance based on leadership style and employee education level as follows: a.The average performance score of SMA/SMK Education level employees led by digital leadership style is 42.33 b.The average performance score of D3 Education level employees led by digital leadership style is 36.25 c.The average performance score of S1 Education level employees led by digital leadership style is 35.67 d.The average performance score of S2 Education level employees led by digital leadership style is 38.00 e.The average performance score of SMA/SMK Education level employees led by visionary leadership style is 41.33 f.The average performance score of D3 Education level employees led with a visionary leadership style is 40.83 g.The average performance score of S1 Education level employees led with a visionary leadership style is 41.50 h.The average performance score of S2 Education level employees led with a visionary leadership style is 37.00 i.The average performance score of SMA/SMK Education level employees led by a transformational leadership style is 34.67 j.The average performance score of D3 Education level employees led with a transformational leadership style is 34.36 k.The average performance score of S1 Education level employees led with a