https://journal.unilak.ac.id/index.php/nia <p>Journal Niara (Niaga &amp; Negara) was first published in July 2007 by the Faculty Administration of the&nbsp; Universitas Lancang Kuning printed version the with <a href="http://issn.lipi.go.id/issn.cgi?daftar&amp;1180428354&amp;1&amp;&amp;" target="_blank" rel="noopener">P-ISSN 1693-3516</a>, then published online in 2016 with <a href="http://issn.lipi.go.id/issn.cgi?daftar&amp;1463986391&amp;1&amp;&amp;" target="_blank" rel="noopener">E-ISSN 2528-7575</a>. the number of frequencies published twice a year in January and July. One volume contains four publishing numbers. Articles published in the journal are the results of research and non-research in the field of administrative science relating to public policy, administrative reform, corporate governance, collaborative governance, dynamic public services, e-government, digital governance, e-commerce, local government studies, multi-level governance, financial institutions, behavioural finance, innovation, entrepreneurship, microfinance, human resources, knowledge management, leadership, strategic management, organizational development, institutionalization, organizational behaviour, learning culture, fiscal policy, tax administration, international tax, politics of taxation, welfare and national security, and sustainable development. A journal is a form of contribution from the Faculty of Administration of the Universitas Lancang Kuning in the tri dharma of higher education to improve the development of writing culture and writing motivation for academics and practitioners.</p> <p><strong>Journal Niara has been accredited by National Journal Accreditation (ARJUNA) Managed by the Ministry of Research, Technology, and Higher Education, Republic Indonesia since the year 2019 to 2023 according to the decree No. 23/E/KPT/2019.</strong></p> FAKULTAS ILMU ADMINISTRASI UNIVERSITAS LANCANG KUNING en-US Jurnal Niara 1693-3516 https://journal.unilak.ac.id/index.php/nia/article/view/18784 <p>This article analyzes the impact of leadership style at Madrasah Aliyah Negeri 1 Bukittinggi. The focus is on six main leadership styles, namely transformational, transactional, autocratic, charismatic, bureaucratic and democratic. This article has provided in-depth insight into leadership styles; Democratic, transformational, bureaucratic and autocratic leadership have a positive impact on the performance of Madrasah Aliyah Negeri 1 Bukittinggi teachers. In this article, analysis of primary data and secondary data has been carried out. The analysis uses a quantitative approach, with the help of a survey instrument, based on a questionnaire survey. Secondary research has been conducted through a review of previously established literature to achieve the research objectives. The results of this article suggest that charismatic, bureaucratic and transactional leadership styles have a negative relationship with performance. Transformational, autocratic and democratic leadership styles, on the other hand, have a positive relationship with the performance of Madrasah Aliyah Negeri 1 Bukittinggi.</p> Fitria Ose Yusti Rahmi Nurhizrah Gistituati Hadiyanto Copyright (c) 2024 Jurnal Niara 2024-01-15 2024-01-15 16 3 672 685 10.31849/niara.v16i3.18784