JEFMS Journal

Google Scholar

Article Pdf

---

ABSTRACT:

This study aims to analyse the effect of transformational leadership and work environment on employee performance mediated by job satisfaction. This type of research is quantitative research with a survey approach. The research population is all civil servants in the Regional Government of Bengkulu Province. The research sample was 384 employees who were taken by proportional random sampling method. Data analysis method structural equation modelling (SEM). The results showed that: (1) transformational leadership has a positive and significant effect on employee performance; (2) work environment has a positive and significant effect on employee performance; (3) job satisfaction has a positive and significant effect on employee performance; (4) transformational leadership has a positive and significant effect on job satisfaction; (5) work environment has a positive and significant effect on job satisfaction; (6) job satisfaction mediates the effect of transformational leadership on employee performance; (7) job satisfaction mediates the effect of work environment on employee performance. To improve employee performance, it is recommended that the Bengkulu Provincial Government be able to improve transformational leadership, improve the work environment, and increase employee job satisfaction.

KEYWORDS:

Performance, Transformational Leadership, Work Environment, Job Satisfaction.

REFERENCES:

1) Ansell, C., & Torfing, J. (2021). Handbook on theories of governance. Edward Elgar Publishing.

2) Asgari, S., Fotovat, M., & Hosseini, A. (2018). The impact of work environment on burnout and performance: A study in healthcare. Journal of Organizational Behavior, 39(7), 879–894. https://doi.org/10.1002/job.2274

3) Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. SAGE Publications.

4) Bass, B. M., & Avolio, B. J. (2021). Transformational leadership and employee well-being: A meta-analytic review. Leadership Quarterly, 32(4), 101518. https://doi.org/10.1016/j.leaqua.2020.101518

5) Bengkulu Provincial Government. (2022). Bengkulu Province 2022 performance report. Bengkulu Government Press.

6) Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.

7) Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389–405. https://doi.org/10.1023/A:1022991115523

8) Charbonnier-Voirin, A. (2012). Adaptive performance: A new scale to measure individual performance in dynamic environments. Canadian Journal of Administrative Sciences, 29(3), 280–293. https://doi.org/10.1002/cjas.232

9) Cresswell, J. W. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). SAGE Publications.

10) Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/S15327965PLI1104_01

11) Dolan, S. L., García, S., & Auerbach, A. (2021). Understanding the impact of workplace environment on job satisfaction: A cross-national study. International Journal of Environmental Research and Public Health, 18(12), 6320. https://doi.org/10.3390/ijerph18126320

12) Fitri, M., Setyadi, D., & Prabowo, H. (2019). Work environment and job satisfaction in public sector organizations. Journal of Public Administration and Governance, 9(2), 1–15. https://doi.org/10.5296/jpag.v9i2.14745

13) Greenberg, J., & Baron, R. A. (2023). Behavior in organizations (12th ed.). Pearson Education.

14) Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755

15) Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376

16) Kim, S., & Hong, A. (2021). Transformational leadership in Asian public sectors: Fostering innovation through adaptability. Public Administration Review, 81(4), 643–656. https://doi.org/10.1111/puar.13342

17) Kim, S., & Kim, J. (2020). Leadership and job satisfaction in the public sector: The role of employee development. Review of Public Personnel Administration, 40(4), 650–673. https://doi.org/10.1177/0734371X19848744

18) Kim, Y., & Lee, J. (2021). Work environment, job satisfaction, and performance: A moderated mediation model. Sustainability, 13(16), 9271. https://doi.org/10.3390/su13169271

19) Langevin, P., & Mendoza, C. (2013). How can job satisfaction mediate organizational environment and performance? International Journal of Productivity and Performance Management, 62(6), 545–565. https://doi.org/10.1108/IJPPM-02-2012-0028

20) Li, F., Yu, K. F., Yang, J., & Qi, Z. (2022). Transformational leadership and employee performance: The mediating role of job satisfaction. Frontiers in Psychology, 13, 831060. https://doi.org/10.3389/fpsyg.2022.831060

21) Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849–866. https://doi.org/10.1093/jopart/muq004

22) Ng, T. W. H., & Sorensen, K. L. (2023). Job satisfaction as a mediator between leadership support and employee performance: A meta-analysis. Journal of Vocational Behavior, 142, 103869. https://doi.org/10.1016/j.jvb.2023.103869

23) Oldham, G. R., & Fried, Y. (2016). Job design research and theory: Past, present, and future. Organizational Behavior and Human Decision Processes, 136, 20–35. https://doi.org/10.1016/j.obhdp.2016.05.002

24) Rainey, H. G. (2014). Understanding and managing public organizations (5th ed.). Jossey-Bass.

25) Robbins, S. P., & Judge, T. A. (2017). Organizational behavior (17th ed.). Pearson Education.

26) Sari, R. N. (2020). The effect of job satisfaction on employee performance: A case study in Indonesian public sector. Journal of Asian Finance, Economics, and Business, 7(12), 1039–1048. https://doi.org/10.13106/jafeb.2020.vol7.no12.1039

27) Sekaran, U. (2010). Research methods for business: A skill-building approach (5th ed.). Wiley.

28) Sudarwati, L. K., & Utomo, H. (2020). Work environment and employee performance: The mediating role of job satisfaction. Journal of Management Development, 39(6), 799–814. https://doi.org/10.1108/JMD-10-2019-0438

29) Tria, D. K., & Rahmat, A. (2018). Measuring employee performance: A multidimensional approach. Journal of Human Resource Management, 21(3), 45–60.

30) Tsui, A. S., Egan, T. D., & O’Reilly, C. A. (1992). Being different: Relational demography and organizational attachment. Administrative Science Quarterly, 37(4), 549–579. https://doi.org/10.2307/2393472

31) Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270. https://doi.org/10.1177/1059601111401017.