Exploring the Nexus of Transformational Leadership, Motivation, and Employee Performance: A Study in the Department of Public Works and Spatial Planning in Pagar Alam Regency

Abstract

This research investigates the interplay between transformational leadership style, motivation, and employee performance, with job satisfaction acting as an intervening variable. The study focuses on the employees of the Department of Public Works and Spatial Planning in Pagar Alam Regency, with a total population of 133 individuals and a sample size of 100 respondents selected through Proportional Simple Random Sampling employing a lottery method. Path analysis was employed for data analysis. The findings reveal that both transformational leadership style and motivation significantly and positively influence employee performance, along with exerting a positive impact on job satisfaction. Notably, the transformational leadership style indirectly shapes employee performance through its positive influence on job satisfaction. However, it is observed that motivation does not significantly affect employee performance through job satisfaction. This underscores the need for tailored motivational development strategies, integrated with internal and external factors that more directly impact employee performance. Recommended areas for enhancement include the work environment, incentive structures, career prospects, and other relevant aspects. This research contributes valuable insights for organizations aiming to optimize employee performance by understanding the nuanced relationships among leadership style, motivation, job satisfaction, and overall performance.