<![CDATA[Employee performance is a critical concern in higher education institutions, particularly private universities facing increasing competition, accreditation demands, and human resource challenges. This study examines the effects of work engagement and compensation justice on employee performance, with leadership style as a mediating variable. The study is grounded in Job Demands–Resources (JD-R) Theory, Equity Theory, and Social Exchange Theory, which explain how organizational resources, fairness, and leadership practices influence employee attitudes and performance. A quantitative survey was conducted among academic and administrative staff at four private higher education institutions in Medan, Indonesia: STIM Sukma, Universitas Islam Sumatera Utara, Universitas Graha Nusantara, and Universitas Senior Medan. Data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) to test the proposed relationships and mediation effects. The results show that work engagement and compensation justice positively and significantly affect employee performance. Both variables also significantly influence leadership style, while leadership style positively and significantly affects employee performance. Furthermore, leadership style partially mediates the relationships between work engagement and employee performance and between compensation justice and employee performance. The findings highlight the importance of effective leadership, employee engagement, and fair compensation in improving performance in private higher education institutions.]]>
