<![CDATA[Penelitian ini dilatarbelakangi oleh tuntutan menjaga dan meningkatkan kinerja pegawai pada satuan kerja berpredikat Wilayah Birokrasi Bersih dan Melayani (WBBM). Survei pendahuluan menunjukkan bahwa 83,3% pegawai menilai kepemimpinan transformasional penting bagi pencapaian kinerja, 86,7% menyatakan peningkatan tunjangan kinerja sebesar 35% menjadi motivasi tambahan, dan 80,0% mengaku memiliki kepuasan kerja yang tinggi. Penelitian ini bertujuan menganalisis pengaruh kepemimpinan transformasional dan kompensasi terhadap kinerja pegawai melalui kepuasan kerja sebagai variabel intervening pada Kanwil Kementerian Agama Provinsi Bali. Penelitian menggunakan pendekatan kuantitatif dengan metode survei terhadap 152 responden dari total 245 pegawai yang dipilih menggunakan rumus Slovin pada tingkat kesalahan 5%. Data dikumpulkan melalui kuesioner skala Likert lima poin dan dianalisis menggunakan regresi linear berganda, analisis jalur, dan uji Sobel. Hasil penelitian menunjukkan bahwa seluruh instrumen valid (r = 0,547–0,934) dan reliabel (α = 0,820–0,905). Kepemimpinan transformasional dan kompensasi berpengaruh positif terhadap kepuasan kerja dengan persamaan Z = 1,066 + 0,107X1 + 0,545X2 dan adjusted R² = 0,566. Selanjutnya, kepemimpinan transformasional, kompensasi, dan kepuasan kerja berpengaruh positif terhadap kinerja pegawai dengan persamaan Y = -0,166 + 0,363X1 + 0,297X2 + 0,260Z dan adjusted R² = 0,747. Uji Sobel menunjukkan bahwa kepuasan kerja memediasi pengaruh kepemimpinan transformasional (t = 2,58) dan kompensasi (t = 4,58) terhadap kinerja pegawai. Temuan ini menegaskan bahwa penguatan kepemimpinan transformasional dan sistem kompensasi yang adil perlu diprioritaskan untuk meningkatkan kepuasan kerja dan kinerja pegawai pada organisasi sektor publik.Kata Kunci: kepemimpinan transformasional, kompensasi, kepuasan kerja, kinerja karyawan This study was motivated by the demand to maintain and improve employee performance in work units awarded the Corruption-Free and Service-Oriented Bureaucratic Zone (WBBM) predicate. A preliminary survey showed that 83.3% of employees considered transformational leadership important for achieving performance targets, 86.7% stated that a 35% increase in performance allowance served as an additional source of motivation, and 80.0% reported having high job satisfaction. This study aimed to analyze the effects of transformational leadership and compensation on employee performance through job satisfaction as an intervening variable at the Regional Office of the Ministry of Religious Affairs of Bali Province. The study employed a quantitative approach using a survey method involving 152 respondents selected from a total population of 245 employees using the Slovin formula with a 5% margin of error. Data were collected through a five-point Likert-scale questionnaire and analyzed using multiple linear regression, path analysis, and the Sobel test. The results showed that all instruments were valid (r = 0.547–0.934) and reliable (α = 0.820–0.905). Transformational leadership and compensation had a positive effect on job satisfaction, as indicated by the equation Z = 1.066 + 0.107X1 + 0.545X2 and an adjusted R² of 0.566. Furthermore, transformational leadership, compensation, and job satisfaction had a positive effect on employee performance, as shown by the equation Y = -0.166 + 0.363X1 + 0.297X2 + 0.260Z and an adjusted R² of 0.747. The Sobel test confirmed that job satisfaction mediated the effect of transformational leadership (t = 2.58) and compensation (t = 4.58) on employee performance. These findings underscore the importance of strengthening transformational leadership and establishing a fair compensation system to enhance job satisfaction and employee performance in public sector organizations.]]>
