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All Journal Jurnal Fokus Manajemen Journal of Management, Accounting, General Finance and International Economic Issues (MARGINAL)
Siregar, Lismayana Eryanti
Unknown Affiliation
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Social Sciences

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Transformational Leadership Style on Employee Performance with Employee Engagement as a Mediating Variable in a North Sumatran Pawnshop Company Sinaga, Elveria Melda; Rizky, M. Chaerul; Siregar, Lismayana Eryanti
JOURNAL OF MANAGEMENT, ACCOUNTING, GENERAL FINANCE AND INTERNATIONAL ECONOMIC ISSUES Vol. 5 No. 1 (2025): DECEMBER
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/marginal.v5i1.1979

Abstract

In the competitive financial services sector, superior employee performance is a critical determinant of organizational success. This is especially true in pawnbroking, where performance hinges on customer trust and efficient service. Transformational leadership plays a crucial role in driving performance but how exactly it impacts remains unclear. Employee engagement is believed to be the key factor that links leadership to performance outcomes. Hence, this research seeks to identify the correlation between transformational leadership demeanor and personnel efficacy, with employee engagement serving as an intervening construct at PT Budi Gadai Indonesia, Medan Branch. Adopting a quantitative paradigm, the investigation encompasses a population of 185 personnel, employing a saturated sampling technique. Data evaluation was performed through Structural Equation Modeling (SEM) predicated on Partial Least Squares (PLS) methodology via SmartPLS. The empirical findings revealed that transformational leadership style exerts a positive and influential upon employee performance (β = 0.485; p = 0.000) as well as upon work engagement (β = 0.361; p = 0.000). Moreover, work engagement has a positive and influential on employee performance (β = 0.511; p = 0.000). The mediational assessment further unveiled that work engagement significantly intermediates the nexus between transformational leadership style and employee performance (β = 0.184; p = 0.000). This research confirms that transformational leadership directly improves employee performance and work engagement, while work engagement also contributes strongly to performance improvement. In addition, work engagement is proven to be a significant mediator that bridges the influence of transformational leadership on employee performance.
Analysis of Leadership, Organizational Culture, Work Facilities, and Reward Systems on Employee Performance at PT Jumaku Berjaya Sentosa Siregar, Lismayana Eryanti; Hasibuan, Hasrul Azwar; Arifin, Daud
Jurnal Fokus Manajemen Vol 6 No 2 (2026): Mei
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i2.11068

Abstract

This study aimed to analyze the effects of leadership, organizational culture, work facilities, and reward systems on employee performance at PT Jumaku Berjaya Sentosa. The research was conducted in 2026 using a quantitative approach. All 46 employees were included as respondents through a saturated sampling technique, resulting in a sample size equal to the research population. The data used were primary quantitative data obtained directly from respondents through the distribution of structured questionnaires. Data processing and analysis were carried out using SPSS version 24.0 with multiple linear regression analysis methods. The results of the analysis indicated that leadership, organizational culture, work facilities, and reward systems had positive and significant effects on employee performance, both partially and simultaneously. The regression equation obtained in this study was Y = 1.125 + 0.166X₁ + 0.272X₂ + 0.318X₃ + 0.168X₄ + e. The partial test results (t-test) showed that each independent variable had a calculated t-value greater than the t-table value with a significance level below 0.05, indicating a significant effect on employee performance. Meanwhile, the simultaneous test results (F-test) showed that the calculated F-value was greater than the F-table value with a significance level of 0.000, meaning that all independent variables jointly had a significant effect on employee performance. The work facilities variable was the most dominant factor influencing employee performance, as indicated by the largest regression coefficient and t-value. Overall, leadership, organizational culture, work facilities, and reward systems contributed 94.7% to employee performance, with a very strong relationship level indicated by a correlation coefficient value of 0.975.
Co-Authors Arifin, Daud Hasrul Azwar Hasibuan M. Chaerul Rizky Sinaga, Elveria Melda