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Agus Supandi Soegoto
Fakultas Ekonomi dan Bisnis Universitas Sam Ratulangi Manado
Decision Sciences, Operations Research & Management

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The Influence of Transformational Leadership on Employee Performance Through Job Satisfaction as an Intervening Variable at the Environmental Office of Sorong Regency, Southwest Papua Province Roberthair Suripatty; Naomi Ormak; Jullie J. Sondakh; Hendra N. Tawas; Agus Supandi Soegoto; Hizkia Hendrik David Tasik
Maneggio Vol. 2 No. 6 (2025): DECEMBER-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/jc7a3p43

Abstract

This study aims to analyze the influence of transformational leadership on employee performance with job satisfaction as an intervening variable at the Environmental Agency of Sorong Regency, Southwest Papua. A quantitative approach was used with a census technique involving 47 employees, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS. The results of the study indicate that transformational leadership has a positive and significant effect on job satisfaction (β = 0.612; p < 0.001) and employee performance (β = 0.397; p < 0.001). Job satisfaction also has a significant effect on employee performance (β = 0.458; p < 0.001) and partially mediates the relationship between transformational leadership and employee performance (β = 0.281; p = 0.002). The coefficient of determination shows that 67.4% of the variation in employee performance can be explained by transformational leadership and job satisfaction (R² = 0.674). These findings confirm the importance of transformational leadership practices that can enhance job satisfaction as a psychological mechanism in driving the performance of public sector personnel, particularly in the field of environmental management.  
The Effect of Organizational Culture on Employee Retention Through Affective Commitment as an Intervening Variable in The Cooperative, Small and Medium Enterprises, Industry, and Trade Office of Southwest Papua Province Darmawaty Syam; Winarsih Winarsih; Jullie J. Sondakh; Hendra N. Tawas; Agus Supandi Soegoto; Hizkia Hendrik David Tasik
Maneggio Vol. 2 No. 6 (2025): DECEMBER-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/b45b5k80

Abstract

This study aims to examine the effect of organizational culture on employee retention with affective commitment as an intervening variable at the Office of Cooperatives, Small and Medium Enterprises, Industry, and Trade of Southwest Papua Province. A quantitative approach was employed using a census method involving 87 employees, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS software. The results indicate that organizational culture has a positive and significant effect on affective commitment and employee retention. Furthermore, affective commitment is proven to partially mediate the relationship between organizational culture and employee retention. These findings suggest that employees’ emotional attachment serves as a key psychological mechanism linking the internalization of organizational cultural values to retention decisions. From a theoretical perspective, this study contributes to public human resource management literature by empirically validating the mediating role of affective commitment within newly established autonomous regional governments. Practically, the findings offer policy-relevant insights for local governments by demonstrating that strengthening organizational culture and emotional attachment can function as effective non-financial human resource management strategies to enhance employee retention and workforce stability in transitional public sector institutions.
Co-Authors Darmawaty Syam Hendra N. Tawas Hizkia Hendrik David Tasik Jullie J. Sondakh Naomi Ormak Roberthair Suripatty Winarsih Winarsih