<![CDATA[Employee performance at Taman Nongsa Indah Village, Batam remained below the company target while training access was uneven across employee-tenure groups. This study examines the direct effects of training and work environment on employee performance and evaluates leadership as a mediating mechanism. A quantitative cross-sectional causal-associative design was applied to a census of all 60 employees, using a five-point Likert questionnaire and path analysis in IBM SPSS Statistics 26. Training (M = 4.25), work environment (M = 4.35), and employee performance (M = 4.28) were rated very good, while leadership (M = 4.16) was rated good. Training positively predicted performance (β = 0.213, p = 0.006) and leadership (β = 0.289, p = 0.001), while work environment predicted performance (β = 0.201, p = 0.022) and leadership (β = 0.273, p = 0.008). Leadership predicted performance (β = 0.328, p = 0.002) and partially mediated both relationships. Indirect effects were 0.0948 for training and 0.0895 for work environment, accounting for 30.80% and 30.82% of the respective total effects. The findings indicate that training and workplace resources are more likely to translate into performance when leadership provides coaching, coordination, and follow-through.]]>
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