<![CDATA[Nurses’ performance is essential for service quality and patient safety; however, inconsistent rewards, delayed corrective actions, limited professional development, and varying levels of engagement may constrain performance in private hospitals. This study examined the effects of transactional leadership and continuance organizational commitment on nurses’ performance, with work engagement as a mediating variable, at a Class B private hospital in Jakarta. A quantitative cross-sectional study was conducted from March to July 2026 among 119 nurses selected through purposive sampling from a population of 170 nurses. Data were collected using a four-point Likert-scale questionnaire and analyzed using descriptive statistics, confirmatory factor analysis, structural equation modeling (SEM) with AMOS, and Sobel tests. Transactional leadership, continuance organizational commitment, and work engagement collectively explained 67.7% of the variance in nurses’ performance. Transactional leadership positively affected work engagement (? = 0.434; p < 0.001) and nurses’ performance (? = 0.219; p = 0.004). Continuance organizational commitment demonstrated the strongest effects on work engagement (? = 0.642; p < 0.001) and nurses’ performance (? = 0.472; p < 0.001), while work engagement positively affected nurses’ performance (? = 0.353; p < 0.001). Work engagement partially mediated the relationships between transactional leadership and performance, as well as between continuance organizational commitment and performance. The findings demonstrate that integrated leadership practices, organizational commitment, and employee engagement strategies are essential for improving nurses’ performance.]]>
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