<![CDATA[Employee performance is a critical determinant of organizational effectiveness, particularly in public institutions responsible for disaster management. Previous studies have primarily focused on private-sector organizations and direct relationships among transformational leadership, work environment, and employee performance, leaving limited evidence on the mediating role of job satisfaction in disaster management agencies. This study addresses this gap by examining job satisfaction as a mediating mechanism within the BPBD DKI Jakarta context. This study used a quantitative design and questionnaire data from 100 employees, and analyzed the proposed model using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that transformational leadership, work environment, and job satisfaction each positively and significantly influence employee performance. In addition, transformational leadership and work environment significantly enhance job satisfaction, which in turn mediates their effects on employee performance. These mediation findings highlight that leadership development and supportive workplace conditions improve performance more effectively when they strengthen employee satisfaction. The study contributes to human resource management theory by reinforcing job satisfaction as a key psychological mechanism linking organizational practices to performance outcomes, while providing practical guidance for improving workforce effectiveness in public-sector disaster management organizations]]>
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