<![CDATA[This study examines the relationship between empowering leadership and employee adaptive performance by positioning psychological capital as the mediating mechanism among employees of the General Election Commission (KPU) at the provincial and regency/city levels across West Sumatra. This article is a revised, more parsimonious model derived from a broader study, retaining psychological capital as the sole mediator and setting aside employee agility. A quantitative survey approach was employed, involving 228 employees selected from 20 KPU work units throughout the province. Data were analyzed using Structural Equation Modeling–Partial Least Square (SEM-PLS). The results show that empowering leadership does not have a statistically significant direct effect on employee adaptive performance (β = 0.300; t = 1.872; p = 0.062). However, empowering leadership significantly and strongly influences psychological capital (β = 0.831; t = 17.709; p < 0.001), and psychological capital in turn significantly influences employee adaptive performance (β = 0.355; t = 2.172; p = 0.030). The specific indirect effect of empowering leadership on employee adaptive performance through psychological capital is significant (β = 0.295; t = 2.267; p = 0.024), indicating full (indirect-only) mediation. These findings suggest that empowering leadership improves KPU employees' adaptive performance primarily by strengthening their psychological resources rather than through a direct behavioral pathway.]]>
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