<![CDATA[The leadership style adopted by head nurses is thought to influence nurse performance, either directly or through psychological states such as burnout and work motivation, although findings on whether these states truly mediate the leadership-performance link remain mixed. Purposethis study set out to examine how head nurses' transformational leadership affects nurse performance, treating burnout and work motivation as potential mediating variables. Method using a cross-sectional correlational design, this quantitative study applied path analysis to data from 50 purposively sampled staff nurses working in the inpatient units of RSU Sufina Azis. Four researcher-developed questionnaires were used to gather the data, which were then examined through Spearman correlation, multiple linear regression, and the Sobel test. Results most respondents rated transformational leadership as high (88.0%), while burnout and work motivation were largely moderate (76.0% and 82.0%, respectively), and nurse performance was predominantly high (82.0%). Leadership exerted a direct and significant effect on performance (rho = 0.414; p = 0.003; B = 0.606; p = 0.022). No significant link emerged between burnout and performance (p = 0.555), whereas work motivation was significantly related to it (B = 0.502; p = 0.011). A weak positive association was found between leadership and burnout (rho = 0.279; p = 0.050), with no significant link to motivation (p = 0.259). Neither burnout nor motivation qualified as a significant mediator based on the Sobel test (p = 0.574 and p = 0.295, respectively). Conclusion nurse performance is shaped directly by transformational leadership rather than through burnout or work motivation, with work motivation functioning as a separate, independent predictor. Rather than treating one as a driver]]>
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