Jepriyadi Jepriyadi (1), M. Oktavianur (2)
General Background: Employee performance is essential for supporting effective public-sector organizations and achieving organizational goals. Specific Background: Employee performance at the Regional Finance and Asset Agency of Mesuji Regency is associated with transformational leadership and organizational commitment. Knowledge Gap: Although both factors have been widely discussed, their simultaneous relationship with employee performance in the context of regional financial and asset management remains important to examine. Aims: This study examines the effects of transformational leadership and organizational commitment on employee performance at the Regional Finance and Asset Agency of Mesuji Regency. Results: Using data from 42 respondents and quantitative analysis with SPSS, transformational leadership had a positive and significant effect on employee performance (t = 2.568, p = 0.014), while organizational commitment also had a positive and significant effect (t = 6.167, p < 0.001). The model explained 86.2% of the variation in employee performance. Novelty: This study simultaneously examines transformational leadership and organizational commitment as determinants of employee performance within a regional government financial and asset management agency. Implications: Strengthening transformational leadership and organizational commitment can support employee responsibility, productivity, and performance in public-sector organizations.
Highlight:
Keywords: Leadership, Motivation, Performance
[1] S. Masdar, S. Asmorowati, and J. Irianto, Manajemen Sumber Daya Manusia Berbasis Kompetensi untuk Pelayanan Publik. Surabaya, Indonesia: Airlangga University Press, 2009. [Online]. Available: https://books.google.com/books/about/Manajemen_Sumber_Daya_Manusia_Berbasis_K.html?id=YBrIDwAAQBAJ
[2] D. G. S. A. Yadnya, Berbagai Faktor Bagi Peningkatan Kinerja Pegawai. Palu, Indonesia: CV Feniks Muda Sejahtera, 2022. [Online]. Available: https://books.google.com/books?id=cnFrEAAAQBAJ
[3] J. Yao, X. Qiu, L. Yang, and X. Han, “The relationship between organizational commitment and employee performance: The mediating role of employee engagement,” Frontiers in Psychology, vol. 13, Art. no. 901560, 2022, doi: 10.3389/fpsyg.2022.901560.
[4] M. Shaleh and S. P. Firman, Komitmen Organisasi terhadap Kinerja Pegawai. Sulawesi Selatan, Indonesia: Penerbit Aksara Timur, 2018.
[5] Y. Aulia, “Kontribusi kepemimpinan dalam meningkatkan komitmen organisasi pegawai,” Jurnal Niara, vol. 17, no. 3, pp. 181–191, 2025, doi: 10.31849/niara.v17i3.25513.
[6] E. N. Salsabila, N. F. R. Putri, and M. A. Wildan, “Peran kepemimpinan transformasional dalam pengembangan sumber daya manusia,” J-CEKI: Jurnal Cendekia Ilmiah, vol. 4, no. 1, pp. 727–739, 2024, doi: 10.56799/jceki.v4i1.6392.
[7] A. Ahmad, S. N. A. Ambad, S. J. A. N. Mohd, and N. Lajuni, “The effect of transformational leadership on employees' performance in Malaysia's public sector,” International Journal of Academic Research in Business and Social Sciences, vol. 10, no. 11, pp. 151–165, 2020, doi: 10.6007/IJARBSS/v10-i11/8363.
[8] R. M. Yusuf and D. Syarif, Komitmen Organisasi. Jakarta, Indonesia: Nas Media Pustaka, 2018.
[9] A. Pancasila, Ramadhi, and Z. Ramdani, “Effect of organization commitment, work motivation and work discipline on employee performance (Study at PT. PLN (Persero) P3b Sumatera UPT Padang),” International Journal of Educational Management and Innovation, vol. 2, no. 1, 2021, doi: 10.12928/ijemi.v2i1.3183.
[10] B. S. Wicaksono, F. H. Hasanatina, and S. Fitria, “Paternalistic leadership and employee performance: The mediating effect of employee engagement (Empirical study at a regional office of an Indonesian state-owned logistics company),” Jurnal Studi Manajemen Organisasi, vol. 22, no. 2, pp. 267–280, 2025, doi: 10.14710/jsmo.v22i2.79939.
[11] M. Shaleh and S. P. Firman, Komitmen Organisasi terhadap Kinerja Pegawai. Sulawesi Selatan, Indonesia: Penerbit Aksara Timur, 2018.
[12] N. Ghoniyah, “Peningkatan kinerja karyawan melalui kepemimpinan, lingkungan kerja dan komitmen,” JDM (Jurnal Dinamika Manajemen), vol. 2, no. 2, 2011, doi: 10.15294/jdm.v2i2.2476.
[13] R. Cropanzano and M. S. Mitchell, “Social exchange theory: An interdisciplinary review,” Journal of Management, vol. 31, no. 6, pp. 874–900, 2005, doi: 10.1177/0149206305279602.
[14] R. Eisenberger, S. Armeli, B. Rexwinkel, P. D. Lynch, and L. Rhoades, “Reciprocation of perceived organizational support,” Journal of Applied Psychology, vol. 86, no. 1, pp. 42–51, 2001, doi: 10.1037/0021-9010.86.1.42.
[15] L. Rhoades, R. Eisenberger, and S. Armeli, “Affective commitment to the organization: The contribution of perceived organizational support,” Journal of Applied Psychology, vol. 86, no. 5, pp. 825–836, 2001, doi: 10.1037/0021-9010.86.5.825.
[16] J. Barney, “Firm resources and sustained competitive advantage,” Journal of Management, vol. 17, no. 1, pp. 99–120, 1991, doi: 10.1177/014920639101700108.
[17] J. E. Hoch, W. H. Bommer, J. H. Dulebohn, and D. Wu, “Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis,” Journal of Management, vol. 44, no. 2, pp. 501–529, 2018, doi: 10.1177/0149206316665461.
[18] B. Afsar, M. Masood, and W. A. Umrani, “The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior,” Personnel Review, vol. 48, no. 5, pp. 1186–1208, 2019, doi: 10.1108/PR-04-2018-0133.
[19] R. Mwesigwa, I. Tusiime, and B. Ssekiziyivu, “Leadership styles, job satisfaction and organizational commitment among academic staff in public universities,” Journal of Management Development, vol. 39, no. 2, pp. 253–268, 2020, doi: 10.1108/JMD-02-2018-0055.
[20] P. M. Blau, Exchange and Power in Social Life. New York, NY, USA: John Wiley & Sons, 1964. [Online]. Available: https://www.researchgate.net/publication/328078082_Blau_1964_Exchange_and_Power_in_Social_Life
[21] J. P. Meyer and N. J. Allen, Commitment in the Workplace: Theory, Research, and Application. Thousand Oaks, CA, USA: Sage Publications, 1997. [Online]. Available: https://www.scirp.org/reference/referencespapers?referenceid=2836980
[22] J. P. Meyer, D. J. Stanley, L. Herscovitch, and L. Topolnytsky, “Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences,” Journal of Vocational Behavior, vol. 61, no. 1, pp. 20–52, 2002, doi: 10.1006/jvbe.2001.1842.
[23] M. Riketta, “Attitudinal organizational commitment and job performance: A meta-analysis,” Journal of Organizational Behavior, vol. 23, no. 3, pp. 257–266, 2002, doi: 10.1002/job.141.
[24] R. T. Mowday, L. W. Porter, and R. M. Steers, Employee–Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. New York, NY, USA: Academic Press, 2013. [Online]. Available: https://www.scirp.org/reference/referencespapers?referenceid=3949659
[25] J. Yao, X. Qiu, L. Yang, and X. Han, “The relationship between organizational commitment and employee performance: The mediating role of employee engagement,” Frontiers in Psychology, vol. 13, Art. no. 901560, 2022, doi: 10.3389/fpsyg.2022.901560.
[26] B. M. Bass and B. J. Avolio, Eds., Improving Organizational Effectiveness Through Transformational Leadership. California, USA: Sage Publications, 1994. [Online]. Available: https://books.google.com/books?id=_z3_BOVYK-IC
[27] L. Koopmans, C. M. Bernaards, V. H. Hildebrandt, W. B. Schaufeli, H. C. W. de Vet, and A. J. van der Beek, “Conceptual frameworks of individual work performance: A systematic review,” Journal of Occupational and Environmental Medicine, vol. 53, no. 8, pp. 856–866, 2011, doi: 10.1097/JOM.0b013e318226a763.
[28] S. P. Robbins and T. A. Judge, Organizational Behavior, 19th ed. Harlow, U.K.: Pearson Education Limited, 2022. [Online]. Available: https://books.google.co.id/books/about/Organizational_Behavior.html?hl=id&id=X1WnzgEACAAJ&redir_esc=y
[29] S. J. Manurung and P. M. Desiana, “The influence of transformational leadership on job performance mediated by affective commitment, work engagement, and self-efficacy (Case study: Government Procurement Unit),” Indonesian Interdisciplinary Journal of Sharia Economics, vol. 8, no. 2, 2025, doi: 10.31538/iijse.v8i2.6104.
[30] R. C. de S. Duwiri, P. N. S. Yasa, and I. B. U. Putra, “The role of organizational commitment in mediating the influence of transformational leadership and work discipline on employee performance,” International Journal of Environmental, Sustainability, and Social Science, vol. 6, no. 4, 2025, doi: 10.38142/ijesss.v6i4.1440.
[31] A. Ahmad, S. N. A. Ambad, S. J. A. N. Mohd, and N. Lajuni, “The effect of transformational leadership on employees' performance in Malaysia's public sector,” International Journal of Academic Research in Business and Social Sciences, vol. 10, no. 11, pp. 1396–1407, 2020, doi: 10.6007/IJARBSS/v10-i11/8363.
[32] J. Yao, X. Qiu, L. Yang, and X. Han, “The relationship between organizational commitment and employee performance: The mediating role of employee engagement,” Frontiers in Psychology, vol. 13, Art. no. 901560, 2022, doi: 10.3389/fpsyg.2022.901560.
[33] E. E. Limanta, “The effect of transformational leadership and organizational commitment on employee performance through organizational behavior as intervening variables,” JENIUS (Jurnal Ilmiah Manajemen Sumber Daya Manusia), vol. 6, no. 3, 2023, doi: 10.32493/JJSDM.v6i3.29913.
[34] R. Mwesigwa, I. Tusiime, and B. Ssekiziyivu, “Leadership styles, job satisfaction and organizational commitment among academic staff in public universities,” Journal of Management Development, vol. 39, no. 2, pp. 253–268, 2020, doi: 10.1108/JMD-02-2018-0055.
[35] B. Afsar, M. Masood, and W. A. Umrani, “The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior,” Personnel Review, vol. 48, no. 5, pp. 1186–1208, 2019, doi: 10.1108/PR-04-2018-0133.