Main Article Content
Abstract
In the dynamic era of modern bureaucracy, improving employee performance is crucial. Public organizations, including the Regional People's Representative Council (DPRD) Secretariat in Banten Province, face the challenge of employee performance that remains below target. The main contributing factors include low work discipline, minimal training, and suboptimal leadership styles and change management. Transformational leadership and change management are believed to be able to increase organizational commitment, which has positive implications for employee performance. This study employed a quantitative approach with Partial Least Squares (PLS-SEM) analysis. The study population comprised all employees of the Regional People's Representative Council (DPRD) Secretariat in Banten Province, using the Hair et al. sampling technique, resulting in 195 respondents. The instrument was a questionnaire based on indicators of transformational leadership, change management, organizational commitment, and employee performance. Validity and reliability were tested using the outer and inner PLS models. The analysis showed that transformational leadership had a significant positive effect on organizational commitment and employee performance. Change management also significantly influenced both variables. Organizational commitment was shown to significantly mediate the relationship between the independent variables and employee performance. These findings prove that the combination of transformational leadership and effective change management can strengthen organizational commitment and drive optimal performance. This research contributes to the development of public sector HR management models and provides practical implications for strengthening adaptive and productive bureaucratic governance.
Keywords
Article Details
References
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do Adro, F. J. N., & Leitão, J. C. C. (2020). Leadership and organizational innovation in the third sector: A systematic literature review. International Journal of Innovation Studies, 4(2), 51–67. https://doi.org/10.1016/j.ijis.2020.04.001
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Goetz, N., & Wald, A. (2022). Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations. International Journal of Project Management, 40(3), 251–261. https://doi.org/10.1016/j.ijproman.2022.03.001
Guzmán, V. E., Muschard, B., Gerolamo, M., Kohl, H., & Rozenfeld, H. (2020). Characteristics and Skills of Leadership in the Context of Industry 4.0. Procedia Manufacturing, 43, 543–550. https://doi.org/10.1016/j.promfg.2020.02.167
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Haleem, A., Javaid, M., & Singh, R. P. (2024). Perspective of leadership 4.0 in the era of fourth industrial revolution_ A comprehensive view. Journal of Industrial Safety, 1(1), 100006. https://doi.org/10.1016/j.jinse.2024.100006
Heimann, A. L., Ingold, P. V., & Kleinmann, M. (2020). Tell us about your leadership style: A structured interview approach for assessing leadership behavior constructs. Leadership Quarterly, 31(4), 101364. https://doi.org/10.1016/j.leaqua.2019.101364
Hermanto, Y. B., Srimulyani, V. A., & Pitoyo, D. J. (2024). The mediating role of quality of work life and organizational commitment in the link between transformational leadership and organizational citizenship behavior. Heliyon, 10(6), e27664. https://doi.org/10.1016/j.heliyon.2024.e27664
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