PERAN KEPEMIMPINAN TRANFORMASIONAL YANG DIMEDIASI KOMPETENSI DAN KEPUASAN KERJA TERHADAP KINERJA PEGAWAI DI BIRO UMUM SEKRETARIAT DAERAH PROVINSI PAPUA BARAT DAYA

Muhammad  Ali; Vebby  Anwar; Wa Ode  Likewati

doi:10.34127/jrlab.v15i2.2308

Authors

Muhammad Ali Universitas Pendidikan Muhammadiyah Sorong
Vebby Anwar Universitas Pendidikan Muhammadiyah Sorong
Wa Ode Likewati Universitas Pendidikan Muhammadiyah Sorong

DOI:

https://doi.org/10.34127/jrlab.v15i2.2308

Keywords:

Transformational Leadership, Competence, Job Satisfaction, Employee Performance, Public Sector

Abstract

This study examines the effect of transformational leadership on employee performance by incorporating competence and job satisfaction as mediating mechanisms within the General Bureau of the Regional Secretariat of Southwest Papua Province. A quantitative survey design was employed, collecting Likert scale responses from 119 employees, and the proposed relationships were tested using path analysis in SPSS version 26 after establishing instrument adequacy and meeting key analytical assumptions. The findings indicate that transformational leadership is associated with stronger employee competence and higher job satisfaction. However, the direct effect of transformational leadership on performance is not sufficiently supported, suggesting that bureaucratic context and relational dynamics may constrain the translation of leadership behaviors into observable work outcomes. When competence and job satisfaction operate as mediators, both emerge as effective pathways through which transformational leadership contributes to performance by strengthening task related capability and fostering more positive work experiences. The implications highlight the need for competence development initiatives, job satisfaction management, and stronger merit based and accountable staffing practices, so leadership influence becomes more institutionalized and performance oriented. Research limitations include the cross-sectional design and reliance on perceptual measures. This study adds value by clarifying how mediation mechanisms function in a public sector setting within a newly established province, particularly under conditions where leadership does not translate into performance directly.

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