Transformational Leadership and Organizational Culture Impact on Government Employee Performance Mediated by Work Quality as an Intervening Factor

Abstract

Unclear task division often leads to less objective performance evaluation, leaving employees
uncertain about targets and reducing their motivation to achieve optimal results or improve
service quality. This study investigates the impact of transformational leadership and
organizational culture on employee performance, with work quality as a mediating variable, at
the Tiganderket Sub-district Office. A quantitative approach with path analysis was applied,
using data collected from 36 active employees through questionnaires. The findings reveal that
transformational leadership positively influences employee performance indirectly through work
quality, with a path coefficient of 0.290, T equal 2.846, p equal 0.004, indicating significant
mediation. Similarly, organizational culture shows a strong indirect effect on employee
performance via work quality, with a path coefficient of 0.440, T equal 4.290, and p less than
0.001. Furthermore, transformational leadership has a positive and highly significant effect on
work quality, confirming that improvements in performance are achieved through enhanced
work quality rather than direct influence. work quality thus functions as a full mediator between
transformational leadership and employee performance. In contrast, organizational culture
demonstrates both a very strong direct effect on employee performance and an indirect effect
mediated by work quality. Additionally, work quality itself significantly and positively impacts
employee performance.
Keywords: Dependent Variable, Independent Variable, Intervening, Effect Variable, Indicator
Impact, Human Resources