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Mediating affective organizational commitment and job satisfaction at SMEs family: the effect of transformational leadership style on employee performance

Author

Listed:
  • Rizky Mardian Evitasari

    (Univesity of Brawijaya)

  • Armanu Thoyib

    (Univesity of Brawijaya)

  • Rofiaty

    (Univesity of Brawijaya)

Abstract

This study examines the effects of transformational leadership, affective organizational commitment, and job satisfaction on employee performance. This study employs explanatory research with a quantitative approach. The population in this study consisted of all employees who had worked for a civil consulting partnership company for more than one year, for a total of 1008 employees. Purposive sampling was used in this study. The study used 285 samples. Surveys and documentation were used to collect data, and the instrument was tested using a Likert scale. The data were analyzed using structural equation modeling (SEM-PLS). The results of this study indicate that transformational leadership, job satisfaction, and organizational commitment can all improve employee performance. Additionally, transformational leadership can directly boost organizational commitment and job satisfaction. Job satisfaction and organizational commitment can also improve employee performance. The findings of this study suggest that managers and business owners with family businesses in civil consulting services can increase transformational leadership to improve employee performance. Key Words:Transformational Leadership, Organizational Commitment, Job Satisfaction, Employee Performance

Suggested Citation

  • Rizky Mardian Evitasari & Armanu Thoyib & Rofiaty, 2023. "Mediating affective organizational commitment and job satisfaction at SMEs family: the effect of transformational leadership style on employee performance," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 12(4), pages 143-153, June.
    • Handle: RePEc:rbs:ijbrss:v:12:y:2023:i:4:p:143-153
    DOI: 10.20525/ijrbs.v12i4.2624
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