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Employee performance as mediated by organisational commitment between transactional leadership and role ambiguity

Author

Listed:
  • Mochamat Arif Andriansyah

    (Univesity of Brawijaya)

  • Achmad Sudiro

    (Univesity of Brawijaya)

  • Himmiyatul Amanah Jiwa Juwita

    (Univesity of Brawijaya)

Abstract

This study examines and analyzes the effect of transactional leadership and role ambiguity on employee performance as mediated by organizational commitment. This study uses a quantitative approach. The population in this study was full employs at the Pabrik gula Ngadirejo factory. Technique sampling using proportionate random sampling. Questionnaires were distributed to Ngadiredjo Sugar Factory Kediri employees, with 125 respondents. The data analysis technique uses SEM analysis and analysis tools with the help of Partial Least Square (PLS). This study showed that transactional leadership and role ambiguity do not significantly affect employee performance. However, transactional leadership and role ambiguity significantly affect organizational commitment. Organizational commitment also has a significant effect on employee performance. Organizational commitment can mediate the effect of transactional leadership and role ambiguity on employee performance. The results of this study suggest that the sugar factory company continues to increase organizational commitment and make employees feel comfortable because the more robust sense of commitment to the organization will improve employee performance. Key Words: Transactional Leadership, Role Ambiguity, Organizational Commitment, And Employee Performance.

Suggested Citation

  • Mochamat Arif Andriansyah & Achmad Sudiro & Himmiyatul Amanah Jiwa Juwita, 2023. "Employee performance as mediated by organisational commitment between transactional leadership and role ambiguity," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 12(5), pages 139-150, July.
    • Handle: RePEc:rbs:ijbrss:v:12:y:2023:i:5:p:139-150
    DOI: 10.20525/ijrbs.v12i5.2669
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