The Effect of Transformational Leadership and Psychological Contract on Employee Engagement with Employee Satisfaction as A Mediating Variable on Employees of The DPRD Secretariat in West Sumatra Province

The problems encountered are that employees rarely come to the office, come to the office only for assignments or outside services, many employees are facilitated by members of the board so that orders from the leadership are often ignored, employees go to the office only physically but there is no work that can be completed, there are several employees who are not happy with work but still cover up their dislike of their work and there are some employees who are less responsible for the tasks assigned. This type of research is explanatory research. In this study the population in question is all secretariat employees of the DPRD West Sumatra Province, totaling 300 people. In this research, the method used in determining the number of samples refers to the formula proposed by Roscoe, so the researchers determined 300 respondents. Transformational leadership has a positive and significant effect on employee satisfaction. This is indicated by a highly significant p-value, CR = 7.006 > 1.96, and a positive path coefficient of 0.298. Psychological engagement has a positive and significant effect on employee satisfaction, as indicated by a highly significant p-value, CR = 4.933 > 1.96, and a positive path coefficient of 0.433. Transformational leadership has a positive and significant effect on employee engagement. This is indicated by a highly significant p-value, CR = 3.312 > 1.96, and a positive path coefficient of 0.215. Psychological engagement has a positive and significant effect on employee engagement, as shown by a highly significant p-value, CR = 4.918 > 1.96, and a positive path coefficient of 0.307. Employee satisfaction has a positive and significant impact on employee engagement, as shown by a highly significant p-value, CR = 4.342 > 1.96, and a positive path coefficient of 0.288.