The Influence of Transformational Leadership on Employee Performance Through Job Satisfaction in Employees at Kios Pasar Pagi Mangga Dua, Jakarta
DOI:
https://doi.org/10.59971/meta-journal.v3i6.503Keywords:
Transformational Leadership, Job Satisfaction, Employee Performance, PLS-SEM, Pasar Pagi Mangga DuaAbstract
This study aims to test the influence of Transformational Leadership on Employee Performance, either directly or through Job Satisfaction as a mediating variable, in fashion kiosk employees at Pasar Pagi Mangga Dua, Jakarta. The study used a quantitative approach with a questionnaire distributed through Google Form to 155 employees selected by simple random sampling from a population of 250 people; the sample size was determined by the Slovin formula at an error rate of 5%. Data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0.9.9. The results showed that all indicators were valid (outer loading 0.777–0.938) and all constructs were reliable (Cronbach's alpha and composite reliability > 0.96; AVE 0.780–0.795). Transformational Leadership had a positive and significant effect on Employee Performance (β = 0.415; t = 5.360) and Job Satisfaction (β = 0.767; t = 22.176); Job Satisfaction had a positive and significant effect on Employee Performance (β = 0.343; t = 4.461); and Job Satisfaction mediated the influence of Transformational Leadership on Employee Performance (β = 0.263; t = 4.609). Because the direct influence remained significant, mediation was partial. The model explains 58.8% variation in Job Satisfaction and 50.8% variation in Employee Performance (GoF = 0.657). These findings imply that kiosk owners need to implement leadership that motivates, is open, and attentive to the needs of employees while maintaining job satisfaction to improve performance.
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