Job Satisfaction as a Mediator Between Leadership Style, Work Motivation, and Employee Performance
DOI: https://doi.org/10.70184/hb2kkq86
Leadership Style;, Work Motivation;, Job Satisfaction;, Employee Performance;, Public Sector.
Abstract
Purpose: This study examines the direct effects of leadership style and work motivation on employee performance and the mediating role of job satisfaction among employees of the Government of Sidenreng Rappang Regency, Indonesia.
Research Method: A quantitative explanatory design with a cross-sectional survey was employed. Data were collected from 279 employees selected through proportional random sampling from a population of 1,396 employees using a five-point Likert-scale questionnaire. Structural Equation Modeling (SEM) with AMOS was applied, including Confirmatory Factor Analysis (CFA), model fit assessment, and hypothesis testing.
Results and Discussion: Leadership style and work motivation significantly and positively affect job satisfaction and employee performance. Job satisfaction significantly improves employee performance and mediates the effects of leadership style and work motivation on employee performance. These findings demonstrate that leadership and motivation enhance performance both directly and through increased job satisfaction.
Implications: Government institutions should strengthen participative leadership, employee motivation, and satisfaction-oriented human resource practices to improve employee performance. Future studies should examine additional organizational and contextual factors across broader public-sector settings.
Originality: This study provides empirical evidence on the simultaneous effects of leadership style and work motivation on employee performance through job satisfaction within a local government context, extending the application of organizational behavior frameworks to Indonesian public-sector institutions.
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