The Influence of Organizational Culture and Transformational Leadership on Employee Performance: Work Motivation as an Intervening Variable in Higher Education Staff
Abstract
This study aims to analyze the influence of organizational culture and transformational leadership on employee performance, with work motivation functioning as an intervening variable among higher education administrative staff. Using a quantitative approach with the Partial Least Squares Structural Equation Modeling technique, the analysis includes descriptive statistics, tests of convergent and discriminant validity, evaluation of composite reliability, and assessment of the structural model. All indicators meet the validity and reliability requirements, with loading values exceeding the threshold and composite reliability demonstrating strong consistency. The results indicate that organizational culture has a significant positive effect on employee performance, and transformational leadership also shows a substantial positive influence. Work motivation is found to meaningfully enhance employee performance, while organizational culture and transformational leadership both contribute significantly to strengthening work motivation. These findings confirm that work motivation partially mediates the relationship between organizational culture, transformational leadership, and employee performance. The study reinforces recent empirical evidence and provides practical implications for higher education institutions to improve employee performance by strengthening organizational culture, encouraging transformational leadership practices, and enhancing the motivation of administrative personnel.
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