Determinants of Civil Servant Performance: Empirical Evidenceon Transformational Leadership and Organizational Climate from Indonesia
DOI:
https://doi.org/10.52627/managere.v8i3.2152Keywords:
Transformational Leadership, Organizational Climate , Employee Performance , Public Archival InstitutionsAbstract
This study examines the associations between transformational leadership, organizational climate, and employee performance at the Purwakarta Regency Archives and Library Office. A quantitative cross-sectional survey was conducted involving all 85 employees using saturated sampling. Data were collected through questionnaires and analyzed using descriptive statistics, regression diagnostics, and multiple linear regression. The results indicate that transformational leadership was rated moderate, with individualized consideration receiving the lowest dimension score. Organizational climate was rated good, with commitment recording the highest score and standards the lowest. Employee performance was also rated good, although effectiveness received the lowest dimension score. Transformational leadership was positively associated with employee performance (β = 0.258, p = 0.013), while organizational climate demonstrated a stronger positive association (β = 0.533, p < 0.001). Both predictors simultaneously produced a significant regression model (F(2, 82) = 47.479, p < 0.001). The findings suggest that, in this institutional context, organizational climate is a stronger predictor of employee performance than transformational leadership. The findings imply the importance of establishing clear performance standards, strengthening supportive organizational climates, providing individualized mentoring, and developing transformational leadership practices to enhance teachers’ and education personnel’s performance. However, the single-institution cross-sectional design limits causal interpretation and generalizability.
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