Peran Employee Engagament dalam Memediasi Pengaruh Kepemimpinan Transaksional dan Transformasional terhadap Kinerja Pegawai pada Kantor Kesayahbandaraan dan Otoritas Pelabuhan Kelas III Kupang

LAAN, Teguh Iman (2024) Peran Employee Engagament dalam Memediasi Pengaruh Kepemimpinan Transaksional dan Transformasional terhadap Kinerja Pegawai pada Kantor Kesayahbandaraan dan Otoritas Pelabuhan Kelas III Kupang. Masters thesis, Universitas Katolik Widya Mandira.

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Abstract

Teguh Iman Laan (811231019) has conducted research entitled “The Role of Employee Engagement in Mediating the Influence of Transactional and Transformational Leadership on Employee Performance at the Kupang Class III Airport and Port Authority Office.” This thesis was supervised by Dr. Stanis Man, S.E., M.Si. as the first supervisor and Dr. Marius Masri Sadipun, S.E., M.Si. as the second supervisor. This study aims to (1) determine respondents' perceptions of transactional leadership, transformational leadership, employee engagement, and employee performance. (2) Analyze the effect of transactional leadership (X1) on employee performance (Y). (3) Analyze the effect of transformational leadership (X2) on employee performance (Y). (4) Analyze the effect of transactional leadership (X1) on employee engagement (Z). (5) Analyze the effect of transformational leadership (X2) on employee engagement (Z). (6) Analyze the effect of employee engagement (Z) on employee performance (Y). (7) Analyzing the role of employee engagement (Z) in mediating the influence of transactional leadership (X1) on employee performance (Y). (8) Analyzing the role of employee engagement (Z) in mediating the influence of transformational leadership (X2) on employee performance (Y). The research method used is a quantitative approach. Data collection techniques include questionnaires, interviews, documentation, and observation. Data analysis techniques used are descriptive statistical analysis and inferential statistical analysis using the Structural Equation Model-Partial Least Square (SEM-PLS) method, which is operated using the Smart PLS program. The results of the study indicate that transactional leadership has a significant effect on employee performance, transformational leadership has a significant effect on employee performance, transactional leadership has a significant effect on employee engagement, transformational leadership has a significant effect on employee engagement, and employee engagement has a significant effect on employee performance. In addition, employee engagement mediates the effect of transactional leadership on employee performance and mediates the effect of transformational leadership on employee performance. In conclusion, respondents' perceptions of employee performance variables were in the good category with an average score of 72.37%. The employee engagement variable was in the good category with an average score of 82.52%. Transactional leadership is in the fairly good category with an average score of 54.85%, while different results were obtained for the transformational leadership variable, which is in the good category with a score of 81.23%. These findings indicate that transformational leadership is more effective in encouraging employee engagement and performance than transactional leadership. Therefore, organizations are advised to enhance the application of transformational leadership while improving transactional leadership mechanisms so that employee performance can improve continuously. x

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