Abstract : This study is grounded in Transformational Leadership Theory and Social Exchange Theory, which explain that leadership behaviors influence employee performance through reciprocal relationships and motivational mechanisms. The research aims to examine the effect of transformational leadership on civil servant performance, both directly and indirectly through work motivation, within the Department of Public Works and Spatial Planning and the Department of Housing, Settlement Areas and Land Affairs of Dharmasraya Regency. A quantitative explanatory design with a cross sectional approach was employed. The population consisted of 56 civil servants, and a census technique was applied to include all respondents. Data were collected using structured questionnaires measured on a five point Likert scale and analyzed using Structural Equation Modeling based on Partial Least Squares. The results indicate that transformational leadership has a positive and significant direct effect on civil servant performance and a positive and significant effect on work motivation. Work motivation also significantly influences performance and mediates the relationship between transformational leadership and performance through complementary mediation. The coefficient of determination shows moderate explanatory power, while predictive relevance values confirm adequate model prediction. Furthermore, transformational leadership is validated as a second order construct formed by inspiration, admiration, and empowerment, with inspiration demonstrating the strongest contribution. The novelty of this study lies in modeling transformational leadership as a higher order construct and explaining its dual pathway mechanism in improving performance within regional public sector institutions.
Asep et al. (Fri,) studied this question.