The Role of Emotional Intelligence Leadership, Organizational Justice, and Knowledge Sharing on Job Performance through Work Engagement as a Mediating Variable

Research Aims: This study aims to examine the effects of Emotional Intelligence Leadership, Organizational Justice, and Knowledge Sharing on Job Performance through Work Engagement among healthcare professionals in hospitals in Surabaya. Design/methodology/approach: This study employed a quantitative explanatory research design using a survey of 200 healthcare professionals working in hospitals in Surabaya. Data were analyzed using SmartPLS 4.0 with the Structural Equation Modeling–Partial Least Squares (SEM-PLS) approach to assess the measurement model, structural model, and the mediating role of Work Engagement. Research Findings: The findings reveal that Organizational Justice has the strongest positive direct effect on Job Performance. Emotional Intelligence Leadership, Organizational Justice, and Knowledge Sharing significantly enhance Work Engagement, whereas Emotional Intelligence Leadership and Knowledge Sharing do not directly influence Job Performance. Work Engagement significantly improves Job Performance and fully mediates the relationships between Emotional Intelligence Leadership and Job Performance as well as between Knowledge Sharing and Job Performance, while partially mediating the relationship between Organizational Justice and Job Performance. Theoretical Contribution/Originality: This study extends the Job Demands–Resources (JD-R) Theory by confirming Work Engagement as a critical motivational mechanism linking organizational resources with Job Performance in the healthcare sector. The findings highlight Organizational Justice as the most influential organizational resource while emphasizing the strategic roles of emotionally intelligent leadership and knowledge-sharing practices in strengthening employee engagement and improving healthcare performance.