Transformational leadership and work-life balance impact performance via job satisfaction at PT Virama Karya  Branch Kalimantan

Ikke Nurjannah; Nova Mardiana; Zainnur M. Rusdi

doi:10.63922/ijebir.v4i04.2089

Ikke Nurjannah Faculty of Economics and Business, University of Lampung, Indonesia
Nova Mardiana Faculty of Economics and Business, University of Lampung, Indonesia
Zainnur M. Rusdi Faculty of Economics and Business, University of Lampung, Indonesia

DOI: https://doi.org/10.63922/ijebir.v4i04.2089

Keywords: Transformational Leadership, Work-Life Balance, Job Satisfaction, Employee Performance, State-Owned Enterprises

Abstract

This study aims to examine the influence of transformational leadership and work-life balance on employee performance through the mediating role of job satisfaction. While previous studies have highlighted the importance of these variables individually, their integrated effect remains underexplored in state-owned enterprise contexts. Using a quantitative approach, data were collected from 120 employees of PT Virama Karya Branch Kalimantan through a saturated sampling method. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. The results show that transformational leadership and work-life balance both have significant positive effects on job satisfaction. Job satisfaction, in turn, significantly enhances employee performance and mediates the relationships between both independent variables and performance. However, transformational leadership and work-life balance do not directly affect performance without the mediation of job satisfaction. These findings confirm the mediating mechanism of job satisfaction in shaping employee outcomes. This study contributes to the body of knowledge by confirming the central role of job satisfaction in performance enhancement and provides practical insights for improving HR strategies in state-owned technical service firms.

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