Leadership, Workplace Culture, and Employee Performance: The Mediating Role of Job Satisfaction in Muslim Women-Owned Businesses

  • Dyah Supriatin Universitas Perwira Purbalingga
  • Agustin Riyan Pratiwi Universitas Perwira Purbalingga
  • Lindawati Sipahutar Universitas Perwira Purbalingga
  • Kiki widiasari Universitas Perwira Purbalingga
Keywords: Employee Performance, Job Satisfaction, Leadership, Muslimah Entrepreneur, Workplace Culture

Abstract

To enhance business productivity and competitiveness, Muslim female entrepreneurs in Purbalingga Regency need to address challenges in human resource management. Adopting the perspective of workplace happiness, this quantitative study examines the influence of work culture and leadership on employee performance. Data were collected via questionnaires and analyzed using the SEM-PLS method (SmartPLS 4). The findings reveal that work culture (0.530; p=0.000) and leadership (0.358; p=0.000) significantly influence increased job satisfaction. However, employee performance is not significantly influenced by corporate culture (0.110; p=0.369) or leadership (-0.041; p=0.694). Conversely, workplace happiness acts as a comprehensive mediator, significantly improving employee performance (0.504; p=0.000). The research model explains 31.8% of the variation in employee performance (R² = 0.318) and 68.5% of the variation in job satisfaction (R² = 0.685). In conclusion, leadership and work culture do not automatically boost employee performance; rather, job satisfaction serves as a necessary bridge. Muslim female entrepreneurs are advised to prioritize enhancing staff job satisfaction by adopting trustworthy leadership approaches and fostering a supportive Islamic work culture.

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Published
2026-10-02
How to Cite
Supriatin, D., Pratiwi, A. R., Sipahutar, L., & widiasari, K. (2026). Leadership, Workplace Culture, and Employee Performance: The Mediating Role of Job Satisfaction in Muslim Women-Owned Businesses. International Journal of Education, Vocational and Social Science , 5(04), 2397-2414. https://doi.org/10.63922/ijevss.v5i04.6750