The Effect of Authentic Leadership and Work Engagement on Job Performance: Evidence from DKI Jakarta Provincial Government

Sri Ramadhani Asda, B. Medina Nilasari


Human Resources plays an important role in Government agencies. The Provincial Government of DKI Jakarta is trying to improve the knowledge and talents of employees with budget funds allocated for training, development, and significant improvements in both the administration and service fields to maximize the performance of Civil Servants.

Objective: This study aims to analyze the effect of authentic leadership and work engagement on job performance, and High Performance Human Resource (HPHR) practices as variables that mediate the relationship between authentic leadership and work engagement on job performance.

Methodology: The method used in this study is a quantitative method, using survey research with employees of the DKI Jakarta Provincial Government as the object of research. Data collection which was used is the cross-sectional method by distributing questionnaires. The research sample was selected using the purposive sampling method in order to obtain 205 respondents. The data analysis method used was Structural Equation Modeling (SEM) with AMOS 21 software. Results from the previous study were considered by adding work engagement variables in determining strategies to improve job performance.

Findings: The results of this study provide information on authentic leadership participation, it will improve job performance and HPHR Practices, as well as increase an employee's attachment to work, also the more HPHR Practices and job performance will increase in the organization.

Conclusion: Structuralists are expected to improve authentic leadership, especially from an internalized moral perspective, to produce ethical and transparent behavior. Civil servants need to increase work engagement, especially in the absorption aspect where employees need to concentrate fully when working in the office, develop deep interest, and willingness so that they feel bound to their work. To achieve this, a positive work environment is needed. As a result, employees feel comfortable, safe, and enthusiastic when working.


Authentic Leadership, High Performance Human Resource (HPHR) Practices, Job Performance, Work Engagement.

Full Text:



Aboramadan, M., Alolayyan, M. N., Turkmenoglu, M. A., Cicek, B., & Farao, C. (2021). Linking authentic leadership and management capability to public hospital performance: the role of work engagement. International Journal of Organizational Analysis, 29(5), 1350–1370.

Abugre, J. B., & Anlesinya, A. (2020). The Influence of Training Participation on Employee Performance and Employee Intention to Leave Manufacturing Firms in sub-Saharan Africa: A study of Ghana. The Pan-African Journal of Business Management, 4(1),124–142.

Adigüzel, Z., & Kuloglu, E. (2019). Examination of the Effects of Emotional Intelligence and Authentic Leadership on the Employees in the Organizations. International Journal of Organizational Leadership, 8(1), 13–30.

Aktar, A., & Pangil, F. (2018). Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement: Does black box stage exist? International Journal of Sociology and Social Policy, 38(7–8), 606–636.

Azevedo, M. C. de, Schlosser, F., & McPhee, D. (2021). Building organizational innovation through HRM, employee voice and engagement. Personnel Review, 50(2), 751–769.

Gill, C., & Caza, A. (2018). An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses. Journal of Management, 44(2), 530–554.

Guan, X., & Frenkel, S. (2018). How HR practice, work engagement and job crafting influence employee performance. Chinese Management Studies, 12(3), 591–607.

Hair, J. F., Anderson, R. E., & Black, W. C. (2014). Multivariate Data Analysis, Upper Saddle River, New Jersey: Prentice Hall Inc.

Habeeb, S. (2020). Assessment of behavior-based performance in banking and insurance sector. International Journal of Productivity and Performance Management, 69(7), 1345–1371.

Hassan, A., & Ahmed, F. (2011). Authentic leadership, trust and work engagement. World Academy of Science, Engineering and Technology, 80(8), 750–756.

Iles, P., Preece, D., & Chuai, X. (2010). Talent management as a management fashion in hrd: Towards aresearch agenda. Human Resource Development International, 13(2), 125–145.

Islam, T., Ahmad, R., Ahmed, I., & Ahmer, Z. (2019). Police work-family nexus, work engagement and turnover intention: Moderating role of person-job-fit. Policing, 42(5), 739–750.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294.

Jose, G., Nimmi, P. M., & Mampilly, S. R. (2021). It is not a case of “one size fits all”: the need for customized HRM practices for employee engagement. Development and Learning in Organizations, 35(6), 14–17.

Karam, E. P., Gardner, W. L., Gullifor, D. P., Tribble, L. L., & Li, M. (2017). Authentic leadership and high-performance human resource practices: Implications for work engagement. Research in Personnel and Human Resources Management, 35, 103–153.

Karatepe, O. M., & Avci, T. (2017). The effects of psychological capital and work engagement on nurses’ lateness attitude and turnover intentions.Journal of Management Development, 36(8), 1029–1039.

Khan, N. A., Hui, Z., Khan, A. N., & Soomro, M. A. (2021). Impact of women authentic leadership on their own mental wellbeing through ego depletion: moderating role of leader’s sense of belongingness. Engineering, Construction and Architectural Management, 19.

Lin, Y. (2021). A study on the relationship between project management competency, job performance and job motivation in e-commerce industry. Measuring Business Excellence, 25(1), 24–57.

Liu, Y., Fuller, B., Hester, K., Bennett, R. J., & Dickerson, M. S. (2018). Linking authentic leadership to subordinate behaviors. Leadership and Organization Development Journal, 39(2), 218–233.

Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R. (2016). Work engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees. International Journal of Contemporary Hospitality Management, 28(4),737–761.

Malik, N. (2018). Authentic leadership – an antecedent for contextual performance of Indian nurses. Personnel Review, 47(6), 1248–1264.

Malik, P., & Lenka, U. (2020). Identifying HRM practices for disabling destructive deviance among public sector employees using content analysis. International Journal of Organizational Analysis, 28(3), 719–744.

Manzoor, F., Wei, L., Bányai, T., Nurunnabi, M., & Subhan, Q. A. (2019). An examination of sustainable HRM practices on job performance: An application of training as a moderator. Sustainability (Switzerland), 11(8), 1–20.

Memon, M. A., Salleh, R., Mirza, M. Z., Cheah, J. H., Ting, H., Ahmad, M. S., & Tariq, A. (2021). Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention. International Journal of Manpower, 42(1), 21–50.

Nasurdin, M., A., Tan, C. L., & Naseer Khan, S. (2020). Can high performance work practices and satisfaction predict job performance?An examination of the Malaysian private health-care sector. International Journal of Quality and Service Sciences, 12(4), 521–540.

Morton, D. (2012). The Relationship Between Authentic Leadership and Employee Retention: Measuring the Perceived Level of Authentic Leadership and the Effect on Employee Retention.

Owens, B. P., Baker, W. E., Sumpter, D. M. D., & Cameron, K. S. (2016). Relational energy at work: Implications for job engagement and job performance. Journal of Applied Psychology, 101(1), 35–49.

Raza, S., Asim, M., Kanwal, R., Sarfraz, U., 5Khushtaba, & Zahra, M. (2017). The Relationship Between Hrm Practice, Workplace Communication and Job Performance of Service Industries Employees in Vehari, the Relationship Between Hrm Practice , Workplace Communication and Job Performance of Service Industries Employees in Vehari, International Journal of Information, Business and Management, 9(2), 126–144.

Ronda, L., Ollo-López, A., & Goñi-Legaz, S. (2016). Family-friendly practices, high- performance work practices and work–family balance: How do job satisfaction and working hours affect this relationship? Management Research, 14(1), 2–23.

Vallina, A., Pasamar, S., & Donate, M. J. (2021). Well-being in times of ill-being: how AMO HRM practices improve organizational citizenship behaviour through work-related well-being and service leadership. Employee Relations, 43(4), 911–935.

Sanda, A., & Arthur, N. A. D. (2017). Relational impact of authentic and transactional leadership styles on employee creativity: The role of work-related flow and climate for innovation. African Journal of Economic and Management Studies, 8(3), 274–295.

Sekaran, U., & Bougie, R. (2017). Research Methods for Business A Skill-Building Approach (Seventh ed).

Sekhar, C., Patwardhan, M., & Vyas, V. (2018). Linking Work Engagement to Job Performance Through Flexible Human Resource Management. Advances in Developing Human Resources, 20(1), 72–87.

Sugiyono. 2010. Metode Penelitian Pendidikan Pendekatan Kuantitatif, Kualitatif, DanR&D. Bandung: Alfabeta.

Wang, C. H., & Chen, H. T. (2020). Relationships among workplace incivility, work engagement and job performance. Journal of Hospitality and Tourism Insights, 3(4), 415–429.

Wang, Z., & Xie, Y. (2020). Authentic leadership and employees’ emotional labour in the hospitality industry. International Journal of Contemporary Hospitality Management, 32(2), 797–814.

Wei, F., Li, Y., Zhang, Y., & Liu, S. (2018). The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement. Journal of Business Ethics, 153(3), 763–773.

Wijaya, D. (2015). Pengaruh High Performance Human Resources Practices and Self Management Practices pada Kepuasan Kerja Karyawan (Studi pada Karyawan Hotel Sahid Raya Yogyakarta). Jurnal Bisnis & Manajemen, 9(2), 85–96.

Yuliantini, T., Arief, H., Hardini, R., & Nurjaya, N. (2019). Does Intrinsic Motivation, Physical Work Environment and Discipline Can Enhance Worker Performance. IOSR Journal of Business and Management (IOSR-JBM), 21(12), 25-30.

Zeb, A., Rehman, F. ur, Imran, M., Ali, M., & Almansoori, R. G. (2020). Authentic leadership traits, high-performance human resource practices and job performance in Pakistan. International Journal of Public Leadership, 16(3), 299–317.

Zhang, B., & Morris, J. L. (2014). High-performance work systems and organizational performance: Testing the mediation role of employee outcomes using evidence from PR China. International Journal of Human Resource Management, 25(1), 68–90.



  • There are currently no refbacks.

MIX: Jurnal Ilmiah Manajemen
Journal URL:
Journal DOI: 10.22441/jurnal_mix
P-ISSN: 2088-1231
E-ISSN: 2460-5328

Editor's Address:

Magister Management Department, Universitas Mercu Buana.
Tedja Buana Building 4th Floor.
Jl. Menteng Raya No. 29, Jakarta 10340.

The Journal is Indexed and Abstracting by:


Analytics Made Easy - StatCounter
View My Stats