How Transformational Leadership Enhances Employee Performance: The Mediating Effects of Motivation, Innovative Work Behavior, and Adhocracy Culture
DOI:
https://doi.org/10.22441/jurnal_mix.2026.v16i3.017Keywords:
Transformational Leadership, Employee Performance, Motivation, Innovative Work Behavior, Adhocracy CultureAbstract
Objectives: This study examines the relationship between transformational leadership and employee performance through three theoretically distinct parallel mediators: work motivation, innovative work behavior, and adhocracy culture.
Methodology: The study is described as a quantitative cross-sectional survey analyzed using partial least squares structural equation modeling (PLS-SEM), with 250 employee respondents. The organizational setting, sampling frame and procedure, eligibility criteria, data-collection dates and mode, missing-data treatment, informed-consent procedure, and bootstrap settings were not documented in the supplied manuscript and must be verified against the original study records.
Findings: The manuscript reports significant direct paths from transformational leadership to employee performance (β = 0.35), motivation (β = 0.82), innovative work behavior (β = 0.79), and adhocracy culture (β = 0.77), as well as significant paths from each mediator to employee performance. The reported indirect coefficients are 0.18, 0.22, and 0.19. These estimates are provisional because the supplied manuscript contains inconsistencies among path coefficients, correlations, and R² values. HTMT, VIF, f², Q², and bootstrapped confidence intervals were not available in the supplied file.
Conclusion: The proposed contribution is the simultaneous examination of psychological, behavioral, and organizational-context pathways in a parallel mediation model. The empirical conclusions should be finalized only after the original SmartPLS output and study-procedure records have been verified.
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