8 © 2024 by the author; licensee Asian Online Journal Publishing Group Asian Journal of Social Sciences and Management Studies Vol. 11, No. 1, 8-14, 2024 ISSN(E) 2313-7401/ ISSN(P) 2518-0096 DOI: 10.20448/ajssms.v11i1.5322 © 2024 by the author; licensee Asian Online Journal Publishing Group SME’s leadership in improving performance Dorothea Wahyu Ariani Management Department, Economics Faculty of Universitas Mercu Buana Yogyakarta, Indonesia. Email: dwariani@gmail.com Abstract The discussions about leadership and performance never end. Successful leadership (LD) is a causal factor in good individual performance (IP). However, how it affects still requires a lot of proof. This research examined the influence of LD on IP both directly and mediated by individual internal variables. This research examined the mediating variables of the influence of LD on IP. The research was conducted on 416 employees of small and medium enterprises (SMEs) in Yogyakarta, Indonesia using a questionnaire whose validity and reliability were tested. Once the data meets the requirements of the multiple linear regression test, the multiple linear regression (MLR) method was carried out to test the direct influence of LD, motivation (MT) and job satisfaction (JS) on IP. Structural equation modeling (SEM) with a two-step approach was used to test the mediation model. Increased IP is not immediately caused by LD. However, leaders can increase MT and JS directly. MT consistently improves IP, but JS has no effect on IP. The results of this study strengthen the results of previous research that the influence of LD on IP is mediated by MT and JS. A discussion of the results of this research is presented after the presentation of the analysis of the research results. Keywords: Individual performance, Job satisfaction, Leadership, Motivation. Citation | Ariani, D. W. (2024). SME’s leadership in improving performance. Asian Journal of Social Sciences and Management Studies, 11(1), 8–14. 10.20448/ajssms.v11i1.5322 History: Received: 2 November 2023 Revised: 22 November 2023 Accepted: 5 January 2024 Published: 15 January 2024 Licensed: This work is licensed under a Creative Commons Attribution 4.0 License Publisher: Asian Online Journal Publishing Group Funding: This study received no specific financial support. Institutional Review Board Statement: The Ethical Committee of the Peratutran Lembaga Ilmu Pengetahuan, Indonesia has granted approval for this study. Transparency: The author confirms that the manuscript is honest, truthful, and transparent, that no key aspects of the investigation have been omitted, and that any differences from the study as planned have been clarified. This study followed all writing ethics. Competing Interests: The author declares that there are no conflicts of interests regarding the publication of this paper. Contents 1. Introduction ......................................................................................................................................................................................... 9 2. Theoretical Review and Hypotheses Formulation ....................................................................................................................... 9 3. Methods ............................................................................................................................................................................................. 10 4. Results ................................................................................................................................................................................................ 10 5. Discussion .......................................................................................................................................................................................... 12 6. Conclusion ......................................................................................................................................................................................... 12 References .............................................................................................................................................................................................. 12 mailto:dwariani@gmail.com https://creativecommons.org/licenses/by/4.0/ https://creativecommons.org/licenses/by/4.0/ https://www.doi.org/10.20448/ajssms.v11i1.5322 https://orcid.org/0000-0003-2148-3833 Asian Journal of Social Sciences and Management Studies, 2024, 11(1): 8-14 9 © 2024 by the author; licensee Asian Online Journal Publishing Group Contribution of this paper to the literature The results of this research further confirm that leadership cannot directly improve the performance of its employees. There are several variables that can mediate this influence. This research examines employee motivation and job satisfaction as mediating variables. 1. Introduction Individual performance is the most important variable to achieve because it contributes to team and organizational performance (Carpini, Parker, & Griffin, 2017). Achieving this performance cannot be separated from the role of the leader, because leaders are able to motivate their employees (Ng, 2017). Several researchers found that leaders have a direct influence on IP (e.g., (Breevaart, Bakker, Demerouti, & Derks, 2016; Buil, Martínez, & Matute, 2019; Dastane, 2020; López-Cabarcos, Vázquez- Rodríguez, & QuinoA-Pineiro, 2022)). However, several other researchers found that the influence of LD on IP is not direct, but is mediated by several other variables (e.g., (Phillips, Thai, & Halim, 2019; Salas-Vallina, Simone, & Fernández-Guerrero, 2020)). Several researchers agree that IP’s output is employee’s JS, satisfaction with leaders, performance, and organizational citizenship behavior (OCB) (e.g., (Abdelwahed, Soomro, & Shah, 2023; Bakker, Hetland, Olsen, & Espevik, 2023; Banks, McCauley, Gardner, & Guler, 2016; Laschinger, Wong, & Grau, 2013)). Researchers also agree that JS is an important factor in achieving IP (Dorta-Afonso, González-de-la-Rosa, Garcia-Rodriguez, & Romero- Domínguez, 2021; Kong, Jiang, Chan, & Zhou, 2018; Nemteanu & Dabija, 2021). Employees who are satisfied have high IP, while those who are dissatisfied have less good IP (Aung, San Santoso, & Dodanwala, 2023). Based on social exchange theory (SET), leaders who provide help and support to employees will be rewarded with their behavior being in line with the leader's preferences (Gao, Murphy, & Anderson, 2020). Appropriate leadership can motivate and satisfy employees so that their IP is better (Hoch, Bommer, Dulebohn, & Wu, 2018). Apart from JS, MT is a variable that is believed to have a very strong influence on IP, because MT can move employees to achieve goals. In general, employees who are not motivated will feel less satisfied with their work (Azar & Shafighi, 2013; Pang & Lu, 2018) which will affect their IP (Dodanwala & Santoso, 2022; Yukongdi & Shrestha, 2020). MT is a variable that influences employee’s JS (Alshmemri, Shahwan-Akl, & Maude, 2017; Ayalew et al., 2021; Samson-Akpan, Ojong, & Ndiok, 2016). Leaders play a role in increasing employee motivation (Asrar-Ul-Haq & Kuchinke, 2016) to achieve targets or performance. This study analyzes how leaders influence IP through JS and employee’s MT. This study was conducted on SMEs in Yogyakarta. SME leadership is rarely researched (Franco & Matos, 2015) because in general the leader is the owner of the company. Apart from that, SME leaders also work like other employees. SMEs also rarely assess leader effectiveness (Nazarian, Soares, & Lottermoser, 2017). Because the role of leaders in improving performance is very large (Burawat, 2019) research on leadership still needs to be carried out. The results of this study confirm the results of previous research that the influence of LD on IP is not direct, but is mediated by other variables, namely JS and MT. 2. Theoretical Review and Hypotheses Formulation In a fiercely competitive environment, performance is an important variable for organizational development and sustainability. IP is how much employees can achieve the goals or targets set (Blickle & Schütte, 2017). In general, performance is related to employee behavior in the workplace (Abdelwahed et al., 2023). IP is a form of individual behavior. Optimal IP can be achieved if there is a leader who manages them to become reliable employees (Eliyana & Ma’arif, 2019). IP is also an individual's ability to carry out activities so that they can contribute to organizational performance (Campbell & Wiernik, 2015). Empirical research has proven the influence of leadership on JS and IP (e.g., (Aboramadan & Dahleez, 2020; Lai, Tang, Lu, Lee, & Lin, 2020; Para-González, Jiménez-Jiménez, & Martínez-Lorente, 2018; Tian et al., 2020)). This is because leaders influence attitudes, namely JS (Gao et al., 2020) and behavior, namely performance (Torlak & Kuzey, 2019) of employees. The relations between employees and their leaders is the key to company success (Tseng & Levy, 2019). Leaders generally help achieve performance by making it easier to achieve targets, encouraging employee enthusiasm for work, and increasing employee self-confidence (Salas-Vallina et al., 2020). Leaders also direct employees about how to work and shape work culture. According to Abdelwahed et al. (2023) the influence of LD on IP can be direct or mediated by other variables. Some researchers found a direct influence of LD on IP (e.g., (Hongdao, Bibi, Khan, Ardito, & Nurunnabi, 2019; López- Cabarcos et al., 2022; Swanson, Kim, Lee, Yang, & Lee, 2020; Zollo, Rialti, Tron, & Ciappei, 2021)) while several other researchers found that there were mediating variables between the two. Work engagement was found to be a variable that mediates the relationship between LD and IP (e.g., (Bakker et al., 2023; Tummers & Bakker, 2021)). JS also mediates the relationship between the two (e.g., (Adiguzel, Ozcinar, & Karadal, 2020; Braun, Peus, Weisweiler, & Frey, 2013; Salas-Vallina et al., 2020)). Other researchers have found MT to mediate the influence of LD on IP (e.g., (Advani, 2015; Alilyyani, Wong, & Cummings, 2018; Bryan & Vitello-Cicciu, 2022; Stollberger, Las Heras, Rofcanin, & Bosch, 2019)). Furthermore, JS is a work attitude or positive perception of work by comparing targets and results achieved (Szabó et al., 2023). In general, JS is related to and can improve IP (Eliyana & Ma’arif, 2019). JS is also a positive feeling and expression towards work and enjoying the job (Ayalew et al., 2021) so that employees feel compatible with the job (Gul, Usman, Liu, Rehman, & Jebran, 2018). Employees who feel satisfied with the organization and their work will perform well, but if they are not satisfied they will experience stress and have the potential to resign from the organization (Chen & Wang, 2019; Huertas-Valdivia, Gallego-Burín, Castillo, & Ruiz, 2021). Meanwhile, MT is an encouragement to generate and direct behavior to achieve desired goals (Ayalew et al., 2021). MT, which is the energy to try, is often associated with JS (Szabó et al., 2023). MT is an internal and external force related to work, while JS is an individual's attitude towards work (Lohela-Karlsson, Jensen, & Björklund, 2022). Asian Journal of Social Sciences and Management Studies, 2024, 11(1): 8-14 10 © 2024 by the author; licensee Asian Online Journal Publishing Group MT is an important component in improving IP (Kuvaas, Buch, & Dysvik, 2017). Employees’ MT will feel satisfaction at work (Pang & Lu, 2018) and conversely, employees who are dissatisfied with their work are also not motivated at work (Huertas-Valdivia et al., 2021). Based on SET, satisfied and motivated employees will provide the best for the organization (Dorta-Afonso, Romero-Domínguez, & Benítez-Núñez, 2023). Based on SET, leaders and followers develop a relationship where if one party gets something, the other party responds (Gooty & Yammarino, 2016). According to SET, a relationship of mutual trust between leaders and followers can produce positive attitudes and behavior in the workplace (Khan, Ismail, Hussain, & Alghazali, 2020). Leaders play an important role in generating motivation (Deci, Olafsen, & Ryan, 2017) and increasing employee JS (Mayfield, Mayfield, & Neck, 2021). Several researchers found that motivation also acts as a mediating variable in the influence of leaders on IP (e.g., (Khan et al., 2020; Megheirkouni, Amaugo, & Jallo, 2018; Rehman, Bhatti, & Chaudhry, 2019)). Proposed hypothesis are: H1: Leadership positively influences performance. H2: Motivation positively influences performance. H3: Job satisfaction positively influences performance. 3. Methods 3.1. Samples and Procedures This research was conducted at SMEs in Yogyakarta, Indonesia with employees as the research sample. This research uses Google Form to collect data from respondents. The questionnaire was distributed over 4 months (January to April 2023) and 416 data were collected. The collected data is used to carry out validity and reliability tests, classical assumption tests, and mediation test of relationship models. Validity test uses factor analysis with factor loading of more than 0.50 and Kaiser Meyer Olkin Measure of Sampling (KMO) above 0.60 (Tabachnick & Fidell, 1996). Validity test using Cronbach Alpha using the criteria of Zikmund, Babin, Carr, and Griffin (2010) namely 0.80 < α < 0.95 is very good reliability, 0.70 < α < 0.80 is good reliability, 0.60 < α < 0.70 is fair reliability, and α below 0.60 is poor reliability. Multiple linear regression testing requires passing normality, heteroscedasticity and multicollinearity tests. Model mediation testing was carried out using SEM with a two-step approach (Byrne, 2010). 3.2. Measurements This research used a quantitative approach with survey techniques using questionnaires. The questionnaire was taken from previous research, namely Romawati, Supriadi, and Setyadi (2022). This research uses 6 valid and reliable IP items (factor loading 0.654 to 0.830, KMO 0.674, and α = 0.867, for example, I am able to complete work according to target), 4 valid and reliable LD items (factor loading 0.806 to 0.913, KMO 0.827, and α = 0.891, for example, my leader always provides solutions), 5 valid and reliable MT items (loading factor 0.743 to 0.851, KMO 0.786, and α = 0.881, for example, I have responsibility), and 6 JS items which is valid and reliable (loading factor 0.755 to 0.824, KMO 0.794, and α = 0.865, for example, I am satisfied with the opportunities given). 4. Results 4.1. Preliminary Analysis Before testing the influence of the independent variable on the dependent variable and testing the mediation model of the relationship, a correlation test and classical assumption test were carried out on the data used in this research. The results of the correlation test between the variables studied are presented in Table 1. Table 1. Correlations, mean, composite reliability. Variables LD MT JS PF Leadership (LD) 1.000 Motivation (MT) 0.242** 1.000 Job satisfaction (JS) 0.708** 0.582** 1.000 Performance (PF) 0.292** 0.764** 0.648** 1.000 Mean 3.7692 3.9192 3.5849 3.8205 Standard deviation 0.6999 0.5728 0.5972 0.5742 Composite reliability 0.9460 0.8930 0.9540 0.9370 Note: ** significant at p ≤ 0.01 level. Table 1 shows that the correlation between variables is significantly positive. IP is quite strongly correlated with motivation and JS. JS is also quite strongly positively correlated with LD and MT. Meanwhile, although weak, the correlation between LD and MT and between LD and IP is also significantly positive. The average of LD, MT and IP is high, while the average of JS is moderate. Next, a classical assumption test was carried out which included normality, heteroscedasticity and multicollinearity tests. The multicollinearity test results found that the three independent variables did not have multicollinearity because the variance inflation factor (VIF) value was below 10 (VIF leadership = 0.219, VIF motivation = 1.657, VIF job satisfaction = 3.127). The results of the data normality test found that the data was normally distributed. Meanwhile, the results of the heteroscedasticity test show that the data is quite widely spread and does not form a particular pattern. The results of normality and heteroscedasticity tests are presented in Figure 1. Asian Journal of Social Sciences and Management Studies, 2024, 11(1): 8-14 11 © 2024 by the author; licensee Asian Online Journal Publishing Group Figure 1. Normality and heteroscedasticity test results of all variables. 4.2. Multiple Linear Regression Analysis Multiple linear regression is used to test the direct influence of independent variables on the dependent variable. The test results are as follows: Table 2. Test results of the direct effect. ANOVAb Model Sum of sq. df Mean sq. F Sig. 1 Regr. 107.084 3 35.695 494.561 0.000a Resid. 29.736 412 0.072 Total 136.821 415 Table 2 shows the direct influence of the independent variable on the dependent variable. JD, MT, and JS simultaneously influence IP. Furthermore, Table 2 needs to be completed with a coefficient of determination to determine the percentage influence of the three independent variables on IP. The magnitude of the influence of all independent variables on the dependent variable is shown in the coefficient of determination value, namely the adjusted R-square value. Table 3. Coefficient of determination. Model summaryb Model R R sq. Adj. R sq. Std. err. of est. Change statistics R sq.ch. F ch. df1 df2 Sig. F ch. 1 0.885a 0.783 0.781 0.26865 0.783 494.561 3 412 0.000 Note: a. Predictors: (Constant), JS, MT, LD. b. Dependent variable: PF. Table 3 shows that the influence of LD, MT and JS on IP is quite large, namely 78.1%. This means that there are still other variables that influence performance but are not too big, namely 22.9% and were not examined in this research. Next, the influence of each independent variable on performance is presented in Table 4. Table 4. Effect of independent variables on dependent variables. Coefficientsa Model Unstd. coeffs. Std. coeffs. t Sig. Coll. stats. B Std. error Beta Tolrnc. VIF 1 (Constant) 0.274 0.104 2.621 0.009 LD -0.074 0.028 -0.091 -2.664 0.008 0.455 2.197 MT 0.715 0.030 0.713 24.124 0.000 0.604 1.657 JS 0.286 0.039 0.297 7.323 0.000 0.320 3.127 Note: a. Dependent variable: PF. Table 4 shows that all independent variables (LD, MT, JS) have an effect on the dependent variable (IP). MT and JS have a positive effect on IP (H2 and H3 are supported), while the effect of LD on IP is significantly negative but the effect is very weak (H1 is not supported). Furthermore, because the influence of LD on IP is negative and very weak, it is necessary to test the mediation model using SEM with a two-step approach. 4.3. Mediation Model Test Results The results of multiple linear regression testing found that the effect of LD on IP was negative and weak. Therefore, it is necessary to test the mediation model. Based on previous research results, the influence of LD on IP is not direct, but is mediated by MT (e.g., (Advani, 2015; Basford, Offermann, & Wirtz, 2012; Stollberger et al., 2019)) and JS (e.g., (Adiguzel et al., 2020; Braun et al., 2013; Eliyana & Ma’arif, 2019)). The results of testing the mediation model are presented in Table 5. Note: a. Predictors: (Constant), JS, MT, LD. b. Dependent variable: PF. Asian Journal of Social Sciences and Management Studies, 2024, 11(1): 8-14 12 © 2024 by the author; licensee Asian Online Journal Publishing Group Table 5. Mediation model test results. Influence of independent Variable on dependent variable β Critical ratio Leadership → Motivation 0.257* 4.614 Leadership → Job satisfaction 0.685* 20.953 Job satisfaction → Performance 0.049 1.203 Motivation → Performance 0.918* 22.590 Motivation → Job satisfaction 0.463* 14.423 C min = 13.152 df = 1 p = 1 Cmin/df = 13.152 GFI = 0.984 AGFI = 0.939 CFI = 0.989 NFI = 0.989 IFI = 0.990 TLI = 0.937 Note: * significant at α ≤ 0.05 level. GFI: Goodness of fit index. AGFI: Adjusted goodness of fit index. CFI: Comparative fit index. NFI: Normed fit index. IFI: Incremental fit index. TLI: Tucker Lewis index. Table 5 shows that the influence of LD on IP is fully mediated by MT, while the influence is partially mediated by JS. This relationship model has been modified according to theory and data. This is indicated by a TLI value of more than 0.90, a CFI and AGFI value of more than 0.95. In addition, the model also found that MT influences JS. 5. Discussion This research reexamines the influence of LD on IP and strengthens the results of previous research that LD does not have a direct effect on increasing IP. LD, MT, JS and IP are interrelated variables, so the correlation between variables is high and significantly positive. However, the correlation between LD and MT and the correlation between LD and IP are low. The average MT, JS and IP of SMEs employees are relatively high. Employees also rate their leaders as good and quite transformational. This research supports the results of previous research that LD is related to IP (e.g., (Buil et al., 2019; Hongdao et al., 2019; López-Cabarcos et al., 2022)). The role of leaders in motivating employees is also shown by the leader's influence on MT being significantly positive. This supports the results of previous research (e.g., (Bakker et al., 2023; Bilginoglu & Yozgat, 2018; Hoch et al., 2018; Ng, 2017)). Leaders are able to encourage and align the behavior of their followers to achieve organizational goals. This research also strengthens the results of previous research that LD is related to and can increase employee’s JS (e.g., (Adiguzel et al., 2020; Banks et al., 2016; Qalati, Zafar, Fan, Limón, & Khaskheli, 2022)). LD can indeed improve employee attitudes and behavior in an organization. Furthermore, this research found a fairly strong relationship between MT and JS. This is consistent with the research results of Szabó et al. (2023). This research also found the influence of MT on JS which is consistent with the results of previous research (e.g., (Alshmemri et al., 2017; Aung et al., 2023; Pang & Lu, 2018; Samson-Akpan et al., 2016)). MT is a force that is able to move individuals to work and achieve targets, while JS is an employee's attitude towards what they do (Lohela-Karlsson et al., 2022). However, this research does not support the results of previous research which found that JS can improve IP (e.g., (Dorta-Afonso et al., 2021; Kloutsiniotis & Mihail, 2020; Kong et al., 2018)). The results of this study found that although JS is quite strongly and significantly positively correlated, JS has no effect on IP. LD studies from the follower's perspective have been widely conducted in Asia (Asrar-Ul-Haq & Kuchinke, 2016; Riaz et al., 2017). However, the research results are still inconsistent and give rise to debate. LD’s outcomes are attitudes, behavior, and effectiveness. MT and JS are employee work attitudes, while IP is individual effectiveness and behavior in the workplace. There are still many LD’s outcomes that require research because the results are not consistent. 6. Conclusion Leaders play a very important role in generating MT and increasing employee’s JS, which ultimately can improve IP. Employees are satisfied when they are motivated. Human Resource Management (HRM) practices need to be prioritized in organizations in order to motivate and improve IP. HRM is the most valuable resource and cannot be replaced by any other resource. This research contributes to leadership development in SMEs so that its effectiveness is always evaluated because it impacts MT, JS and IP. Some of the weaknesses of this research are the use of self-assessment which can increase the beta value and the use of cross-section data to test the mediation model. Future research is expected to use other- ratings in assessing IP and longitudinal data to test the mediation model. In addition, more research samples can represent the population more optimally. References Abdelwahed, N. A. A., Soomro, B. A., & Shah, N. (2023). Predicting employee performance through transactional leadership and entrepreneur's passion among the employees of Pakistan. Asia Pacific Management Review, 28(1), 60-68. https://doi.org/10.1016/j.apmrv.2022.03.001 Aboramadan, M., & Dahleez, K. A. (2020). Leadership styles and employees’ work outcomes in nonprofit organizations: The role of work engagement. Journal of Management Development, 39(7/8), 869-893. https://doi.org/10.1108/jmd-12-2019-0499 Adiguzel, Z., Ozcinar, M. F., & Karadal, H. (2020). Does servant leadership moderate the link between strategic human resource management on rule breaking and job satisfaction? European Research on Management and Business Economics, 26(2), 103-110. https://doi.org/10.1016/j.iedeen.2020.04.002 Advani, A. (2015). Impact of transformational and transactional leadership styles on employees’ performance of banking sector in Pakistan. Global Journal of Management and Business Research: Administration and Management, 15(5), 1-8. Alilyyani, B., Wong, C. A., & Cummings, G. (2018). Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review. International Journal of Nursing Studies, 83, 34-64. https://doi.org/10.1016/j.ijnurstu.2018.04.001 Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), 12-16. LD PF JS MT + + + + - https://doi.org/10.1016/j.apmrv.2022.03.001 https://doi.org/10.1108/jmd-12-2019-0499 https://doi.org/10.1016/j.iedeen.2020.04.002 https://doi.org/10.1016/j.ijnurstu.2018.04.001 Asian Journal of Social Sciences and Management Studies, 2024, 11(1): 8-14 13 © 2024 by the author; licensee Asian Online Journal Publishing Group Asrar-Ul-Haq, M., & Kuchinke, K. P. (2016). Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, 2(1), 54-64. https://doi.org/10.1016/j.fbj.2016.05.002 Aung, Z. M., San Santoso, D., & Dodanwala, T. C. (2023). Effects of demotivational managerial practices on job satisfaction and job performance: Empirical evidence from Myanmar’s construction industry. Journal of Engineering and Technology Management, 67, 101730. https://doi.org/10.1016/j.jengtecman.2022.101730 Ayalew, E., Workineh, Y., Abate, A., Zeleke, B., Semachew, A., & Woldegiorgies, T. (2021). Intrinsic motivation factors associated with job satisfaction of nurses in three selected public hospitals in Amhara regional state, 2018. International Journal of Africa Nursing Sciences, 15, 100340. https://doi.org/10.1016/j.ijans.2021.100340 Azar, M., & Shafighi, A. A. (2013). The effect of work motivation on employees' job performance (Case study: Employees of Isfahan Islamic Revolution Housing Foundation). International Journal of Academic Research in Business and Social Sciences, 3(9), 432-445. https://doi.org/10.6007/ijarbss/v3-i9/231 Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2023). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal, 41(5), 700-708. https://doi.org/10.1016/j.emj.2022.04.004 Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634-652. http://dx.doi.org/10.1016/j.leaqua.2016.02.006 Basford, T. E., Offermann, L. R., & Wirtz, P. W. (2012). Considering the source: The impact of leadership level on follower motivation and intent to stay. Journal of Leadership & Organizational Studies, 19(2), 202-214. https://doi.org/10.1177/1548051811436279 Bilginoglu, E., & Yozgat, U. (2018). Sparking leadership for engaged employees and passionate organizations–sparking leadership scale (SLS) development and validation. Journal of Management Marketing and Logistics, 5(3), 226-235. https://doi.org/10.17261/pressacademia.2018.966 Blickle, G., & Schütte, N. (2017). Trait psychopathy, task performance, and counterproductive work behavior directed toward the organization. Personality and Individual Differences, 109, 225-231. https://doi.org/10.1016/j.paid.2017.01.006 Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283. https://doi.org/10.1016/j.leaqua.2012.11.006 Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (2016). Who takes the lead? A multi‐source diary study on leadership, work engagement, and job performance. Journal of Organizational Behavior, 37(3), 309-325. https://doi.org/10.1002/job.2041 Bryan, V., & Vitello-Cicciu, J. (2022). Perceptions of preceptors' authentic leadership and final year nursing students' self-efficacy, job satisfaction, and job performance. Journal of Professional Nursing, 41, 81-87. https://doi.org/10.1016/j.profnurs.2022.04.003 Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64-75. https://doi.org/10.1016/j.ijhm.2018.06.014 Burawat, P. (2019). The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry. International Journal of Quality & Reliability Management, 36(6), 1014-1036. https://doi.org/10.1108/ijqrm-09-2017-0178 Byrne, B. M. (2010). Structural equation modeling with AMOS: Basic concepts, applications, and programming (2nd ed.). New York: Routledge, Francis & Taylor Group. Campbell, J. P., & Wiernik, B. M. (2015). The modeling and assessment of work performance. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 47-74. Carpini, J. A., Parker, S. K., & Griffin, M. A. (2017). A look back and a leap forward: A review and synthesis of the individual work performance literature. Academy of Management Annals, 11(2), 825-885. https://doi.org/10.5465/annals.2015.0151 Chen, H.-T., & Wang, C.-H. (2019). Incivility, satisfaction and turnover intention of tourist hotel chefs: Moderating effects of emotional intelligence. International Journal of Contemporary Hospitality Management, 31(5), 2034-2053. https://doi.org/10.1108/ijchm-02-2018- 0164 Dastane, D. O. (2020). Impact of leadership styles on employee performance: A moderating role of gender. Australian Journal of Business and Management Research, 5(12), 27-52. https://doi.org/10.52283/nswrca.ajbmr.20200512a03 Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43. https://doi.org/10.1146/annurev-orgpsych-032516-113108 Dodanwala, T. C., & Santoso, D. S. (2022). The mediating role of job stress on the relationship between job satisfaction facets and turnover intention of the construction professionals. Engineering, Construction and Architectural Management, 29(4), 1777-1796. https://doi.org/10.1108/ecam-12-2020-1048 Dorta-Afonso, D., González-de-la-Rosa, M., Garcia-Rodriguez, F. J., & Romero-Domínguez, L. (2021). Effects of high-performance work systems (HPWS) on hospitality employees’ outcomes through their organizational commitment, motivation, and job satisfaction. Sustainability, 13(6), 3226. https://doi.org/10.3390/su13063226 Dorta-Afonso, D., Romero-Domínguez, L., & Benítez-Núñez, C. (2023). It’s worth it! High performance work systems for employee job satisfaction: The mediational role of burnout. International Journal of Hospitality Management, 108, 103364. https://doi.org/10.1016/j.ijhm.2022.103364 Eliyana, A., & Ma’arif, S. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144-150. https://doi.org/10.1016/j.iedeen.2019.05.001 Franco, M., & Matos, P. G. (2015). Leadership styles in SMEs: A mixed-method approach. International Entrepreneurship and Management Journal, 11, 425-451. https://doi.org/10.1007/s11365-013-0283-2 Gao, R., Murphy, W. H., & Anderson, R. E. (2020). Transformational leadership effects on salespeople’s attitudes, striving, and performance. Journal of Business Research, 110, 237–245. https://doi.org/10.1016/j.jbusres.2020.01.023 Gooty, J., & Yammarino, F. J. (2016). The leader–member exchange relationship: A multisource, cross-level investigation. Journal of Management, 42(4), 915-935. https://doi.org/10.1177/0149206313503009 Gul, H., Usman, M., Liu, Y., Rehman, Z., & Jebran, K. (2018). Does the effect of power distance moderate the relation between person environment fit and job satisfaction leading to job performance? Evidence from Afghanistan and Pakistan. Future Business Journal, 4(1), 68-83. https://doi.org/10.1016/j.fbj.2017.12.001 Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529. https://doi.org/10.1177/0149206316665461 Hongdao, Q., Bibi, S., Khan, A., Ardito, L., & Nurunnabi, M. (2019). Does what goes around really comes around? The mediating effect of CSR on the relationship between transformational leadership and employee’s job performance in law firms. Sustainability, 11(12), 3366. https://doi.org/10.3390/su11123366 Huertas-Valdivia, I., Gallego-Burín, A. R., Castillo, A., & Ruiz, L. (2021). Why don't high-performance work systems always achieve superior service in hospitality? The key is servant leadership. Journal of Hospitality and Tourism Management, 49, 152-163. https://doi.org/10.1016/j.jhtm.2021.09.007 Khan, M. A., Ismail, F. B., Hussain, A., & Alghazali, B. (2020). The interplay of leadership styles, innovative work behavior, organizational culture, and organizational citizenship behavior. Sage Open, 10(1), 1-16. Kloutsiniotis, P. V., & Mihail, D. M. (2020). Is it worth it? Linking perceived high-performance work systems and emotional exhaustion: The mediating role of job demands and job resources. European Management Journal, 38(4), 565-579. https://doi.org/10.1016/j.emj.2019.12.012 Kong, H., Jiang, X., Chan, W., & Zhou, X. (2018). Job satisfaction research in the field of hospitality and tourism. International Journal of Contemporary Hospitality Management, 30(5), 2178-2194. https://doi.org/10.1108/ijchm-09-2016-0525 Kuvaas, B., Buch, R., & Dysvik, A. (2017). Constructive supervisor feedback is not sufficient: Immediacy and frequency is essential. Human Resource Management, 56(3), 519-531. https://doi.org/10.1002/hrm.21785 Lai, F.-Y., Tang, H.-C., Lu, S.-C., Lee, Y.-C., & Lin, C.-C. (2020). Transformational leadership and job performance: The mediating role of work engagement. Sage Open, 10(1), 1-11. Laschinger, H. K. S., Wong, C. A., & Grau, A. L. (2013). Authentic leadership, empowerment and burnout: A comparison in new graduates and experienced nurses. Journal of Nursing Management, 21(3), 541-552. https://doi.org/10.1111/j.1365-2834.2012.01375.x https://doi.org/10.1016/j.fbj.2016.05.002 https://doi.org/10.1016/j.jengtecman.2022.101730 https://doi.org/10.1016/j.ijans.2021.100340 https://doi.org/10.6007/ijarbss/v3-i9/231 https://doi.org/10.1016/j.emj.2022.04.004 http://dx.doi.org/10.1016/j.leaqua.2016.02.006 https://doi.org/10.1177/1548051811436279 https://doi.org/10.17261/pressacademia.2018.966 https://doi.org/10.1016/j.paid.2017.01.006 https://doi.org/10.1016/j.leaqua.2012.11.006 https://doi.org/10.1002/job.2041 https://doi.org/10.1016/j.profnurs.2022.04.003 https://doi.org/10.1016/j.ijhm.2018.06.014 https://doi.org/10.1108/ijqrm-09-2017-0178 https://doi.org/10.5465/annals.2015.0151 https://doi.org/10.1108/ijchm-02-2018-0164 https://doi.org/10.1108/ijchm-02-2018-0164 https://doi.org/10.52283/nswrca.ajbmr.20200512a03 https://doi.org/10.1146/annurev-orgpsych-032516-113108 https://doi.org/10.1108/ecam-12-2020-1048 https://doi.org/10.3390/su13063226 https://doi.org/10.1016/j.ijhm.2022.103364 https://doi.org/10.1016/j.iedeen.2019.05.001 https://doi.org/10.1007/s11365-013-0283-2 https://doi.org/10.1016/j.jbusres.2020.01.023 https://doi.org/10.1177/0149206313503009 https://doi.org/10.1016/j.fbj.2017.12.001 https://doi.org/10.1177/0149206316665461 https://doi.org/10.3390/su11123366 https://doi.org/10.1016/j.jhtm.2021.09.007 https://doi.org/10.1016/j.emj.2019.12.012 https://doi.org/10.1108/ijchm-09-2016-0525 https://doi.org/10.1002/hrm.21785 https://doi.org/10.1111/j.1365-2834.2012.01375.x Asian Journal of Social Sciences and Management Studies, 2024, 11(1): 8-14 14 © 2024 by the author; licensee Asian Online Journal Publishing Group Lohela-Karlsson, M., Jensen, I., & Björklund, C. (2022). Do attitudes towards work or work motivation affect productivity loss among academic employees? International Journal of Environmental Research and Public Health, 19(2), 934. https://doi.org/10.3390/ijerph19020934 López-Cabarcos, M. Á., Vázquez-Rodríguez, P., & QuinoA-Pineiro, L. M. (2022). An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research, 140, 361-369. https://doi.org/10.1016/j.jbusres.2021.11.006 Mayfield, J., Mayfield, M., & Neck, C. P. (2021). Speaking to the self: How motivating language links with self-leadership. International Journal of Business Communication, 58(1), 31-54. https://doi.org/10.1177/2329488417731861 Megheirkouni, M., Amaugo, A., & Jallo, S. (2018). Transformational and transactional leadership and skills approach: Insights on stadium management. International Journal of Public Leadership, 14(4), 245-259. https://doi.org/10.1108/ijpl-06-2018-0029 Nazarian, A., Soares, A., & Lottermoser, B. (2017). Inherited organizational performance? The perceptions of generation Y on the influence of leadership styles. Leadership & Organization Development Journal, 38(8), 1078-1094. https://doi.org/10.1108/lodj-05-2016-0119 Nemteanu, M.-S., & Dabija, D.-C. (2021). The influence of internal marketing and job satisfaction on task performance and counterproductive work behavior in an emerging market during the COVID-19 pandemic. International Journal of Environmental Research and Public Health, 18(7), 3670. https://doi.org/10.3390/ijerph18073670 Ng, T. W. (2017). Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. The Leadership Quarterly, 28(3), 385-417. https://doi.org/10.1016/j.leaqua.2016.11.008 Pang, K., & Lu, C.-S. (2018). Organizational motivation, employee job satisfaction and organizational performance: An empirical study of container shipping companies in Taiwan. Maritime Business Review, 3(1), 36-52. https://doi.org/10.1108/mabr-03-2018-0007 Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, A. R. (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations, 40(2), 412-432. https://doi.org/10.1108/er-10-2016-0190 Phillips, S., Thai, V. V., & Halim, Z. (2019). Airline value chain capabilities and CSR performance: The connection between CSR leadership and CSR culture with CSR performance, customer satisfaction and financial performance. The Asian Journal of Shipping and Logistics, 35(1), 30-40. https://doi.org/10.1016/j.ajsl.2019.03.005 Qalati, S. A., Zafar, Z., Fan, M., Limón, M. L. S., & Khaskheli, M. B. (2022). Employee performance under transformational leadership and organizational citizenship behavior: A mediated model. Heliyon, 8(11), e11374. https://doi.org/10.1016/j.heliyon.2022.e11374 Rehman, S. U., Bhatti, A., & Chaudhry, N. I. (2019). Mediating effect of innovative culture and organizational learning between leadership styles at third-order and organizational performance in Malaysian SMEs. Journal of Global Entrepreneurship Research, 9(1), 1-24. https://doi.org/10.1186/s40497-019-0159-1 Riaz, H., Akhtar, N., Moazzam, A., Luqman, R., Naz, H., & Tufail, H. S. (2017). Leadership effectiveness, turnover intention and the mediating role of employee commitment: A case of academic institutions of Pakistan. European Online Journal of Natural and Social Sciences, 6(4), 526-534. Romawati, N., Supriadi, B., & Setyadi, M. S. (2022). Analysis of transformational leadership style and job motivation on employee performance with job satisfaction as intervening variables in Ijen Suites Resort and Convention Hotel Malang. East African Scholars Journal of Economics, Business and Management, 5(8), 215-222. https://doi.org/10.36349/easjebm.2022.v05i08.003 Salas-Vallina, A., Simone, C., & Fernández-Guerrero, R. (2020). The human side of leadership: Inspirational leadership effects on follower characteristics and happiness at work (HAW). Journal of Business Research, 107, 162-171. https://doi.org/10.1016/j.jbusres.2018.10.044 Samson-Akpan, P. E., Ojong, I. N., & Ndiok, A. E. (2016). Perception and utilization of problem-based learning by nurse educators in cross River State, Nigeria. American Journal of Nursing, 5(1), 16-21. https://doi.org/10.11648/j.ajns.20160501.13 Stollberger, J., Las Heras, M., Rofcanin, Y., & Bosch, M. J. (2019). Serving followers and family? A trickle-down model of how servant leadership shapes employee work performance. Journal of Vocational Behavior, 112, 158-171. https://doi.org/10.1016/j.jvb.2019.02.003 Swanson, E., Kim, S., Lee, S.-M., Yang, J.-J., & Lee, Y.-K. (2020). The effect of leader competencies on knowledge sharing and job performance: Social capital theory. Journal of Hospitality and Tourism Management, 42(4), 88-96. https://doi.org/10.1016/j.jhtm.2019.11.004 Szabó, Z. P., Diller, S. J., Czibor, A., Restás, P., Jonas, E., & Frey, D. (2023). “One of these things is not like the others”: The associations between dark triad personality traits, work attitudes, and work-related motivation. Personality and Individual Differences, 205, 112098. https://doi.org/10.1016/j.paid.2023.112098 Tabachnick, B. G., & Fidell, L. S. (1996). Using multivariate statistics (3rd ed.). New York: Harper Collins. Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. A. S. (2020). The impact of transformational leadership on employee retention: mediation and moderation through organizational citizenship behavior and communication. Frontiers in Psychology, 11, 314. https://doi.org/10.3389/fpsyg.2020.00314 Torlak, N. G., & Kuzey, C. (2019). Leadership, job satisfaction and performance links in private education institutes of Pakistan. International Journal of Productivity and Performance Management, 68(2), 276-295. https://doi.org/10.1108/ijppm-05-2018-0182 Tseng, S. T., & Levy, P. E. (2019). A multilevel leadership process framework of performance management. Human Resource Management Review, 29(4), 100668. https://doi.org/10.1016/j.hrmr.2018.10.001 Tummers, L. G., & Bakker, A. B. (2021). Leadership and job demands-resources theory: A systematic review. Frontiers in Psychology, 12, 722080. https://doi.org/10.3389/fpsyg.2021.722080 Yukongdi, V., & Shrestha, P. (2020). The influence of affective commitment, job satisfaction and job stress on turnover intention: A study of Nepalese bank employees. Review of Integrative Business and Economics Research, 9(1), 88-98. Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2010). Business research methods (8th ed.). South-Western: Cengage Learning. Zollo, L., Rialti, R., Tron, A., & Ciappei, C. (2021). Entrepreneurial passion, orientation and behavior: The moderating role of linear and nonlinear thinking styles. Management Decision, 59(5), 973-994. https://doi.org/10.1108/md-10-2019-1500 Asian Online Journal Publishing Group is not responsible or answerable for any loss, damage or liability, etc. caused in relation to/arising out of the use of the content. Any queries should be directed to the corresponding author of the article. https://doi.org/10.3390/ijerph19020934 https://doi.org/10.1016/j.jbusres.2021.11.006 https://doi.org/10.1177/2329488417731861 https://doi.org/10.1108/ijpl-06-2018-0029 https://doi.org/10.1108/lodj-05-2016-0119 https://doi.org/10.3390/ijerph18073670 https://doi.org/10.1016/j.leaqua.2016.11.008 https://doi.org/10.1108/mabr-03-2018-0007 https://doi.org/10.1108/er-10-2016-0190 https://doi.org/10.1016/j.ajsl.2019.03.005 https://doi.org/10.1016/j.heliyon.2022.e11374 https://doi.org/10.1186/s40497-019-0159-1 https://doi.org/10.36349/easjebm.2022.v05i08.003 https://doi.org/10.1016/j.jbusres.2018.10.044 https://doi.org/10.11648/j.ajns.20160501.13 https://doi.org/10.1016/j.jvb.2019.02.003 https://doi.org/10.1016/j.jhtm.2019.11.004 https://doi.org/10.1016/j.paid.2023.112098 https://doi.org/10.3389/fpsyg.2020.00314 https://doi.org/10.1108/ijppm-05-2018-0182 https://doi.org/10.1016/j.hrmr.2018.10.001 https://doi.org/10.3389/fpsyg.2021.722080 https://doi.org/10.1108/md-10-2019-1500