TRANSFORMATIONAL LEADERSHIP, PSYCHOLOGICAL EMPOWERMENT, AND TASK PERFORMANCE: THE MEDIATING ROLE OF WORK ENGAGEMENT

Abstract

Task performance is an important factor in achieving service quality and organizational effectiveness in the banking sector. This study aims to examine the relationship between transformational leadership, psychological empowerment, and task performance, as well as the mediating role of work engagement among employees at Bank BJB Tegal Branch. Grounded in the Job Demands-Resources (JD-R) Theory, transformational leadership is viewed as an organizational resource, while psychological empowerment is considered a personal resource that can enhance employees’ work engagement and performance. This study employs a quantitative approach using a survey method. Data are collected through a structured questionnaire distributed to employees of Bank BJB Tegal Branch and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The proposed research model examines the direct effects of transformational leadership and psychological empowerment on task performance and work engagement, as well as the indirect effects through work engagement. This study is expected to contribute to the human resource management literature by providing a better understanding of the mechanisms through which leadership and psychological resources influence employee performance in the banking industry. The findings are also expected to provide practical insights for organizations in developing effective leadership and employee engagement strategies.