The Influence of Transformational Leadership on Employee Performance, with Continuous Improvement as an Intervening Variable, at the Rantau Prapat Class 1B District Court

Abstract

This study aims to analyze the influence of self-efficacy on employee performance, with organizational commitment serving as a mediating variable, at the Medan Religious High Court. The study employs a quantitative approach through explanatory research. The population consists of 100 employees, all of whom were included in the sample using a saturated sampling technique. Data were collected via questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with the SmartPLS 3.0 software. The results indicate that self-efficacy has a positive and significant influence on organizational commitment, with a path coefficient of 0.897 (t = 54.266; p = 0.000). Self-efficacy also has a positive and significant influence on employee performance, with a coefficient of 0.840 (t = 32.997; p = 0.000). Furthermore, organizational commitment has a positive and significant influence on employee performance, with a coefficient of 0.506 (t = 4.512; p = 0.000). The analysis of indirect effects reveals that organizational commitment acts as a positive and significant mediator for the influence of self-efficacy on employee performance, with a coefficient of 0.454 (t = 4.469; p = 0.000). The R² values ​​indicate that self-efficacy accounts for 80.4% of the variance in organizational commitment, while self-efficacy and organizational commitment together account for 75.5% of the variance in employee performance. The study concludes that enhancing self-efficacy, coupled with strengthening organizational commitment, serves as an effective strategy for improving employee performance at the Medan Religious High Court.