Analysis of the Influence of Transformational Leadership on Employee Performance Through Internal Corporate Social Responsibility (CSR) and Job Satisfaction

Authors

  • Nayla Sifa Nurul Annisa Universitas Garut
  • Sukma Nugraha Universitas Garut
  • Teten Muhammad Sapril Mubarok Universitas Garut
  • Galih Abdul Fatah Maulani Universitas Garut

Keywords:

Employee Performance, Internal CSR, Job Satisfaction, Transformational Leadership

Abstract

The low level of employee productivity in West Java encourages the need for effective managerial strategies to improve employee performance. This study aims to analyze the effect of transformational leadership on employee performance, by testing the mediating role of Internal Corporate Social Responsibility (CSR) and job satisfaction. This study uses a quantitative approach with the Partial Least Squares Structural Equation Modeling (PLS-SEM) method to test the relationship between latent variables. Data were collected through a questionnaire survey of 30 respondents of workers in West Java. The results of the outer model test showed that all indicators were valid and reliable, while the inner model test revealed that Internal CSR had an R² value of 0.762 and Employee Performance of 0.673. The results of the hypothesis test showed that transformational leadership had a significant effect on Internal CSR, and Internal CSR had a significant effect on employee performance. However, job satisfaction did not show a significant effect, either directly or as a mediating variable. Thus, Internal CSR proved to be an effective mediator in the relationship between transformational leadership and employee performance. These findings imply that organizations need to develop an inspirational leadership style and strengthen internal CSR implementation in order to create superior employee performance.

Published

2025-07-12

Issue

Section

Articles