Transformational Leadership and Islamic Work Ethics in Enhancing Civil Servant Performance

Hamdi Harmen; Ismail Sulaiman; Abdul Muzammil; Muhammad Rahmat Hidayat; Rusdi; Yasrizal; Muhammad Dziaulhaq

doi:10.61255/jeemba.v4i5.1156

Authors

Hamdi Harmen Universitas Syiah Kuala, Banda Aceh, Indonesia
Ismail Sulaiman Universitas Syiah Kuala, Banda Aceh, Indonesia
Abdul Muzammil Universitas Teuku Umar, Aceh Barat, Indonesia
Muhammad Rahmat Hidayat Universitas Teuku Umar, Aceh Barat, Indonesia
Rusdi Universitas Teuku Umar, Aceh Barat, Indonesia
Yasrizal Universitas Teuku Umar, Aceh Barat, Indonesia
Muhammad Dziaulhaq Universitas Teuku Umar, Aceh Barat, Indonesia

DOI:

https://doi.org/10.61255/jeemba.v4i5.1156

Keywords:

Employee Performance, Islamic Work Ethics, Job Satisfaction, Public Sector Human Resource Management, Transformational Leadership

Abstract

Purpose – This study investigates how transformational leadership and Islamic work ethics (IWE) are associated with civil servants’ performance, both directly and through job satisfaction, in Southwestern Aceh, Indonesia, where public administration operates under Aceh’s lex specialis framework.

Design/methodology/approach – Data were obtained through a cross-sectional survey of 400 civil servants in eight administrative areas. Quotas were assigned in proportion to each area’s civil servant population, and eligible participants were then selected purposively. The data were analyzed using partial least squares structural equation modeling (PLS-SEM), with bias-corrected and accelerated bootstrapping to assess statistical significance.

Findings – Transformational leadership was positively associated with job satisfaction (β = 0.361; 95% CI [0.234, 0.481]) but not directly associated with employee performance (β = 0.085; 95% CI [−0.039, 0.199]). Its indirect association with performance through job satisfaction was significant (β = 0.138; 95% CI [0.075, 0.223]), indicating an indirect-only statistical mediation pattern. IWE was positively associated with job satisfaction (β = 0.354; 95% CI [0.205, 0.498]) and employee performance (β = 0.407; 95% CI [0.201, 0.591]). Its indirect association with performance was also significant (β = 0.135; 95% CI [0.060, 0.251]), indicating complementary statistical mediation.

Originality/value – The study demonstrates the contextual relevance of incorporating IWE alongside transformational leadership when examining civil servant performance. It also identifies job satisfaction as a statistically relevant intervening variable, although the cross-sectional design does not establish causal mediation.

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