Work Engagement as a Mediating Variable Between Transformational Leadership and Job Satisfaction Influencing the Job Performance of Transport Drivers in the Small-Scale Transport Industry in Samut Prakan Province

Abstract

           This study aimed to (1) examine the levels of transformational leadership, job satisfaction, work engagement, and employee job performance, and (2) analyze the role of work engagement as a mediating variable in the relationships between transformational leadership, job satisfaction, and employee job performance among transport drivers in the small-scale transport industry in Samut Prakan Province. A quantitative research design was employed. The sample consisted of 200 frontline transport drivers and employees working within transport organizations. The sample size was determined according to the guidelines proposed by Hair et al. (2019), and simple random sampling was employed. Data were collected using a questionnaire with item–objective congruence values ranging from 0.67 to 1.00 and an overall reliability coefficient of 0.897. The data were analyzed using frequency, percentage, mean, standard deviation, and structural equation modeling.

            The findings revealed that (1) transformational leadership was rated at a high level, whereas job satisfaction, work engagement, and employee job performance were rated at moderate levels; (2) transformational leadership had a significant positive effect on work engagement, while job satisfaction had significant positive effects on both work engagement and employee job performance, and work engagement had a significant positive effect on employee job performance; (3) transformational leadership had no significant direct effect on employee job performance but exerted a significant indirect effect through work engagement, whereas job satisfaction affected employee job performance both directly and indirectly through work engagement, with the proposed structural model demonstrating an acceptable fit with the empirical data; and (4) the principal contribution of this study is the identification of work engagement as a psychological mechanism that translates transformational leadership and job satisfaction into improved employee job performance. These findings can inform the development of leadership practices, working conditions, and employee engagement initiatives to enhance job performance in the small-scale transport industry.