The Effect of Leadership Style and Competence on Village Apparatus Performance with Job Satisfaction as a Mediating Variable
Abstract
This study examines the effect of village head’s leadership style and village apparatus competence on village apparatus performance in Doro Sub-district, with village apparatus job satisfaction as a mediating variable. Data were collected from all 73 village apparatus members in Doro Sub-district and analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM). The results show that leadership style and competence do not have a significant direct effect on apparatus performance, whereas competence has a strong, positive, and significant effect on job satisfaction (β = 0.645; p < 0.001). Job satisfaction's effect on performance is only marginal (β = 0.341; p = 0.050), and it does not significantly mediate the effect of either leadership style or competence on performance. Leadership style and competence jointly explain 47.4% of the variance in job satisfaction, but only 1.9% of the variance in apparatus performance, indicating that performance in this context is likely shaped more by structural and procedural factors than by leadership or competence alone. These findings suggest that competence development, rather than leadership style alone, should be prioritized to improve job satisfaction among village apparatus, while performance improvement strategies should look beyond leadership and competence to structural and contextual factors.
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DOI: https://doi.org/10.20527/kss.v8i1.19441
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