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The Effect of Transformational Leadership and Work Culture on Teacher Performance: The Mediating Role of Work Motivation

Educational Management · Vol. 15 No. 2 (2026) · hlm. 85–94

DOI
10.15294/eduman.v15i2.58738
ISSN
2502-454X, 2252-7001
Terbit
2026-06-30
Penerbit
Universitas Negeri Semarang
Bahasa
eng

Abstrak

This study aims to analyze the influence of transformational leadership and work culture on teacher performance, both directly and indirectly through teacher work motivation at State Vocational High Schools in Sukoharjo Regency. This study used a quantitative approach with a survey method. The study population was 438 teachers, with 209 respondents determined using probability sampling techniques. Data collection was carried out through a questionnaire using a Likert scale of 1–5. Data analysis was carried out using IBM SPSS through validity tests, reliability tests, descriptive analysis, regression analysis, path analysis, and mediation tests. The results showed that transformational leadership and work culture had a positive and significant effect on teacher work motivation and performance. Work motivation also had a positive and significant effect on teacher performance. In addition, work motivation was proven to be able to significantly mediate the influence of transformational leadership and work culture on teacher performance. These findings indicate that improving the quality of the principal's transformational leadership and strengthening a positive work culture can increase teacher work motivation, which ultimately has an impact on improving teacher performance. This study provides insights for school administrators in designing policies that focus on development, leadership, work culture, and work motivation to improve teacher performance.

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  • State University of Semarang
  • Universitas Mega Buana Palopo
  • Afiliasi tidak diketahui
  • Organisasi berbeda
  • Organisasi sama
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Rekan penulisOrganisasiArtikel bersama
Abdul MalikUniversitas Mega Buana Palopo2
Muarifuddin MuarifuddinAfiliasi tidak diketahui1
Woro Apriliana SariAfiliasi tidak diketahui1
Anisya Pratama NingsihAfiliasi tidak diketahui1
Rama Dirga Dwi SaktiAfiliasi tidak diketahui1
Chairunnisa AsmawiAfiliasi tidak diketahui1
Triyono TriyonoAfiliasi tidak diketahui1
Fakhruddin FakhruddinAfiliasi tidak diketahui1
Sadhikul Aziz Eka MatifAfiliasi tidak diketahui1
IndriatikAfiliasi tidak diketahui1
Tri Joko RaharjoAfiliasi tidak diketahui1
Yeni AnggrainiAfiliasi tidak diketahui1
Laela HajarohAfiliasi tidak diketahui1
Sawa SuryanaAfiliasi tidak diketahui1
Hary Dwi EstafiantoAfiliasi tidak diketahui1
Amin YusufAfiliasi tidak diketahui1
Tiara Rahmania MarthariniAfiliasi tidak diketahui1
Kumtiyah KumtiyahAfiliasi tidak diketahui1
A’an Widiastuti Griya FitriAfiliasi tidak diketahui1
Karina Hestiana DeviAfiliasi tidak diketahui1
Rahmania Nur YuliasariAfiliasi tidak diketahui1
Wendy Ariyadi SaputraAfiliasi tidak diketahui1
Achmad RifaiAfiliasi tidak diketahui1
Mintarsih ArbariniAfiliasi tidak diketahui1
Misriyani MisriyaniAfiliasi tidak diketahui1
Ani RusilowatiState University of Semarang1
Himmah TaulanyAfiliasi tidak diketahui1
Supriyadi SupriyadiAfiliasi tidak diketahui1
Umayah UripAfiliasi tidak diketahui1
Diyah Kusuma WatiAfiliasi tidak diketahui1
Amin Yusuf Amin YusufAfiliasi tidak diketahui1
Ali SunarsoAfiliasi tidak diketahui1
Catur WulandariAfiliasi tidak diketahui1
Rodia SyamwilAfiliasi tidak diketahui1
Isna Rizki MubarokahAfiliasi tidak diketahui1
Ellianawati EllianawatiState University of Semarang1
Bambang SubaliAfiliasi tidak diketahui1
Riska Nadia SaputriAfiliasi tidak diketahui1

Afiliasi berasal dari OpenAlex; metadata OAI-PMH jurnal tidak memuatnya. Penulis tanpa ID OpenAlex dicocokkan berdasarkan nama, sehingga dua orang bisa tergabung atau satu orang bisa terpisah.

Sumber metadata: OAI-PMH (metadata jurnal) https://journal.unnes.ac.id/journals/eduman/oai, pertama di-harvest 5 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">The Effect of Transformational Leadership and Work Culture on Teacher Performance: The Mediating Role of Work Motivation</dc:title>
	<dc:creator xml:lang="en">Utomo, Riyanto Dwi</dc:creator>
	<dc:creator xml:lang="en">Mulyono, Sungkowo Edy</dc:creator>
	<dc:subject xml:lang="en">Transformational Leadership</dc:subject>
	<dc:subject xml:lang="en">Work Culture</dc:subject>
	<dc:subject xml:lang="en">Work Motivation</dc:subject>
	<dc:subject xml:lang="en">Teacher Performance</dc:subject>
	<dc:subject xml:lang="en">Vocational High School</dc:subject>
	<dc:description xml:lang="en">This study aims to analyze the influence of transformational leadership and work culture on teacher performance, both directly and indirectly through teacher work motivation at State Vocational High Schools in Sukoharjo Regency. This study used a quantitative approach with a survey method. The study population was 438 teachers, with 209 respondents determined using probability sampling techniques. Data collection was carried out through a questionnaire using a Likert scale of 1–5. Data analysis was carried out using IBM SPSS through validity tests, reliability tests, descriptive analysis, regression analysis, path analysis, and mediation tests. The results showed that transformational leadership and work culture had a positive and significant effect on teacher work motivation and performance. Work motivation also had a positive and significant effect on teacher performance. In addition, work motivation was proven to be able to significantly mediate the influence of transformational leadership and work culture on teacher performance. These findings indicate that improving the quality of the principal's transformational leadership and strengthening a positive work culture can increase teacher work motivation, which ultimately has an impact on improving teacher performance. This study provides insights for school administrators in designing policies that focus on development, leadership, work culture, and work motivation to improve teacher performance.</dc:description>
	<dc:publisher xml:lang="en">Universitas Negeri Semarang</dc:publisher>
	<dc:date>2026-06-30</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.unnes.ac.id/journals/eduman/article/view/58738</dc:identifier>
	<dc:identifier>10.15294/eduman.v15i2.58738</dc:identifier>
	<dc:source xml:lang="en">Educational Management; Vol. 15 No. 2 (2026): Regular Issue; 85 - 94</dc:source>
	<dc:source>2502-454X</dc:source>
	<dc:source>2252-7001</dc:source>
	<dc:source>10.15294/eduman.v15i2</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.unnes.ac.id/journals/eduman/article/view/58738/10676</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Educational Management</dc:rights>
</oai_dc:dc>