Transformational Leadership at UPTD Taman Budaya Government Office: Motivation, Empowerment, and Organizational Performance in Samarinda City

Kresna Syuhada Rawanggalih; Zainal Abidin; Doddy Adhimursandi

doi:10.55227/ijhess.v5i2.1998

Authors

Kresna Syuhada Rawanggalih Universitas Mulawarman
Zainal Abidin
Doddy Adhimursandi

DOI:

https://doi.org/10.55227/ijhess.v5i2.1998

Abstract

Traditional art studios in Samarinda City face challenges such as low motivation, limited psychological empowerment, and suboptimal leadership. As the fostering institution, the UPTD Taman Budaya Government Office plays a key role in improving studio management by providing transformational leadership that inspires and encourages participation. This quantitative study examined the effects of transformational leadership on motivation, psychological empowerment, and organizational performance among 160 members from 12 traditional art studios in Samarinda using structural equation modeling with partial least squares (SEM-PLS) analysis. The results revealed that transformational leadership significantly enhances motivation (β = 0.532, p < 0.001) and psychological empowerment (β = 0.411, p < 0.001). Motivation positively affects both psychological empowerment (β = 0.487; p < 0.001) and organizational performance (β = 0.356; p < 0.01). Psychological empowerment had the strongest impact on performance (β = 0.589; p < 0.001) and served as a key mediator between leadership and performance outcomes. Overall, transformational leadership enhances motivation and empowerment, thereby improving the performance of traditional art studios. Consistent implementation of this leadership approach by the UPTD Taman Budaya can strengthen the creativity, quality, and sustainability of traditional arts organizations, ensuring the preservation and advancement of local cultural heritage

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