The Influence of Work life Balance and Transformational Leadership on Employee Performance Mediated by Employee Engagement among Educators and Education Personnel (PTK) at SMK BLUD SMK Negeri 1 Nanggulan

Syamsul Hadi (), Iin Widiyastuti () and Kusuma Chandra Kirana ()
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Syamsul Hadi: Universitas Sarjanawiyata Tamansiswa
Iin Widiyastuti: Universitas Sarjanawiyata Tamansiswa
Kusuma Chandra Kirana: Universitas Sarjanawiyata Tamansiswa

A chapter in Proceedings of the 1st International Conference on Business, Economic, and Social Sustainability (ICOBES 2025), 2026, pp 1002-1015 from Springer

Abstract: Abstract Leadership styles and the ability to strike a healthy work-life balance are two of the most important factors in determining an employee’s performance in a modern organization. The purpose of this research is to examine, via the medium of employee engagement, the relationship between transformational leadership, work-life balance, and employee performance. Using Smart Partial Least Square (PLS) as an analytical tool, data was obtained from a questionnaire that was distributed to 82 teachers and education staff members at SMKN 1 Nanggulan. The research concluded that transformational leadership increases employee engagement, which in turn improves performance and reduces the need for a work-life balance. On the other hand, work-life balance does not directly affect productivity. Additionally, the mediating function of employee engagement is taken into account with respect to transformational leadership, work-life balance, and employee performance. According to these findings, organizational performance is driven by employee engagement, and the work theoretical view of organizational performance suggests that there is a connection. Practically speaking, the job suggests that transformational leadership and engaged employees are necessary for performance, not just work-life balance.

Keywords: Work Life Balance; WLB; Transformational Leadership; Employee Engagement; Job Performance (search for similar items in EconPapers)
Date: 2026
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DOI: 10.2991/978-94-6239-626-5_74

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