The Effect of Leader–Member Exchange, Education and Training on Employee Performance With Work Engagement as a Mediator at the Institut Seni Indonesia Bali

Ketut Bambang Ayu Widyani; Ida Bagus Udayana Putra; A.A. Media  Martadiani

doi:10.38142/ijesss.v7i1.1862

Authors

Ketut Bambang Ayu Widyani Warmadewa University, Indonesia
Ida Bagus Udayana Putra Warmadewa University, Indonesia
A.A. Media Martadiani Warmadewa University, Indonesia

DOI:

https://doi.org/10.38142/ijesss.v7i1.1862

Keywords:

employee performance, leader–member exchange, education and training, work engagement

Abstract

The Industrial Revolution 4.0 requires organizations to adapt rapidly by improving human resource quality, particularly in enhancing employee performance. Employee performance is influenced not only by individual competencies but also by the quality of leader–subordinate relationships and the effectiveness of education and training programs. In addition, work engagement serves as an important psychological factor that may mediate these relationships. This study aims to examine the effects of Leader–Member Exchange (LMX), education, and training on employee performance, with work engagement as a mediating variable. This study employs a quantitative survey approach. The population consists of 103 employees of Indonesian Institute of the Arts (ISI) Bali. A sample of 59 employees who participated in education and training programs in 2024 was selected using purposive sampling. Data were analyzed using the Partial Least Squares (PLS) method. The results indicate that LMX has a positive and significant effect on work engagement and employee performance. Education and training positively and significantly affect work engagement but do not have a significant direct effect on employee performance. Furthermore, work engagement has a positive and significant effect on employee performance. Mediation analysis reveals that work engagement partially mediates the relationship between LMX and employee performance and fully mediates the relationship between education and training and employee performance. These findings highlight the critical role of leadership in fostering high-quality work relationships and the importance of designing education and training programs that enhance work engagement to achieve sustainable improvements in employee performance.

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