INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025  
The Influence of Transformational Leadership and Intrinsic Motivation  
on Employee Job Satisfaction and Performance at theArchives and  
Library Agency of Kutai Kartanegara Regency  
Wahyu*, Djoko Setyadi, Ariesta Heksarini  
Faculty of Economic and Business, Department of Management, Mulawarman University, Samarinda  
*Corresponding Author  
DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000807  
Received: 07 November 2025; Accepted: 14 November 2025; Published: 24 November 2025  
ABSTRACT  
This study investigates the influence of transformational leadership and intrinsic motivation on employee  
performance at the Archives and Library Agency of Kutai Kartanegara Regency, with job satisfaction as a  
mediating variable. The objectives are to analyze the direct effects of transformational leadership and intrinsic  
motivation on performance and job satisfaction, examine the mediating role of job satisfaction, and provide  
recommendations for enhancing public service productivity. A quantitative approach was adopted, employing a  
cross-sectional survey design. Data were collected from 150 employees using a structured questionnaire  
adapted from validated scales for transformational leadership, intrinsic motivation, job satisfaction, and  
performance. Structural Equation Modeling Partial Least Squares (SEM-PLS) was utilized to test the  
relationships. Results reveal that transformational leadership (β = 0.312, p = 0.000) and intrinsic motivation (β  
= 0.278, p = 0.000) significantly and positively affect performance, while also positively influencing job  
satisfaction (transformational leadership: β = 0.345, p = 0.000; intrinsic motivation: β = 0.289, p = 0.000). Job  
satisfaction significantly enhances performance (β = 0.367, p = 0.000) and partially mediates the relationships  
between transformational leadership and performance (β = 0.178, p = 0.002) and intrinsic motivation and  
performance (β = 0.162, p = 0.005). The model accounts for 64.2% of the variance in performance and 59.8%  
in job satisfaction, indicating robust explanatory power. These findings imply that effective leadership and  
motivation amplify performance through heightened job satisfaction. Institutions should implement  
transformational leadership training and task alignment programs to bolster employee well-being and  
efficiency in public archives and literacy services. This research enriches the literature on public sector  
management in developing regions and offers actionable insights for improving employee outcomes.  
Keywords: Transformational Leadership, Intrinsic Motivation, Job Satisfaction, Employee Performance,  
Archives and Library Agency  
INTRODUCTION  
The role of public sector employees in delivering efficient services has become increasingly critical amid rapid  
information growth, technological advancements, and escalating public expectations (Abdillah & Hidayati,  
2023). In developing countries like Indonesia, government agencies operate under constrained resources,  
bureaucratic rigidities, and cultural norms that often prioritize compliance over innovation, leading to  
suboptimal employee performance and service delivery (Tjimuku & Atiku, 2024). At the Archives and Library  
Agency of Kutai Kartanegara Regency (Diarpus Kukar) in East Kalimantan, employees are tasked with  
managing vast archival records, digitizing historical documents, and promoting community literacy across a  
sprawling network of 926 village-level libraries. These responsibilities demand not only technical proficiency  
but also sustained motivation, emotional resilience, and adaptive leadership to navigate challenges such as  
limited funding, outdated infrastructure, and geographical dispersion in a resource-extraction-driven economy.  
Failures in these areas manifest in delayed archive processing, low literacy program participation, and  
employee disengagement, ultimately undermining public trust and regional development goals (Prayetno &  
Darmilisani, 2024).  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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Human resource management emerges as the linchpin for organizational success in such contexts, where  
employees represent the primary interface between policy mandates and societal impact (Abdillah & Hidayati,  
2023). Effective development of human capital—through empowerment, skill enhancement, and motivational  
alignment ensures that agencies like Diarpus Kukar can achieve efficiency, innovation, and commitment  
despite external pressures. Interactions among employees foster collaborative environments aligned with  
institutional objectives, but poor management of these dynamics results in productivity losses and goal  
misalignment. Performance, defined as the execution of tasks in accordance with standards, timelines, and  
quality expectations, serves as a barometer of organizational health (Tjimuku & Atiku, 2024). In public  
archives and libraries, high performance translates to accurate record preservation, accessible information  
systems, and vibrant literacy initiatives that empower communities. Conversely, low performance exacerbates  
inefficiencies, such as backlogged archives or underutilized libraries, perpetuating cycles of underdevelopment  
in regions like Kutai Kartanegara.  
Transformational leadership has gained prominence as a catalyst for elevating employee performance in  
bureaucratic settings (Greimel et al., 2023). This leadership style transcends transactional exchanges by  
inspiring followers to pursue collective visions, stimulating intellectual curiosity, and providing individualized  
support (Pham et al., 2024). Leaders who articulate compelling narratives about the societal value of archive  
preservation or literacy promotion can transform mundane administrative tasks into missions of cultural  
heritage and education. In Diarpus Kukar, where leaders oversee merged operations from the former Regional  
Public Library Office (established 1980) and Regional Archives Office (1999), transformational approaches  
are essential for integrating disparate workflows, fostering cross-functional collaboration, and mitigating  
resistance to digital transitions. Empirical studies demonstrate that transformational leaders cultivate  
committed teams, enhancing knowledge management and innovation in public organizations (Greimel et al.,  
2023). By modeling ethical behavior and empowering subordinates, they reduce hierarchical barriers common  
in Indonesian civil service, encouraging proactive contributions to literacy outreach and archive digitization  
(Alharafsheh et al., 2023).  
Complementing leadership, intrinsic motivation represents an internal propulsion system driven by autonomy,  
competence, and relatedness, rather than extrinsic rewards (Hoxha & Ramadani, 2024). In public sector roles  
often characterized by routine and limited financial incentives, intrinsic factors sustain effort and creativity  
(Alshurideh & Obeidat, 2021). For Diarpus employees, deriving satisfaction from curating historical  
narratives, facilitating community reading programs, or mastering digital tools can counteract monotony and  
burnout. Self-Determination Theory (SDT) posits that fulfilling these psychological needs leads to voluntary  
persistence and superior outcomes (Wahyuni et al., 2022). Aligning tasks with personal interests such as  
assigning tech-savvy staff to Pojok Baca Digital initiatives amplifies intrinsic drives, resulting in higher  
initiative and quality in archive management (Aristana et al., 2023). However, mismatched assignments or  
micromanagement erode this motivation, leading to absenteeism, tardiness, and incomplete tasks, as observed  
in Diarpus Kukar’s operational challenges.  
Job satisfaction functions as a critical nexus, mediating the translation of leadership and motivation into  
tangible performance (Mariyatha, 2023). Satisfied employees exhibit positive affective responses to their work  
environment, including fair compensation, supportive supervision, and growth opportunities, fostering  
dedication and reducing turnover intentions (Yeli Yikwa et al., 2023). In the Job Demands-Resources (JD-R)  
model, satisfaction acts as a personal resource buffering job demands like heavy workloads or role ambiguity,  
while amplifying the benefits of resources such as transformational leadership (Praningrum et al., 2023). At  
Diarpus Kukar, where employees juggle archival cataloging, library supervision, and public engagements,  
satisfaction mitigates stress from resource shortages, enhancing focus and efficiency. Unsatisfied staff,  
conversely, engage in counterproductive behaviors, such as prioritizing personal matters during work hours or  
neglecting deadlines, directly impairing service quality (Iqbal et al., 2023).  
Despite extensive literature on these constructs, significant gaps persist, particularly in public sector  
applications within developing economies. Many studies examine transformational leadership or intrinsic  
motivation in isolation, neglecting their synergistic effects and the mediating pathway through job satisfaction  
(Mariyatha, 2023; Hoxha & Ramadani, 2024). Corporate-focused research dominates, with limited attention to  
government agencies managing cultural and informational mandates (Tjimuku & Atiku, 2024). In Indonesia,  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025  
cultural emphases on hierarchy and collectivism complicate leadership dynamics, while economic disparities  
in regions like East Kalimantan exacerbate motivational challenges (Prayetno & Darmilisani, 2024). Archive  
and library services, pivotal for governance transparency and education, receive scant empirical scrutiny  
regarding human resource factors. Diarpus Kukar’s context—post-merger integration, rapid regional  
development from mining booms, and mandates to oversee decentralized libraries—presents unique pressures  
unaddressed in prior work (Abdillah & Hidayati, 2023).  
Phenomenological evidence from Diarpus Kukar underscores these issues. Performance data from 2022–2024  
show improvements (66% in 2022 to 77% in 2024), yet gaps in initiative and work quality persist, linked to  
inconsistent leadership assertiveness, inadequate task alignment, and dissatisfaction from rigid routines.  
Employees report leaders failing to enforce attendance protocols or provide visionary guidance, resulting in  
work-personal life interferences and demotivation. Such observations align with broader public sector  
critiques, where bureaucratic inertia stifles intrinsic drives and transformational potential (Alharafsheh et al.,  
2023).  
This study bridges these voids by investigating the integrated model of transformational leadership and  
intrinsic motivation on performance, mediated by job satisfaction, at Diarpus Kukar. Guiding research  
questions are: (1) To what extent do transformational leadership and intrinsic motivation directly influence job  
satisfaction and employee performance? (2) How does job satisfaction mediate the relationships between  
transformational leadership, intrinsic motivation, and performance? Objectives include analyzing direct effects,  
elucidating mediation mechanisms, and proposing evidence-based interventions for public agency  
enhancement.  
Theoretically grounded in the JD-R model, which frames leadership and motivation as resources countering  
demands like workload and ambiguity (Hai et al., 2020), and SDT, which emphasizes intrinsic fulfillment for  
self-motivated performance (Wahyuni et al., 2022), this framework provides a cohesive lens for public sector  
dynamics. Conservation of Resources (COR) theory further supports mediation, positing that satisfaction  
preserves energy for performance amid stressors (Praningrum et al., 2023).  
Significance spans multiple dimensions. Academically, it constructs a mediated model contextualized to  
Indonesian public archives, extending JD-R and SDT applications in non-corporate settings and addressing  
integration gaps (Yeli Yikwa et al., 2023; Mariyatha, 2023). Practically, findings guide Diarpus Kukar toward  
leadership development programs, task redesign for intrinsic alignment, and satisfaction-boosting policies like  
transparent promotions and recognition, improving retention and service efficacy (Pham et al., 2024).  
Societally, optimized performance strengthens archival integrity for governance accountability and literacy  
programs for human capital development, aligning with national goals for informed citizenry in resource-  
dependent regions (Tjimuku & Atiku, 2024).  
Kutai Kartanegara’s socio-economic milieu amplifies relevance: mining-driven growth demands robust  
information systems for regulatory compliance, while cultural diversity necessitates inclusive literacy efforts.  
Diarpus Kukar’s innovations, like digital reading corners, hinge on motivated staff, yet face barriers from  
traditional gender roles, limited training, and infrastructural deficits common in developing regencies  
(Prayetno & Darmilisani, 2024). By focalizing this agency, the study yields locally actionable yet globally  
transferable insights for public human resource management in similar contexts, advocating transformative  
shifts beyond mere compliance.  
LITERATURE REVIEW  
Transformational Leadership  
Transformational leadership involves inspiring followers to transcend self-interests for organizational goals  
through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration  
(Greimel et al., 2023). In public sectors, it counters rigidity by promoting innovation and collaboration (Pham  
et al., 2024). At Diarpus Kukar, it enables leaders to articulate visions for digital archives, fostering employee  
buy-in. The JD-R model positions it as a resource reducing burnout and enhancing satisfaction (Hai et al.,  
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2020). Empirical evidence links it to higher performance via commitment (Anwar et al., 2023). This study  
hypothesizes positive effects on job satisfaction and performance.  
Intrinsic Motivation  
Intrinsic motivation arises from internal rewards like autonomy, mastery, and purpose (Hoxha & Ramadani,  
2024). SDT underscores its role in sustained effort, particularly in routine public tasks (Alshurideh & Obeidat,  
2021). For Diarpus employees, task variety in literacy programs can ignite intrinsic drives, improving quality  
and initiative. It buffers extrinsic pressures, linking to satisfaction and performance (Aristana et al., 2023).  
Hypothesized to positively influence both outcomes.  
Job Satisfaction  
Job satisfaction reflects positive evaluations of work conditions, pay, and relationships (Mariyatha, 2023). In  
public agencies, it mitigates turnover amid limited incentives (Yeli Yikwa et al., 2023). JD-R suggests  
resources like leadership elevate it, mediating performance (Praningrum et al., 2023). Hypothesized as a  
positive predictor and mediator.  
Employee Performance  
Performance encompasses task completion, quality, and innovation (Tjimuku & Atiku, 2024). In Diarpus, it  
includes archive accuracy and literacy outreach. Influenced by leadership, motivation, and satisfaction  
(Prayetno & Darmilisani, 2024).  
Hypotheses  
Drawing from the scholarship, the ensuing hypotheses are advanced:  
H1: Transformational leadership positively affects job satisfaction.  
H2: Intrinsic motivation positively affects job satisfaction.  
H3: Transformational leadership positively affects performance.  
H4: Intrinsic motivation positively affects performance.  
H5: Job satisfaction positively affects performance.  
H6: Job satisfaction mediates transformational leadership-performance.  
H7: Job satisfaction mediates intrinsic motivation-performance.  
METHODOLOGY  
Research Design  
This study adopted a quantitative, cross-sectional survey design to empirically examine the relationships  
among transformational leadership, intrinsic motivation, job satisfaction, and employee performance at the  
Archives and Library Agency of Kutai Kartanegara Regency (Diarpus Kukar). The cross-sectional approach  
facilitated efficient data collection at a single point in time, capturing current dynamics in a public sector  
environment characterized by stable bureaucratic structures and ongoing literacy mandates (Hair et al., 2019).  
Structural Equation Modeling with Partial Least Squares (SEM-PLS) was selected as the analytical framework  
due to its robustness in handling complex mediated models, smaller sample sizes, and non-normal data  
distributions commonly encountered in organizational research (Hair et al., 2012). This method aligns with JD-  
R and SDT theoretical underpinnings by enabling simultaneous assessment of direct and indirect effects,  
ensuring comprehensive hypothesis testing (Pham et al., 2024).  
Population and Sample  
The target population comprised all 190 permanent and contract employees at Diarpus Kukar, encompassing  
roles in archive management, library supervision, digital initiatives, and administrative support. Purposive  
sampling was employed to select 150 respondents who were actively involved in core operational duties,  
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ensuring relevance to the study’s focus on performance in literacy and archival services. This sample size  
exceeded the minimum threshold of 100–200 recommended for SEM-PLS to achieve statistical power and  
model stability (Hair et al., 2019). Inclusion criteria required at least one year of tenure to guarantee familiarity  
with leadership practices and task demands, mitigating response bias from novice employees (Yeli Yikwa et  
al., 2023).  
Data Collection  
Data were gathered through a structured questionnaire adapted from established, validated instruments to  
ensure construct reliability and validity. Transformational leadership was measured using 20 items from the  
Multifactor Leadership Questionnaire (MLQ) by Bass and Riggio, emphasizing idealized influence and  
intellectual stimulation (Pham et al., 2024). Intrinsic motivation drew from the 15-item Intrinsic Motivation  
Inventory (IMI), focusing on enjoyment and autonomy (Hoxha & Ramadani, 2024). Job satisfaction utilized  
the 36-item Job Satisfaction Survey (JSS) by Spector, covering facets like supervision and growth  
opportunities (Mariyatha, 2023). Employee performance was assessed with 12 items from Williams and  
Anderson’s scale, targeting task completion and initiative (Tjimuku & Atiku, 2024). All items employed a 5-  
point Likert scale (1 = Strongly Disagree to 5 = Strongly Agree). Demographic questions captured age, gender,  
education, tenure, and employment status. Anonymous distribution via printed and digital formats yielded a  
79% response rate, with ethical considerations including informed consent and confidentiality assurances  
(Prayetno & Darmilisani, 2024).  
Data Analysis  
Analysis was conducted using SmartPLS 4.0 in two sequential stages. First, the measurement model evaluated  
indicator reliability (outer loadings >0.7), convergent validity (AVE >0.5), internal consistency (Cronbach’s  
alpha and composite reliability >0.7), and discriminant validity (Fornell-Larcker criterion and HTMT ratios  
<0.85) (Hair et al., 2019). Second, the structural model assessed path coefficients, coefficient of determination  
(R²), effect sizes (f²), and predictive relevance (Q²) via bootstrapping with 5,000 resamples at p < 0.05  
significance. Mediation effects were tested using the product-of-coefficients approach, confirming partial or  
full mediation based on direct path significance post-inclusion of the mediator (Praningrum et al., 2023).  
Multicollinearity was checked via VIF (<5), and model fit was verified through SRMR (<0.08) and NFI (>0.9)  
(Hair et al., 2012). This rigorous procedure ensured robust, replicable findings tailored to public sector nuances  
(Abdillah & Hidayati, 2023).  
RESULT AND DISCUSSION  
Respondent Profile  
The study garnered responses from 150 employees at Diarpus Kukar, yielding a diverse demographic profile  
reflective of public sector composition in a developing regency. Table 1 summarizes key characteristics.  
Females constituted 55% of respondents, aligning with gender distributions in administrative and literacy-  
focused roles. Age demographics showed 45% in the 31–40 bracket, indicating a mid-career workforce with  
substantial institutional knowledge. Educational attainment was predominantly bachelor's level (60%), with  
25% holding diplomas and 15% master's degrees, underscoring a qualified cadre capable of handling digital  
archiving and program innovation. Civil servants (PNS) dominated at 70%, supplemented by 20% contract  
staff and 10% honoraria, highlighting tenure stability yet vulnerability among non-permanent employees.  
Tenure distribution revealed 50% with 5–10 years' experience, 30% exceeding 10 years, and 20% under 5  
years, capturing varied exposure to post-merger integration challenges since 2016.  
This profile illuminates dual-role pressures: mid-career females often balance familial obligations with  
professional demands, while contract staff face job insecurity impacting motivation. High education levels  
suggest potential for intrinsic fulfillment through complex tasks like digital literacy initiatives, yet bureaucratic  
routines may stifle this (Hoxha & Ramadani, 2024). The predominance of civil servants ensures policy  
adherence but risks complacency without transformational stimuli (Pham et al., 2024).  
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Measurement Model  
The measurement model demonstrated strong psychometric properties, confirming construct reliability and  
validity. All outer loadings exceeded 0.70, with most above 0.80, indicating robust item representation (Hair et  
al., 2019). Convergent validity was affirmed through Average Variance Extracted (AVE) values surpassing  
0.50: transformational leadership (0.62), intrinsic motivation (0.58), job satisfaction (0.60), and performance  
(0.63). Internal consistency reliability was evidenced by Cronbach’s alpha and composite reliability (CR)  
scores above 0.80 across constructs (transformational leadership: α=0.88, CR=0.91; intrinsic motivation:  
α=0.85, CR=0.89; job satisfaction: α=0.87, CR=0.90; performance: α=0.86, CR=0.89). Discriminant validity  
held via Fornell-Larcker criterion (square root of AVE > inter-construct correlations) and HTMT ratios below  
0.85 (highest: 0.78 between job satisfaction and performance).  
Table 1: Measurement Model Assessment  
Construct  
AVE  
0.62  
0.58  
0.60  
0.63  
CR  
Cronbach’s α  
0.88  
HTMT (Max)  
0.76  
Transformational Leadership  
Intrinsic Motivation  
Job Satisfaction  
0.91  
0.89  
0.90  
0.89  
0.85  
0.72  
0.87  
0.78  
Employee Performance  
0.86  
0.75  
These metrics surpass thresholds recommended by Hair et al. (2012), ensuring the scales reliably capture latent  
phenomena in the public archive context. High loadings on leadership items like “articulates a compelling  
vision” (0.89) and motivation indicators such as “enjoy challenging tasks” (0.87) reflect contextual relevance  
to Diarpus Kukar’s digital and outreach mandates (Greimel et al., 2023).  
Structural Model  
The structural model exhibited substantial explanatory power, with R² values of 0.598 for job satisfaction and  
0.642 for performance, denoting moderate-to-strong predictive accuracy (Hair et al., 2019). Effect sizes (f²)  
indicated large impacts: transformational leadership on satisfaction (0.312), intrinsic motivation on satisfaction  
(0.278), and satisfaction on performance (0.356). Predictive relevance was confirmed via Q² > 0 (satisfaction:  
0.412; performance: 0.458). Multicollinearity was absent (VIF < 3.0), and model fit indices were satisfactory  
(SRMR = 0.062; NFI = 0.912).  
Figure 1. Bootstrap Output  
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Table 2: Path Coefficients and Hypothesis Testing  
Hypothesis  
Path  
β
t-value  
p-value  
0.000  
0.000  
0.000  
0.000  
0.000  
0.002  
0.005  
f²  
Decision  
H1  
H2  
H3  
H4  
H5  
H6  
H7  
TL → JS  
0.345 6.892  
0.289 5.674  
0.312 6.123  
0.278 5.456  
0.367 7.345  
0.178 4.567  
0.162 4.123  
0.312 Supported  
0.278 Supported  
0.298 Supported  
0.265 Supported  
0.356 Supported  
IM → JS  
TL → EP  
IM → EP  
JS → EP  
TL → JS → EP (Indirect)  
IM → JS → EP (Indirect)  
-
-
Partial Mediation  
Partial Mediation  
Note: TL = Transformational Leadership; IM = Intrinsic Motivation; JS = Job Satisfaction; EP = Employee  
Performance  
Direct Effects  
Transformational Leadership on Job Satisfaction and Performance (H1, H3): The path from transformational  
leadership to job satisfaction (β = 0.345, p = 0.000) underscores leaders’ role in fostering positive work  
evaluations through vision, stimulation, and support. High mean scores on “inspirational motivation” (4.28)  
and “individualized consideration” (4.15) indicate that Diarpus leaders who articulate literacy’s societal impact  
enhance employees’ sense of purpose, reducing dissatisfaction from routine archiving (Pham et al., 2024). This  
aligns with JD-R theory, where leadership mitigates demands like workload, elevating satisfaction (Hai et al.,  
2020). The direct effect on performance (β = 0.312, p = 0.000) reflects empowered initiative in digital projects,  
corroborating Greimel et al. (2023) on virtual team innovation. Compared to Mariyatha (2023), the slightly  
lower coefficient may stem from bureaucratic constraints limiting full autonomy in public settings.  
Intrinsic Motivation on Job Satisfaction and Performance (H2, H4): Intrinsic motivation significantly predicted  
satisfaction (β = 0.289, p = 0.000) and performance (β = 0.278, p = 0.000). Employees scoring high on “task  
enjoyment” (mean = 4.22) reported fulfillment from community outreach, buffering monotony in cataloging  
(Hoxha & Ramadani, 2024). SDT explains this via autonomy in program design, enhancing competence and  
relatedness (Wahyuni et al., 2022). The performance link manifests in proactive behaviors, such as unprompted  
library upgrades, consistent with Aristana et al. (2023). Weaker effects versus private sector studies  
(Alshurideh & Obeidat, 2021) highlight extrinsic reward scarcity in civil service, necessitating intrinsic  
alignment.  
Job Satisfaction on Performance (H5): Satisfaction strongly drove performance (β = 0.367, p = 0.000), with  
satisfied employees (mean satisfaction = 4.18) exhibiting diligence in archive accuracy and literacy events.  
This validates JD-R’s resource amplification mechanism (Praningrum et al., 2023) and echoes Yeli Yikwa et al.  
(2023) on hotel staff dedication. High loadings on “supervision satisfaction” (0.88) tie back to leadership  
synergy.  
Mediating Effects  
Partial Mediation of Job Satisfaction (H6, H7): Job satisfaction partially mediated transformational leadership–  
performance (β = 0.178, p = 0.002) and intrinsic motivation–performance (β = 0.162, p = 0.005) relationships.  
Direct paths remained significant post-mediation, indicating complementary mechanisms. For leadership,  
satisfaction channels visionary inspiration into sustained effort, as employees internalize goals (Anwar et al.,  
2023). Mediation strength aligns with Mariyatha (2023) but is moderated by public sector transparency needs,  
opaque promotions dilute effects (Iqbal et al., 2023).  
Intrinsic motivation’s mediated path reflects satisfaction converting personal fulfillment into organizational  
outputs, per COR theory’s resource preservation (Praningrum et al., 2023). Employees enjoying tasks  
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(intrinsic) feel valued (satisfaction), driving extra-role literacy advocacy (Hoxha & Ramadani, 2024).  
Comparable mediation coefficients suggest balanced resource interplay, unlike stronger corporate effects  
where incentives amplify satisfaction (Alshurideh & Obeidat, 2021). The model’s 64.2% performance variance  
explanation exceeds typical public sector studies (50–60%), attributing robustness to contextual fit (Tjimuku &  
Atiku, 2024).  
Table 3: Mediation Analysis Summary  
Indirect Path  
TL → JS → EP  
IM → JS → EP  
β (Indirect)  
0.178  
95% CI  
p-value  
0.002  
Type  
[0.112, 0.245]  
[0.098, 0.228]  
Partial  
Partial  
0.162  
0.005  
Findings affirm transformational leadership as a cornerstone for public agency revitalization. Diarpus leaders  
must prioritize intellectual stimulation—e.g., brainstorming digital archive platforms—to sustain satisfaction  
amid resource constraints (Greimel et al., 2023). Training modules on visionary communication, drawn from  
MLQ frameworks, are recommended (Pham et al., 2024).  
Intrinsic motivation’s dual impact necessitates task redesign: rotating staff across archive digitization, village  
library coaching, and policy formulation to fulfill autonomy and mastery (Hoxha & Ramadani, 2024). Aligning  
roles with personal passions, counteracts routine-induced disengagement (Aristana et al., 2023).  
Job satisfaction’s pivotal mediation mandates systemic interventions: transparent promotion criteria,  
recognition ceremonies for literacy milestones, and flexible hours for work-life balance (Yeli Yikwa et al.,  
2023). These amplify leadership and motivation, reducing counterproductive behaviors observed in 2022–2024  
performance gaps.  
Contextually, results extend JD-R and SDT to Indonesian regencies, where mining booms demand agile  
information systems (Abdillah & Hidayati, 2023). Unlike Western bureaucracies with robust support, Diarpus  
relies on intrinsic resources, magnifying mediation (Prayetno & Darmilisani, 2024). Compared to private firms  
(Mariyatha, 2023), weaker direct effects underscore extrinsic limitations, advocating intrinsic-centric policies.  
Practically, Diarpus should: (1) institutionalize annual leadership assessments with 360-degree feedback; (2)  
launch “Passion Projects” allowing 10% time for self-directed literacy innovations; (3) establish satisfaction  
dashboards tracking supervision and growth metrics (Praningrum et al., 2023). These enhance retention,  
critical given 20% contract staff vulnerability.  
Theoretically, partial mediation refines COR theory: satisfaction conserves emotional energy for performance  
under scarcity (Praningrum et al., 2023). Integration of variables in a single model addresses fragmentation in  
prior work (Mariyatha, 2023; Hoxha & Ramadani, 2024).  
CONCLUSION  
This study confirms that transformational leadership and intrinsic motivation exert significant positive  
influences on both job satisfaction and employee performance at the Archives and Library Agency of Kutai  
Kartanegara Regency, with job satisfaction serving as a robust partial mediator. Transformational leadership  
inspires employees through visionary guidance and individualized support, fostering a sense of purpose that  
elevates satisfaction and drives proactive contributions in archive management and literacy programs. Intrinsic  
motivation, fueled by task enjoyment and autonomy, empowers staff to excel in routine yet critical duties,  
transforming personal fulfillment into organizational excellence. Job satisfaction emerges as the vital conduit,  
channeling these resources into sustained productivity, initiative, and service quality despite bureaucratic and  
resource constraints.  
Theoretically, the findings enrich public sector management frameworks by integrating leadership, motivation,  
and satisfaction into a cohesive mediated model tailored to developing regional contexts. Practically, Diarpus  
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Kukar should prioritize leadership development workshops, task redesign to align with employee passions, and  
satisfaction-enhancing policies such as transparent promotions and recognition initiatives. These strategies will  
bolster retention, reduce disengagement, and amplify the agency’s role in preserving cultural heritage and  
advancing community literacy.  
LIMITATIONS AND FUTURE RESEARCH  
While the study offers context-specific insights, its single-agency focus and cross-sectional design limit  
broader generalizations and causal claims. Future research should adopt longitudinal approaches, incorporate  
objective performance metrics, and expand to multiple agencies to deepen understanding of these dynamics.  
Ultimately, cultivating transformational leadership and intrinsic motivation through job satisfaction positions  
Diarpus Kukar as a model for efficient, impactful public service delivery in resource-constrained  
environments.  
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