MABNY : Journal of Sharia Management and Business Vol.
4 No.
2 Oktober 2024 The Effect of Servant Leadership and Motivation on Employee Performance: The Mediating of Work Engagement Muhammad Bigar Al Majid.
Rosana Eri Puspita.
Universitas Islam Negeri Salatiga.
Indonesia Corresponding author: bigarmajid99@gmail.
Abstract:
This research aims to determine the influence of Servant Leadership and Work Motivation on Employee Performance with Work Engagement as an Intervening Variable.
The subjects of this research were 52 employees of the Trans Central Java Bus under the auspices of PT Mulia Orda Serasi.
The author uses quantitative methods in this research where data is obtained through questionnaires.
The data analysis that has been carried out shows that: .
Servant leadership has a positive and insignificant influence on the performance of Trans Central Java bus employees.
Work motivation has a positive and significant influence on the performance of Trans Central Java bus employees.
Servant leadership has a positive and significant influence on the work engagement of Trans Central Java bus employees.
Work motivation has a positive and significant influence on the work engagement of Trans Central Java bus employees.
Work engagement has a positive and significant influence on the performance of Trans Central Java bus employees.
Work engagement can mediate the influence of servant leadership on the performance of Trans Central Java bus employees.
Work engagement 0can mediate the influence of work motivation on the performance of Trans Central Java bus employees.
Keywords: Servant Leadership.
Work motivation.
Employee performance.
Work Engagement Abstrak:
Penelitian ini bertujuan untuk mengetahui bagaimana pengaruh dari Servant Leadership dan Motivasi Kerja terhadap Kinerja Karyawan dengan Work Engagement Sebagai Variabel Intervening.
Subjek dari penelitian ini merupakan karyawan Bus Trans Jawa Tengah dibawah naungan PT Mulia Orda Serasi sebanyak 52 responden.
Penulis menggunakan metode kuantitatif dalam penelitian ini diamana data diperoleh melalui angket atau kuesioner.
Dari analisis data yang telah dilakukan menunjukan bahwa: .
Servant leadership memiliki pengaruh secara positif dan tidak signifikan terhadap kinerja karyawan bus trans Jawa Tengah.
Motivasi kerja memiliki pengaruh secara positif dan signifikan terhadap kinerja karyawan bus trans Jawa Tengah.
Servant leadership memiliki pengaruh secara positif dan signifikan terhadap work engagement karyawan bus trans Jawa Tengah.
Motivasi kerja memiliki pengaruh secara positif dan signifikan terhadap work engagement karyawan bus trans Jawa Tengah.
Work engagement memiliki pengaruh secara positif dan signifikan terhadap kinerja karyawan bus trans Jawa Tengah.
Work engagement mampu memediasi pengaruh antara servant leadership terhadap kinerja karyawan bus trans Jawa Tengah.
Work engagement mampu memediasi pengaruh motivasi kerja terhadap kinerja karyawan bus trans Jawa Tengah.
Kata Kunci: Servant Leadership.
Motivasi Kerja.
Kinerja Karyawan.
Work Engagement Muhammad Bigar Al Majid.
Rosana Eri Puspita
INTRODUCTION
Human resources are the single most important factor that no one company can Human resources are a factor that significantly affects the performance of an The only person requested by Human Resources is the Employee.
In a business, employees can perform certain tasks related to the company's core competencies.
particular, if a company can successfully and efficiently integrate people into its organization, it will be better able to achieve its goals.
One of the most important factors in improving the quality of human resources in any business is the leadership factor.
Decisions and policies made by a leader are expected to have an impact both on the overall performance of the company and on each employee 1.
The task of the leader is to invite subordinates to participate and carry out the tasks that the leader has set for them.
The leader must have a role to reprimand the audience.
Leaders can support a variety of individual or group initiatives.
In addition, a leader's behavior is often referred to as his leadership ethos.
Every leader has the option to have a different type of leadership, so it is not always true that one type of leadership is better or worse.
By a particular leadership style known as "servant leadership", a manager's commitment to improving employee quality and employee retention is successful 2.
Servant leadership is a type of leadership that develops from genuine persuasion that comes from a heart that wants to serve.
The purpose of servant leadership is to help people uphold moral and spiritual standards.
As a result, the closeness between the two is almost close because it involves each other.
Servant leadership leaders typically put the needs of followers as a top priority or as co-workers.
Spears identifies servant leadership as the kind of leadership that fosters good relationships and lays the foundation for them by fostering community and teamwork, valuing the elderly and young people, and promoting dignity and respect.
According to Tatilu's findings from his research, servant leadership positively impacts employee productivity by emphasizing that the key to successful leadership is the ability to lay off workers first.
This goes hand in hand with the thought that the key to successful leading is the ability to lay off workers before making other lead attempts 3.
In research, 4 work motivation has a positive and significant influence on employee High employee performance is followed by high employee motivation.
employee performance is high, then the work can be done well and the needs of employees can be met.
Therefore, the company can provide opportunities for employees to progress and develop along with the motivational boost.
The ability to change attitudes, perspectives, and behaviors first is a prerequisite for being a servant leader.
Leadership must be committed to giving encouragement to the workforce for them to succeed and helping them achieve their goals 5.
It is a good thing to understand that this is something that must be done and is an important part of the constitution and regulations of the organization.
The specific impact of the changes offered is felt factually by subordinates will have an impact on the morale and morale of subordinates on the increasing company 6.
This will gradually contribute to the overall productivity of the business.
Subordinates or workers become aware that their superiors understand the same treatment, therefore performance Ratnawati, "Repositioning and Changing the Role of Human Resources Functions: An Effort to Overcome the Changing Environment.
2 Astohar, "Servant Leadership as a Leadership Style for Organizational Progress.
3 Tatilu, "Transactional.
Transformational.
Servant Leadership Influence on Employee Performance at PT.
Sinar Galesong Pratama Manado.
4 Wardani, .
5 Ghoniyah and Masurip, "Improving employee performance through leadership, work environment, and commitment.
6 Baskoro, "The Effect of Transformational Leadership and Work Motivation on Employee Performance.
The Effect of Servant Leadership and Motivation on Employee Performance:
The Mediating of Work Engagement can improve commensurate with changes in the behavior of leaders who follow subordinates or workers in a tiered manner at all levels of the company 7.
Based on observations made on September 20, 2021, on the Trans Central Java Bus.
Bawen District.
Semarang Regency, there was a phenomenon in employment employees as Figure 1 Trans Central Java Bus Employee Performance Based on the graph for the last four years, the employment situation of Trans Central Java Bus employees continues to decline.
The decline is expected to occur in 2020Ae2021 due to the COVID-19 pandemic and poor communication between employees and leaders, so employees consider the assistance provided by the leadership to be inadequate.
There is a gap in previous studies that use this topic, the difference in results is one strong reason for the author to take this topic.
Such as research written by 8 as well as research conducted by 9.
Given the significant relationship between servant leadership and employee productivity, this shows that increased servant leadership will hurt employee In addition, according to research findings, 10 servant leadership has benefits but does not have a significant effect on employee performance.
It can be argued that when servant leadership becomes more effective, there is less opportunity to increase employee Meanwhile, according to research conducted by 11 also12, servant leadership has a negative and insignificant impact on employee performance.
Strudi research on the variable of work motivation on employee performance conducted by 13 and research conducted by 14 with the result that work motivation has a 7 Wibowo, "Management of Servant Leadership.
Kurniawan, "The Influence of Servant Leadership on Employee Performance at PT.
Tata Mulia Nusantara is beautiful with the perception of organizational culture as mediation.
9 Tatilu, "Transactional.
Transformational.
Servant Leadership Influence on Employee Performance at PT.
Sinar Galesong Pratama Manado.
10 Dewi and Riana.
AuThe Role of Work Motivation in Mediating the Effect of Servant Leadership on Employee Performance at Legian Beach Hotel.
Kuta Bali.
Ay 11 Kamanjaya.
Supartha, and Dewi, "The Influence of Servant Leadership on Organizational Commitment and Employee Performance (Study on Civil Servants at Wangaya Hospital Denpasar Cit.
12 Hariyono and Andreani, "The Influence of Servant Leadership on Employee Performance through Work Motivation at Ud.
Grace Mulya Fortune.
13 Mahardika.
Hamid, and Ruhana, "The Effect of Work Motivation on Employee Performance of PT.
Axa Financial Indonesia Sales Office Malang.
14 Priyatno, "The Effect of Motivation on Employee Performance at PT Asuransi Jiwa Tugu Mandiri.
Muhammad Bigar Al Majid.
Rosana Eri Puspita significant positive influence.
Contrary to research 15 are also research findings by 16, which have the result that work motivation has a negative and insignificant effect on employee RESEARCH METHODS The type of analysis used in this study is quantitative analysis.
The location of this research is at the Trans Jateng office in Bawen District.
Semarang Regency.
The researcher took the location of the study because the subject in this study was Trans Jateng.
The subjects in the study were employees of the Trans Central Java Bus under the auspices of Koprasi Mulia Orda Serasi.
This study used primary data and secondary data.
In this study, researchers used a simple random sampling technique.
So, the research object of Trans Jateng Bus employees was randomly selected, with a population of 110 and the sample used based on the results of the Solvin formula was around 52 respondents.
The data collection technique uses a closed questionnaire that has been given to respondents so that they can answer silently.
18 Test data analysis using path analysis.
The data analysis conducted by researchers includes classical assumption tests, hypothesis tests, and path analysis.
RESULTS AND DISCUSSION
The variables used in this study are Servant Leadership.
Work Motivation (X.
Employee Performance (Y), and Work Engagement (Z).
The following are the results of the research and discussion:
Instrument Test Results Test Data Validity Table 1 Validity Test Variable Statement R table R count Information Servant Leadership (X.
Work Motivation (X.
Employee Performance (Y) Item 1
0,361
0,555175
Item 2
0,568701
Item 3
0,747115
Item 4
0,523567
Item 5
0,715715
Item 1
0,361
0,504656
Item 2
0,735113
Item 3
0,632553
Item 4
0,642323
Item 5
0,698564
Item 1
0,361
0,604937
Item 2
0,753259
Item 3
0,681247
Valid Valid Valid 15 Hidayat, "The Effect of Motivation.
Competence and Work Discipline on Performance.
16 Sumiati and Purbasari, "The Effect of Motivation.
Job Satisfaction and Work Ability on Employee Performance.
SaAoie, et al.
AuAnalisis Rekrutmen Dalam Meningkatkan Kinerja Karyawan Mie Muslim SumenepAy 18 Sugiono.
Educational Research Methods.
The Effect of Servant Leadership and Motivation on Employee Performance:
The Mediating of Work Engagement
Item 4
Work
Engagement (Z) 0,872238 Item 1
0,361
0,748144
Item 2
0,639573
Item 3
0,841554
Valid Source: Processed Primary Data, 2023 Through Table 1 it is known that all items in the statement of each variable have a recount> rtable, in another sense all statements of the questionnaire are declared valid.
Data Reliability Test
Variable Table 2
Reliability Test
Cronbach Alpha
Information Servant Leadership
0,606
Reliable Work Motivation 0,645 Reliable Kinerja Karyawan 0,711 Reliable Work Engagement
0,602
Reliable Source: Processed Primary Data, 2023 From Table 2 it is known that the value of Cronbach Alpha on all variables is greater than 0.
6 ( > 0.
, it can be concluded that all variables of servant leadership, work motivation, employee performance, and work engagement are declared Classical Assumption Test Results Uji Normalise Table 3 Normality Test One-Sample Kolmogorov-Smirnov Test Unstandardiz ed Residual Normal Mean Parameters.
Std.
Deviation Most Absolute Extreme Positive Differences Negative Test Statistic Asymp.
Sig.
-taile.
c Monte Carlo Sig.
Sig.
Lower Confidenc Bound Muhammad Bigar Al Majid.
Rosana Eri Puspita e Interval Upper Bound Test distribution is Normal.
Calculated from data.
Lilliefors Significance Correction.
Source: Processed Primary Data, 2023 From table 3 it can be seen that the value of sig.
-taile.
As much as 0.
051 is greater than 0.
05, the data is normally distributed.
Multicollinearity Test Table 4 Multicollinearity Test Coefficients Model Unstandardiz Standardized Coefficients Coefficients Std.
Error Beta 1 (Constan.
Collinearity Statistics Toleranc Sig.
VIF
Servant Leadership Work Motivation Work Engagemen Dependent Variable: Employee Performance Source: Processed Primary Data, 2023 In table 4 above, the tolerant value of all variables is greater than 0.
1 and the VIF value is obtained from all variables less than 10, it can be concluded that there are no symptoms of multicollinearity.
Heteroscedasticity Test Table 5 Heteroscedasticity Test Model Coefficients Standardize Unstandardized Coefficients Coefficients Std.
Error Beta 1 (Constan.
Servant Leadership Sig.
The Effect of Servant Leadership and Motivation on Employee Performance:
The Mediating of Work Engagement Work Motivation Work Engagemen Dependent Variable: Abs_Res2 Source: Processed Primary Data, 2023 Table 5 above shows that the significance value of the servant leadership variable is 0.
953, work motivation is 0.
536, and work engagement is 0.
From each variable, a significance value of more than 0.
05 can be concluded that heteroskedasticity does not occure Uji Hypothesis Coefficient of Determination (R.
Table 6 Uji R Square Model Summary Adjusted R R Square Square Model Std.
Error of the Estimate Predictors: (Constan.
Kinerja Karyawan.
Servant Leadership.
Motivasi Kerja Source: Processed Primary Data, 2023 From the data shown in table 6, a correlation coefficient value of 0.
876 is obtained which can be interpreted that there is a strong relationship between the independent variable (Independen.
and the dependent variable because what is obtained is close to number 1.
While the determination value in the table above is 768 or 77%, it can be concluded that the variables of servant leadership and work motivation affect employee performance variables by 77% and the remaining 23% are influenced by other variables.
Uji F test Tabel 7 Uji F Model 1 Regressio ANOVAa Sum of Mean Squares df Square Residual Total Sig.
Dependent Variable: Work Engagement Predictors: (Constan.
Employee Performance.
Servant Leadership.
Work Motivation Source: Processed Primary Data, 2023 Muhammad Bigar Al Majid.
Rosana Eri Puspita From Table 7 it can be seen that the F hung value is 52.
928 and the significance value is 0.
000 < 0.
05, so it can be interpreted that the independent variable simultaneously has a significant effect on the dependent variable.
T Test Table 8 Test T (X and Z against Y) Model Coefficients Standardize Unstandardized Coefficients Coefficients Std.
Error Beta 1 (Constan.
Servant Leadership Work Motivation Work Engagemen Sig.
Dependent Variable: Employee Performance Source: Processed Primary Data, 2023 From table 8 above Test T (Partia.
, it can be concluded that:
The effect of servant leadership on employee performance The results of the T-test on the servant leadership variable (X.
have a significance value of 0.
291 where the value is greater than 0.
05, then the servant leadership variable (X.
has a positive insignificant effect on the employee performance variable (Y).
The effect of work motivation on employee performance The results of the T-test on the work motivation variable (X.
have a significance value of 0.
002 where the value is smaller than 0.
05, then the work motivation variable (X.
has a significant positive effect on the employee performance variable (Y).
The effect of work engagement on employee performance The results of the T-test on the work engagement variable (Z) have a significance value of 0.
021 where the value is smaller than 0.
05, then the work engagement variable (Z) has a significant positive effect on the employee performance variable (Y).
Table 9 Test T (X against Z) Model Coefficients Standardize Unstandardized Coefficients Coefficients Std.
Error Beta Sig.
The Effect of Servant Leadership and Motivation on Employee Performance:
The Mediating of Work Engagement 1 (Constan.
Servant Leadership Work Motivation Dependent Variable: Work Engagement Source: Processed Primary Data, 2023 From table 9 above Test T (Partia.
, it can be concluded that:
The influence of servant leadership on work engagement The results of the T-test on the servant leadership variable (X.
have a significance value of 0.
000 where the value is smaller than 0.
05, then the servant leadership variable (X.
has a significant positive effect on the work engagement variable (Z).
The effect of work motivation on work engagement The results of the T-test on the work motivation variable (X.
have a significance value of 0.
011 where the value is smaller than 0.
05, then the work motivation variable (X.
has a significant positive effect on the work engagement variable (Z).
Path Analysis Results Model Equation 1 Z = 0 1 X1 2 X2 yce Table 10 Test-Path Analysis Model Coefficients Unstandardiz Standardize Coefficients Coefficients Std.
Error Beta 1 (Constan.
Servant Leadership Motivasi Kerja Sig.
Dependent Variable: Work Engagement Source: Processed Primary Data, 2023 Table 10 obtained regression similarities, namely:
Z = 1,063 0,546X1 0,350X2 yce From the equation can be concluded:
The constant 1.
063 means that the variables servant leadership (X.
, work motivation (X.
, and work engagement (Z) are constant and there is no change, then the variable work engagement (Z) is 1.
This means that the average work engagement will increase by 1,063.
The beta coefficient value for the servant leadership variable (X.
546 which means that if servant leadership is higher, work engagement will increase.
Each Muhammad Bigar Al Majid.
Rosana Eri Puspita plus one point of servant leadership (X.
with an increase in work engagement (Z) of 0.
The beta coefficient value for the work motivation variable (X.
350 which means that if work motivation is higher, work engagement will also increase.
Each addition of one point of work motivation (X.
increases work engagement (Z) by Table 11 Test-Path Analysis Model Summary Model Std.
Error Adjusted of the Square R Square Estimate Predictors: (Constan.
Work Motivation.
Servant Leadership Source: Processed Primary Data, 2023 The output results in table 4.
15 stated that the R2 value was 0.
740 or 74% and the rest was explained outside the research model.
Then the magnitude e is:
= 0,509
Model Equation 2 Y = 0 1 X1 2 X2 4 Z yce Table 12 Test-Path Analysis Model Coefficients Standardize Unstandardized Coefficients Coefficients Std.
Error Beta 1 (Constan.
Servant Leadership Work Motivation Work Engagemen Sig.
Dependent Variable: Employee Performance Source: Processed Primary Data, 2023 The results of table 12 above, regression is obtained as follows:
The constant 3.
923 means that the variables servant leadership (X.
, work motivation (X.
, and work engagement (Z) are constant and there is no change, then the employee performance variable (Y) is 3.
This means that the average employee performance will increase by 3,923.
The Effect of Servant Leadership and Motivation on Employee Performance:
The Mediating of Work Engagement .
The beta coefficient value for the servant leadership variable (X.
158 which means that if servant leadership is higher, employee performance will increase.
Each plus one point of servant leadership (X.
with an increase in employee performance (Y) of 0.
The beta coefficient value for the work motivation variable (X.
438 which means that if work motivation is higher, employee performance will also increase.
Each addition of one point of work motivation (X.
increases employee performance (Y) by 0.
The beta coefficient value for the work engagement (Z) variable is 0.
331 which means that if work engagement is higher, employee performance will also Each addition of one point of work engagement (Z) increases employee performance (Y) by 0.
Table 13 Test-Path Analysis Model Summary Model Square Adjusted R Square Std.
Error of the Estimate Predictors: (Constan.
Work Engagement.
Work Motivation.
Servant Leadership Source: Processed Primary Data, 2023 The output results in table 4.
17 stated that the R2 value was 0.
762 or 76.
2% and the 8% which was explained outside the research model.
Then the magnitude e is:
= 0,487
From the results of the path analysis, the model equation is obtained as follows:
Figure 2 Path Analysis Results Servant Leadership P1X1 .
0,4380,438
P2X2 .
E1 .
0,4380,43
E2 .
0,4380,43
P3X1 .
0,4380,438
Kinerja Karyawan Work Engagemet Motivasi Keja P5Y .
P4X2 .
Source: Processed Primary Data, 2023 Muhammad Bigar Al Majid.
Rosana Eri Puspita Furthermore, the results of the above equation are tested using the Sobel test as follows:
The influence of servant leadership on employee performance mediated by work Sp1p5 = = 0,088 Based on the direct influence of the servant leadership variable (X.
= 0.
While the indirect influence is 0.
546 x 0.
331 = 0.
180726 with an overall influence of 546 0.
180726 = 0.
726726, therefore Sp1p5 obtained the calculated value t statistical effect of mediation t, namely:
t = 8,258 Based on the calculation above, hail from the t calculate > t table with a value of 8.
258 > 3.
923, it can be concluded that the variable work engagement (Z) can mediate servant leadership (X.
to employee performance (Y).
The effect of work motivation on employee performance mediated by work Sp2p5 = = 0,0609 Based on the direct influence of the work motivation variable (X.
= 0.
While the indirect influence is 0.
350 x 0.
331 = 0.
11585 with an overall influence of 0.
11585 = 0.
46585, therefore Sp2p5 obtained the calculated value t statistical effect of mediation t, namely:
t = 7,6494 Based on the calculation above, hail from the t calculate > t table with a value of 7.
6494 > 3.
923, it can be concluded that the variable work engagement (Z) can mediate work motivation (X.
to employee performance (Y).
The first hypothesis discusses the influence of servant leadership on employee The magnitude of the servant leadership variable t-test (X.
obtained a calculated t-value of 1.
069 with a significance value obtained of 0.
291 in the sense that the significance value is greater than 0.
05, therefore it can be concluded that servant leadership (X.
has a positive insignificant effect on the performance of Trans Central Java bus employees.
Thus, the hypothesis (H.
can be rejected.
The results of this study are by the research of Kamanjaya et al.
, .
and are not by the research (Kurniawan, 2.
The second hypothesis discusses the influence of work motivation on employee performance.
The magnitude of the work motivation variable t-test (X.
obtained a calculated t-value of 3.
210 with a significance value obtained of 0.
002 in The Effect of Servant Leadership and Motivation on Employee Performance:
The Mediating of Work Engagement the sense that the significance value is smaller than 0.
05, therefore it can be concluded that work motivation (X.
has a significant positive effect on the performance of Trans Central Java bus employees.
Thus, the hypothesis (H.
is acceptable.
The results of this study are by Wardani's research, .
In contrast, research conducted by Abdullah, .
shows that work motivation has a negative and significant effect on employee performance.
The third hypothesis discusses the impact of servant leadership on work The magnitude of the servant leadership variable t-test (X.
obtained a calculated t value of 4.
142 with the significance value obtained is 0.
001 in the sense that the significance value is smaller than 0.
05, therefore it can be concluded that servant leadership has a significant positive effect on the work engagement of Trans Central Java bus employees.
Thus, the hypothesis (H.
is acceptable.
The results of this study are by research by Sari et al.
and not by the research of D.
Putra et al.
, .
The fourth hypothesis discusses the effect of work motivation on work The magnitude of the work motivation variable t-test (X.
obtained a calculated t value of 2.
657 with the significance value obtained is 0.
011 in the sense that the significance value is smaller than 0.
05, therefore it can be concluded that work motivation (X.
has a significant positive effect on the work engagement of Trans Central Java bus employees.
Thus, the hypothesis (H.
is acceptable.
The results of this study are by the research of Wahyudi & Pranata .
and not by the research of Wijaya, .
The fifth hypothesis discusses the effect of work engagement on employee The magnitude of the work engagement (Z) variable t-test obtained a calculated t value of 2.
395 with the significance value obtained is 0.
021 in the sense that the significance value is smaller than 0.
05, therefore it can be concluded that work engagement has a significant positive effect on the performance of Trans Central Java bus employees.
Thus, the hypothesis (H.
is acceptable.
The results of this study are by the research of Hafidzunnur .
and not by the research of Joushan.
Shindie Aulia.
Syamsul.
Muhammad, and Kartika, .
The sixth hypothesis discusses the influence of servant leadership on employee performance mediated by work engagement.
Based on the path analysis test, the servant leadership variable has a direct effect of 0.
While indirect influence .
546 x 0.
= 0.
180726 with overall influence 0.
Therefore the calculated t value of 8.
258 is higher than the table t of 3.
Therefore, the hypothesis (H.
is accepted with the conclusion that work engagement can mediate the influence of servant leadership on the performance of Trans Central Java bus employees.
The results of this study are by the research of Wati &.
Warsindah .
and not by the research of Aziez &.
Nugroho, .
The seventh hypothesis discusses the relationship between work motivation to employee performance through work engagement.
Based on the path analysis test, the work motivation variable has a direct effect of 0.
While indirect influence .
= 0.
11585 with overall influence 0.
11585 = 0.
Therefore the calculated t value of 7.
6494 is higher than the table t of 3.
Therefore, the hypothesis (H.
is accepted with the conclusion that work engagement can mediate the effect of work motivation on the performance of Trans Central Java bus employees.
The results of this study are by the research of Trisninawati &.
Elpanso .
and not by the research of Aziez &.
Nugroho, .
CONCLUSION
Based on the results of research studies that have been carried out from several stages including data collection and processing and continued with data analysis with how the influence of servant leadership and work motivation on employee performance with work engagement as an intervening variable in Trans Central Java bus employees, therefore it can be concluded that the results of this study show that Work engagement can mediate the Muhammad Bigar Al Majid.
Rosana Eri Puspita influence between servant leadership on the performance of Trans Central Java bus Furthermore.
Work engagement can mediate the influence of work motivation on the performance of trans-Central Java bus employees.
REFERENCE