| dc.description.abstract | This study aims to analyze the relation of occupational and organizational transformation towards organization perfornance, taking into account the role of adaptive leadership as a moderating variable. It also examines the contributions of regulation, change management, organizational culture, team dynamics, and digital transformation as independent variables. A quantitative approach was employed using Structural Equation Modeling–Partial Least Squares (SEM–PLS), involving respondents from educational support staff within State Higher Education Legal Entities (PTNBH). The results indicate that position transformation has a direct effect on organizational performance (coefficient = 0.200, t = 2.921, p = 0.004), and organizational transformation also significantly affects organizational performance (coefficient = 0.260, t = 3.060, p = 0.002). Furthermore, adaptive leadership moderates the relationship between position transformation and organizational performance (interaction = 0.193, t = 2.372, p = 0.018), and also moderates the relationship between organizational transformation and organizational performance (interaction = 0.196, t = 2.673, p = 0.008). The R² values for the three constructs are as follows: position transformation (R² = 0.555), indicating that 55.5% of the variance in position transformation is explained by regulation, change management, and organizational culture; organizational transformation (R² = 0.661), meaning that 66.1% of the variance is explained by team dynamics and digital transformation; and organizational performance (R² = 0.741), suggesting that 74.1% of the variance in performance can be explained by position transformation, organizational transformation, and adaptive leadership. These results demonstrate that the model has a very strong predictive power for organizational performance in the context of PTNBH. | en_US |
