Pengaruh Kepemimpinan Digital dan Pelatihan terhadap Kinerja dengan Kompetensi sebagai Mediasi pada Pegawai di Lingkup Pemerintah Kota Yogyakarta

Nico Wijaya, Yuni Siswanti, C. Ambar Pujiharjanto

Abstract


This study aims to examine the influence of digital leadership and training on employee performance, with competence serving as a mediating variable, among Civil Servants (ASN) at the Regional Financial and Asset Management Agency (BPKAD) and the Regional Civil Service and Human Resources Development Agency (BKPSDM) of the Yogyakarta City Government. A quantitative explanatory approach with a survey method was employed. The study involved 120 employees, all of whom were selected using a total sampling technique. Primary data were collected through a five-point Likert-scale questionnaire and analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS) with SmartPLS 3.2.9. The findings indicate that digital leadership has a positive and significant effect on employee performance (β = 0.332; p < 0.001), while training also has a positive and significant effect on employee performance (β = 0.218; p < 0.001). Furthermore, competence significantly mediates the relationship between digital leadership and employee performance (β = 0.317; p < 0.001), as well as the relationship between training and employee performance (β = 0.304; p < 0.001). The structural model demonstrates strong explanatory power, with an R² value of 0.808 for employee performance and 0.703 for competence. These findings suggest that improving civil servant performance depends not only on effective digital leadership and well-designed training programs but also on strengthening employee competence as the primary mechanism linking these factors to performance outcomes. Therefore, local governments should reinforce digital leadership practices and implement competency-based training programs to support digital bureaucratic transformation and improve the quality of public services.

Keywords


digital leadership, training, competence, employee performance, civil servants

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DOI: http://dx.doi.org/10.33087/jmas.v11i2.2459

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