Superleadership, Perceived Organizational Support, and Employee Performance: Mediating Roles of Job Satisfaction and Employee Engagement in Indonesian Hajj Dormitory Units
DOI:
https://doi.org/10.62794/je3s.v7i5.473Keywords:
Employee engagement, Job satisfaction, Job performance, Perceived organizational support, SuperleadershipAbstract
This conceptual paper develops an integrative model of how superleadership and perceived organizational support relate to employee performance, proposing job satisfaction and employee engagement as parallel and serial mediating mechanisms. Rather than testing hypotheses against primary data, the paper synthesizes recent literature (2023–2026) on superleadership, perceived organizational support, job satisfaction, employee engagement, and employee performance, drawing on Organizational Support Theory, Social Exchange Theory, Self-Determination Theory, and the Job Demands-Resources model to build a coherent explanatory framework. Fourteen propositions are advanced: nine concern the direct associations among the five focal constructs, three concern the mediating roles of job satisfaction and employee engagement, including a serial mediation pathway, and two are boundary-condition propositions specifying when the strength of certain associations should vary. The model is illustrated, but not empirically tested, using the operational realities of public-service organizations with seasonal workload and a heterogeneous workforce that includes non-civil-servant personnel, typified by hajj dormitory management units in Indonesia, as a motivating applied context. The paper's contribution is theoretical: it integrates streams of research that have largely developed in isolation, clarifies how superleadership differs from adjacent leadership constructs, and offers a set of falsifiable propositions and a research agenda for future empirical validation, for which Partial Least Squares-Structural Equation Modeling (PLS-SEM) is a candidate method for small, single-organization samples, provided that sample adequacy is justified through an a priori power calculation or a post hoc sensitivity analysis rather than through the general observation that PLS-SEM tolerates small samples. Tentative managerial implications are offered on the understanding that they remain propositions to be tested rather than demonstrated findings.
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