The Effect of Transformation Leadership on Organizational Performance through the Strong Lecturer Engagement

Transformational leadership is one of the leadership types that can be applied in an organization, especially for organizations in the field of education. This study was conducted on several lecturers spread across several campuses in Indonesia. The research method uses SEM{PLS). The results showed as follows. (1) Engagement influences performance with a T-statistic value of 4.000 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.582. Therefore, H1 is accepted. (2) There is a significant relationship between transformational leadership and engagement with a T-statistic value of 16.737 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.820. Therefore, H2 is accepted. (3) There is no significant relationship between the transformational leadership and performance with a Tstatistic value of 0.145 (< 1.96). Furthermore, the original sample estimate value is positive that 0.202 which indicates that the relationship between transformational leadership and performance is negative. Therefore, H3 is rejected.


INTRODUCTION
Humans are a very important resource in an organization that cannot be replaced by other resources. Lecturers in a university are very important. Because lecturers are teaching staff who are a resource that needs to be managed properly. One type of leadership that can be used in higher education is Transformatioanal leadership. Leadership is very important in an organization because it can determine the success or failure of an organization. The leader can mobilize everyone in an organization to achieve his desired goals. Leadership in higher education highly determines the success of the campus. This study was conducted on several lecturers from several universities in Indonesia. Furthermore, the researchers apply transformational leadership. Kahn (1990) stated that transformational leadership has a great potential to influence followers' feelings concerning psychological safety by providing a supportive environment in which they feel safe to fully engage in a task.
Buil, Martínez, & Matute (2019) stated that transformational leadership refers to the approach used by leaders to motivate their followers by identifying organizational goals and interests. Transformational leaders behave in ways that can motivate people around them to give meaning and challenge for the work of their followers. They also stimulate their followers' efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. In addition, they also pay special attention to the needs of each follower for the sake of their achievement and growth by acting as a coach or mentor. The new construct in this study is strong engagement. Based on studies conducted by Sandell (2012) and Buil, Martínez, & Matute (2019), they indicated that workers engagement ISSN: 00333077 4596 www.psychologyandeducation.net functions as a mediating variable between transformational leadership and performance. Strong engagement is a form of lecturers' involvement that is filled with a sense of responsibility. Strong engagement is highly important to be developed in the field of education, especially in higher education. A lecturer has great demands and responsibilities. Basically, lecturers need to be able to do the three basic pillars (Ind. Tri Dharma) of Indonesia's higher education. Leaders must be able to help lecturers so that they can stay on the campus. Strong engagement is one of those factors because, with strong engagement, those lecturers can feel accepted in that environment, feel valued at the place where they work, feel easy to cooperates with their fellow lecturers, and feel useful for others. Transformational leadership is characterized by charisma (ideal influence), an inspirational character, motivational attitude, having intellectual stimulation, and individual consideration. Transformational leadership can be defined as a leadership style that can increase the awareness of members of an organization for the sake of the collective interest and contribute to achieving it. García-Morales et al. (2012) stated that transformational leadership can be described as a leadership style that promotes the collective interests of employees and helping them achieve those goals. In addition, transformational leaders can inspire their followers and increase followers' knowledge and learning systems that can encourage them to be innovative so that they can easily solve problems. Transformational leaders have charisma, intellectual stimulation, inspiring character, being able to enhance communication, having trust, and willing to share knowledge (Senge, 1990; Bass dan Avolio, 2000).
The purpose of transformational leadership is to increase the ability of followers to solve their problems and eventually others' problems (Avolio, Waldman, & Einstein, 1988). Samad (2012) stated that transformational leaders integrate creative insights, persistence, and sensitivity to followers. The role of transformational leaders is to develop and inspire their subordinates to be more responsible and committed to challenging goals. Leaders convince their followers to develop themselves. Transformational leaders develop and articulate their interesting visions on future opportunities, provide constructive feedback to followers, inspire them to work on shared goals, and motivate them to create a high performance (Bass, 1985;Bass, Avolio, & Goodheim, 1987). Transformational leadership plays an important role that can cause the changes needed for effective management. Transformational leaders can grow competencies that need to be met by providing challenges while also showing confidence and increasing the ability of followers to help them overcome personal challenges and simultaneously strengthening team spirit by articulating their visions that appeal to the team and emphasizing the importance of team goals (Kovjanic, Schuh, & Jonas, 2013). Bass et al. (1994) mentioned that there are four influential factors in transformational leadership, i.e. the ideal influence or inspirational motivation, intellectual stimulation, and individual considerations. The ideal influence or inspirational motivation is a motivation related to the formulation and articulation of shared vision and/or goals. Actions related to the ideal influence or inspirational motivation are instilling pride in others because of being associated with leadership, encouraging followers to go beyond self-interest for the sake of the good of the group, assuring that obstacles can be overcome, promoting self-confidence in achieving and implementing goals and tasks, speaking optimistically about the future, articulating an interesting vision for the future, and providing an interesting illustration of the change of the organization.  leadership is characterized by charisma (ideal influence), an inspirational character, motivational attitude, having intellectual stimulation, and individual consideration. Transformational leadership can be defined as a leadership style that can increase the awareness of members of an organization for the sake of the collective interest and contribute to achieving it. García-Morales et al. (2012) stated that transformational leadership can be described as a leadership style that promotes the collective interests of employees and helping them achieve those goals. In addition, transformational leaders can inspire their followers and increase followers' knowledge and learning systems that can encourage them to be innovative so that they can easily solve problems. Transformational leaders have charisma, intellectual stimulation, inspiring character, being able to enhance communication, having trust, and willing to share knowledge (Senge, 1990; Bass dan Avolio, 2000).

Literatur Review
The purpose of transformational leadership is to increase the ability of followers to solve their problems and eventually others' problems (Avolio, Waldman, & Einstein, 1988). Samad (2012) stated that transformational leaders integrate creative insights, persistence, and sensitivity to followers. The role of transformational leaders is to develop and inspire their subordinates to be more responsible and committed to challenging goals. Leaders convince their followers to develop themselves. Transformational leaders develop and articulate their interesting visions on future opportunities, provide constructive feedback to followers, inspire them to work on shared goals, and motivate them to create a high performance (Bass, 1985;Bass, Avolio, & Goodheim, 1987).Transformational leadership plays an important role that can cause the changes needed for effective management. Transformational leaders can grow competencies that need to be met by providing challenges while also showing confidence and increasing the ability of followers to help them overcome personal challenges and simultaneously strengthening team spirit by articulating their visions that appeal to the team and emphasizing the importance of team goals (Kovjanic, Schuh, & Jonas, 2013). Bass et al. (1994) mentioned that there are four influential factors in transformational leadership, i.e. the ideal influence or inspirational motivation, intellectual stimulation, and individual considerations. The ideal influence or inspirational motivation is a motivation related to the formulation and articulation of shared vision and/or goals. Actions related to the ideal influence or inspirational motivation are instilling pride in others because of being associated with leadership, encouraging followers to go beyond self-interest for the sake of the good of the group, assuring that obstacles can be overcome, promoting self-confidence in achieving and implementing goals and tasks, speaking optimistically about the future, articulating an interesting vision for the future, and providing an interesting illustration of the change of the organization.

ENGAGEMENT
Employee engagement is defined differently in the field of academic research. For some practitioners, engagement is basically illustrated as an attribute of psychological behavior (Macey & Schneider, 2008). Employee engagement leads to individual-level loyalty and satisfaction results (Azka, Tahir, M, & Syed, 2011). Meanwhile, working engagement provides important personal resources needed in behaving (Salanova, 2008). Kahn (1990) argued that engagement can utilize members of the organization in working roles in which they will use and express themselves physically, cognitively, emotionally, and mentally during performing their roles. M. Bakker, (2006) said that working engagement is characterized by high energy levels and can be identified with one's work. Mcbain (2006) said that employee engagement reflects changes in organizational contexts in which employees and businessmen in a psychological contract reflect motivational  (Salanova, 2008). Engagement is identified by the commitment to an organization or a job by applying requirements such as organizational commitment and satisfaction. Employee engagement is based on organizational culture, communication style, managerial style, leadership style, and trust (Lockwood, 2007). According to Schaufeli, Salanova, Gonzálezromá, & Bakker (2002) employee engagement as a condition that can motivate to work is characterized by enthusiasm, dedication, and absorption. The involved employees have an energetic and effective relationship with their working activities and see themselves able to fully handle the demands of their work. Schaufeli et al., (2002) claimed that working engagement that involves strength, dedication, and absorption shows high energy and motivation during the working activities. Dedication is characterized by a perception of meaning, inspiration, and pride in one's work. Furthermore, absorption is associated with being fully concentrated and enjoying a job in which time passes quickly and someone has difficulty getting away from the job. Employee engagement is defined differently in the field of academic research. For some practitioners, engagement is basically illustrated as an attribute of psychological behavior (Macey & Schneider, 2008). Employee engagement leads to individuallevel loyalty and satisfaction results (Azka, Tahir, M, & Syed, 2011). Meanwhile, working engagement provides important personal resources needed in behaving (Salanova, 2008). Kahn (1990) argued that engagement can utilize members of the organization in working roles in which they will use and express themselves physically, cognitively, emotionally, and mentally during performing their roles. M. Bakker, (2006) said that working engagement is characterized by high energy levels and can be identified with one's work. Mcbain (2006) said that employee engagement reflects changes in organizational contexts in which employees and businessmen in a psychological contract reflect motivational patterns that change for greater personal fulfillment in their working lives and are not solely motivated by financial rewards. Working engagement provides important personal resources needed to initiate new behavior (Salanova, 2008). Engagement is identified by the commitment to an organization or a job by applying requirements such as organizational commitment and satisfaction. Employee engagement is based on organizational culture, communication style, managerial style, leadership style, and trust (Lockwood, 2007).
According to Schaufeli, Salanova, González-romá, & Bakker (2002) employee engagement as a condition that can motivate to work is characterized by enthusiasm, dedication, and absorption. The involved employees have an energetic and effective relationship with their working activities and see themselves able to fully handle the demands of their work. Schaufeli et al., (2002) claimed that working engagement that involves strength, dedication, and absorption shows high energy and motivation during the working activities. Dedication is characterized by a perception of meaning, inspiration, and pride in one's work. Furthermore, absorption is associated with being fully concentrated and enjoying a job in which time passes quickly and someone has difficulty getting away from the job. The Relationship between Transformational Leadership and Engagement Bass (1985) stated that transformational leaders can improve performance to be higher. Based on a study conducted by Kovjanic

Outer Model Analysis
The outer model analysis specifically focuses on the relationship between latent variables and their indicators. In other words, the outer model analysis defines how each indicator relates to its latent variable. Tests carried out on the outer model analysis are as follows.

Convergent Validity
Convergent validity is used for indicator validation of the variables seen from the loading factor value. It is considered to be accepted if the loading factor value is above 0.7 with a minimum value of 0.5. In quantitative research, validity must claim for a wider population and not just samples (Golafshani, Nahid., 2003).The discriminant validity is the measurement model with reflective indicators that is assessed by comparing the Average Variance Extracted (AVE) of the square root values of each construct with the correlation between one construct and other constructs in the model. If the results of the AVE square root value of each construct are greater than the correlation value between one construct and other constructs in the model, it can be considered that it has a good discriminant validity value (Ghozali, 2011). After testing the measurement model (outer model), the next step is testing on the structural model (inner model) to find out whether the hypothesis can be accepted or rejected. This study will use a significant value (α) of 0.05 or 5%. Relationships between variables can be considered significant if the Pvalue is smaller than the predetermined significant value (P < 0.05).

CONCLUSIONS
Based on the analysis above, it can be concluded that the hypothesis of this study that the relationship between engagement and performance is significant with a T-statistic value of 4.000 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.582 which indicates that the relationship between engagement and performance is positive. Therefore, hypothesis 1 is accepted. This is in line with a study conducted by Halbesleben & Wheeler (2008) that there is a relationship between engagement and performance. In addition, the results of hypothesis testing also indicated that the relationship between transformational leadership and engagement is significant with a T-statistic value of 16.737 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.820 which indicates that the relationship between transformational leadership and engagement is positive. Therefore, hypothesis 2 is accepted. This is in line with a study conducted by Vincent-Höper, Muser, & Janneck (2012) that there is a relationship between transformational leadership and engagement For the last result of hypothesis testing, it indicated that the relationship between transformational leadership and performance is not significant with a T-statistic value of 0.145 (< 1.96). Meanwhile, the original sample estimate value is positive that is 0.202 which indicates that the relationship between transformational leadership and performance is negative. Therefore, hypothesis 3 is rejected. This is in line with a study conducted by Ross & Offermann, (1997), Thoni Setyo Prabowo (2018), and Eliyana, Ma'arif, & Muzakki (2019) that transformational leadership has no effect on performance. Furthermore, a study conducted by Ross & Offermann (1997)