Leadership, Work–Life Balance, and Organizational Commitment on Managerial Performance: The Mediating Role of Work Motivation in Plantation Companies

Abstract

Managerial performance is critical for organizational effectiveness in labor-intensive sectors such as plantation companies, yet empirical evidence from this context remains limited. This study examines the effects of leadership, work–life balance, and organizational commitment on managerial performance, with work motivation serving as a mediating variable. Using a quantitative approach, survey data were collected from 125 managers across 52 plantation companies in North Sumatra, Indonesia, and analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The results indicate that leadership, work life balance, and organizational commitment have significant positive effects on managerial performance, both directly and indirectly through work motivation. Work motivation partially mediates these relationships, highlighting its critical role in translating organizational practices into performance outcomes. This study extends organizational behavior literature by providing empirical evidence from the plantation industry in an emerging economy and offers practical insights for strengthening managerial performance through integrated human resource strategies.