An Integrative Model of Managerial Performance in State-Owned Enterprises: The Contingent Roles of Education Leadership, Culture, Commitment, and Environmental Uncertainty in PLN Nusantara Power Services

Abstract

Background: Enhancing managerial performance in state-owned enterprises (SOEs) is vital for effective public service delivery, particularly in volatile environments. However, the complex interplay between education leadership, organizational structures, culture, commitment, and environmental context within SOEs, especially in emerging economies, requires deeper empirical investigation.

Methods: This study investigates how transformational education leadership, participatory budgeting, environmental uncertainty, organizational culture, and organizational commitment collectively influence managerial performance within PLN Nusantara Power Services (PLN NPS), a major Indonesian SOE. A quantitative survey was administered to 297 managers, and data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).

Results: Transformational education leadership significantly enhanced both participatory budgeting and organizational culture. These factors, along with organizational commitment, positively influenced managerial performance. Environmental uncertainty negatively impacted performance, yet this effect was substantially mitigated by organizational commitment, which acted as a key mediator. The final model explained 62% of the variance in managerial performance (R² = 0.62).

Conclusion: The findings underscore the importance of internal organizational alignment spanning education leadership, participation, culture, and commitment for sustaining managerial effectiveness in SOEs facing environmental volatility. This research contributes to public management theory by demonstrating the interdependent and contingent effects of structural, behavioral, and contextual factors, offering practical insights for targeted SOE reforms in emerging economies.