Integration of Transformational Leadership and Knowledge Transfer in Creating Adaptive Performance: Mediation Analysis of Job Crafting and Moderation of Ambidextrous Leadership at Technical Implementation Units of the Ministry of Sea Transportation in Eas

Abstract

This study examines the integration of transformational leadership and knowledge transfer as simultaneous predictors of adaptive performance, with job crafting as a mediating mechanism and ambidextrous leadership as a moderating variable. The research context is the Technical Implementation Units (UPT) of the Ministry of Transportation for maritime affairs in East Kalimantan, Indonesia — organizations characterized by procedural compliance, cross-functional coordination, and operational adaptation demands. Employing a quantitative explanatory design with SEM-PLS analysis, data will be collected from 220 employees selected through purposive sampling across multiple UPT maritime offices. The study proposes nine hypotheses addressing direct effects, mediation paths of job crafting, and moderation roles of ambidextrous leadership. Theoretically grounded in dynamic capabilities, social exchange theory, and knowledge-based approaches, this study contributes a novel integrated model to the organizational behavior and human resource management literature within Indonesian public sector maritime organizations.