The Influence of Authentic Leadership and Work Engagement on Employee Performance through Competency as an Intervening Variable at PT Tritama Jaya Wisata

The research aims to determine the effect of authentic leadership and work engagement on employee performance using the intervention variable PT Tritama Jaya Wisata. The research method used was quantitative, using saturated samples taken from 45 respondents from all company employees. Analysis was carried out using structural equation models and Partial Least Squares (PLS) software. The research results show that leadership and work involvement have a positive and significant effect on employee performance, with an indirect influence on the competency variable.


INTRODUCTION
The impact of the COVID-19 pandemic has significantly changed travel and tourism activities, thereby presenting major challenges to the tourism industry.The decline in tourism volume and income from the tourism industry is a big challenge for tourism destinations.After the COVID-19 pandemic, many tourists have switched to using Online Travel Agents (OTA) rather than conventional travel agents.The emergence of these app-based travel agents has not only changed travelers' perspectives in planning trips but has also caused significant disruption to the traditional travel agent business.Travel and tourism information, previously only available through travel agents, can now be accessed via everyday devices such as smartphones.Popular online travel applications such as Traveloka, Tiket.com,Agoda, and others are the main choices.The impact is felt far and wide, with tens to hundreds of traditional travel agents who rely on conventional models experiencing business difficulties due to the shift in tourist preferences to online travel agents.
PT Tritama Jaya Wisata is a travel agency company that provides various domestic and international travel services.Employees at PT Tritama Jaya Wisata must make every effort to make customers happy to ensure the effectiveness of their work.Customers should receive the greatest possible service from employees.However, in reality, not all employees at PT Tritama Jaya Wisata can provide their best work.
Net sales value of PT Tritama Jaya Wisata Source: Sales Data PT Tritama Jaya Wisata Table 1 Pre-Survey Employee Performance at PT Tritama Jaya Wisata Source : procces data 2023 However, according to data, PT Tritama Jaya Wisata is faced with employee performance problems, namely enthusiasm for work 67%, happy handling many tasks 73%, able to solve problems at work 53%, adapting to changes in work systems 67%, coordinating with colleagues 60%.
This research is strengthened by the results of a pre-survey of 15 employee respondents, highlighting the variables that influence employee performance.Pre-survey results show that work engagement has the biggest problem with a percentage of 53.3%, followed by competence with a percentage of 53.3%, and authentic leadership with a percentage of 60%.Several related studies show different findings, where research by A.A. Bagus Bayu Krisnadiputra, Ida Bagus Widiadnya, and Sapta Rini Widyawati (2022) found the influence of authentic leadership on employee performance, while research by Agus Purwanto, Masduki Asbari (2020) stated the opposite.Ali Imran Mashadi (2022) shows the influence of work engagement on employee performance, different from the findings of Tri Rahmadalena, and Asmanita (2020).However, Astri Pradytha and Rini Iestari (2021) found the influence of competence on employee performance, in contrast to research by Puspa Dewi Yulianty, Sari Laelatul Qodriah, Pebi Kurniawan, Hani Indriyanti (2021) which stated the opposite.This divergence of findings shows the complexity of the variables that influence employee performance and the need for further research to gain a deeper understanding.

THEORETICAL REVIEW Employee Performance
Veithzal (2005:97) defines performance as the overall results achieved by a person in carrying out tasks over a certain period, including work performance standards, goals or criteria that have been set and agreed upon.More than just advertising or payroll data, employee performance is also key to motivating employees and creating plans to overcome performance declines.Mangkunegara (2018) stated that efficiency comes from the words work efficiency or real efficiency which refers to work efficiency or a person's real achievements.Performance includes qualitative and quantitative achievements by the responsibilities given to individuals.

Authentic Leadership
According to Shahid (2020), Authentic Leadership describes the attitude of a leader who utilizes and improves mental performance and positive attitudes.This includes better self-understanding, a taught attitude perspective, the cultivation of information, and positive relationships between leaders and employees.Authentic Leadership also involves positive self-development.
From the perspective of Avolio & Mahtre (2018), Authentic Leadership is defined as leadership characterized by self-confidence, optimism, hope, efficiency and resilience.Authentic leaders have clear values and moral perspectives, carry a positive outlook for the future, and place employees in a position to become leaders of higher interests.Authentic Leadership is believed to help grow organizational commitment in employees through increasing mental performance, such as self-efficacy, hope and optimism.Schaufeli and Bakker (2018) stated that work engagement is a concept where employees feel attachment and enthusiasm for their work.Employees who have high work engagement tend to be more enthusiastic and psychologically involved in their work.Work engagement is defined as positive things that include behavior at work, such as enthusiasm (vigor), dedication (dedication), and full involvement (absorption).In other words, employees who have a high level of work engagement will show strong involvement and enthusiasm in carrying out their duties.

Work Engagement
A similar opinion was expressed by Ali Imran Mashadi (2022), who stated that work engagement involves psychological presence with two main components, namely attention and absorption.Attention refers to cognitive abilities and time spent thinking about one's role in the organization, while absorption reflects a person's level of focus and involvement in their work.

Competence
According to Rahmat (2019), competency is a person's characteristics that are related to effective and superior performance in certain work situations.Competencies are considered basic characteristics because they are an inherent part of an individual's personality and can be used to predict behavior and performance in various work situations.
Rachmaniza (2020) suggests that competence is a basic individual characteristic that is related to effective performance at work or has a causal relationship with reference criteria, showing excellent or superior performance in the workplace or certain situations.
Sinaga (2019) states that competence is an individual's ability that has selling value, resulting from creativity and innovation.Thus, understanding competence includes aspects of basic characteristics, relationships with performance, and value resulting from individual creativity and innovation.

Figure 1. Conceptual Framework
Based on the picture above, the following hypothesis can be developed: H1: Authentic leadership has a significant effect on performance at PT Tritama Jaya Wisata H2: Work engagement has a significant effect on performance at PT Tritama Jaya Wisata H3: Authentic leadership has a significant effect on the competence of PT Tritama Jaya Wisata H4: Work engagement has a significant effect on competence at PT Tritama Jaya Wisata H5: Competence has a significant effect on performance at PT Tritama Jaya Wisata.H6: Authentic leadership has an indirect effect on performance through competency at PT Tritama Jaya Wisata H7: Work engagement has an indirect effect on performance through the competence of PT Tritama Jaya Wisata.

METHODOLOGY
The research method used is quantitative.Analysis in quantitative research emphasizes data in the form of numbers, processed using statistical methods (Hardani, et al., 2020).This type of observation is causal research because it wants to find out the causal relationship between variables and test a hypothesis.
The independent variables in this research are authentic leadership (X1) and Work Engagement (X2), then the intervening (mediation) variable is Competence (Y1) and the dependent variable is Employee Performance (Y2) with the data collection method being a questionnaire using a Likert Scale.The Likert scale is useful for measuring the perceptions, attitudes and opinions of individuals or groups of people regarding social phenomena (Sugiyono, 2017) According to Sugiyono (2017), population does not only include the number of subjects or objects studied but also includes the characteristics of these objects to study them and then draw conclusions.The sample used in this research is a full population sample, meaning that the entire research population is a sample, the sample comes from all employees of PT.Tritama Jaya Wisata consisted of 45 respondents who were the full population sample.
Data analysis uses Structural Equation Modeling (SEM) with instrument testing using the Partial Least Square (PLS) method.Data analysis was carried out after all questionnaires were collected and then calculated using SmartPLS 3 software.

RESULTS AND DISCUSSION
The results of the data obtained through a questionnaire can describe the subject's characteristics in terms of gender, age, highest level of education, length of service and level of position.

Evaluation of the Measurement Model (Outer Model)
This measurement is carried out through validity and reliability tests which aim to determine the relationship between latent variables and their indicators (Ghozali, 2016).
Validity testing is carried out in two steps: (1) convergent validity, which is carried out on the loading factor values of each construct, which aims to determine that unobserved variables can be measured by each observed variable construct through confirmatory factor analysis (CFA).or factor analysis, and (2) discriminant validity to determine how much a construct differs from other constructs on empirical measures.If the loading factor value exceeds 0.7 and the AVE exceeds 0.5 then the indicator is considered valid (Ghozali and Latan, 2015).The following are the results of the convergent validity test: Then, the next convergent validity test will be carried out with Average Variance Extracted (AVE) As seen in the table above, the factor loading value for all indicators is >0.7, and the AVE value for each construct variable is >0.5, so all latent variables are valid.
Next, discriminant validity is used to determine whether the construct has sufficient discriminants.Of several discriminant validity test methods, Henseler and Sarstedt (2015) stated that HTMT has a higher level of sensitivity in detecting discriminant validity compared to the Fornell-Lacker Criterion and Cross Loadings methods.In ensuring discriminant validity between two reflective constructs, the HTMT value must be less than 0.9.Based on the HTMT table in Table 3 above, it is known that the HTMT value for the variable pair is less than 0.90.This indicates that the variable has good discriminant validity.
Testing the reliability of a construct can use 2 methods, namely Cronbach's alpha and composite reliability.In the construct reliability test, the composite reliability value exceeds 0.7 (Ghozali & Latan, 2015).The results presented in Table 4 show that the combined reliability and Cronbach's alpha values for all latent variables exceed 0.70.When measuring the latent variables of the evaluation model, it can be concluded that all manifest variables are considered reliable.

Structural Model Testing (Inner Model)
The purpose of internal model testing is to assess the relationship between latent constructs.Based on the results of this model calculation, it is determined whether the empirical research material included in the research supports the relationship forming the hypothesis.So, it is very useful to first calculate the overall Goodness of Fit (GoF) by checking the benchmark of the variance percentage value through R2, Q2, F2 tests, and hypothesis testing.
The R-squared test is useful for assessing the robustness of structural model estimates for each endogenous construct.According to Hair et al. ( 2019), r-squared values of 0.75, 0.50 and 0.25 indicate a significant (strong), moderate and weak relationship, respectively.

Table 5 Results of R Square Values
The results in Table 5 state that the r-square value of employee performance (Y2) is 0.791, between 0.5-0.75, which is classified as moderate.These results explain that 79.1% of employee performance is influenced by authentic leadership, work engagement and competence, while rest 20.9% was influenced by other factors not observed in this study.Meanwhile, the second r-square value, namely competency, is 0.430, which is less than 0.5, and can be categorized as weak.These results explain that 45.6% of competence is due to authentic leadership and work engagement, while 54.4% is due to other things that were not observed in this observation.
The f-square test is run to determine how much the endogenous latent variable is influenced by the exogenous latent variable.If the resulting value of f2 ≥ 0.02 shows a low effect size, if the resulting value of f2 ≥ 0.15 shows a medium effect size, if the resulting value of f2 ≥ 0.35 shows a large effect size.(Ghozali and Latan, 2015).

Table 6 Results of F Square Values
Based on Table 6 above, the f-square effect size (F2) measurement results show that authentic leadership on employee performance has a moderate influence with an effect size of 0.310.Authentic leadership on competence has a small influence with an effect size of 0.128.Work engagement on employee performance has a moderate influence with an effect size of 0.239.Work engagement on competence has a small influence with an effect size of 0.186.Competence on employee performance has a big influence with an effect size of 0.357.The inner model is also measured by evaluating the Goodness of the Fit Model with Q².If Q2 exceeds 0, it means the model has predictive relevance and for a Q2 value < 0 it means the model lacks predictive relevance (Ghozali and Latan, 2015).
The results of the Q2 calculation show that the predictive relevance value for the structural model in this study is 0.886 or 88.6%, indicating that the model can explain phenomena related to the variables studied because Q2 > 0.
The Goodness of Fit Index (GoF) focuses on predicting the overall performance of the obtained model and examining the joint performance between the measurement model and the structural model used.The criteria are a value of 0.10 (small GoF), a value of 0.25 (medium GoF), and a value of 0.36 (large GoF) (Ghozali and Latan, 2015).
The results of the GoF calculation above produce a value of 0.710, and it can be summarized that the combination of the outer model and inner model is found to be on a large scale overall.
Hypothesis testing is used to test the influence of exogenous variables on endogenous variables.The test criteria state that if the T-statistics value is ≥ Ttable (1.96) or the P-value is < 0.05 (Haryono, 2017).

Table 7. Hypothesis Test Results
Source: Data processing results SmartPLS, 2023 Based on Table 7, shows that the test results for the effect of authentic leadership on employee performance are positive and significant.Original Sample = 0.348, meaning that the direction of the relationship between authentic leadership and employee performance is positive.Meanwhile, the T-Statistics value is 3.883 > 1.96 and the P-value is 0.000 < 0.05, meaning that authentic leadership influences employee performance.This means that hypothesis 1 is accepted.
Based on Table 7, shows that the work engagement variable on employee performance has an original sample figure of 0.313, meaning that the relationship between work engagement and employee performance is positive.
Meanwhile, the t-statistics number is 3.521 > 1.96 and the P-values are 0.000 < 0.05, meaning that work engagement is related to employee performance.This means that hypothesis 2 is accepted.
Based on Table 7, it is known that the authentic leadership variable on competence has an original sample figure of 0.339, meaning that the relationship between authentic leadership and competence is positive.Meanwhile, the t-statistics figures are 2.541 > 1.96 and the P-values are 0.011 < 0.05, meaning that authentic leadership is related to competence.This means that hypothesis 3 is accepted.
Based on Table 7, it is known that the work engagement variable on competence has an original sample figure of 0.409, meaning that the relationship between work engagement and employee performance is positive.Meanwhile, the t-statistics figures are 3.321 > 1.96 and the P-values are 0.001 < 0.05, meaning that work engagement is related to competence.This means that hypothesis 4 is accepted.
Based on Table 7, it is known that the competency variable on employee performance has an original sample figure of 0.370, meaning that the relationship between competency and employee performance is positive.Meanwhile, the t-statistics number is 3.848 > 1.96 and the P-values are 0.000 < 0.05, meaning that competency is related to employee performance.This means that hypothesis 5 is accepted.
Based on Table 7, it is known that the variable authentic leadership on employee performance with competency mediation has an original sample figure of 0.126, meaning that the link between authentic leadership on employee performance with competency mediation is positive.Meanwhile, the t-statistics figures are 2.090 > 1.96 and the P-values are 0.037 < 0.05, meaning that authentic leadership has a strong link to employee performance with competency mediation.This means that hypothesis 6 is accepted.
Based on Table 7, it is known that the work engagement variable on employee performance with competency mediation has an original sample figure of 0.151, meaning that the relationship between work engagement and employee performance with competency mediation is positive.Meanwhile, the t-statistics figures are 2.129 > 1.96 and the P-values are 0.034 < 0.05, meaning that work engagement has a strong link to employee performance through competency.This means that hypothesis 7 is accepted.

CONCLUSIONS AND RECOMMENDATIONS
The findings of the observations that have been made can be summarized as follows: 1. Authentic leadership has a positive and significant effect on the work results of PT employees.Tritama Jaya Wisata.The better the authentic leadership, the better the employee performance at PT. Tritama Jaya Wisata.2. Work engagement has a positive and significant effect on the work results of PT employees.Tritama Jaya Wisata.The better the employee's commitment to work, the better the employee's performance at PT. Tritama Jaya Wisata.3. Authentic leadership has a positive and significant effect on PT competency.Tritama Jaya Wisata.The better the leader's authentic leadership, the better the employee competency at PT. Tritama Jaya Wisata.4. Work engagement has a positive and significant effect on PT qualifications.Tritama Jaya Wisata.The better the employee is involved in the work, the better the employee's PT competency will be.Tritama Jaya Wisata. 5. Competence has a positive and significant effect on the performance of PT employees.Tritama Jaya Wisata.The better the worker's qualifications, the better the results at PT. Tritama Jaya Wisata.6. Authentic leadership has a positive and significant effect on performance through PT competencies.Tritama Jaya Wisata.Competence acts as a mediator in the authentic management of employee performance.The better the leader's authentic leadership, the better the employee's competence, so that employee performance at the PT will be better.Tritama Jaya Wisata.7. Work Engagement has a positive and significant effect on performance through PT competencies.Tritama Jaya Wisata.Competence plays a mediating role in work commitment and employee performance.The better the Work Engagement at work, the better the competence they have so the better the employee performance at PT. Tritama Jaya Wisata.Based on the conclusions, suggestions that can be given are: 1. Authentic leadership variables on leader indicators show that beliefs consistent with actions are the highest.This must be further improved, leaders can show consistency between beliefs and actions in leadership.However, further improvement is needed to strengthen consistent confidence in leadership.Leaders need to combine all aspects of themselves to create a unity that supports each other.Meanwhile, the variable for indicators of leaders encouraging each employee to express opinions is the lowest.It can be proposed that leaders must create an environment that supports employees' courage in expressing opinions, encourages critical thinking, and facilitates quick solutions to problems.Leaders can also encourage employee innovation and creativity by providing space to contribute and express their ideas.Thus, special attention needs to be paid to increasing two-way interaction and communication between leaders and employees.2. The work engagement variable is an indicator that I have mental resilience at work.This must be further improved.Mental toughness at work can be assessed from employee morale which is reflected in high morale, willingness to make serious efforts at work and determination to face difficulties at work, as well as thoroughness in minimizing mistakes.Meanwhile, the indicator that I consider that the work I do gives me pride in myself is the lowest.So that companies can implement a culture that makes employees feel proud of the work they do.This culture will increase employee ties with the company, the company culture implemented such as wearing uniforms and using employee ID cards.3. Competency variable for indicators: I know training related to the field of work handled.This must be further improved.Companies can organize training to improve the skills of their employees so that employees can do their jobs more accurately.Meanwhile, the indicator that I know procedures for carrying out a work process is the lowest.The company uses Standard Operating Procedures (SOP) so that every employee, manager, supervisor and company leader understands the direction and goals the company wants to achieve.Companies should establish standard operating procedures (SOP), work orders and work manuals that are appropriate for all company work processes.Apart from that, the company should provide training so that employees understand the work process well.Employee performance variables based on indicators: I work according to established procedures.This must be further improved.Companies can provide rewards as a form of appreciation or appreciation given by the company to employees as a form of recognition for their performance or achievement of targets that have been set.Meanwhile, the indicator that I am responsible for what I do is the lowest.The company wants to provide work according to the employee's job description.The company can provide soft skills training that can support employee performance so that this can be overcome when the employee faces a problem in the future.Employees are also given warnings or warnings if they often do not take responsibility for what they have done.

FURTHER STUDY
1.This research has limitations because it was only conducted within PT Tritama Jaya Wisata with a total of 45 respondents, so it cannot necessarily be applied to other travel companies or in general.Further research can be carried out by increasing the number of respondents in various company branches.2. The variables used in the research are authentic leadership, work engagement, employee performance and competency as intervening variables.Based on the R-square, it is known that employee performance variables are substantially influenced by authentic leadership, work engagement and competency variables by 79.1%.Where 20.9% is influenced by other variables.It is hoped that researchers in future research can use other variables not examined in this research, such as motivation, work environment, and discipline, which according to theory influence employee performance.