This study seeks to assess and examine the influence of transformational leadership on organizational performance, with organizational commitment acting as a mediating variable, while altruism functions as a moderating factor in the relationship between transformational leadership and organizational commitment. The research employed a descriptive research design and was carried out at A-accredited Child Welfare Institutions (LKSA) in Indonesia, involving 185 respondents. Data analysis was conducted using the Structural Equation Modeling (SEM) approach supported by the Partial Least Squares (PLS) 3.0 analytical tool. The results indicate that altruism, when associated with organizational commitment, does not significantly enhance organizational performance, despite being positioned as a balancing factor. This implies that altruism reflects actions aimed at improving the welfare of others without conscious consideration of personal gain. Ideally, altruistic individuals demonstrate concern and willingness to assist even in the absence of rewards or expectations of reciprocity. Additional findings reveal that outcomes extend beyond purely altruistic motives when transformational leadership displays strong altruistic characteristics. Altruistic behavior, evaluated in relation to prevailing norms, holds substantial potential to contribute to superior organizational performance.
