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This study examines the influence of transformational leadership and organizational learning on employee performance, mediated by affective commitment, in Cement Company X, Rembang Regency. Using a quantitative approach with 163 respondents, data were analyzed through Structural Equation Modeling (SEM) with Partial Least Squares (PLS). The results indicate that both transformational leadership (? = 0.369, p < 0.001) and organizational learning (? = 0.265, p = 0.012) significantly enhance employee performance. Affective commitment partially mediates these relationships, with mediation effects of 0.129 (p = 0.035) for transformational leadership and 0.093 (p = 0.047) for organizational learning. Transformational leadership, measured through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass & Avolio, 1994), fosters emotional bonds (? = 0.490, p < 0.001), while organizational learning (Watkins & Marsick, 1993) strengthens employee competencies and affective ties (? = 0.352, p < 0.001). Affective commitment itself significantly boosts performance (? = 0.263, p = 0.019). These findings align with prior research (Park et al., 2022; Naim & Lenka, 2020) and highlight the dual pathways—direct and mediated—through which leadership and learning culture drive performance in Indonesia’s competitive cement industry. The study underscores the importance of fostering transformational leadership practices and a robust learning environment to cultivate employee engagement and achieve organizational goals.Keyowrd: Transformational leadership, Organizational learning, Affective commitment, Employee performance, PLS-SEM, Cement industry

The leadership of the agro-processing project entails applying leadership abilities, understanding of agriculture, and project management concepts to meet the project's goals while catering to the interests of stakeholders. Nevertheless, numerous agro-processing initiatives encounter financial and resource limitations, human resource management difficulties, technological and knowledge deficiencies, and leadership and decision-making hurdles. The research aimed to evaluate the influence of leadership styles of Laissez-Faire, Transformational and Transactional Leadership approach on performance of Agro-processing Projects in Musanze District, Rwanda. The research was based on Resource-Based View (RBV) theory. The research employed descriptive survey and correlational research methodologies. Structured questionnaires and interview guides were utilized to gather both quantitative and qualitative data from 208 participants, chosen using a mix of stratified, random, and purposive sampling, from a target population of 433 stakeholders involved in the SPF agricultural development initiative. The pilot study sought to improve the validity and reliability of the research instruments by pre-testing the questionnaire and interview guide on 21 participants, representing 10% of the sample size. Validity was verified via expert assessment, resulting in a content validity index of 0.76, while reliability was determined through the split-half method, attaining a Cronbach’s alpha coefficient of 0.90, indicating the instruments' reliability and suitability for data collection. Descriptive statistics including percentage, frequency, mean, and standard deviation, along with inferential statistics such as correlation and regression, were performed at a significance level of 0.05 using Stata/MP 13.0, while thematic content analysis of qualitative data was conducted for triangulation purposes. The results for three hypotheses were examined at an ? = 0.05 significance level, yielding the following outcomes: laissez-faire leadership (P = 0.000<0.05), transformational leadership (P = 0.000<0.05) and, transactional leadership (P = 0.000<0.05) does not significantly affect performance were all rejected. The research findings indicate that agricultural initiatives have greatly benefited from the adoption of improved leadership approaches specifically laissez-faire, transformational, and transactional to guarantee successful project execution and sustainability. It is suggested that the SPF project focus on inclusive leadership styles such as laissez-faire, transformational, and transactional to maintain success, while also investing in the training of their employees, particularly their project managers, inspiring workers, continuing to blend these leadership styles, and collaborating with research institutions for a promising future and advancement. Future studies ought to emphasize qualitative insights and long-term effects, exploring the impact of community participation, assessing the financial sustainability of agro-processing initiatives, and analyzing the consequences of climate change.