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Sustainable Leadership and Employee Performance: The Role of Organizational Culture in Malaysia’s Information Science Sector |
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PP: 101-113 |
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doi:10.18576/amis/190109
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Author(s) |
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Asokan Vasudevan,
Ifandi Salim,
Suleiman Ibrahim Mohammad,
Chen Wenchang,
Hariharan N Krishnasamy,
Suma Parahakaran,
Ahmad Samed Al-Adwan,
Muhammad Turki Alshurideh,
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Abstract |
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| This study investigates the impact of various leadership styles—authoritarian, laissez-faire, situational, and transformational—on organizational culture and employee performance within the IT industry in Klang Valley, Malaysia. Utilizing a cross-sectional design and self-reported questionnaires, the research examines these leadership styles’ direct and indirect effects on employee outcomes. The findings reveal that authoritarian leadership significantly influences organizational culture but does not directly enhance employee performance. In contrast, laissez-faire leadership positively impacts organizational culture and employee performance, fostering a work environment of autonomy and empowerment. Situational leadership, while significantly shaping organizational culture, does not directly improve performance, suggesting that its benefits may be mediated through cultural enhancements. Transformational leadership substantially positively affects both organizational culture and employee performance, underscoring its role in inspiring and motivating employees toward achieving organizational goals. Additionally, the study highlights the critical mediating role of organizational culture in the relationship between leadership styles and employee performance. The implications for academia include a deeper understanding of leadership dynamics in the IT sector. At the same time, practical recommendations for industry leaders emphasize the need to balance different leadership elements to foster a supportive and high- performing organizational culture. The research also acknowledges limitations related to its geographical focus, cross-sectional design, and reliance on self-reported data, suggesting avenues for future research to explore these dynamics further. |
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