Assessing the moderating role of organizational culture in the relationship between organizational leadership and organizational efficiency in the banking sector

Francisca Omama Koranteng · Faisal Iddris · Gabriel Dwomoh · Courage Simon Kofi Dogbe

34 citations0/0 files storedEvidence-based HRM a Global Forum for Empirical Scholarship

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Leadership and Management in Organizations Employee Performance and Management Employee Performance and Leadership

Abstract

Purpose This study explored the moderating role of organizational culture in the relationship between organizational leadership and organizational culture in the banking sector. Design/methodology/approach The sample comprised of 331 full-time bank employees in the Ashanti region of Ghana. The reliability and validity of the data was tested using confirmatory factor analysis, with structural equation modeling as the main means of analysis, run using Amos (V23) in the data analysis. Findings The study concluded that all four leadership styles (transformational, transactional, servant and sustainable leadership styles) had a positive effect on banks' efficiency. Organizational culture also had a direct positive effect on banks' efficiency in Ghana. The study concludes that organizational culture positively moderated the relationship between organizational leadership and organizational efficiency in the banking industry. This implies organizational culture strengthens the relationship between organizational leadership and organizational efficiency in the banking industry. Research limitations/implications – A limitation of this study was to consider organizational culture as a composite variable, instead of considering the effects of the individual dimensions (clan culture, adhocracy culture, hierarchy culture and market culture). Although using the composite variable was not theoretically wrong, each of the four dimensions had unique characteristics and may influence organizational outcomes differently, and should have been considered. Practical implications To achieve strategic organizational outcomes, leaders are to comprehend the various leaderships styles and how they could be transformed to influence organizational outcomes. Originality/value Past studies have paid limited attention to the interaction between organizational leadership and organizational culture, and how this affects organizational efficiency.

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References

1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 2005Social Exchange Theory: An Interdisciplinary Review 2019Assessing measurement model quality in PLS-SEM using confirmatory composite analysis 1958Social Behavior as Exchange 1986Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?1997PERCEIVED ORGANIZATIONAL SUPPORT AND LEADER-MEMBER EXCHANGE: A SOCIAL EXCHANGE PERSPECTIVE.1976Social Exchange Theory

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