Do Individual Perceptions of Organizational Culture Moderate the TFL-Helping Behavior and the TFL-Performance Linkages? Evidence from a Korean Public Employee Survey

Jae Young LIM,Kuk-Kyoung MOON,Harin WOO

doi:10.24193/tras.64e.5

Abstract

Among the many potential organizational contexts, this study focuses on organizational culture, as it is critical for transformational leadership (TFL) behaviors to percolate into individual employees. Particularly, the study relies on the Competing Values Framework developed by Quinn and his colleagues. Relying on a Korean survey of central and local government employees, the study explores whether TFL influences employees’ perceptions of helping behavior and performance. Moreover, the study examines the moderating role of employees’ perceptions of organizational culture on the TFL-helping and TFL-performance linkages. The results demonstrate that clan culture enhances the TFL-helping and TFL-performance linkages, whereas hierarchical culture attenuates TFL’s relationship with helping behavior and performance.

Highlights

Public organizations have been under enormous pressure to perform
Among the many potential organizational contexts, this study focuses on organizational culture, as it is critical for transformational leadership (TFL) behaviors to percolate into individual employees
The study assesses whether TFL is associated with employees’ perceptions of helping behavior and individual performance, and whether organizational culture moderates the relationship between TFL and the two dependent variables

Summary

Introduction

Common themes that have denigrated the public sector have included neoliberalism, new public management movement and reinventing government, the Great Recession and fiscal austerity, and conservative rise around the world in recent years (Goodman, 2019; Hetherington and Rudolph, 2015) In this era of organizational survival, doing more with less has become a mantra for public officials, with a renewed focus on enhancing individual and organizational performance and identifying ways to facilitate employees’ extra-role behaviors. An increasing number of scholars have brought up a need to examine TFL’s influences in organizational contexts They point to a wide array of contingencies that can facilitate or derail TFL’s impact on followers (Bass and Riggio, 2006; Walter and Bruch, 2010). The study demonstrates the results with implications for public officials and organizations

TFL and employees’ perceptions of helping and performance

Measurements

Measurement reliability and validity

Conclusion and discussions