The Power of Empathy: Analysing Transformational Female Leadership and Organisational Culture in Driving Sustainable Performance.

The Impact of Leadership Behaviours and Organisational Culture on Knowledge Management Practices in Small and Medium Enterprises

This research examines the influence of transformational leadership and work culture on work commitment and its implications for the performance of village fund managers on Flores Island, East Nusa Tenggara. The research method used is quantitative research with an explanatory survey approach. Data was collected through interviews, observation, and questionnaires with a Likert scale. Respondents are village fund managers from 6 districts on Flores Island. Hypothesis testing was done using Structural Equation Modeling (SEM) with SmartPLS 3.00 software. The research results show that transformational leadership and work culture significantly influence the work commitment and performance of village fund managers. Strong transformational leadership, characterized by collaboration, honesty, and trust, encourages increased work commitment and performance of village fund managers. Meanwhile, a positive work culture based on integrity, honesty, and accountability contributes to work commitment and performance. High work commitment also positively impacts individual and group performance, increasing motivation, job satisfaction, and the ability to face challenges. Finally, improving the performance of village fund managers on Flores Island requires the development of transformational solid leadership, the formation of a positive work culture based on the values of integrity and accountability, and increasing the work commitment of individual village fund managers. It is hoped that the results of this research can improve the effectiveness of village fund management and services to the community.

The purpose of this study is to determine the effect of transformational leadership, organizational culture on work commitments in junior high schools throughout South Jakarta. The study was conducted on work commitments to the study population 84 and sample selection 69 employees of the Education Office of North Bengkulu. This research uses a quantitative approach with a path analysis method. The results showed that: (1) transformational leadership had a direct positive effect on work commitment, (2) organizational culture had a direct positive effect on work commitment, (3) transformational leadership had a direct positive effect on organizational culture. Based on the results of research to improve teacher work commitments that need to be improved is Transformational leadership, organizational culture.

Transformational leadership and organizational learning culture have become exciting topics to be explored over the last few decades. However, several previous studies have shown certain inconclusive findings regarding the link between transformational leadership and organizational learning culture. This study fills this gap by developing a clear model and aims to examine the extent of the impact of (1) transformational leadership on organizational learning culture and intrinsic work motivation, (2) intrinsic work motivation on organizational learning culture, (3) intrinsic work motivation in mediating and moderating the relationship between transformational leadership and organizational learning culture. The data of this study are collected from employees working at the community health center in Indonesia. A partial least squares (PLS) based structural equation modeling (SEM) technique is used to analyze the data by utilizing the SmartPLS 3.0 software package. First, the results concluded that transformational leadership has a significant impact on organizational learning culture and intrinsic work motivation. Second, intrinsic work motivation has a significant impact on organizational learning culture. Third, intrinsic work motivation fully mediates the relationship between transformational leadership and organizational learning culture. Also, intrinsic work motivation moderates these variables' relationships. The theoretical model of previous research on the relationship between transformational leadership and organizational learning culture with intrinsic work motivation as a mediator and moderator variable has yet to be fully developed both in public and private organizations, particularly in the health sector.

This study utilized SPSS 16 software for research analysis. Its objective was to examine the impact of transformational leadership and organizational culture on employee performance. This research intends to analyze the elements that exert the most significant influence on employee performance, specifically the relationship between transformational leadership, organizational culture, and employee performance. The analysis will be conducted utilizing a questionnaire administered to 30 respondents. Research utilizing path analysis indicates that the variable of transformational leadership (X1) exerts a direct influence of 41.3% and an indirect influence through its link with organizational culture (X2) of 12.3%, resulting in a total influence of 53.6%. The variable of organizational culture (X2) has a direct impact of 12.9% and an indirect impact through its association with transformational leadership (X1) of 12.3%. The total impact is 25.2%. The research findings demonstrate that the coefficient of determination (R-square), expressed as a percentage, highlights the significant impact of both transformational leadership (X1) and organizational culture (X2) on the employee performance variable (Y), accounting for 78.8% of the variance. It is important to note that there may be other factors that also influence performance. Employees (Y) who were not included in the study are represented by an epsilon value of 21.2%. The research findings suggest that focusing on transformational leadership and organizational culture can enhance employee performance in a publishing and book trading company located in Bandung. It is recommended that more attention be given to these factors.

The aim study is to analyse using structural equation modelling (SEM) the impacts of transformational leadership (TFL) and organisational culture (OC) on organisational success (OS) from the hospital employees’ perspective, using SEM. Furthermore, we would like to investigate the mediating role of OC between TFL and OS. This study is a cross-sectional analytical study. Research data were collected by questionnaires from 304 hospital employees. Descriptive statistics, Pearson correlation analysis, confirmatory factor analysis and SEM were calculated using R Studio with lavaan and SemPlot packages. TFL was positively correlated with OS ( r = 0.514, p < .01), OC ( r = 0.408; p < .01) and education ( r = 0.177; p < .01). In effect on the OS model, TFL positively and significantly affected OS ( β = 0.311; p < .01) and OC ( β = 0.644; p < .001). TFL had an indirect effect on OS by the mediator role of OC ( β = 0.244; p < .05). Positive relationships were found between TFL, OC and OS. TFL had a significant direct effect on OS. TFL had an indirect effect on OS by the mediator role of OC. Although the direct effect was larger than the mediation effect, the mediation effect of OC is significant.

Employee performance is the foundation of a company, because the company's progress is the collective effort of all its employees. The purpose of this study is to analyze the effect of transformational leadership, organizational culture, and job satisfaction on employee performance and the role of job satisfaction in mediating the effect of transformational leadership and organizational culture on employee performance. The population of this study are all employees actively working at PT Sinar Nusrapress Utama in Bali Province. The sample size was 157 employee determined by saturated sampling. The data were collected through questionnaires and analyzed by using Variance-Based Structural Equation Modelling, namely Partial Least Square. The results show that transformational leadership has a positive and significant effect on employee performance, organizational culture has a positive and significant effect on employee performance, job satisfaction has a positive and significant effect on employee performance. Job satisfaction is able to mediate the effect of transformational leadership style and organizational culture on employee performance. For PT Sinar Nusrapress Utama, this research can be used as a reference that transformational leadership style, organizational culture, and job satisfaction are important to maintain company performance and progress.

Leadership issues are vital to organizational success (Kumar and Kaptan, 2007). Without a strategic and effective leadership, it is difficult for the members of the organization to maintain profitability, productivity and competitive advantage (Lussier and Achua, 2007). Work commitment is important for understanding employee work behavior (Mowday et al., 1979; Meyer and Herscovitch 2001; Meyer et al. 2002). This commitment has an impact on many work-related characteristics, such as the intention to stay in the business (Porter et al. 1974; Mathieu and Zajac 1990; Meyer et al. 2002; Chew and Chan 2008), the absence (Porter et al. . 1974; Angle and Perry 1981; Meyer et al. 2002), and satisfaction (Yousef, 2000; Meyer et al., 2002; Chughtai and Zafar, 2006). The purpose of the research is to describe how leadership affects work commitment and employee effectiveness in a business. The target of the research is to examine which of the two transformational and transactional leadership styles has the most significant impact on employee engagement and employee effectiveness. In this research, an in-depth examination of the concepts of leadership, leadership style and work commitment was first conducted. The actions taken to investigate the research problem and the reasoning behind the application of specific procedures or techniques used to locate, select, process, and analyze the information used to understand the problem were then described, thus allowing the reader to critically evaluate the overall validity and reliability of the study. The interview questions were then taken and a comparison was made between the answers to give the results of the research. The results were also discussed to find homogenizations or contradictions in the existing literature review. Finally, the findings of the research were reported and suggestions for future research were made. The results showed that transformational leadership can lead to job commitment and better long-term effort, creativity and productivity of employees. On the contrary, the leadership of the transaction cannot cause a work commitment, but it is observed that on the part of the employees it can cause better results in a short period of time. Combined, transformational and transactional leadership can lead to job commitment, better results on the part of employees in the short term, and better long-term effort, creativity and productivity of employees.

This research investigates the impact of transformational leadership and organizational culture on police performance at the Aceh Tamiang Police Department. It examines whether job satisfaction mediates this relationship. The research utilizes an associative approach and involves all Aceh Tamiang Police personnel as the population. A stratified random sample of 96 personnel was selected for the study. Transformational leadership variable and organizational culture variable serve as independent variables, while police performance variable is the dependent variable. Job satisfaction acts as an intervening variable. Data analysis employs descriptive analysis and Structural Equation Modelling, with a Partial Least Squares approach. The findings demonstrate a positive effect of transformational leadership and organizational culture on police performance. This effect operates both directly and indirectly through increased job satisfaction among police officers. It means that a transformational leadership style and positive organizational culture can increase members' job satisfaction, ultimately impacting their performance. In other words, to improve the performance of police officers, efforts need to be made to increase the transformational leadership of leaders and strengthen a positive organizational culture.

This research examines the impact of transformational leadership and organizational culture on furniture industry employee performance, focusing on CV. Agung Jaya Putra Furniture. The decline in employee performance from September 2023 to January 2024 is a significant concern. Using a narrative qualitative approach, this research examines the influence of leadership and organizational culture on employee performance through semi-structured interviews, direct observation, and document analysis from various levels of management and employees. The results show that transformational leadership and positive organizational culture significantly affect employee performance. Transformational leadership, which involves ideal influence, inspirational motivation, intellectual stimulation, and individualized consideration, creates a motivating work environment. In addition, an organizational culture that supports collaboration, innovation, and recognition also plays a vital role in improving employee performance. Job satisfaction mediates between leadership style, organizational culture, and employee performance. Research recommendations include developing leadership training programs, maintaining a positive organizational culture, attention to factors influencing job satisfaction, adopting flexible management approaches, and integrating transformational leadership values and organizational culture into daily management practices. These findings provide valuable insights for human resource management practitioners and organizational leaders to improve employee performance and long-term business success in the furniture industry. Implementing effective leadership strategies and developing a positive organizational culture is critical to achieving optimal employee performance and overall company success


 
 This study aims to determine the direct effect of transformational leadership and organizational culture on employee performance, the indirect effect of transformational leadership and organizational culture on employee performance through the work motivation of the Perumda Tirta Musi Palembang service unit. Respondents in this study were taken using a census. The total population for filling out the questionnaire is 305 respondents. The data analysis technique used is the Structural Equation Model (SEM). The results of this study indicate that transformational leadership has a direct positive effect on performance, organizational culture has a direct positive effect on performance, transformational leadership has a positive effect on work motivation, organizational culture has a
 
 
 
 
 positive effect on work motivation, work motivation has an effect on performance, transformational leadership has a positive effect on performance through motivation, organizational culture influences performance through motivation as an intervening variable. This proves that work motivation is a good intervening variable or intermediary variable for transformational leadership on performance, and organizational culture on performance. This means that transformational leadership affects the level of employee motivation so that it can affect employee performance so that it can improve performance.
 

This research is motivated by the author's observations regarding the influence of the principal's leadership and organizational culture on the work commitment of teachers at SMA Negeri Pasaman Barat which shows that the principal's leadership and organizational culture are still not good and teacher work commitment is still low. The purpose of this study was to obtain data and information about (1) the positive influence of the principal's leadership on the work commitment of teachers of West Pasaman District Senior High School, (2) the positive influence of organizational culture on the work commitment of teachers of West Pasaman District Senior High School, and (3) The influence of positive leadership of the principal and organizational culture on the work commitment of West Pasaman Regency State Senior High School teachers. This research is a correlational quantitative research with associative type. The results of the data analysis show that there is a significant influence between the principal's leadership on teacher work commitment with tcount>ttable (2.578>1.660). There is a significant influence between organizational culture and teacher work commitment with tcount>ttable (6.937>1.660). There is a significant influence between the principal's leadership and organizational culture on teacher performance with a value of Fcount>Ftable (40.629 > 3.09), so there is a significant influence between the principal's leadership and organizational culture together on teacher work commitment. The regression table shows a constant value of 32.864 and a regression coefficient of the X1 variable of 0.263 and a regression coefficient of the X2 variable of 0.646

This study aims to investigate the influence of transformational leadership, organizational commitment, organizational culture, and work environment on sustainability performance with the mediation of knowledge management. The investigation was carried out by applying quantitative research methods through conducting a survey in the form of a questionnaire to ship officers who carry out duties at marine transportation and logistics companies that specialize in transporting coal and other mineral resources. There were 500 respondents who were eligible for further processing from 66 companies. Analysis was carried out using SmartPLS software. The analysis consists of descriptive statistics, measurement model evaluation, structural model evaluation, and hypothesis testing. The findings from this investigation show that: Transformational Leadership and Working Environment have a positive effect on Sustainability performance; Organization Culture and Working Environment have a positive effect on Knowledge management; and Knowledge management is proven to mediate Organization Culture and Working Environment on Sustainability performance. Organization Commitment and Organization Culture do not have a positive effect on Sustainability performance. Transformational Leadership and Organization Commitment do not have a positive influence on Knowledge Management. Knowledge management is not proven to mediate Transformational Leadership and Organizational Commitment of maritime transportation and logistics companies on Sustainability performance. Working Environment has a positive effect on Sustainability performance and Knowledge management, likewise Knowledge management mediates Working Environment on Sustainability Performance. The research results contribute to theory by: strengthening the view of leadership theory which confirms that Transformational Leadership contributes positively to Sustainability performance; Organizational Commitment does not have a significant effect on Sustainability Performance, indicating that there needs to be further evaluation on how Organizational Commitment can be improved; expanding understanding of how Organization Culture can support sustainability; the positive influence of the Working Environment on Sustainability Performance emphasizes the importance of creating a Working Environment that supports collaboration, access to knowledge, and innovation in the context of sustainability; confirmation that Knowledge Management plays an important role in achieving Sustainability Performance. And managerial: understand that Transformational Leadership can make a significant contribution to Sustainability Performance; and evaluate how to build a stronger Organizational Commitment to sustainability; strive to develop a culture that supports sustainability goals; creating a Working Environment that supports collaboration, provides access to knowledge, and encourages innovation; recognizes the important role of Knowledge Management in achieving Sustainability Performance.

Scholars and practitioners have identified transformational leadership and organizational culture as important factors that influence the development of learning organization. Yet, few studies have empirically examined the impact of transformational leadership and organizational culture on learning organization. This study proposes hypotheses to understand the impact of transformational leadership and organizational culture on the development of learning organization. Data was collected from the pharmaceutical sector and a comparison was drawn between India and Nepal. Results indicate transformational leadership and organizational culture have a positive influence in the development of learning organization. The implication of the findings and possible directions for future research are discussed.

Scholars and practitioners have identified transformational leadership and organizational culture as important factors that influence the development of learning organization. Yet, few studies have empirically examined the impact of transformational leadership and organizational culture on learning organization. This study proposes hypotheses to understand the impact of transformational leadership and organizational culture on the development of learning organization. Data was collected from the pharmaceutical sector and a comparison was drawn between India and Nepal. Results indicate transformational leadership and organizational culture have a positive influence in the development of learning organization. The implication of the findings and possible directions for future research are discussed.