Organizational Culture and Transformational Leadership: Impacts on Decision-Making and Civil Servant Performance
DOI:
https://doi.org/10.33062/mjb.v10i02.113Keywords:
organizational culture, transformational leadership, decision-making, employee performance, civil servantsAbstract
This study aims to examine the influence of organizational culture and transformational leadership on employee performance, with decision-making serving as a mediating variable. A positivist, quantitative approach was employed using a causal survey method. The research was conducted among 135 civil servants at the Regional Secretariat of Bogor City, utilizing a census sampling technique. Data were collected through a structured Likert-scale questionnaire and analyzed using path analysis. The results indicate that both organizational culture and transformational leadership have significant direct and indirect effects on decision-making and performance. A collaborative and open organizational culture fosters effective decision-making processes, which in turn enhances employee performance. Transformational leadership characterized by charisma, inspirational motivation, intellectual stimulation, and individualized consideration—plays a crucial role in creating an environment that supports strategic and participatory decision-making. These findings highlight decision-making as a key mediating factor linking organizational culture and transformational leadership to improved civil servant performance. The practical implications underscore the importance of developing visionary leadership and cultivating an inclusive organizational culture to optimize public sector performance.
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