The Impact of Organizational Culture and Self-Efficacy as Mediator Variables on the Correlation between Transformational Leadership and Competency in the Automotive Industry Sector Amidst Periods of Transformation
Keywords:
The Automotive Industry, Transformational Leadership, CompetencyAbstract
The objectives of this article are 1) to critically analyze the validating components of transformational leadership aspects including transformational leadership, organizational culture, self-efficacy and employee competencies within the automotive sector amidst transitional phases; 2) to investigate the direct and indirect effects of variables affecting the relationship between leadership and performance in the automotive field during periods of transformation. The research methodology employed is a mixed research approach. The samples were divided into 2 groups; 1) The qualitative sample comprised 12 individuals engaged in the automotive field utilizing the purposive selection technique. Information was acquired through in-depth interviews and content analysis. 2) The quantitative research sample size was 440 individuals. The data collection was online questionnaire to participants who were employed in the industrial estate vicinity, convenience sampling was utilized. In order to carry out confirmatory factor analysis, structural equation analysis and descriptive statistics.
The findings indicated that: 1) the model was coherent with empirical data. All variables were well-aligned and satisfied the criteria. In accordance with empirical data: (1) Leadership exerts a direct positive impact on organizational culture, perceived self-efficacy, and the competencies for task execution. (2) The aspect of Organizational culture displays a positive direct influence on the perception of self-efficacy and the competencies for task execution. (3) The perception of self-efficacy exerts a direct positive influence on the competencies for task execution. And 2) leadership has a positive indirect impact on the competencies for task execution. Through recognizing one's own capabilities and organizational culture acting as a mediating variable, it was observed that Organizational culture has a positive indirect effect on the competencies for task execution, with self-efficacy serving as the mediating variable, foreseeing the competencies 41 percent with a statistical significance level of .05.
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