Transformational leadership and organizational culture in the work performance of workers

Leadership styles, especially transformational leadership, are frequently investigated due to the impact they have on other organizational variables that are important for achieving positive results within companies. In this sense, this study examines the relationship between transformational leadership, organizational culture, and their impact on the job performance of civilian workers in a military institution in Peru. Using a structural equation model (PLS-SEM) and validated questionnaires, four dimensions of transformational leadership were evaluated: Idealized influence, motivational inspiration, intellectual stimulation, and individualized consideration, and how these affect organizational culture and, consequently, job performance. The results highlight that the “individualized consideration” dimension has a significant and positive relationship with organizational culture (0.867), and that this culture acts as a mediator between leadership and job performance. However, the other dimensions did not show significant mediation through organizational culture. These findings suggest as a conclusion that a leadership approach oriented towards individualized support and strengthening of organizational culture can optimize job performance, presenting relevant practical and theoretical implications in complex organizational environments.