Impact of Leadership Style, Knowledge Sharing and Organizational Culture on Organizational Performance: Mediation of Organizational Maturity

https://doi.org/10.5281/zenodo.18803488

Abstract

Higher education institutions in the contemporary age of globalization, digital transformation, and policy reforms are increasingly under pressure to become agile and innovative and to perform sustainable in their organizations. The given study explores the leadership style, knowledge sharing, and the organizational culture influence on organizational performance and business process maturity (BPM) is used as a mediating variables. The survey was done with 294 heads of departments in the higher educational institutions through cross-sectional survey by using convenience sampling. Five-point Likert scale measures were set to measure the five constructs.The results indicate leadership style plays a significant role in driving performance in an organization using BPM, which proves that well-formulated and mature processes are successful in transforming the strategic direction into practical results. The impact of organizational culture on performance is also positive through the BPM, and the importance of working together and oriented towards improvement cultural values is prominent in helping to induce process maturity. However, in contrast, knowledge sharing had minimal mediation with BPM meaning that in the absence of formal processes, knowledge sharing solely has a limited effect on organizational performance. BPM was identified to directly positively impact organizational performance highlighting its strategic importance in harmonizing processes, streamlining operations and leveraging leadership and cultural advantages. The research has a theoretical value, as it proves the fact that BPM is an essential intermediary of organizational motives and performance.