The nexus between leadership styles and organizational performance: the mediating role of quality culture

Abstract

Purpose This study aims to investigate the mediating role of quality culture (QC) between transformational leadership (TFL), transactional leadership (TNL) and organizational performance (OP) in higher education institutions. Design/methodology/approach The study collects data through a nationwide survey of administrators representing public and private universities in Pakistan using stratified random sampling techniques, while partial least squares structural equation modeling (PLS-SEM) is used for data analysis. Findings The results show that both TFL and TNL directly influence QC and that QC directly influences OP. Additionally, the study reveals significant indirect effects of TFL and TNL on OP through QC. However, the direct effects of TFL and TNL on OP are not empirically supported. Research limitations/implications This study contributes theoretically to the understanding of OP in universities by examining valuable resources (TFL, TNL) and dynamic capability (QC) as predictors while also introducing QC as a mediator to explain the underlying mechanism between TFL, TNL and OP. However, limitations include a cross-sectional design, a small sample size and reliance on administrators' perceptions as the sole respondents. Practical implications This study provides interesting insights for leaders, policymakers and quality managers to integrate valuable, dynamic resources and foster QC by increasing quality awareness at all departmental levels, thereby improving university performance. Originality/value The novelty of this study is the introduction of QC as a mediator of TFL, TNL and OP in a university setting.

Optimizing quality enhancement cells in higher education institutions: analyzing management support, quality infrastructure and staff training

“…The outcomes of the first hypothesis (H1) demonstrate a positive and noteworthy association between management support and QECs' effectiveness within the HE context, aligning with prior studies (Ali et al, 2015;Anwar, 2020;Dukhan et al, 2017;Iqbal et al, 2023b;Wijaya et al, 2019). Similarly, the results of the second hypothesis (H2) indicate a significant impact of quality infrastructure on QECs' effectiveness in universities.…”

“…In contrast, most researchers hold that substantial improvements remain elusive (Banuri, 2021; Hoodbhoy, 2009; Iqbal et al. , 2022; Iqbal et al ., 2023b, c, d). This aligns with the 2023 QS World University Rankings, where only seven Pakistani universities make the top 1,000 (QS, 2023).…”

“…Over the past two decades, integrating quality assurance (QA) into higher education (HE) has gained traction. QA can be defined as "a summative approach that aims to improve the quality of academic programs and institutions using external standards and quantitative measures for assessment and accountability" (Iqbal et al, 2023b). In today's context, integrating quality into HE while maintaining its effectiveness presents a common global challenge for universities.…”

“…Yarahmadi and Magd (2016) underscored training's pivotal role in preparing universities for total quality management. Recent research has highlighted the essential contribution of university leaders in nurturing a culture of quality within universities (Iqbal et al, 2023b). Similarly, Tung et al (2011) linked top management support, training, employee involvement, and performance-based incentives to effective performance management systems.…”

“…Yarahmadi and Magd (2016) underscored training's pivotal role in preparing universities for total quality management. Recent research has highlighted the essential contribution of university leaders in nurturing a culture of quality within universities (Iqbal et al. , 2023b).…”