Transformational Leadership and Organizational Culture in Influencing Member Performance in Educational Organizations: The Moderating Effect of Person-Organization Fit
Keywords: Transformational leadership, Organizational culture, Person organization fit, Performance
Abstract
Purpose—This study aims to examine the influence of transformational leadership and organizational culture on members' performance within the Indonesian Teachers Association in Lamongan Regency while analyzing the moderating role of person–organization fit in these relationship.
Methodology – A quantitative explanatory research design was applied using a structured questionnaire which distributed to 327 members through an online survey. Some data were analyzed using structural equation modeling to test the measurement and structural models, ensuring the validity and reliability of the constructs before hypothesis testing.
Findings – The results indicated that transformational leadership and organizational culture significantly and positively affect members' performance. Moreover, person–organization fit strengthens these effects by linking individual and organizational values, leading to higher involvement, motivation, and performance. The model demonstrates a strong explanatory power or analytical power, confirming that leadership, culture, and value congruence are key factors of members' performance.
Originality – This study offers a original contribution by exploring value congruence and leadership effectiveness within a professional educational organization. It provides contextual understanding into how leadership and culture operate synergistically to strengthen performance in teacher associations, contributing to the theoretical and practical understanding of organizational performance in education-based institutions.
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References
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