The relationship of perceived leadership styles, organizational culture and organizational justice with employee performance

The aim of this research is to determine the effect of leadership styles, organizational culture and organizational justice perceptions on employee performance. In this study, how the leadership styles explained the change in organizational culture and organizational justice on employee performance was examined in a holistic perspective, firstly, leadership styles, then organizational culture, and then organizational justice perceptions were included in the hierarchical regression model. To what extent the force will increase was investigated. The universe of the research consists of those working in the textile sector in Istanbul. The analysis was carried out on the data of 400 employees from (6) companies working in the textile sector in Istanbul and selected with the easy sampling method. In the research, the data obtained through the questionnaire forms were applied to the Confirmatory Factor Analysis (CFA) and scales Validity, Reliability, Correlation and Regression analysis using the AMOS 24.0 and SPSS 23.0 statistical programs. As a result of the analyzes, there are significant relationships between leadership styles, organizational culture and organizational justice scale sub-dimensions and other sub-dimensions; Cronbach Alpha values and Composite reliability values of the scale and dimensions were found to be reliable. It has been determined that OAV values related to leadership styles, organizational culture, justice and employee performance scales sub-dimensions have convergent and divergent validity. As a result of the analysis, it has been found that the organizational culture variable, the vision and organizational justice variable, the interaction justice and distribution justice increase the employee performance.