The mediating role of organizational culture on the effect of managers' leadership style on employee performance: A case study of healthcare organization example

The aim of this study is to examine the impact of leadership styles on employee performance and to evaluate the mediating role of organizational culture in this relationship. A cross-sectional relational survey model, one of the quantitative research methods, was employed in the study. The research population consisted of 200 healthcare and administrative staff working at a medical center operating in Ankara. A full enumeration method was adopted, aiming to reach the entire population without sampling. A total of 154 individuals who voluntarily agreed to participate were included in the study. Data were collected through face-to-face interviews by the researcher between April 1 and July 31, 2024, using the "Organizational Culture Scale," "Leadership Styles Scale," and "Employee Job Performance Scale." The findings revealed a significant and positive effect between leadership style and job performance, while organizational culture was found to play a mediating role in this relationship. Participative and supportive leadership behaviors were observed more frequently in clan and adhocracy cultures, and these leadership styles were found to have a positive influence on employee performance. Additionally, job performance and leadership style showed significant differences based on tenure at the institution; employees with less than one year of experience scored higher in leadership style and performance than those with more than ten years of tenure. However, no statistically significant differences were observed in organizational culture, job performance, or leadership style scores based on age, gender, or education level. The results of the study indicate that leadership styles are a key determinant of employee performance in the healthcare sector. Accordingly, it is of great importance that hospital managers participate in comprehensive and sustainable training programs focused on enhancing participative, supportive, and instrumental leadership competencies. Furthermore, it is recommended that institutions prioritize leadership development programs, provide mentorship support for newly recruited employees, and implement practices aimed at maintaining the motivation of experienced staff.