The intermediate role of organizational culture in the effect of leadership behavior on organizational performance

Leadership behavior is one of the most important factors in increasing the performance of the organization. It is a well-known fact that organizational culture has an impact on the performance of the organization. Much research based on this fact has been done in the literature. However, there are few studies that deal with leadership behavior, culture and organizational performance together. For this reason, this research was conducted to reveal whether culture has a mediating role in the effect of leadership on performance through experimental data. By merging the three concepts (leadership in health care businesses, culture and organizational performance) this study aims to investigate the correlation between leadership styles (charismatic, paternalistic, transactional, transformative leadership) and organizational culture types (adhocracy, clan, bureaucratic and market culture) and the effect of this correlation on qualitative performance (job satisfaction, organizational commitment, the tendency of leave of employment, job stress) and innovation performance. Questionnaire technique was used as the data collection method in the research. Questionnaire was prepared digitally in the form of Google surveys and it was filled in by hospital staff working at public (state, university) and private hospitals with more than 100 employees in Tokat. A total of 515 samples from 4480 populations answered the questionnaire. Descriptive Statistics, one-way anova, t test, factor, reliability, correlation and regression analysis were conducted by using IBM SPSS Statistics 25 program in the analysis of survey data collected during the research The results of the analysis have showed that whereas acharismatic leadership affects all types of culture and transactional leadership affects adhocracy, bureaucracy, and market cultures, paternalist leadership and transformative leadership do not affect any culture. It has been revealed that only paternalist leadership affects qualitative performance while charismatic leadership affects only innovation performance and qualitative performance is affected by clan, bureaucracy and market cultures and innovation performance is leadership style and qualitative performance are not suitable for intermediate variability and only adhocracy culture is suitable for intermediate variability of culture types between leadership styles and innovative performance.