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Original Research
Sincere behaviour: Moderating leadership, culture and lecture performance in higher education
Submitted: 25 June 2024 | Published: 10 February 2025
About the author(s)
Fullchis Nurtjahjani, Department of Business Administration, State Polytechnic of Malang, Malang, IndonesiaForbis Ahamed, Department of Business Management and Law, Faculty of Business Management and Professional Studies, Management and Science University, Shah Alam, Malaysia
Ayu F. Puspita, Department of Accounting, Faculty of Economics and Business, Universitas Brawijaya, Malang, Indonesia
Kadek S. Batubulan, Department of Information Technology, State Polytechnic of Malang, Malang, Indonesia
Ane F. Novitasari, Department of Business Administration, State Polytechnic of Malang, Malang, Indonesia
Abstract
Orientation: Higher education institutions have the potential to produce quality human resources. For this reason, it is necessary to monitor the quality of its teaching workforce.
Research purpose: The purpose of this study is to investigate the influence that transformational leadership and organisational culture have on the performance of lecturers and to examine the possible moderating effect that honest conduct may have on the link between these two factors.
Motivation for the study: This study was conducted because the author wants to know the influence that transformational leadership and organisational culture have on the performance of lecturers through moderating sincere behaviour.
Research approach/design and method: This study is considered explanation-grounded research. The sample consists of 170 Indonesian academics working at various universities. This research makes use of a technique known as structural equation modelling-partial least squares (SEM-PLS).
Main findings: The study findings show a significant relationship between transformational leadership culture in the workplace and the impact on lecturer success. Furthermore, the results of the study suggest that sincerity plays a moderating function in the connection between transformative leadership and organisational culture on lecturer performance.
Practical/managerial implications: The policy makers in higher education institutions could be able to implement policies for lecturers in improving lecturer performance through the application of transformational leadership and organisational culture.
Contribution/value-add: The results of this research provide valuable insights for decision makers in an effort to improve lecturer performance.
Keywords
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