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Hierarchical Culture as a Cross-Level Moderator of the Relationship between Transformational Leadership, Performance Feedback, and Employee Job Performance

Author

Listed:
  • Michelle Chin Chin Lee

    (School of Psychology, Massey University, Albany, Auckland 0745, New Zealand)

  • Alyssa Yen Lyn Ding

    (Department of Psychology, Sunway University, Bandar Sunway, Petaling Jaya 47500, Malaysia)

Abstract

Positive leadership such as transformational leadership is pertinent to employee positive work outcomes, yet not many studies have looked at how it functions under specific work environment (i.e., organizational culture). The present study investigates the process and extent to which transformational leadership relates to employee job performance through performance feedback under hierarchical culture within the Asian setting. Using a cross-sectional design with multilevel modelling, 60 private organizations were approached where 44 teams totaling to 256 participants were included in this study. Results reveal that performance feedback mediated transformational leadership and job performance. In the context of transformational leadership under hierarchical culture, a low hierarchical culture and a high transformational leadership showed the highest level of performance feedback while a low level hierarchical culture and a low transformational leadership showed the lowest level of performance feedback. A high hierarchical culture and a low transformational leadership showed the highest job performance while a low hierarchical culture and a low transformational leadership showed the lowest job performance. Organizations in Eastern countries may depend on the positive effects of transformational leadership for higher performance feedback among employees which positively relate to employee job performance.

Suggested Citation

  • Michelle Chin Chin Lee & Alyssa Yen Lyn Ding, 2023. "Hierarchical Culture as a Cross-Level Moderator of the Relationship between Transformational Leadership, Performance Feedback, and Employee Job Performance," Merits, MDPI, vol. 3(3), pages 1-17, August.
    • Handle: RePEc:gam:jmerit:v:3:y:2023:i:3:p:30-520:d:1209925
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    References listed on IDEAS

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    1. Lindsay M. Andiola, 2014. "Performance feedback in the audit environment: A review and synthesis of research on the behavioral effects✩," Journal of Accounting Literature, Emerald Group Publishing Limited, vol. 33(1-2), pages 1-36, July.
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    3. Andiola, Lindsay M., 2014. "Performance feedback in the audit environment: A review and synthesis of research on the behavioral effects," Journal of Accounting Literature, Elsevier, vol. 33(1), pages 1-36.
    4. Tse, Herman H.M. & Chiu, Warren C.K., 2014. "Transformational leadership and job performance: A social identity perspective," Journal of Business Research, Elsevier, vol. 67(1), pages 2827-2835.
    5. repec:eme:jal000:j.acclit.2014.07.001 is not listed on IDEAS
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