An explorative study of the relationship between transformational leadership, organisational culture, and organisational success in a post pandemic workplace in the western cape's private sector

Abstract

Following the global pandemic, organisations have been shifted into a drastically different workplace where effectiveness, organisational culture, and leadership are crucial for overcoming unparalleled obstacles, that are new to organisations. Although these concepts have been studied extensively, they remain practically unclear about their applicability in the post-pandemic setting. This could be dangerous for company executives and other crucial stakeholders who continue to rely on pre- and mid-pandemic insights that might not represent the changing dynamics of the modern workplace accurately. Therefore, this exploratory research study aimed to explore the relationship between transformational leadership, organisational culture and organisational success within the post-pandemic context of the private sector of the Western Cape. The study also explored whether the relationship between transformational leadership and organisational success is mediated by organisational culture. The Multifactor Leadership Questionnaire (MLQ) and the Organizational Culture Assessment Instrument (OCAI) are two validated and reliable instruments that were used in this study's survey. This survey was purposefully distributed to 200 employees who were chosen from among those employed by private sector companies. The data was analysed using descriptive statistics, a mediation regression analysis, and Pearson's correlation. The study's findings showed a strong positive correlation between organisational culture and effectiveness as well as a positive association between transformational leadership and organisational culture. Additionally, it was discovered that organisational culture acts as a mediator in the post pandemic relationship between transformational leadership and organisational success. The contributions and practical implications of this study are that insights gained from it may be used in proposing leadership and organisational development interventions and future research.