The Effect of Transformational Leadership and Organizational Culture on the Performance of Educational Staff: The Mediating Role of Self-Efficacy at Universitas Muhammadiyah Yogyakarta

Abstract

This study aims to examine the effects of Transformational Leadership and Organizational Culture on the Performance of Educational Staff, with Self-Efficacy serving as a mediating variable at Universitas Muhammadiyah Yogyakarta. A quantitative survey approach was employed involving 186 educational staff selected using proportionate stratified random sampling. Data were collected through a five-point Likert scale questionnaire and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4 software. The findings indicate that Transformational Leadership does not have a significant effect on either Self-Efficacy or the Performance of Educational Staff. In contrast, Organizational Culture has a positive and significant effect on both Self-Efficacy and the Performance of Educational Staff. Furthermore, Self-Efficacy significantly improves the Performance of Educational Staff. The mediation analysis reveals that Self-Efficacy does not mediate the relationship between Transformational Leadership and the Performance of Educational Staff, whereas it significantly mediates the relationship between Organizational Culture and the Performance of Educational Staff. These findings suggest that strengthening organizational culture and fostering employees’ self-efficacy are important strategies for improving the performance of educational staff in higher education institutions.