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The Relationship Among Leadership, Organisation Culture, and Performance in the Public Service†

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This article reports on the relationship among organizational culture, leadership, and staff performance through a survey conducted among a convenient cluster sample of respondents in specific public sectors in South Africa. Transformational and transactional leadership have a significant relationship with organisational culture, and there was no significant correlation between “power” and “task” culture and performance. Transactional leadership showed a direct effect on individual performance, compared to transformational leadership. The implication for service delivery is that appointments to leadership positions in the public service should be on the basis of assessments rather than ‘comradeship.’
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Keywords: Leadership; Organizational Culture; Performance; Public Sector; Service Delivery

Document Type: Research Article

Affiliations: University of KwaZulu-Natal, Pietermaritzburg, 3201, South Africa

Publication date: July 1, 2018

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  • ADVANCED SCIENCE LETTERS is an international peer-reviewed journal with a very wide-ranging coverage, consolidates research activities in all areas of (1) Physical Sciences, (2) Biological Sciences, (3) Mathematical Sciences, (4) Engineering, (5) Computer and Information Sciences, and (6) Geosciences to publish original short communications, full research papers and timely brief (mini) reviews with authors photo and biography encompassing the basic and applied research and current developments in educational aspects of these scientific areas.
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