The Mediating Role of Organizational Excellence for Employees in the Relationship between Leadership Styles and Sustainable Performance (with a case study)

Author

Zainab Ismail Ismail Shihab

Abstract

The current research aimed to know the effect of the mediating role of organizational excellence in the relationship between leadership styles (transformational leadership, ethical leadership, entrepreneurial leadership) on sustainable performance in Egyptian telecommunications companies. The size of the research sample was (410) individuals from employees of (Vodafone, Orange, Etisalat Misr, Telecom Egypt). The research reached several results, the most important of which is the presence of a strong direct correlation between sustainable performance and leadership styles, as the Pearson correlation value reached (0.732), in addition to the value of the coefficient of determination, which reached (0.532), which confirmed the success of leadership styles in influencing sustainable performance, at a statistical significance equal to (000), which is less than (0.05), indicating the presence of a statistically significant impact of leadership styles on sustainable performance. The most influential style is the entrepreneurial leadership style, with an impact on sustainable performance of 60.4%. There is a strong correlation between organizational dexterity and sustainable performance, with the Pearson correlation coefficient reaching (0.704). In addition, the model succeeded in changing the values of sustainable performance by 49.3%. The statistical significance value (Sig) was equal to (0.000), which is less than (0.05), indicating a statistically significant impact of the dimensions of organizational dexterity on sustainable performance. There is a strong correlation between organizational dexterity and sustainable performance, with the Pearson correlation coefficient reaching (0.704). In addition, the model succeeded in changing the values of sustainable performance by 49.3%. The statistical significance value (Sig) was equal to (0.000), which is less than (0.05), indicating a statistically significant impact of the dimensions of organizational dexterity on sustainable performance. Organizational dexterity mediated the relationship between leadership styles and sustainable performance, with the correlation coefficient of the second model, which includes the impact of organizational dexterity and leadership styles, reaching (74.9%), with an increase of 13.4%) for the first model, which includes the effect of leadership styles only, and the statistical significance value Sig in the two models is equal to (.000) and is less than (.05).

Keywords: Transformational Leadership – Ethical Leadership – Entrepreneurial Leadership – Sustainable Performance – Organizational Ambidexterity.

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