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<p>The changing societal values, technological progress, and the global dimension all contribute to transformative transitions in higher education. In India, one-third of the students in higher education are enrolled in private universities, which play a major role in the country’s change. The research looks at how adaptive leadership affects the performance of faculty in private universities in India, with employee empowerment as a mediator and organizational culture as a moderator. The study is grounded in Social Exchange Theory. A quantitative research method was used that involved a random sampling technique in a cross-sectional design to gather data from 418 professors across 10 multi-disciplinary deemed universities located in 5 major Indian cities. The research model was tested using Partial Least Squares Structural Equation Modeling. The outcomes show that the effect of adaptive leadership on workplace performance is significantly positive, not only directly but also indirectly through employee empowerment as a mediator and organizational culture as a moderator. The results have implications for the extension of Social Exchange Theory into the academic leadership context, providing both theoretical and practical insights into sustaining performance, nurturing a supportive culture, and empowering faculty in the higher education institutions.</p>

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Adaptive leadership on workplace performance mediated and moderated by employee empowerment and organizational culture

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2025年12月29日

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  • Jayendira P. Sankar

摘要

The changing societal values, technological progress, and the global dimension all contribute to transformative transitions in higher education. In India, one-third of the students in higher education are enrolled in private universities, which play a major role in the country’s change. The research looks at how adaptive leadership affects the performance of faculty in private universities in India, with employee empowerment as a mediator and organizational culture as a moderator. The study is grounded in Social Exchange Theory. A quantitative research method was used that involved a random sampling technique in a cross-sectional design to gather data from 418 professors across 10 multi-disciplinary deemed universities located in 5 major Indian cities. The research model was tested using Partial Least Squares Structural Equation Modeling. The outcomes show that the effect of adaptive leadership on workplace performance is significantly positive, not only directly but also indirectly through employee empowerment as a mediator and organizational culture as a moderator. The results have implications for the extension of Social Exchange Theory into the academic leadership context, providing both theoretical and practical insights into sustaining performance, nurturing a supportive culture, and empowering faculty in the higher education institutions.