Transformational Leadership, Organizational Culture, Compensation Affecting Lecturers' Academic Promotion via Self-Efficacy

Abstract

This study explores how transformational leadership, organizational culture, and compensation influence lecturers’ interest in pursuing academic promotion to the rank of Associate Professor in private higher education institutions, while considering self-efficacy as an important mediating factor. Adopting a quantitative methodology, this investigation evaluates the interdependencies among the specified variables by utilizing empirical data derived from faculty members at private institutions. Evidence suggests that a nurturing organizational culture, the presence of adept transformational leadership, and the implementation of equitable compensation structures collectively foster a heightened propensity among lecturers to seek academic advancement. Furthermore, self-efficacy acts as a pivotal mediator, substantially intensifying the effect of these institutional conditions on the career trajectories of academic staff. Within the scope of this inquiry, organizational culture emerges as the primary catalyst, owing to its profound capacity to bolster the professional confidence and internal drive of the educators. Overall, the study highlights the importance of creating supportive institutional environments that foster professional growth, strengthen leadership quality, encourage confidence, and promote sustainable academic career advancement.