Do Individual Perceptions of Organizational Culture Moderate the TFL-Helping Behavior and the TFL-Performance Linkages? Evidence from a Korean Public Employee Survey

Jae Young Lim, Kuk Kyoung Moon, Harin Woo


Among the many potential organizational contexts, this study focuses on organizational culture, as it is critical for transformational leadership (TFL) behaviors to percolate into individual employees. Particularly, the study relies on the Competing Values Framework developed by Quinn and his colleagues. Relying on a Korean survey of central and local government employees, the study explores whether TFL influences employees’ perceptions of helping behavior and performance. Moreover, the study examines the moderating role of employees’ perceptions of organizational culture on the TFL-helping and TFL-performance linkages. The results demonstrate that clan culture enhances the TFL-helping and TFL-performance linkages, whereas hierarchical culture attenuates TFL’s relationship with helping behavior and performance.


transformational leadership; helping behavior; perceptions of performance; competing values framework; organizational culture.

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