Determinants of Leadership Performance in Open Online Flexible Distance Learning Higher Education Institutions: The Mediating Role of Leader Self-Efficacy

This study investigates the relationship between organizational culture, leadership style, adaptability, and leadership performance with a leader's self-efficacy as a mediator in open online flexible distance learning higher education institutions. The study aims to explore the impact of these factors on leadership performance and identify the key variables that influence leader self-efficacy. A quantitative approach and quantitative data collection were employed for this study. The survey questionnaires were distributed via email using purposive sampling, yielding a satisfactory response rate. Out of 472 surveys distributed, 361 were collected, and 342 clean data were used in the analysis. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) and thematic analysis. The results indicate that organizational culture, leadership style, and adaptability have a significant impact on leader self-efficacy, which in turn influences leadership performance. The study also finds that leader self-efficacy mediates the relationship between organizational culture and leadership performance. The findings suggest that institutions should prioritize the development of leadership qualities, foster a culture that supports adaptability and innovation, and enhance self-efficacy among leaders. Future studies can build upon these findings by exploring the relationship between leader self-efficacy and other leadership outcomes, as well as the impact of organizational culture and technology on leadership effectiveness in various contexts. The study's implications highlight the importance of leader's self-efficacy, the need for effective leadership development programs, and the importance of creating a culture that supports adaptability and innovation in open online flexible distance learning higher education institutions.