Verifying the Effects of Leadership Styles upon Organizational Performance: Using Organizational Culture and Organizational Change as Dual-factor Distal Mediators

The purpose of this study is to verify the effects of leadership style in listed IC design companies in Taiwan on organizational performances, with organizational culture and organizational change as the mediators. A questionnaire-based survey was conducted on directors and the above levels of supervisors in these companies with simple random sampling. The overall model’s goodness-of-fit effect concerning the overall model and the structural model were verified using linear Structural Equation Modeling (SEM). Regarding the path coefficients for implicit/unobservable variables in the structural model, the MacKinnon PRODCLIN 2 program was employed to test how significant the model’s total effect, specific mediating effects and direct effects are. Research results showed that: (1) the overall model has a statistically significant total effect, which suggests a distal mediating effect in the model constructed by the author; (2) leadership style exerts a significantly direct effect on organizational performances; (3) both organizational culture and organizational change exert significant and similar levels of specific mediating effects.