UNDERSTANDING THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND JOB WITHDRAWAL BEHAVIORS: THE MEDIATING ROLES OF ROLE BURDEN, CONFLICT, LEADERSHIP STYLE, MANAGERIAL SUPPORT, PERFORMANCE EXPECTATIONS, ORGANIZATIONAL CLIMATE, AND SOCIAL DYNAMICS."

Abstract

This study examines the relationship between organizational culture and work withdrawal. It addresses a significant gap in the literature by investigating the mediating role of role load, conflict, leadership style, managerial support, performance expectations, organizational climate, and social dynamics on organizational culture and turnover behaviors in public sector companies. Using partial least squares structural equation modeling (PLS-SEM), the results indicated that organizational culture significantly influences role load and conflict, leadership style, managerial support, performance expectations, organizational climate, and social dynamics. While there was no direct relationship between organizational culture and turnover behaviors, organizational culture played a crucial role in shaping these behaviors through the aforementioned factors. These findings underscore the importance of fostering a collaborative organizational culture and open communication to mitigate these behaviors in public institutions. The study presents a broad framework for leadership development tailored to organizational contexts, filling a significant gap in the literature on indirect methods for addressing withdrawal behaviors in public organizations.