Synergy of Path-Goal Leadership and Performance: Empirical Evidence on Moderation Effect of Organizational Culture in South Sudan’s International Non-Governmental Organizations

This study investigated the moderating effect of organizational culture on the relationship between path-goal leadership and organizational performance among international non-governmental organizations (INGOs) in South Sudan. Recognizing that effective leadership must adapt to situational demands, the study aimed to assess how organizational culture influences the effectiveness of leadership styles in achieving optimal performance outcomes. A positivist research philosophy guided the study, employing a descriptive cross-sectional survey design. A census approach was used, targeting all 114 registered INGOs in South Sudan. To enhance objectivity and reduce response bias, two senior managers from each organization were surveyed using structured questionnaires. Data were analyzed using inferential statistics, including correlation and multiple regression analyses, to test the proposed hypotheses. The findings revealed a statistically significant positive effect of path-goal leadership styles on organizational performance (β = 1.082, p < 0.05). Additionally, the interaction term between path-goal leadership and organizational culture (PGL*OC) was also significant (β = 0.214, p < 0.05), indicating that organizational culture positively moderates this relationship. These results demonstrate that a strong organizational culture enhances the effectiveness of leadership styles in improving organizational performance. Therefore, the study concludes that organizational culture plays a vital moderating role in the path-goal leadership–performance nexus. For managers, aligning leadership approaches with the prevailing organizational culture is essential for improving effectiveness and achieving strategic goals. At the policy level, stakeholders—including international donors, regulatory bodies, and oversight institutions—should prioritize initiatives that strengthen leadership capabilities and foster culturally aligned practices within INGOs to drive superior performance. While the study offers valuable insights, its scope is limited to INGOs operating within South Sudan. Future research should explore this relationship in other regions and sectors to enhance generalizability and provide deeper understanding of the mechanisms underpinning leadership, culture, and performance.