The mediating role of self-efficacy in the relationship between leadership communication, organizational culture, and job satisfaction among academicians in chinese higher education institutions

This study examines the mediating role of self-efficacy in the relationship between leadership communication, organizational culture, and job satisfaction among academicians in Chinese Higher Education Institutions (HEIs). Using a quantitative, cross-sectional survey design, data were collected from 346 academicians across five HEIs in Zhejiang, China, and analyzed using Structural Equation Modelling (SEM). The results revealed that organizational culture positively influenced both self-efficacy (β = 1.279, p < 0.001) and job satisfaction (β = 0.573, p = 0.012), while self-efficacy also had a significant positive effect on job satisfaction (β = 0.164, p = 0.032). In contrast, leadership communication showed a significant but negative direct effect on job satisfaction (β = –0.176, p = 0.015) and had no significant impact on self-efficacy. Mediation analysis confirmed that self-efficacy partially mediated the effects of both organizational culture and leadership communication on job satisfaction. These findings underscore the importance of fostering a strong organizational culture and enhancing self-efficacy to improve job satisfaction among academic staff, while also suggesting that leadership communication alone may not yield positive outcomes unless supported by internal psychological resources.