THE INFLUENCE OF GLASS CEILING, LEADER–MEMBER EXCHANGE, AND ORGANISATIONAL CULTURE ON CIVIL SERVANT PERFORMANCE: THE MEDIATING ROLE OF CAREER DEVELOPMENT (EVIDENCE FROM THE PROVINCIAL GOVERNMENT OF DKI JAKARTA, INDONESIA)
DOI:
https://doi.org/10.18623/rvd.v23.5488Keywords:
Glass Ceiling, Leader–Member Exchange, Organisational Culture, Career Development, Civil Servant PerformanceAbstract
Gender inequality and unequal access to leadership positions remain persistent challenges within public sector organisations. The glass ceiling phenomenon continues to limit women’s opportunities for career advancement, potentially affecting their professional development and job performance. Beyond structural barriers, organisational factors such as the quality of leader–subordinate relationships and organisational culture also play a crucial role in shaping employee outcomes. However, empirical research integrating these factors within a comprehensive analytical framework, particularly in the context of public sector institutions, remains relatively limited. This study examines the influence of the glass ceiling, leader–member exchange, and organisational culture on civil servant performance, with career development acting as a mediating variable. A quantitative explanatory research design was adopted using Partial Least Squares Structural Equation Modelling. The study involved 400 female civil servants working in the Provincial Government of DKI Jakarta, Indonesia, selected through proportionate stratified random sampling from a population of 1,779 employees. Data were collected through structured questionnaires measured on a five-point Likert scale and analysed using SmartPLS. The results indicate that organisational culture has a strong and significant effect on both career development and employee performance. Leader–member exchange positively influences career development but does not directly affect employee performance. Meanwhile, the glass ceiling does not demonstrate a significant influence on career development or performance. Career development significantly improves employee performance and mediates the relationships between leader–member exchange, organisational culture, and employee performance. These findings highlight the importance of inclusive organisational culture and merit-based career development systems in enhancing civil servant performance within public sector organisations.
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