ORGANIZATIONAL AND DIGITAL DRIVERS OF LECTURER PERFORMANCE: EXAMINING THE MEDIATING ROLE OF WORK MOTIVATION UNDER TRANSFORMATIONAL LEADERSHIP
DOI:
https://doi.org/10.18623/rvd.v23.n1.4125Palabras clave:
Organizational Culture, Transformational Leadership, Digital Transformation, Work Motivation, Lecturer Performance, Higher EducationResumen
In the contemporary landscape of Higher Education Institutions (HEIs), the convergence of digital disruption and organizational dynamics necessitates a re-evaluation of performance drivers. This study proposes and argues for a comprehensive theoretical model examining the direct and indirect effects of organizational culture (OC), transformational leadership (TL), and digital transformation (DT) on lecturer performance (LP), mediated by work motivation (WM). Drawing upon Social Exchange Theory, the Job Demands-Resources model, and recent empirical literature, we posit that while DT provides the necessary structural tools for modern education, OC and TL provide the psychological and environmental antecedents required to fuel work motivation. Motivation, subsequently, acts as the proximal engine driving superior job performance. This paper provides a rigorous theoretical argumentation for these six causal pathways, offering insights for HEI administrators navigating the complexities of Industry 4.0.
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