Nhan Le Thi Kim
A icle
The impac o emo ional in elligence and ans o ma ional leade ship
on o ganiza ional cul u e and employee pe o mance in he banking
indus y in Vie nam
Global Business & Finance Re iew (GBFR)
P o ided in Coope a ion wi h:
People & Global Business Associa ion (P&GBA), Seoul
Sugges ed Ci a ion: Nhan Le Thi Kim (2024) : The impac o emo ional in elligence and
ans o ma ional leade ship on o ganiza ional cul u e and employee pe o mance in he banking
indus y in Vie nam, Global Business & Finance Re iew (GBFR), ISSN 2384-1648, People & Global
Business Associa ion (P&GBA), Seoul, Vol. 29, Iss. 4, pp. 158-168,
h ps://doi.o g/10.17549/gb .2024.29.4.158
This Ve sion is a ailable a :
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I. In oduc ion
Emo ional in elligence is cu en ly a c i ical ac o
in de e mining an o ganiza ion's success. Fu he mo e,
he e has been a g owing emphasis in con empo a y
wo k en i onmen s on he signi icance o emo ional
in elligence (Lindebaum & Ca w igh , 2010). Se e al
esea che s a gue ha emo ional skills, such as
empa hy, awa eness o o he s, and con ol o emo ions,
Recei ed: Jan. 24, 2024; Re ised: Ma . 15, 2024; Accep ed: Ma . 25, 2024
† Co esponding au ho : Nhan Le Thi Kim
E-mail: 22000921.nhan@s uden .iuh.edu. n
a e essen ial o he e ec i eness o o ganiza ions
(Danaee a d e al., 2012; Gab iel & G i i hs, 2002;
Singh & Guj al, 2022). Mo eo e , he p esence o
e ec i e leade ship is c ucial in gua an eeing he
excellence o an o ganiza ion's pe o mance, as i
di ec ly impac s he decision-making and implemen a ion
p ocesses ha acili a e ans o ma ions wi hin a
p o essional se ing (Bak i e al., 2023). The impo ance
o leade s' emo ional abili ies a ises om hei ole
as undamen al membe s o o ganiza ions, asked wi h
communica ing he o ganiza ion's ision o hei
subo dina es and ensu ing i s achie emen . The e o e,
he cha ac e is ics o a company's leade s a e essen ial
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024), 158-168
pISSN 1088-6931 / eISSN 2384-1648 H ps://doi.o g/10.17549/gb .2024.29.4.∣158
ⓒ2024 People and Global Business Associa ion
GLOBAL BUSINESS & FINANCE REVIEW
www.gb jou nal.o g
o inancial sus ainabili y and people-cen e ed global business1)
The Impac o Emo ional In elligence and T ans o ma ional Leade shi
p
on O ganiza ional Cul u e and Employee Pe o mance in he Bankin
g
Indus y in Vie nam
Nhan Le Thi Kim
†
I
ndus ial Uni e si y o Ho Chi Minh Ci y, Ho Chi Minh Ci y, Vie nam
A
B S T R A C T
Pu pose: The objec i e o his esea ch is o e alua e he in luence o emo ional in elligence and ans o ma ional
leade ship on o ganiza ional cul u e and employee pe o mance.
Design/me hodology/app oach: Da a was ga he ed om a o al o 291 employees cu en ly employed a banks
in Vie nam ia he use o Google Fo ms. Using PLS-SEM, o pa ial leas squa es s uc u al equa ion modeling,
o analyze he da a.
Findings: The indings e ealed ha emo ional in elligence had a bene icial e ec on o ganiza ional cul u e. Besides,
he esul s demons a ed ha ans o ma ional leade ship also had a posi i e impac on o ganiza ional cul u e. The
indings also e ealed ha o ganiza ional cul u e had a bene icial e ec on employee pe o mance.
Resea ch limi a ions/implica ions: These indings ha e signi ican implica ions o banking manage s seeking o
enhance employee pe o mance.
O iginali y/ alue: This impo an esea ch con ibu es o imp o ing ou comp ehension o he impac ha emo ional
in elligence and ans o ma ional leade ship exe on o ganiza ional cul u e and employee pe o mance.
Keywo ds: Emo ional in elligence, T ans o ma ional leade ship, O ganiza ional cul u e, Employee pe o mance
Copy igh : The Au ho (s). This is an Open Access jou nal dis ibu ed unde he e ms o he C ea i e Commons A ibu ion
ⓒ
N
on-Comme cial License (h ps://c ea i ecommons.o g/licenses/by-nc/4.0/) which pe mi s un es ic ed non-comme cial use, dis ibu ion
,
and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed.
Nhan Le Thi Kim
159
in es ablishing a cul u e ha os e s he accomplishmen
o i s goals and objec i es (Alon & Higgins, 2005;
Sin & Yazdani a d, 2013). P o icien leade ship and
capable leade s can aid employees in enhancing hei
allegiance, p oduc i i y, and con en men (Lee e al.,
2016). Fo his in es iga ion, he ans o ma ional
leade ship heo y was selec ed, e en hough he e
a e se e al leade ship heo ies accessible. The heo y
o ans o ma ional leade ship is cu en ly highly
acclaimed and widely accep ed in he ield o
leade ship heo y. Nume ous s udies ha e lauded
ans o ma ional leade ship o i s supe io and
a o able in e ac ion wi h subo dina es, as well as
o i s con en men , e iciency, mo i a ion, and de o ion
(Sokolo ić e al., 2022). T ans o ma ional leade ship
has piqued he in e es o schola s due o i s unique
cha ac e is ics ha se i apa om adi ional
leade ship s yles, such as au ho i a i e o ansac ional
leade ship (Ka k e al., 2018). T ans o ma ional
leade s can se e as exempla y igu es who a e highly
ega ded, es eemed and elied upon. They alloca e
a en ion o he g ow h and de elopmen o hei
ollowe s, os e inno a ion by challenging, abs aining,
and esol ing exis ing issues using no el app oaches,
and mo i a e indi iduals o p io i ize he in e es s
o he o ganiza ion o e hei own (Bass, 1990; Chen
e al., 2018). Addi ionally, ans o ma ional leade ship
has been acclaimed o i s abili y o e alua e he success
o a leade h ough i s p ocess. The abili y o adap
o he speci ic needs o subo dina es, o empowe
hem, and o connec he aims and goals o he pe son,
he leade , he g oup, and he wide o ganiza ion
a e all cha ac e is ics o ans o ma ional leade s,
acco ding o Bass & Riggio (2006). Fu he mo e, he
opic o o ganiza ional cul u e was in oduced in o
he ield o managemen w i ing in he 1980s. An
o ganiza ion's cul u e plays a signi ican and p ima y
unc ion in he o ganiza ion, and many academics
eel ha cul u e is no only a concep ha can explain
a wide ange o o ganiza ional phenomena, bu i is
also a no ion ha manage s o an o ganiza ion u ilize
o cons uc an e icien o ganiza ion (Danaee a d e
al., 2012). In addi ion, s udies unde aken by schola s
like Danaee a d e al. (2012) and Singh & Guj al,
(2022) sugges a ela ionship be ween emo ional
in elligence and o ganiza ional cul u e. Likewise, Rizki
e al. (2019) and Ledimo (2014) discussed he in luence
o ans o ma ional leade ship on o ganiza ional cul u e.
Fu he mo e, acco ding o Widaya i e al. (2022) and
Al Dhanhani & Abdullah (2020) ha e p oposed ha
o ganiza ional cul u e has an impac on he pe o mance
o i s employees. Acco ding o he exis ing body o
esea ch, he e a e no many s udies ha in es iga e he
impac ha emo ional in elligence and ans o ma ional
leade ship ha e on o ganiza ional cul u e and employee
pe o mance. As a esul , he objec i e o his esea ch
is o e alua e he in luence o emo ional in elligence
and ans o ma ional leade ship on o ganiza ional
cul u e and employee pe o mance.
II. Li e a u e Re iew
A. Rela ionship be ween Emo ional
In elligence and O ganiza ional Cul u e
Despi e he passage wo decades a e he incep ion
o he no ion o emo ional in elligence (EMI), no
uni e sally ag eed de ini ion has been in oduced o
his opic (Danaee a d e al., 2012). One way o hink
o emo ions is as s uc u ed eac ions o any kind o
e en , whe he i be in e nal o ex e nal, ha has a ec ed
he pe son. They a e ega ded o be a d i ing o ce
ha assis s people in ans o ming an encoun e in o
an expe ience ha is bene icial o all o he olks
who a e ac i ely pa icipa ing. In elligence may be
de ined as he capaci y o a pe son o ac sensibly and
e ec i ely in esponse o his su oundings (Salo ey &
Maye , 1990). EMI in ol es he abili y o iden i y and
exp ess emo ions, inco po a e emo ions in o cogni i e
p ocesses, unde s and and e alua e emo ions, and
egula e eelings in you sel and o he s (Maye e al.,
2000). EMI also may be conside ed a so o in elligence
ha includes unde s anding and analyzing emo ional
in o ma ion o accomplish one's objec i es (Che niss
e al., 2016). EMI also e e s o an indi idual's capaci y
o e ec i ely egula e hei emo ions, keep emo ional
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024) 158-168
160
balance, and demons a e hei emo ions app op ia ely.
This is achie ed h ough he de elopmen o awa eness
o one's emo ions, sel -con ol, mo i a ion o onesel ,
empa hy, and ela ionships wi h o he s (Goleman, 2005).
Indi iduals who possess sel -awa eness o hei own
emo ions and ha e p o iciency in pe cei ing and
in e p e ing he emo ions o o he s end o exhibi
enhanced e ec i eness in hei p o essional endea o s
(P abhawa e al., 2020). EMI e e s o an indi idual's
abili y o unde s and and manage hei own emo ions, as
well as he emo ions o o he s. I in ol es using hese
emo ions o make in o med decisions and e ec i ely
con ol one's hough s and ac ions (Danaee a d e al.,
2012). Fu he mo e, acco ding o Danaee a d e al.
(2012), i is p ima ily an icipa ed ha he eme gence
o EMI would open doo s o he es ablishmen o
o ganiza ional cul u e (ORC) inside he company.
P io s udies like hose o Singh & Guj al (2022)
and Nu san i & Lendeng (2022) deba ed ha EMI
is a p edic o o ORC. Based on ha , we p opose
he hypo hesis as ollows:
H1:
EMI has a posi i e ela ionship wi h ORC.
B. Rela ionship be ween T ans o ma ional
Leade ship and O ganiza ional Cul u e
The no ion o ans o ma ional leade ship (TRL),
es ablished by Bu ns (1978), has been a e y signi ican
subjec o s udy in ecen decades (Ng, 2017). TRL
os e s he membe s' consciousness o he signi icance
and p inciples o a pa icula ideal objec i e (Koo
e al., 2017). Wi hin he body o academic esea ch,
he concep o TRL has been cha ac e ized as being
di e en om ansac ional o moni o ing s yles o
leade ship. TRL has been concep ualized h ough i s
impac , speci ically, con e ing wha is expec ed,
desi es, and belie s o ollowe s and mo i a ing hem
o ca y ou a and wide wha hey migh pe o med
in ea lie imes. While he no ion o ansac ional
and moni o ing leade ship e ol es a ound an
exchange p ocedu e, whe e coope a ion is ewa ded
and disobedience is punished (Ka k e al., 2018).
T ans o ma ional leade s can u n he pe sonal alues
and sel -concep s o hei wo ke s in o a highe le el
o o ganiza ional demands and ambi ions wi hin hei
wo k o ce (A olio e al., 1999). T ans o ma i e leade ship
consis s o ou dis inc componen s. The ini ial ype
o conside a ion is e e ed o as pe sonalized
conside a ion, which pe ains o he deg ee o which
a leade os e s close ela ionships wi h employees,
akes in o accoun he needs and indi iduali ies o
ollowe s, ac s as a men o o coach o ollowe s,
and a en i ely lis ens o hei conce ns. In ellec ual
s imula ion e e s o he ex en o which a leade
challenges assump ions, akes isks, and encou ages
indi iduals o app oach amilia p oblems om esh
pe spec i es. Inspi a ional mo i a ion e e s o he
ex en o which a leade can a icula e a compelling
and cap i a ing ision ha appeals o ollowe s wi h
high expec a ions, ins ills op imism abou u u e goals,
and enhances he impo ance o he cu en ask. The
concep o idealized in luence emphasizes he impo ance
o a sha ed sense o pu pose and sugges s ha leade s
should no only be e e ed, espec ed, and us ed,
bu also admi ed. In a con ex cha ac e ized by change
and ans o ma ion, ce ain ac ions a e deemed o be
mo e e icacious (A olio & Bass, 1995). Acco ding
o Bass (1977), TRL is e ec i e ac oss all cul u es
because i can o e he ision and empowe men ha
is necessa y o employees o his e a, who a e bo h
educa ed and a ied. To be e ec i e in a global se ing,
leade ship equi es alid in e na ional concep s and
alues ha a e independen o cul u al no ms. Whe he
o no ans o ma ional leade s pe o m an impo an
pa in de ining a ision and suppo ing new pa hs
has been he subjec o con o e sy in he li e a u e.
This is because ans o ma ional leade s gi e he
imp ession ha hey beha e sepa a ely om s a
membe s by se ing mo e p io i y on hei demands
(Ledimo, 2014; Yukl, 1999). The e is a close connec ion
be ween leade ship and o ganiza ional cul u e. This
is because leade ship can ei he b ing abou cul u al
change o me ely ein o ce he no ms ha a e al eady
in place (Reinke, 2004). Resea che s specializing in
he co ela ion be ween cul u e and managemen ha e
ecognized leade ship as a c ucial de e minan capable
o shaping he a ibu es o an o ganiza ion's cul u e.
Nhan Le Thi Kim
161
O e ime, i has become e iden ha CEOs ha e
he abili y o shape o modi y he cul u e o a company
(Wallace & Weese, 1995). This is because bo h o
hese ac o s (TRL and ORC) a e inc edibly impo an
in comp ehending o ganiza ions and ensu ing ha
hey a e success ul (Block, 2003). P e ious esea ch
has in es iga ed whe he o no he e is a connec ion
be ween TRL and ORC. Acco ding o he indings
o ce ain s udies, a s ong TRL has a bene icial
e ec on ORC (Ledimo, 2014; Li, 2021). Gi en he
in o ma ion p o ided, he hypo hesis may be o mula ed
as ollows:
H2:
TRL has a posi i e ela ionship wi h ORC.
C. Rela ionship be ween O ganiza ional
Cul u e and Employee Pe o mance
Employee pe o mance (EMP) e e s o he abili y
o employees o ul ill hei jobs and achie e he
objec i es se by he business. Thei wo k is e alua ed
based on how well hey mee he pe o mance c i e ia
es ablished by he o ganiza ion. Each employee mus
con ibu e posi i ely ia exempla y pe o mance since
he o e all success o he business elies on he
indi idual pe o mances o i s employees (Chen e al.,
2018). EMP has a di ec impac on he ad ancemen
o hind ance o a company o agency (Suda so e al.,
2022). EMP is a widely used e alua ion me hod in
en e p ises o assess he compe ence and e ec i eness
o pe sonnel. EMP also alludes o he e alua ion o
job ou comes conce ning he p ede e mined c i e ia
imposed by he business (Tianing um, 2021). Pe o mance
is he ou come a ained by people in hei wo k based
on ce ain c i e ia ha a e ele an o a job (Sudia dhi a
e al., 2018). EMP is conside ed he co ne s one o
e e y o ganiza ion as i d i es i s e icien de elopmen .
To mee he goals o he o ganiza ion, i is common
o o ganiza ions o ha e high expec a ions o EMP.
I wo ke s exhibi subpa pe o mance, he o e all
pe o mance and e iciency o he o ganiza ion will
also be comp omised. Companies may encoun e a
ulne abili y when hey become awa e o a decline
in EMP. In such cases, i is c ucial o managemen
o p omp ly add ess he issue o es o e pe o mance
le els and p e en any nega i e impac on he company's
de elopmen (Wee a a hna & Geeganage, 2014).
Acco ding o Schein (2010), o ganiza ional cul u e
(ORC) is de ined as a collec ion o alues, no ms,
and belie s ha a e sha ed by he membe s o an
o ganiza ion and se e o speci y he ules ha go e n
hei conduc . ORC is de ined by O’Reilly e al. (1991)
as he alues ha de e mine accep able social beha io s
and he no ma i e belie s ha a e ins i u ionalized and
con ol beha io s inside an o ganiza ion. Simila ly,
Di ya aja am (2014) a gues ha he no ion o ORC
includes he ollowing elemen s: ad an ages, opinions,
some hing o impo ance, belie s, e hical p inciples
o beha io , ac i i ies, p ocedu es, and adi ions wi hin
a company. Consequen ly, his is e lec ed in he
o ganiza ion's ision and objec i e, as well as he
a i udes and beha io s o i s pe sonnel and he way
i ope a es. I se es as he adhesi e ha may b ing
oge he indi iduals o he company, which ul ima ely
esul s in high pe o mance and pe o mance ha is
success ul. O ganiza ional cul u e se es as he cohesi e
o ce ha can b ing oge he indi iduals wi hin an
o ganiza ion, esul ing in enhanced pe o mance and
e iciency. The s eng h o weakness o a cul u e can
be de e mined by he ex en o which employees endo se
and adhe e o o ganiza ional alues, no ms, and
p ac ices. A cul u e's s eng h is di ec ly p opo ional
o he numbe o membe s who sha e simila belie s,
exhibi b oad di isions, and demons a e unwa e ing
dedica ion o es ablishing objec i es (Nu san i &
Lendeng, 2022). The cul u e will be s onge i i has
a g ea e numbe o indi iduals who sha e simila belie s,
gene ally disag ee wi h one ano he , and con inue o
be dedica ed o es ablishing goals. Likewise, ORC
is conside ed a c ucial elemen in in luencing and
con olling o ganiza ional beha io o accomplish
o ganiza ional goals (Hien & Tuan, 2023). P ac i ione s
and schola s in he discipline o leade ship widely
ag ee ha he signi icance o ORC in a company
can' be exagge a ed. Indi iduals, pa icula coho s,
o he en i e ins i u ion may expe ience a modi ica ion
in hei e ec i eness and p oduc i i y due o his.
(Nu san i & Lendeng, 2022). P io s udies ha e examined
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024) 158-168
162
he co ela ion be ween ORC and EMP. S udies
sugges ha a obus ORC has a posi i e impac
on EMP (Al Dhanhani & Abdullah, 2020; Ozcan &
Oz u k, 2020; Tianing um, 2021). Based on ha , we
p opose he hypo hesis as ollows:
H3:
ORC has a posi i e ela ionship wi h EMP.
The o mula ion o hypo heses se es as he
ounda ion o he p esen a ion o he esea ch model,
which may be seen in Figu e 1.
III. Me hodology
A. Da a Analysis
The da a was examined u ilizing he pa ial leas
squa es s uc u al equa ion modeling (PLS-SEM)
me hod ia Sma PLS so wa e 4.0.9.2 since i is
nonno mal da a, wi h a minimal numbe o samples,
and o ma i e measu es (J. F. Hai , Sa s ed , e al.,
2014). Acco ding o he ecommenda ions o Hai
e al. (2021), he s udy will be di ided in o wo phases:
measu emen s model and modeling o s uc u es.
B. Sampling and Da a Ga he ing
By using Google Fo ms, da a was collec ed om
employees who we e wo king a banks in Vie nam
om Sep embe 13, 2023, o Oc obe 5, 2023. Fo
his pa icula piece o s udy, he non-p obabili y
echnique was used. Acco ding o Hai e al. (2014),
he esea ch equi es a minimum sample size o 100
esponses o 5 imes he numbe o i ems being
analyzed o each a iable. The minimum sample
size equi ed o assess 16 i ems is 80, calcula ed
by mul iplying 16 by 5. A e excluding esponden s
who used he same poin scales in hei ques ionnai e
esponses, a sample size o 291 esponden s was
selec ed o ensu e he c edibili y o he esea ch. Table
1 p o ides a concise o e iew o he sample
cha ac e is ics.
The sample p esen ed in Table 1 consis ed o 149
males (51.2%) and 142 emales (48.8%) in e ms
o gende . In e ms o age, he e we e 247 eplies
Figu e 1. Resea ch model
G oup F equency %
Gende Male 149 51.2
Female 142 48.8
Age
22 - 34 247 84.9
35 - 47 40 13.7
> 47 4 1.4
Educa ion Uni e si y 227 78
Pos g adua e 64 22
Wo king senio i y
< 3 yea s 65 22.3
3 - < 5 yea s 68 23.4
5 - < 10 yea s 92 31.6
10 - < 15 yea s 46 15.8
> 15 yea s 20 6.9
Table 1. Sample cha ac e is ics
Nhan Le Thi Kim
163
om he 22-34 age g oup (84.9%), 40 esponses
om he 35-47 age g oup (13.7%), and 4 esponses
om he age g oup abo e 47 (1.4%). Rega ding
educa ion, 227 pa icipan s epo ed ha ing comple ed
hei s udies a he uni e si y le el, accoun ing o
78% o he o al eplies. Addi ionally, 64 pa icipan s
epo ed ha ing comple ed hei s udies a he
pos g adua e le el, ep esen ing 22% o he o al
esponses. The dis ibu ion o wo king senio i y is
as ollows: 65 eplies om g oups wi h less han
3 yea s o expe ience (22.3%), 68 esponses om
g oups wi h 3 o less han 5 yea s o expe ience
(23.4%), 92 esponses om g oups wi h 5 o less
han 10 yea s o expe ience (31.6%), 46 esponses
om g oups wi h 10 o less han 15 yea s o expe ience
(15.8%), and 20 esponses om g oups wi h mo e
han 15 yea s o expe ience (6.9%).
C. Measu es
The measu emen scales o he a iables used in
p e ious esea ch we e assessed o ensu e hey we e
sui able o he cu en s udy con ex . In his wo k,
we made al e a ions o ou EMI i ems sou ced om
Singh & Guj al (2022), ou TRL i ems and ou EMP
i ems adjus ed om Manzoo e al. (2019), and ou
ORC i ems adop ed om Nguyen e al. (2019). The
sco ing o each ques ion was done using a Like
scale, whe e a a ing o 1 indica ed he highes le el
o disag eemen and a a ing o 5 indica ed he highes
le el o ag eemen .
IV. Resul s and Discussion
A. Resul s
1. Measu emen Model
An assessmen is conduc ed on he measu ing
model o examine he eliabili y, con e ging alidi y,
and disc iminan alidi y o he a iables.
Table 2 displays he ou comes o he e alua ion
o he eliabili y and con e gence alidi y. The
assessmen o eliabili y is conduc ed h ough he
u iliza ion o C onbach's alpha ( ) and composi e
α
eliabili y (CR). Reliabili y is es ablished when he
combined and CR indexes exceed 0.7. The e alua ion
α
o con e ging alidi y is pe o med by ou e loading
(OL) and a e age a iance ex ac ed (AVE). Con e ging
alidi y is con i med i ei he OL o AVE su passes
a alue o 0.5, as demons a ed by Hai e al. (2021).
Cons uc s and i ems OL αCR AVE
Emo ional In elligence (EMI) 0.909 0.909 0.785
1. I consis en ly main ain an op imis ic a i ude while add essing challenges in he
p o essional se ing.
0.870
2. I am awa e o my cu en emo ional condi ion. 0.887
3. I emain impa ial and una ec ed by pe sonal emo ions while making judgmen s in
he wo kplace.
0.896
4. I possess he abili y o disce n he emo ions o he o he indi idual du ing in e pe sonal
exchanges, such as communica ion and wo k- ela ed in e ac ions.
0.890
T ans o ma ional Leade ship (TRL) 0.911 0.914 0.790
1. My manage encou ages me o es ablish ambi ious objec i es o mysel (expec a ions
o excep ional pe o mance).
0.871
2. My manage mo i a es people wi h his isiona y aspi a ions. 0.892
3. My manage se es as a commendable example. 0.909
4. My manage demons a es a high le el o empa hy and a en i eness owa ds my
indi idual needs and emo ions.
0.884
Table 2. Reliabili y and alidi y summa ies
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024) 158-168
164
The esul s e ealed ha he eliabili y and con e gen
alidi y we e con i med.
In addi ion, he disc iminan alidi y is e alua ed
by calcula ing he He e o ai -Mono ai (HTMT)
a io. Disc iminan alidi y is con i med when he
HTMT alue is less han 0.90, as speci ied by Hensele
e al. (2009). Table 3 shows ha he alues o he
HTMT o e e y single a iable we e below 0.90.
Thus, he disc iminan alidi y o he a iables (EMI,
TRL, ORC, and EMP) has been e i ied.
2. S uc u al Model: Tes ing Hypo heses
The boo s apping app oach was used o assess
he s uc u al model. A o al o 5,000 subsamples
we e collec ed o e i y he hypo hesis. Figu e 2
illus a es he ou comes o he PLS-SEM, and Table
4 shows he pa h coe icien s, alues, and p alues
o he hypo heses in he sugges ed model. The esul s
e ealed ha EMI (H1: = 0.232, p = 0.007 < 0.05)
β
and TRL (H2: = 0.595, p = 0.000 < 0.05) had
β
a signi ican a ou able e ec on ORC. The e o e,
H1 and H2 we e a i med. Simila ly, he ORC (H3:
= 0.233, p = 0.000 < 0.05) showed a a o able
β
impac on EMP. The e o e, H3 was con i med. See
Table 4.
B. Discussion
Findings un eiled ha EMI had a posi i e impac
on he ORC. Singh & Guj al (2022) and Nu san i
& Lendeng (2022) ha e e i ied his conclusion. This
implies ha employees who possess he capaci y and
in ellec o egula e hei emo ions a e mo e likely
o os e a posi i e ORC. Resea ch indica es ha
an indi idual's EMI is a c ucial de e minan in
main aining he in eg i y o ORC. Mo eo e , EMI
empowe s indi iduals o p o icien ly handle and uphold
hei ORC. This sugges s ha implemen ing aining
p og ams aimed a enhancing employees' EMI would
be ad an ageous o o ganiza ions (Singh & Guj al,
2022). The e o e, o enhance and main ain he in eg i y
o ORC, leade s in he banking indus y should ocus
on aining ini ia i es aimed a imp o ing employees'
EMI o p io i ize ce ain aspec s. These include
ensu ing ha employees consis en ly uphold a posi i e
mindse when ackling p o essional challenges, s aying
a uned o he emo ional well-being o colleagues,
Cons uc s and i ems OL αCR AVE
O ganiza ional Cul u e (ORC) 0.921 0.922 0.808
1. The o ganiza ion demons a es adap abili y o changes and new condi ions, including
he e ol ing business en i onmen .
0.894
2. The o ganiza ion encou ages employees o sugges ideas and p o ide commen s on
wo k and pe ks.
0.934
3. The o ganiza ion os e s a sense o collabo a ion among i s membe s. 0.851
4. The o ganiza ion pe mi s he e alua ion o no el solu ions in alignmen wi h i s
de elopmen objec i es.
0.915
Employee Pe o mance (EMP) 0.965 0.986 0.904
1. I consis en ly ul ill he esponsibili ies ou lined in he job desc ip ion wi h p o iciency. 0.950
2. I consis en ly ul ill he expec a ions o my p o essional pe o mance. 0.948
3. I consis en ly mee my esponsibili ies o inish my asks. 0.964
4. I ul ill all he du ies and obliga ions associa ed wi h he employmen . 0.941
Table 2. Con inued
EMI EMP ORC TRL
EMI
EMP 0.289
ORC 0.701 0.244
TRL 0.762 0.087 0.820
Table 3. Disc iminan alidi
y
Nhan Le Thi Kim
165
main aining objec i i y and a oiding pe sonal emo ions
when making wo kplace judgmen s, and possessing
he skill o accu a ely pe cei e o he s' emo ions du ing
in e pe sonal engagemen s like communica ion and
wo k- ela ed in e ac ions.
Likewise, he indings also e ealed ha TRL had
a posi i e a ec ed on he ORC, as con i med by
Ledimo (2014) and Li (2021). This means i is
con ended ha ans o ma ional leade s can shape
he cha ac e is ics o he ORC. The use o TRL
app oaches, namely challenging p ocedu es, inspi ing
a sha ed ision, enabling o he s o ac , demons a ing
he way, and s imula ing he hea , seems o ha e
an impac on bo h he o ganiza ional objec i es and
he indi idual goals o wo ke s. So, hey ha e an
impac on all he s anda d alues and quali ies o
a posi i e cul u e, such as accomplishmen , sel -
ul illmen , p omo ing human wel a e, and social
connec ion (Ledimo, 2014). Consequen ly, o de elop
TRL wi h he capaci y o impac he ORC, leade s
in he banking sec o a en ion should be di ec ed
owa ds he ollowing aspec s: he leade mo i a es
indi iduals o se ambi ious pe sonal goals, os e ing
expec a ions o ou s anding pe o mance; he leade
inspi es people wi h hei isiona y aspi a ions; he
leade ac s as a no ewo hy ole model; and he leade
exhibi s a keen sense o empa hy and a en i eness
o indi idual needs and emo ions. Mo eo e , e ec i e
s a egies o cul i a ing TRL should in ol e c ea ing
an o ganiza ional clima e ha encou ages he pu sui
o challenging objec i es, os e ing a cul u e whe e
employees a e mo i a ed by he leade 's o wa d-
hinking ision, and p omo ing an a mosphe e o
mu ual suppo and unde s anding.
Finally, he esul s also a gued ha ORC had a
good impac on he EMP, as co obo a ed by
Tianing um (2021) and Ozcan & Oz u k (2020). This
implies ha an inc ease in ORC esul s in a
co esponding ele a ion in EMP. This disco e y
sugges s ha employees exhibi supe io pe o mance
Figu e 2. PLS-SEM esul s
Pa h βT alues P alues Resul s
H1: EMI ORC→ 0.232 2.684 0.007 Ve i ied
H2: TRL ORC→ 0.595 7.254 0.000 Ve i ied
H3: ORC EMP→ 0.233 4.211 0.000 Ve i ied
Table 4. Pa h, T alues, and P alues
