Organisational culture, responsible leadership, and job satisfaction: A social identity and learning approach
Jeremy Mitonga-Monga ORCID ↗ · Dakalo Precious Monyai ORCID ↗
International Journal of Business Ecosystem & Strategy · 2025 · Vol. 7 / Issue 5 · 102-116
Publication metrics
External links open provider records or DOI searches. Provider counts are not combined. Mendeley readership measures saves, not citations.
Dimensions
Live provider badge. If unavailable, use the Dimensions link above.
Observed 21 Oct 2026, 00:14 UTC
Observed 22 Oct 2026 01:43 UTC
Observed 22 Oct 2026 01:43 UTC
OpenAlex and Mendeley observations refresh on article visits, at most once per 24 hours. Unavailable data is not zero. Google Scholar opens a DOI search.
Citations received by this article, grouped by the year of the citing work. Crossref and OpenAlex lifetime totals remain separate in Publication metrics.
2017–2026 Annual history last updated:
Citations received
OpenAlex · year of the citing work
Hover over a year or focus the chart and use arrow keys to inspect values.
2017–2026 annual-history window. 2026 is year to date. Unknown years have gaps.
View data & coverage
2026 is incomplete. Within a successfully fetched ten-year window, omitted years mean zero. Years beyond a saved observation’s window remain unknown (—). Older citations are excluded, so this chart’s sum may differ from the OpenAlex lifetime total. The date above belongs to this annual history; an unsuccessful refresh keeps the previous observation.
Abstract
This study investigated the influence of organisational culture and responsible leadership on employee job satisfaction. A positivist research philosophy was adopted, with a stratified sample of 373 permanent employees from a South African state-owned enterprise, using a quantitative approach and cross-sectional design. Data were collected using the Organisational Culture Assessment Inventory (OCAI), the Responsible Leadership Scale (RLS), and the Job Satisfaction Index (JSI). Data reliability was assessed using Cronbach’s alpha, while confirmatory factor analysis, correlation analysis, and multiple regression were used to determine predictive relationships among variables. The results indicated that organisational culture correlated positively and significantly with both responsible leadership and job satisfaction, and responsible leadership also correlated positively and significantly with job satisfaction. Furthermore, responsible leadership significantly predicted job satisfaction, whereas organisational culture did not significantly predict job satisfaction. From a business ecosystem and strategy perspective, the findings highlight the importance of fostering responsible leadership and adaptive organisational cultures as key enablers of sustainable performance, ethical governance, and stakeholder trust. These factors are crucial for strengthening strategic alignment and long-term competitiveness in complex institutional environments. The study also has socio-economic development implications: by promoting responsible leadership and enhancing employee satisfaction, state-owned enterprises can drive productivity, social equity, and inclusive growth, thereby reinforcing South Africa’s broader business and socio-economic ecosystem.
Keywords: {'name': 'organisational culture, responsible leadership, job satisfaction, South African state-owned enterprise'}
Authors & affiliations
Jeremy Mitonga-Monga
University of Johannesburg
Dakalo Precious Monyai
University of Johannesburg
Deposited references
Supplied references, not a list of publications citing this article.
No reference list supplied.