The Effect of Brand-Oriented Leadership, Organizational Culture, Internal Communication, and Individual Values in Promoting Employee Brand Consistent Behavior

Abstract

This study provides the first comprehensive investigation of employee brand-consistent behavior (EBCB) by examining internal and external organizational factors. Unlike previous research focusing on isolated aspects, this study integrates individual values with organizational elements, including internal corporate communication, brand-oriented leadership, and organizational culture, to develop a holistic understanding of EBCB drivers. Using a mixed-method approach, the research analyzed 18 in-depth interviews from state-owned enterprises and validated findings through structural equation modeling with 313 respondents. Results revealed significant relationships between organizational factors and EBCB, particularly highlighting how formal and informal leadership control mechanisms impact employee brand alignment. The study contributes theoretically by establishing the first integrated framework of EBCB antecedents and provides evidence-based insights for practitioners. The practical implications emphasize the need for organizations to align brand values with employee behavior through strategic management approaches, offering a blueprint for enhancing brand consistency through employee behavior.