The Intersection of Management and HR: Exploring the Influence of Leadership Styles on Organizational Culture

Abstract

This work analyzes the interconnectedness between the leadership style, the organizational culture, and the demographic characteristics of large tech, manufacturing and healthcare firms in an attempt to unravel how these elements work together to foster better-alignment and ultimately improved organizational performance. Based on research, it looks at how an organization’s culture is shaped by various leadership styles, and what in turn, leadership styles are affected by culture as well. Managers and employee demographics surveyed across departments and levels of the company show a close mix of age groups, genders, years of experience, and specific affiliations. Transformational brace is in the end the leading form of management focusing on inspiration, vividness, and getting employees to take responsibility. Simultaneously, the employees think and get perception in the framework of three main C.V.C archetypes and hierarchical and market archetypes are found to be superior to others. A numbers approach shows transformational leadership is better than the average citizen's, however statistics reveal, perception of culture is neither high or low. The research provides helpful tips to managers on leadership styles, positive culture, and demographic characteristics for enhanced management practices and operations. The research has its own contribution to the pre-existing theoretical knowledge by adding to the existing real-world-oriented information about the connections between leadership and culture.