The Role of Organizational Culture Between Leadership Style and Human Resource Management Practices

Abstract

Several dynamics influencing organizational performance in private universities, including increasing challenges such as competitiveness, limited resources, and accreditation pressures. This paper aims to explore the relationship between leadership styles and human resource management practices, focusing on the role of organizational culture as a mediator. The study adopted a literature review methodology to analyze the relationship among the three variables (leadership styles, human resource management practices, and organizational culture). Recent studies published between 2021 and 2024 were collected and analyzed using reliable databases. The findings reveal that organizational culture plays a crucial mediating role in strengthening the relationship between leadership and human resource management practices. Transformational and democratic leadership styles were found to improve organizational performance by enhancing employee commitment and fostering a flexible organizational culture. Additionally, human resource management practices such as training, continuous evaluation, and motivation positively impact the development of a supportive organizational culture; however, they require integration with leadership styles to achieve a broader effect. This paper contributes by providing a comprehensive theoretical framework to understand the dynamic relationship among leadership, human resources, and organizational culture, highlighting the central role of organizational culture in improving organizational performance.

Conflict of Interest Disclosure: Ahmad Nader Aloqaily, a co-author of this article, serves as Managing Editor of this journal. This relationship is disclosed here in the interest of editorial transparency.