The Influence of Organizational Culture on Leadership Styles


  • Ayesha Tariq PhD Scholar, Department of Education Superior University Lahore , Punjab, Pakistan
  • Dr. Khawaja Hisham-Ul-Hassan Associate Professor Department of Commerce Superior University Lahore , Punjab, Pakistan
  • Syed Kashif Hussain PhD Scholar, Department of Education Superior University Lahore, Punjab, Pakistan



Implications, Influence, Leadership Styles, Organizational Culture


This study aims to explore the impact of organizational culture on leadership styles in Pakistani universities. The study utilizes cultural dimensions theory (Hofstede’s insights) and the social exchange concept as theoretical lenses to examine the phenomena. Using a qualitative approach, 08 interviews were conducted with senior academics and non-teaching staff working in Pakistani universities. The findings reveal hierarchical, patriarchal, servile, and interdependent values as the underlying characteristics of organization culture, shaping the choice of leadership styles in the management of Pakistani universities. As a result, it emerged from the study that positional, formalized exchanges, relational approach, and gendered reactions to leadership were typically adopted in university administration in this context. The study relies on a small qualitative sample size, which makes the generalization of findings difficult. However, the study provides a good understanding of cultural hegemony, framing leadership styles different to those of other cultures. The findings of this study help to bridge the research gap concerning the implications of organizational culture, and its influence on leadership behaviors in the Asian context. Specifically, the study also enriches our understanding of cultural dimensions, informing the leadership methods adopted in higher education institutions.





    Abstract Views: 60
    PDF Downloads: 46

How to Cite

Tariq, A., Hassan, K. H. U., & Hussain, S. K. (2024). The Influence of Organizational Culture on Leadership Styles. Annals of Human and Social Sciences, 5(1), 230–243.