Impact of participative leadership and hierarchical organizational culture on performance in Oman's food processing industry

Rashid Al Maqbali () and Mohamed Khudari ()

Edelweiss Applied Science and Technology, 2024, vol. 8, issue 6, 6697-6708

Abstract: This study investigates the complex interaction between organizational culture, employee engagement, leadership styles, and overall performance in Oman's Food Processing Sector, with a specific focus on the State-owned Oman Food Investment Holding Company (OFIC). A uniform questionnaire is distributed to 2,394 OFIC personnel across different divisions. Statistical analyses indicate that there are relationships at the organizational level. Specifically, participative leadership has a significant positive effect on performance (β = 0.144, p = 0.004). Additionally, a hierarchical corporate culture improves effectiveness (β = 0.555, p < 0.001) and also influences the connection between participative leadership and performance (β = -0.413, p < 0.001). Employee engagement does not play a role in moderating the relationship between participatory leadership and performance. The report highlights the importance of customized leadership and cultural strategies to maximize success in Oman's food business, with a focus on particular suggestions for improving organizations.

Keywords: Employee engagement; Hierarchical corporate culture; Leadership styles; Organizational culture; Overall performance; Participative leadership. (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:ajp:edwast:v:8:y:2024:i:6:p:6697-6708:id:3444

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