The Interplay of Organizational Commitment and Organizational Culture in Driving Managerial Performance

Abstract

Background: The management of organizations in the modern business world seeks to improve employee performance by providing a friendly and challenging environment. In this analysis, the investigation of the mediating influence of organizational commitment between organizational culture, job satisfaction, and leadership style on managerial performance is conducted.
Objective: The main purpose of this study is therefore to examine the relationship between organizational culture, job satisfaction, leadership style, and managerial performance moderated by organizational commitment.
Methodology: A quantitative research strategy was employed while administering a structured questionnaire among 355 managers in different organizations. In developing the questionnaire, objective responses to perceptions of organizational culture, job satisfaction, leadership styles, organizational commitment, and self-rated managerial performance were sought. Participants’ reaction was on a Likert scale, with values ranging from 1 to 5; and the collected data were statistically tested to compare the many variables.Results: Analysis shows that organizational culture, job satisfaction, and leadership factors have direct and strong positive relations with organizational commitment and have a positive indirect effect on managerial performance. Thus, organizational commitment was revealed to be a mediator of the relationship between the independent variables and the level of managerial performance, pointing out the significance of developing commitment for enhancing managerial performance.
Conclusion: The study therefore calls for a good organizational culture in an organization, job satisfaction, and leadership support to improve commitment and managerial performance. These factors should be valued by organizations to bring about committed managers that enable the success of organizations.