Re-examining the relationship between societal and organizational culture and leadership: Research in the People’s Republic of China,the United States of America,and Türkiye

Abstract

This study re-examines the complex interplay between culture and leadership at both organizational and societal levels, offering fresh insights into their dynamic relationship. By analyzing data from 440 managerial professionals across enterprises in the People’s Republic of China, the United States, and Türkiye, this research employs structural equation modeling, correlation analysis, and variance tests to uncover key patterns. The findings confirm that both organizational and societal cultures significantly shape leadership practices, while leaders, in turn, influence organizational culture by setting behavioral norms. Moreover, the study highlights that organizations are deeply embedded within their societal contexts, challenging the notion of organizational autonomy. Notably, the research identifies substantial shifts in the societal cultures of Türkiye and China compared to previous studies, suggesting evolving cultural dynamics in these regions. These findings contribute to cross-cultural leadership literature by offering updated empirical evidence and reinforcing the interconnected nature of culture and leadership.