Leadership Style and Organizational Culture: Basis for Retention Policy Program

Abstract

The main purpose of this study is to determine the relationship between Leadership Styles and Organizational Culture of the respondents as basis for the Retention Policy Program. The researcher used the descriptive method of research to gather information about the present existing conditions. Percentage and weighted mean were computed to determine the dominant Leadership Styles and perceived Organizational Culture. While Pearson Correlation Coefficient r was used to determine the relationship between Leadership Styles and Organizational Cultures. Concentrating on the gathered findings, it can be deduced that majority of the respondents or 61.25% perceived the style of their Manager as Democrative Leadership. On the other hand, rendering on the data, it can be denoted that majority of the respondents or 55% perceived that the current culture present in their Organization is Involvement. Specifically, the null hypothesis that there is no significant relationship between Authoritative Leadership Style and Organizational Culture was rejected; the null hypothesis that there is no significant relationship between Supportive and Organizational Culture was also rejected; the null hypothesis that there is no significant relationship between Democrative Leadership Style and Organizational Culture was also rejected, and lastly the null hypothesis that there is no significant relationship between Achievement Oriented Leadership Style and Organizational Culture was rejected. Rendering on the findings, a retention policy program is proposed. Based on the findings, majority of the respondents perceived that Democrative Leadership is the most practiced Style of the Managers. This also shows that the majority of the respondents perceives the dominant culture in their Organization is Involvement Culture. There is a significant relationship between Leadership Style and Organizational Culture. Based on findings of the study, Supportive and Achievement Oriented are the least perceived style of Leadership. In lieu with this, the company may conduct a mentoring program with the goal of developing specific competencies and design an individualized career development plan. According also to the findings, Reward System Culture is the least kind of culture perceived by the respondents. In line with this, the researcher recommends to redesign the Company’s approach on rewards and recognition. Management will likely need to change the reward system to encourage the behaviors vital to the desired organizational culture. The proposed Retention Policy Program may be implemented and evaluated thereafter.