Types Of Organizational Culture Research Articles

Impact of Organizational Culture on Academics’ Readiness and Behavioral Intention to Implement eLearning Changes in Kuwaiti Universities during COVID-19

A comprehensive review of the literature indicates that there is a lack of research on the influence of all the organizational culture (OC) types on academics’ readiness and behavioral intention to implement eLearning changes in higher education institutions (HEIs). To address this gap, this study empirically investigates the impact of OC on academics’ readiness and behavioral intention to implement eLearning changes within HEIs in Kuwait during the COVID-19 pandemic. A 218 self-administered survey was distributed to public and private HEIs. The analysis of collected data reveal that the most prominent OCs are hierarchy and market types which support readiness for change. The contribution of this study lies in further understanding the impact of OC on academics’ readiness for eLearning changes and behavioral intention to support eLearning implementation. The findings further offer an original contribution by confirming the mediating role of academics’ readiness for eLearning changes in the relationship between OC and behavioral intention. This paper adds to the change management literature by collecting data during the COVID-19 pandemic within the interesting context of HEIs in the Gulf Cooperation Council (GCC), which is currently scarce. The implications of this study contribute to the sustainability of Kuwaiti HEIs.

Co-workership: development of an assessment tool

Purpose The purpose of this study was to develop an easy-to-use, theoretically well-founded and psychometrically sound assessment tool of the concept co-workership. Design/methodology/approach Firstly, inductively generated examples of favourable and unfavourable co-worker behaviours were collected, clustered and then expressed as frequency-based Likert-type scale items. Data were obtained from 825 Swedish white collar workers and military personnel. A factor analysis (principal axis factoring with oblique rotation) resulted in a seven-factor solution built up by 30 items and forming the instrument Co-Worker Questionnaire (Co-Worker Q). Findings The factors have a strong resemblance to the content of dominating models of leadership, followership, organizational citizenship behaviour and leader–member exchange. The factor scales had relatively high reliability (high Cronbach’s alpha coefficients and low standard errors of measurement). Regarding discriminability, women scored more favourably on five of the factors, men on one factor and age differences were noted on two factors. Research limitations/implications Shortcomings include the lack of data on possibly related aspects including person factors, such as personality and socio-economic status, and contextual factors such as more detailed data on the type of work environment and organizational culture. Practical implications The instrument has an easy-to-use format and can be used in organization development interventions with a co-workership focus and in individualized coaching or mentoring programmes. Originality/value The co-workership concept has so far mainly been used in the Nordic countries. The development of the Co-Worker Q opens up for broader applications.

Influence of Organisational Culture on Project Planning: A Competing Values Perspective in Ghanaian Context

Purpose: This study empirically examined the influence of organisational culture (OC) on construction project planning.
 Design/methodology/approach: A descriptive cross-sectional survey approach was used to obtain quantitative data from 375 large and medium-scale construction firms in Ghana. The data were analysed using descriptive and inferential statistics such as mean and standard deviation, confirmatory factor analysis, Pearson correlation and multiple regression model.
 Findings: The results revealed that the market type of organisational culture had the highest significant positive influence on project planning, followed by clan, hierarchy, and adhocracy cultures. The results further revealed that a high level of project planning is positively associated with the combined cultural clusters represented by the dimensions of “stability and control clusters”. 
 Research limitation: This study focused on only large and medium-scale construction organisations; however, data from small-scale construction organisations will be needed to strengthen and widen the scope of applicability of the findings.
 Practical implication: It is evident that the practice of adhocracy culture in the surveyed firms provides a low significant effect on project planning efforts. It is, therefore, recommended that more emphasis be placed on market culture as it had proven to have a higher significant influence on construction project planning.
 Social implication: This study contributes to management and public policy by identifying organisational cultural types that significantly contribute to achieving effective project planning.
 Originality/value: Organisational culture in the context of project planning initiatives has received very little attention in project management research. This research significantly contributes to the research stream by providing empirical evidence of the influence of OC on project planning, highlighting which OC types are more or less likely to improve project planning efforts.

Organizational culture and affective commitment to e-learning’ changes during COVID-19 pandemic: The underlying effects of readiness for change

Higher education institutions (HEIs) have been embracing digital transformation for years, but the disruptive influence of the global COVID-19 pandemic has accelerated it. Despite the importance of organizational culture (OC) for the successful delivery of e-learning, empirical studies looking at its impact on academics’ readiness and affective commitment to e-learning-induced changes are scant. This study unveils the underlying impacts of multiple employee readiness for change (ERFC) dimensions in the OC-employee affective commitment to change (EACC) relationship. Survey data were obtained from 1,200 Jordanian public HEIs’ academics. Structural equation modelling was used to analyze the data, testing the study’s six hypotheses. The findings offer a novel contribution by showing that OC types influence different dimensions of ERFC, each having a distinctive impact on EACC. It further shows that two ERFC dimensions, namely self-efficacy and personal valence, function as full mediators in the relationships between group culture/adhocracy culture and EACC.

ORGANIZATIONAL CULTURE AND TACIT KNOWLEDGE SHARING: EMPIRICAL EVIDENCE FROM CROATIA

The paper aimed to investigate the influence of organizational culture types on tacit knowledge sharing in medium and large enterprises in Croatia. For research, organizational culture is differentiated according to the typology based on the Competing Values Framework. In the theoretical part, the basic concepts and open questions related to the issues of the subject research are systematized and analyzed. The empirical part of the paper presents the results of a survey conducted on 14 medium and large companies in the Croatian economy. A total of 492 knowledge workers were surveyed in these companies. Multiple regression was used to assess the research model. The results of the research showed that organizational culture significantly influences tacit knowledge sharing, where the mentioned influence can be positive or negative, depending on the culture type. More precisely, it was found that clan and adhocracy cultures have a positive, and market culture has a negative impact on tacit knowledge sharing. However, no statistically significant influence of hierarchy culture on tacit knowledge sharing has been proven. The results of this paper have significant theoretical and practical implications.

Ukrainian refugees and the European labor market: socio-cultural markers of interaction

The study aims to identify the main aspects of the influence of the socio-demographic and cultural characteristics of migrants from Ukraine on their integration into the labor market in Europe. The methodology of the research is based on the methods of systematic approach and structural-functional analysis with the use of general scientific methods of SWOT-analysis, description, analysis and synthesis, comparison, and generalization. The use of these methods allowed for an analysis of the totality of statistical data and the results of sociological research on migrants, the peculiarities of national culture in Ukraine as a general environment of professional activity of migrants from Ukraine, their system of values in comparison with similar characteristics of Europeans. As a result, the conclusion is that most Ukrainian refugees will face a mismatch with the needs of the European labor market due to the difference in their usual prevailing type of organizational culture and value system, which causes the need for an adaptation policy. It is shown that the risks of mismatch should be identified, controlled, and avoided by means of developed public policies, including special communication campaigns.

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

PurposeThis paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.Design/methodology/approachA model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.FindingsThe results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.Research limitations/implicationsThe proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.Practical implicationsBecause the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.Originality/valueThis study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

Boosting Sustainable Operations with Sustainable Supply Chain Modeling: A Case of Organizational Culture and Normative Commitment.

The importance of sustainability in supply chain management is growing worldwide. It is possible to find reasons for this using various phenomena that negatively affect humanity, e.g., climate change, scarce materials, supply disruptions, and complex fossil fuel dependency. Because of that, is extremely important to constantly look for new ways to systematically increase sustainability in enterprises and their logistics and supply chain processes by considering different stakeholders and influential factors. Therefore, this paper explores how different types of organizational culture and normative commitment impact sustainability and each other in business logistics and supply chains and develops a conceptual model to manage this challenge. Gaining new insights is valuable especially for managers to obtain better information on how to improve sustainability not just by integrating green technologies but mainly by changing culture, attitude, and perception in their enterprises. The research is focused on employees from global logistics or related branches in micro, small, medium, and large enterprises with the primary activity mostly related to manufacturing, transport, and storage. The findings are based on the questionnaire which was sent directly to 1576 employees from 528 enterprises. A total of 516 employees from enterprises that are mostly located in 34 countries responded to requests for participation. The results reveal statistically significant positive and negative impacts, e.g., clan culture has a positive statistically significant impact on the sustainable development of supply chains. Most of the connections to the eighth Sustainable Development Goal by the United Nations (decent work and economic growth) were also found, which was the enterprise’s highest priority with a share of 52.99%. A contribution to the theory development is gained using the developed model that considers both positive and negative statistically significant impacts studied.

조직문화 유형이 개인성과에 미치는 영향: 커뮤니케이션 매개효과와 조직신뢰의 조절효과

The purpose of the study is to examine the individual performance of the corporate members with the independent variable of organizational culture types (relational culture, innovation culture, hierarchical culture, task culture) and the mediator variable of communication by validating the regulation effect of organizational trust between the independent and dependent variables. For analysis, regression analysis is performed the study examined the dataset from the 2020 Human Capital Corporate Panel (HCCP) published by the Korea Research Institute for Vocational Education and Training that consist of a total target data of 510 corporations and 8,611 employees. The followings are the result of the research. Firstly, among the types of organizational culture, relational culture, innovation culture, and task culture have a statistically significant positive effect whereas hierarchical culture has a negative effect on communication. Secondly, relational culture, innovation culture, and task culture each had a statistically significant positive effect on individual performance, while hierarchical culture has a negative effect. Third, the mediated effect of communication has been found in all types of organizational culture except for hierarchical culture between each organizational culture type and individual performance. Fourth, it has been found that organizational trust regulates the relationship between individual performance and relational/innovation culture among organizational culture types. Hence, the research suggests that it is necessary for the corporate to establish the relational culture, innovation culture, and task culture as well as to come up with measures that can improve individual performance based on horizontal and harmonious communication and organizational trust.

Organisational structures and processes for health and well-being: insights from work integration social enterprise

BackgroundPrevious research on employee well-being for those who have experienced social and economic disadvantage and those with previous or existing mental health conditions has focused mainly on programmatic interventions. The purpose of this research was to examine how organisational structures and processes (such as policies and culture) influence well-being of employees from these types of backgrounds.MethodsA case study ethnographic approach which included in-depth qualitative analysis of 93 semi-structured interviews of employees, staff, and managers, together with participant observation of four social enterprises employing young people.ResultsThe data revealed that young people were provided a combination of training, varied work tasks, psychosocial support, and encouragement to cultivate relationships among peers and management staff. This was enabled through the following elements: structure and space; funding, finance and industry orientation; organisational culture; policy and process; and fostering local service networks.. The findings further illustrate how organisational structures at these workplaces promoted an inclusive workplace environment in which participants self-reported a decrease in anxiety and depression, increased self-esteem, increased self-confidence and increased physical activity.ConclusionsReplicating these types of organisational structures, processes, and culture requires consideration of complex systems perspectives on implementation fidelity which has implications for policy, practice and future research.

The Role of Organizational Culture in Preventing Workplace Bullying among Nurses in Jordan

Background: Organizational culture has been found to relate to workplace bullying; however, available evidence on the role of organizational culture in bullying mitigation or aggravation is inconclusive. Objective: This study aimed to estimate whether types of organizational culture predict bullying behavior among nurses in Jordan. Methods: A descriptive, cross-sectional and predictive design was used in this study. A convenience sample of 160 nurses working in public and private hospitals completed and returned the study e-survey. Results: About 10% of nurses were exposed to workplace bullying within the last 6 months. Colleagues and other superiors/managers were the main perpetrators. Compared with other organizational cultures, task-oriented culture had the highest mean and was correlated negatively with workplace bullying. Conclusions: Workplace bullying is still considered a serious problem among nurses. Contrary to the majority of studies reporting task-oriented culture as a risk factor for bullying or its lack of relatedness to bullying behavior, in this study, task-oriented culture predicted lower bullying victimization at the workplace. Implications to Nursing: Nurse managers have a crucial role in the mitigation and prevention of workplace bullying among their staff. Managers need to be available at the unit level to observe and monitor staff behavior, ensure the implementation of code of conduct for staff and act as advocates when other unit managers bully nurses. Further research is needed to provide more information in the role of various types of organizational culture on workplace bullying. Meanwhile, task-oriented culture that focuses on work goals and productivity needs to be emphasized. Keywords: Workplace bullying, Organizational culture, Nurses.

Modeling the process of management of organizational culture at enterprises of fuel and energy complex

The article is devoted to the study of the process of modeling organizational culture in the context of the activities of enterprises of the industrial complex, in particular, the sectoral structure of enterprises in fuel and energy complex. In the context of the strategic development of an enterprise, organizational culture acts as an effective mechanism and tool for development in modern transformational economic processes. The main criteria approaches to the definition of organizational culture are considered, based on the practice of managing enterprises in the fuel and energy complex. The main models of organizational culture are characterized, and the methodological apparatus of the algorithm for the formation of organizational culture at the enterprises of fuel and energy complex in the context of the globalization reform of modern economic system is developed. The developed model of a systematic transition to the formation of an organizational culture is based on a role-playing and innovative type of culture, which is acceptable for industrial enterprises in general, and industry enterprises of fuel and energy complex. The model of formation of the organizational culture of the enterprises of fuel and energy complex is aimed at the implementation of the work plan, taking into account the formation of preferred types of organizational culture. Optimization ways and directions for improving the development of the organization's culture in order to increase its competitiveness and performance efficiency are proposed. The study is of value to scientific and pedagogical workers in the field of education and in the field of management consulting.

Effects of organizational culture, affective commitment and trust on knowledge-sharing tendency

PurposePrevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share knowledge. This study aims to determine whether knowledge-sharing tendency varies from one form of organizational culture to another by examining the concurrent mediation of affective trust in co-workers and affective organizational commitment and provide insights for appropriate knowledge-sharing initiatives.Design/methodology/approachAdult learners (N = 408) enrolled in the MBA and MSc postgraduate programs at five private universities in Singapore participated in a two-part self-administered anonymous survey. Data were analyzed with SmartPLS partial-least squares structural equation modeling using a two-stage analytical technique that examined the measurement and structural models.FindingsThe concurrent effects of affective trust in co-workers and affective organizational commitment complementarily mediated the relationship of organizational culture on the knowledge-sharing tendency for adhocracy, clan and market cultures but fully mediated for hierarchy culture.Practical implicationsThis study provides insights for managers to understand the characteristics of their organizational culture and choose appropriate practices for improving knowledge-sharing tendency among its employees.Originality/valueA model is established to determine the type of organizational culture that facilitates knowledge-sharing tendency. It offers new theoretical insights into how and why affective trust in co-workers and affective organizational commitment impact the relationship of organizational culture on knowledge-sharing tendency. Understanding these relationships can provide valuable insights into various strategies for different organizational cultures to increase employees’ knowledge-sharing tendency.

Soft charisma as an impediment to fundamentalist discourse

The Anthroposophical Society in Sweden is, in the view of many of its members, going through tough times. Times of crisis and the search for a collective identity often inspire the formation of ideological rifts within a larger religious community. One way of responding to challenges is by turning to doctrines and texts stemming from a purportedly pristine past for guidance – in other words, by developing a fundamentalist discourse. A striking fact about the Anthroposophical Society, in Sweden as well as internationally, is that such returns to a set of canonical texts by the founder of the movement appear to be self-defeating. There are deeply rooted structural features within the Anthroposophical Society as an institution that impede any one voice from gaining significant traction and imposing a collective identity upon the movement. This article uses the example of the Anthroposophical Society in Sweden and the conundrum it repeatedly faces when addressing a perceived crisis in order to formulate a model of charismatic leadership that more generally accounts for the lack of success of fundamentalist discourses in religious movements with certain types of organisational culture.

Organizational Culture and High Medicaid Nursing Homes Financial Performance

<strong>Background and Objectives:</strong> This paper investigates the relationship between organizational culture and financial performance in under-resourced nursing homes (85% or higher Medicaid residents). <strong>Research Design and Methods: </strong>We tested whether the type of organizational culture (clan, adhocracy, market, and hierarchical) was associated with higher financial performance, measured by the operating margin. Survey data of 341 nursing home administrators were collected in 2017–2018 and merged with secondary datasets with facility and market characteristics. We used multiple regression analysis to test our hypotheses. <strong>Results:</strong> We found that a market culture was positively associated with higher operating margin. On the other hand, having a clan, hierarchical, or non-dominant culture was associated with lower financial performance, compared to a market culture. <strong>Discussion and Implications: </strong>Ensuring the financial viability of high-Medicaid nursing homes is important since they provide care to low-income residents and a high proportion of racial/ethnic minorities. Our findings suggest that having a market culture with an external orientation may be associated with better financial performance among these nursing homes.

Impact of Organizational Culture on Organisational Performance: A Study on the Employees in Educational Institutions

Abstract Background: The purpose of the paper is to assess organisational culture’s role on the performance of employees in the educational sector. Objectives: The paper seeks to address: what type of organisational culture is contributing to organisational performance, how organisational learning can be enhanced, how team orientation can be encouraged, and technical assistance and innovation can be promoted in developing economies. Methods/approaches: The data was collected from 350 respondents from different educational institutes’ employees of the Garage zone of SNNPR, Ethiopia. Structural equation modelling was used to test the proposed hypothesis. Results: The results showed that organisational dimensions such as organisational learning, team orientation and strategic direction and intent are supported, and it is proved that these dimensions can significantly influence the overall performance of the organisation in the study area, whereas the remaining two dimensions: creating change, and goals and objectives are not supported by their organisations. Conclusions: The study concludes that the culture of creating change can enable organisations to achieve their goals and objectives. Organisations must focus on improving the capability of human resources. Especially, it is compulsory for the employees of the educational institutions as they must adopt technological assistance and other types of knowledge of value to encourage innovative practices in the teaching-learning process.

MODELS AND TYPES OF ORGANIZATIONAL CULTURE IN THE CONTEXT OF MODERN SOCIAL TRANSFORMATIONS

The article is devoted to the sociological study of specific features of organizational culture in organizations of public, private (commercial) and public (non-profit) sectors of society in the context of social change in Ukrainian society (on the example of Zaporozhye region). Based on the analysis of different approaches to the definition of "organizational culture", its essential features are highlighted: 1) is part of the management of social development and accordingly has elements of management (leadership interaction, power-division, management style, etc.); 2) is an orderly moral and ethical, value and normative system (values, ideas, beliefs and normative patterns of behavior) of organizations; 3) ensures the optimal integrity of the organization through integration (internal) and adaptation (external), comprehensively characterizes the level of development of the organization; 4) is a specific type of group culture, the degree of institutionalization of which is much higher than other types of group cultures. The aim of the study − to define the purpose and types of organizational culture in the context of modern social transformations. To solve the purpose of the article, both general scientific and sociological methods of cognition of social phenomena and processes were used, namely: logical-historical, structural-functional and comparative analysis − to study organizational culture and its features; analysis and synthesis − to highlight the content of organizational culture; classifications - for the typology of organizational culture in modern sociological science; structural-functional analysis − to clarify the structure and functions of organizational culture. The sociological interpretation of organizational culture using the provisions of different paradigmatic approaches, which explains it: a) as an element of social management and as a value-normative system of social organization that regulates the behavior of individuals − members of the organization; b) as an extrapolation of the value structure of society and value-normative consistent patterns of management and organizational interaction on the functioning of individual organizations in different sectors of society.

Exploring the Relationship Between Organizational Culture Types and Knowledge Management Processes: A Meta-Analytic Path Analysis.

This study investigated the relationship between organizational culture types according to Competing Values Framework (Clan, Adhocracy, Market, Hierarchy) and Knowledge Management Processes (Creation, Dissemination, Storage, Application) using meta-analytic path analysis. To produce the necessary pooled correlation matrix for model testing, we used the univariate (r) approach to carry out two additional meta-analyzes. Based on data collected from several research databases, we extracted the paired correlation coefficients (r) among knowledge management processes (k = 32, N = 6835) then the inter-correlations between knowledge management processes and culture types (k = 7, N = 865). The findings revealed that no particular culture type has a stronger effect on all KM processes. Clan, Adhocracy and Market have significant but varying effects on Knowledge Management processes. Notably, the clan is more associated with knowledge creation, while Adhocracy has a greater effect on knowledge application, and market has a stronger effect on knowledge dissemination and storage. However, hierarchical culture has an insignificant effect on knowledge creation and the lowest effects on the rest of Knowledge Management processes. Therefore, the study concluded that knowledge management success is determined by developing a balanced portfolio of cultural traits from clan, adhocracy and market cultures.

The Directional Knowledge Sharing Paradigm: A Mixed-Methods Case Study of the Interaction between Organisational Culture and Intra-Organisational Knowledge Sharing

A partially mixed-methods case study in a Fortune 50 technology company was conducted to delineate the interaction between organisational culture (OC) types (competitive, bureaucratic and clan) and intra-organisational knowledge sharing (KS). This study provided empirical evidence that show differences in KS horizontally (peer-to-peer) and vertically (between direct-report and manager) within an organisation. By focussing on “socialization” adopted from the organisational knowledge creation theory, the iceberg theory and the competing values framework, we addressed an unexamined area within the body of knowledge. Survey data of 82 employees and interview data of 23 employees were analysed. Multivariate analysis of covariance (MANCOVA) was used to analyse the quantitative survey data. The qualitative interview data were analysed through content analysis. A triangulation design was then followed to merge the data through an equivalent status ([Formula: see text]) interpretation to derive meta-inferences. MANCOVA displayed a statistically significant interaction between OC and KS via socialisation. The triangulated results showed that OC types distinctly impacted KS via socialisation with differences between seeking, contributing and the direction of knowledge flow (vertical and horizontal). The empirical evidence shows that organisations must consider the direction of knowledge flow (vertical or horizontal) when enforcing cultural values to drive KS via socialisation. Similarly, researchers should not ignore the directional knowledge sharing paradigm, nor the organisational knowledge creation theory, when examining intra-organisational KS.

Transformačný líder v edukácii v kontexte organizačnej kultúry školy

The transformation of education should originate in the school environment. Teachers, as actors of change, thus find themsel es in the position of transformational leaders. Keller (2006) identifies as transformational leaders those individuals who can succeed and fulfil a vision, inspire and activate followers who respond with en‑ thusiasm and determination to achieve goals. Part of a leader’s job is the co‑creation of the organizational culture being upheld in the educational setting. Organizational culture rep‑ resents the nature of the workplace, approach, unwritten rules of interaction and the values of the organization (Morcos, 2018). Organizational culture as defined by Cameron and Quinn (2011) points to the fact that aleader significantly participates in its formation. These claims are confirmed by various studies conducted in different types of organizations, including schools, worldwide (f.e. Daud et al., 2015; Berkemeyer et al., 2015; Yücel et al., 2013). Goal: The aim of the present paper was to find out whether there is a relation between the school organizational culture and the characteristics of transformational leaders in education in the Slovak context. Methods: The paper consists of two studies due to the use of two different research methods assessing transformational leadership factors. Study 1: the research group consisted of 107 Slovak teachers (N = 107; AMage= 43.72; SDage= 10.51; 18.69 % men). The data were obtained through the Leadership Practices Inventory (LPI; Kouzes &amp; Posner, 2013), assessing five types of practices – leadership practices: 1) Model the Way, 2) Inspire a Shared Vision, 3) Challenge the Process, 4) Enable Others to Act, 5) Encourage the Heart and 6) the Organizational Culture Assessment Instrument (OCAI; Cameron &amp; Quinn, 2006), mapping four types of organizational culture – Clan, Adhoc, Market, and Hierarchy. Study 2: the research group consisted of 100 Slovak teachers (N = 100; AMage= 40.99; SDage= 7.79; 30.00 % men). The data for this study were obtained through the Czech Leadership Questionnaire (CLQ; Procházka et al., 2016) assessing eight subscales corresponding to four components of transformational leadership, three components of transaction‑ al leadership, and laissez‑faire leadership. Only the four components of transformational leadership were used. The second questionnaire was also OCAI. All tools were modified and adapted to local conditions. Results: Relation analysis between the observed variables in both studies showed statistically significant positive moderately strong relations assessed by LPI, CLQ to the Clan’s organizational culture of the school (LPI r = from.262** to.394**; CLQ r= from.222* to.420***). For Study 1: negative moderately strong relations between Market organiza‑ tional culture and LPI factors (r = from -.224** to -.421***) and Study 2: CLQ with Hierarchical Organizational Culture (r = from -.249* to -.437***). The Clan organizational culture dominates in the monitored Slovak schools, closely related to the characteristics of trans‑ formational leaders in education as potential actors of changes in education. Conclusion: According to the findings, transformational leaders in education, being an attractive example for others, are charismatic bearers of innovative ideas, they are progressive in their approach to their followers, strengthening the school team spirit and ap‑ preciating and encouraging them. They are the leaders of the Clan organizational culture. The positive finding in both studies remains that the researched Slovak schools show a prevalence of the Clan organizational culture.