The interplay between leadership and organizational culture in the Turkish construction sector

Organizational culture and leadership are purported to be deeply integrated and intertwined within an organization. Although there is a substantial amount of research demonstrating the importance of the interplay of culture and leadership, there exist few empirical examinations of the nature of this link. To examine this link, based on Cameron and Quinn's Organizational Culture Assessment Instrument and Hofstede's Values Survey Module, a questionnaire survey was conducted. The sample consists of 499 managerial personnel out of 107 contracting firms. With the aim of achieving a better understanding of how leadership style is influenced by organizational culture, Multinomial Logistic Regression was used. The findings demonstrate that managers in the contracting companies with different cultural characteristics tend to adopt different leadership styles to lead their employees to succeed in their business. Information contained in this paper will feed into country-specific understanding of leadership and organizational culture within the construction industry.

► Specific leadership practices and cultural profiles are significantly related.
► Managers with different cultural settings adopt different leadership styles.
► Most frequently observed leadership behaviors are consultative and autocratic.
► Managers should use a range of leadership styles to be culturally sensitive.