The relationship between organizational culture, management leadership style and organizational commitment and their impact on organizational outcomes in a high-technology organization

The purpose of this dissertation was to understand the relationship between leadership style, organizational commitment and culture and their impact on organizational outcomes. A conceptual model was identified and used as the foundation for building hypotheses which were based on previous research. In this quantitative study, a survey of leaders and employees in a high-technology organization was conducted. Questionnaires were utilized to collect data to address four research questions. Structural Equation Modeling was used to analyze the data gathered. A path diagram was developed for this study using AMOS, a statistical package for performing Structural Equation Modeling.;The results show that commitment does have an affect on culture, leadership does affect commitment, and commitment does affect leadership. The effects were both positive and significant implying that the leader has the ability to influence the commitment of the employees and that the commitment level of the employees affects the culture of the organization. However, leadership was found to have no significant impact on culture which was unexpected. It was believed that leadership styles could have a significant effect on establishing the culture of an organization because of their perceived interconnection.;While these concepts have long been studied and supported in popular management literature, a key contribution of this study is the notion that they are inter-related and that they may work synergistically in their effect upon organizational performance in high-technology organizations. This research adds to the body of knowledge in practical application of the relationships between organizational culture, management leadership style and individual commitment in high-technology based organizations.