Organizational Culture and Leadership Interaction in Shaping Science Sustainable Results-Based Management
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Abstract
Background and Aim: Organizational culture plays a vital role in effective management and is central to the success of Results-Based Management (RBM), especially in promoting quality and sustainability. This study examines how organizational culture and leadership interact to influence science sustainable results-based management (RBM) at Chiang Rai Rajabhat University, Thailand. The guiding research question is: How do cultural and leadership dimensions affect RBM effectiveness in a higher education context?.
Materials and Methods: The research employed A mixed-method approach was employed, combining literature review, in-depth interviews, and a structured questionnaire survey targeting administrators, instructors, and support staff. The study focused on four cultural dimensions: involvement, consistency, adaptability, and mission, and four leadership dimensions: strategic direction, results-based planning, linking strategy to action, and creating change-enabling conditions.
Results: The research findings showed that organizational culture and leadership significantly influence science sustainable RBM (p < .05). Key predictors included the implementation of vision and mission through participatory leadership, as well as strong involvement culture and strategic alignment. These results support the Denison Organizational Culture Model and Transformational Leadership Theory, emphasizing shared values, strategic clarity, and performance-driven practices aligned with the UNDP/UNESCO RBM framework.
Conclusion: This study contributes new empirical insights into how culture and leadership jointly shape effective RBM in science-focused academic settings. The findings offer practical implications for institutional leaders aiming to foster sustainability and performance. Future research should explore longitudinal impacts and apply the model in diverse higher education environments.
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