Impact of Organizational Culture on Employee Engagement, Leadership Style, and Work Performance of Laboratory Workers in Selected Clinical Laboratories in Metro Manila

Abstract

Organizational culture consists of the deep-seated patterns that are shared and embedded within an organization and are considered important factors in determining how an institution operates. This study aimed to identify the prevalent organizational culture in the 10 preselected clinical laboratories in Metro Manila and to identify its relationship with employee engagement, leadership style, and work performance. An online survey which consisted of a self-made personal data sheet and four standardized assessment tools—Competing Values Framework (CVF)-Based Culture Instrument, Utrecht Work Engagement Scale (UWES), Multifactor Leadership Questionnaire (MLQ - 5X Short), and Role-based Performance Scale (RBPS)—was administered to a total of 67 laboratory personnel. Across all laboratories, the most common organizational culture observed was No Predominant Culture, followed by Market culture, Hierarchy Culture, Clan Culture, and Adhocracy Culture, respectively. Correlation study results revealed that there was a significant relationship found between organizational culture and leadership style while no significant relationships were established between organizational culture and employee engagement and work performance. Out of the three variables, organizational culture was revealed to be a predictor for employee engagement and leadership style, but not for work performance. For this reason, the researchers suggest a more in-depth analysis of this variable.