The Investigation of the Relation between Transformational Leadership and Organizational Culture (Case study: Elementary School Teachers in Kermanshah Province, Iran)

Organizational researchers have long debated the meaning and consequences of organizational culture but the relationship between culture and organizational performance is still not well understood. Organizational culture is the collective behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. The purpose of this study is to investigate the effect of organizational culture on the relationship between transformational leadership among elementary school teachers. In present study, five organizational culture aspects devised by Hafstede are used and their relations with leadership are measured. This is a survey – type descriptive research and data collection method is field study by using questionnaire. On this basis, 150 questionnaires were used in analyses from total among elementary school teachers in Kermanshah. Canonical correlations indicated “a modernly high relationship between leadership and organizational culture. The author found that the cultural elements of accomplishment, recognition, and affiliation tend to be positively correlated with all aspects of transformational leadership. The findings supported that transformational leadership practices are positively correlated with a constructive organizational culture, and that transformational leadership practices predict organizational culture. The results of this study will ensure confidence in the practice of employing and developing transformational leaders so that an innovative and constructive organizational culture, vital for organizational survival in the 21st century, could be Accomplished. The advantages of a constructive organizational culture transcend financial outcomes such as return on investment and profitability.