The Impact of the Organizational Culture on the NGO’s Leadership Orientation in Syria: Evidence from the Syrian Arab Red Crescent (SARC), and the Danish Refugee Council (DRC)

  • 20 Feb 2021
  • Recently published Research - Business


Victoria Kknouf; Ahmad Juratli & Majd Khoudari

Published in

Proceedings of the International Conference: “Business and Management Sciences: New Challenges in Theory and Practice”, 25th Anniversary of the Doctoral School of Management and Business Administration, Szent István University, Gödöllő, Hungary, Volume I, 25-26th October 2018.


The aim of this study is to understand the impact of the organizational culture on the leadership orientation of two Syrian NGO’s, according to the actual situation in Syria.

The competing value framework model is used to investigate the key dimensions of organizational culture (Clan Culture, Hierarchal Culture, Adhocracy Culture and Market culture) on leadership orientation with three dimensions (Innovativeness, Risk Taking, Proactiveness).

A questionnaire was distributed and collected on a sample of 202 administrative staff, team leaders and volunteers in the above said NGO’s in Syria between (2016- 2017).

This study finds that Adhocracy culture and Market culture have a positive significant impact on all orientation dimensions, while Clan culture has a negative significant impact on risk taking and proactiveness also, the Hierarchal culture has a negative significant impact on innovativeness and proactiveness, on the other hand, it was noticed that NGO’s size moderates the relationship between hierarchal culture and orientation of institutional leadership.

Keywords: Organizational Culture, Leadership orientation, NGO’s.

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