Özet:

This quantitative study aims to discuss the impact of leadership styles on organizational performance in the office of the Minister of State, Governor of Dhofar in the Sultanate of Oman, and the role of organizational culture as a mediating variable. The research adopted the descriptive analytical approach and the quantitative approach in data collection. The study population consisted of all workers in the office of the Minister of State in Dhofar Governorate, whose number is (3316) employees. A random sample of (348) employees was chosen, according to krejcie & morgans' (1970) table. A questionnaire was developed, by taking advantage of some literatures. It consisted of (66) statements distributed into (3) domains; the first was to measure leadership styles of (25) statements. Organizational culture of (15) statements. Organizational performance of (26) statements distributed in (4) areas. Analytical methods: descriptive analysis to extract means and deviations, Cronbach alpha coefficient, preliminary data analysis, differentiation validity, multiple linear correlation test, coefficient estimation Quadratic correlation or coefficient of determinations, effect size f (2), structural modeling, direct effect test, and mediator effect test. The results showed that the most frequently used leadership style was the democratic style (3.78), followed by transformational style (3.76), and the least used style was the autocratic style (2.86). Leadership styles affected organizational performance with a high effect size (0.517). It also affected the organizational culture with an effect size of (0.391). Finally, organizational culture acts as a mediating factor in the relationship between leadership styles and organizational performance. With (0.261) = β, and the value of t is greater than (1.69), which is (5.932).

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