The purpose of this quantitative correlational study was to determine if a relationship existed between leadership and organizational culture, and inter-organizational collaboration within credit unions in the United States that practiced shared branching and credit unions in Jamaica that do not. Cameron and Quinn’s (2006) organizational culture assessment instrument (OCAI) was used along with two other surveys on collaboration adopted from the Faerman, McCaffrey, and Van Slyke Leadership Model (2001). Descriptive statistics as well as univariate and bivariate analyses were employed to analyze the data. The findings revealed that neither leadership nor organizational success can be predicted by the implementation of shared branching. However, the research findings revealed that there was a strong relationship between organizational success and organizational culture. This indicated that the driving force behind the success of an organization was not the leadership style and strategy pursued, but the ability to foster a culture that supported the achievement of organizational objectives.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 73/09(E), Dissertation Abstracts International|
|Keywords:||Credit unions, Shared branching|
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