Leadership is critical for the success of any organisation developing a sustainable and competitive culture. Organizational culture mediates the association between leadership styles and organizational performance. The purpose of the present study was to assess the impact of participative and directive leadership on organisational culture from an organisational development perspective. The data was collected from a sample of 246 administrative departmental employees at Fort Hare University using a self-designed biographical and occupational questionnaire. To measure participative leadership, a six-item 5-point rating scale adopted from Arnold et al. (2000) was also employed. To measure directive leadership, a seven-item bi-polar rating scale adopted from Litwin and Stringer (1968) was also employed. And to measure organisational culture, a four-item 5-point rating scale adopted from the Denison Organizational Culture Survey (Denison & Neale, 1996) was also used. Data analysis was done using various statistical techniques, including descriptive statistics, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results showed that participative and directive leadership have positive and significant impact on organisational culture. However, directive leadership has negative and insignificant impact on adaptability. The results also indicated that participative and directive leadership combined have no additive impact on organisational culture. However, participative leadership had a stronger effect on organisational culture than when was combined with directive leadership. The present study therefore, recommends managers to use participative leadership in their efforts to adapt their organisational cultures to achieve a sustained competitive culture. However, directive leadership may be used in certain organisational contingencies that demand it.

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Health care personnel are often exposed to strenuous working conditions due to their nature of work. The study assessed whether job stress affects the organisational commitment of employees within the health institutions. A quantitative design was used; the sample consisted of 141 respondents from selected public health institutions within the Nkonkobe Municipality Region, Eastern Cape, South Africa. Cluster sampling was used to select the hospitals and then the simple random sampling was used to select the sample from the cluster. Pearson Correlation Analysis was used to solicit the sought relationships. Results of the study showed significant relationships between job stress and organisational commitment showing that job stress has an effect on the commitment of workers. These findings are helpful and useful to the health department in implementing policies and procedures that will reduce job stress in employees in order to ensure that high levels of commitment towards the organisation are maintained for optimal success.