This study measures the significance of employee engagement and individual well-being on organisational performance. The collected data was done through the administration of semi-structured questionnaires and interview. The researchers gathered data from one of Nigeria’s top manufacturer of plastics. A total number of 48 questionnaires were administered to the staff of the selected organisation. Correlation analysis was used to test the hypotheses to measure the specified variables. The result shows that employee engagement and individual well-being has a significant effect on efficiency and effectiveness which has strong ability to enhance the organisation performance. It was recommended that the top management of organizations should keep in mind employee engagement various drivers such as empowering the employees, providing full information, support from the top management, aligning efforts with strategy while planning to engage their employees to ensure efficiency and improved performance in their organisation. Secondly, communication within the organisations should focus more on engaging employee, individual well-being, empowering employees, rewards and recognition and building a bond between leaders and employees as strategic objectives. Finally, organisation leaders should adopt a periodic survey with employees to develop a better understanding of the employees' expectation trends over time. Monitoring and tracking employee engagement strategies of an organisation and its competitors can be useful when planning to implement effective employee engagement strategies.

This study examines the interconnection between organizational culture, leadership behaviour and organizational success and create an empirical link based on data drawn from one of Nigeria’s Cement Manufacturing Companies. This research was conducted using the quantitative method across the staff in the selected company. Semi-structured questionnaires were distributed to a population sample of 63 participants. From the results, there exists a significant relationship between these three elements while the organizational cultural type and style of leadership enforces the existing relationship. It was discovered that organizational culture which refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behaviour. We established that administrators or top management officers tend to modify their leadership behaviour to achieve the organization’s goals which in turn often influence job satisfaction on the part of the employee. It was also ascertained that there was a positive link between organization culture, leadership behaviour and organizational success. Findings also revealed that the culture of the organization has a two-way effect on the success of the organization, likewise the leadership traits and behaviour.