International Review of Business, Trade, and Economics
The Moderating Effect of Leadership Styles on Human Resource Practices and Organizational Culture in Juba Universities, South Sudan
Abstract
Namwang Stephen Karlo, Mary Odenyo, Abalo Agness Oryem and Oduho George Ben Soforon
This study explores the influence of leadership styles on organizational culture, resilience, and innovation within universities in Juba, South Sudan, amid ongoing socio-political and economic challenges. Employing a quantitative research design grounded in transformational leadership theory, the study analyzes data from 46 university staff, students, and security personnel using structured questionnaires. The findings reveal a strong positive relationship between effective leadership and organizational culture (r = 0.877, p < 0.001), with perception and experience significantly predicting over 81% of organizational resilience (p < 0.05). Additionally, innovation demonstrates a near-significant positive impact on resilience (p = 0.081), highlighting the interconnectedness of leadership, innovation, and resilience. Bayesian analyses confirm these relationships’ robustness, emphasizing that adaptive, inclusive, and effective leadership foster resilient and innovative higher education environments. The results underscore the critical role of transformational leadership in advancing SDGs related to quality education, sustainable institutions, and innovation, providing actionable insights for policymakers and university administrators committed to fostering sustainable development in fragile contexts.