Leadership and Organizational Culture Affecting the Quality of Work Life of Personnel of the Office of the National Broadcasting and Telecommunications Commission (NBTC)

Abstract

The objectives of this study were; 1) to examine leadership and organizational culture affecting the quality of work life of personnel of the office of the National Broadcasting and Telecommunications commission (NBTC); 2) to compare personal factors of personnel towards leadership factors and organizational culture affecting the quality of work life of personnel of the office of the National Broadcasting and Telecommunications commission (NBTC); and 3) to study the relationship between leadership factors and organizational culture to the ability to explain and predict the leadership variables and organizational culture affecting the quality of work life of personnel of the office of the National Broadcasting and Telecommunications commission (NBTC). This research was a quantitative research with survey data collected from a sample of 200 people using the formula Krejcie and Morgan. The statistics used for data analysis were percentage, mean, standard deviation, t-test, F-test, Pearson product moment correlation coefficient and multiple regression coefficient analysis.The study results revealed that:               1. Laissez-faire Leadership had the highest average (=3.55) and organizational culture of cultural adaptation with the highest average ( = 3.60) and affecting the quality of work life of personnel of appropriate and fair compensation with the highest average (=3. 95). 2. Comparison of personal factors of personnel towards leadership factors and organizational culture towards quality of work life in summary, that the overall was not significantly different .05. Relationship of leadership and organizational culture in the explanation and prediction of variables, it was found that the transformational leadership had a high level of positive correlation (r = .843) affecting participation culture (r = .633) which will have a positive effect on the quality of work life of personnel (R²=0.84, R²_Adjusted=0.83, Sr²=3.34, F=23.52, p<0.001). 3. Findings from this study found that organizations need to recognize the value and importance of behavior and leadership and should focus on the transfer of work culture and values from one generation to another in a variety of formats in which personnel are able to recognize culture through behaviors, customs and working methods that are beneficial to the organization sustainably in the future