The moderating effect of Leadership style on Human Resource Practices and Organizational Culture in the Universities of Juba, Juba, South Sudan

The moderating effect of Leadership style on Human Resource Practices and Organizational Culture in the Universities of Juba, Juba, South Sudan | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article The moderating effect of Leadership style on Human Resource Practices and Organizational Culture in the Universities of Juba, Juba, South Sudan Namwang Stephen Karlo This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8959360/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract The research study examines how various leadership styles affect the organizational culture, human resource management, and foster resilience and innovative capabilities of universities located in Juba, South Sudan. The research establishes that higher education institutions in the region require leadership methods which should be adapted to their specific socio-political and resource problems while using transformational leadership theory as their base. The researchers applied quantitative methodology to examine university staff, student, and security personnel data through the use of correlation, regression, ANOVA, Bayesian, and Chi-square tests. The study discovered that leadership effectiveness produces a strong positive effect on organizational culture which results from perception, experience, and innovation as the main factors which establish organizational resilience. The study found that leadership style functions as a moderating factor which affects how HR practices impact institutional culture while determining the capacity of organizations to adapt and maintain their operations. The study results demonstrate that strategic leadership development and stakeholder engagement constitute essential elements which enable universities to develop resilient innovative systems that operate successfully when facing social, economic, and political challenges. The advisory report calls for South Sudanese higher education institutions to build their leadership skills through capacity development and to create policies which foster ongoing innovation and resilience while establishing inclusive and adaptive organizational practices. Other Business Leadership styles Organizational Culture Institutional Resilience Ignite Innovation Human Resource Practice Figures Figure 1 Figure 2 1. INTRODUCTION The higher education system of Juba, South Sudan, faces particular challenges because the nation has been independent since its 2011 independence. The country faces several obstacles, which include limited resources, political unrest, infrastructure deficits, and socio-economic challenges (Khamis & Langa, 2021). The nation requires universities for its development, yet these institutions face various obstacles that reduce their operational capacity. Organizations need strong leadership, which includes adaptive, participative, and transformational leadership styles to achieve their goals while building organizational resilience and driving innovation efforts (Otieno & Nyambura, 2022; Tadesse & Tsegaye, 2023). The institutional growth and development of Njoroge & Wainaina 2026) and Adebayo et al. 2023 will proceed through two main strategic objectives, which involve developing local practices according to international standards and enhancing leadership capacity. Regional organizations now prioritize leadership development and capacity enhancement, together with policy changes which aim to build stronger higher education systems. Sub-Saharan African countries work to improve their leadership standards so organizations can become more resilient while developing new ideas, according to Khamis and Langa 2021. The adoption of participative and strategic leadership models has increased because they promote staff engagement and organization-wide adaptability and inclusion, according to research by Musa & Ndungu 2024) and Tadesse & Tsegaye 2023. Regional policies use capacity building and leadership training as essential methods that help to solve socio-economic and political problems while enabling sustainable development, according to research by Otieno and Nyambura 2022. University leadership models are being adopted globally, with a focus on transformational, adaptive, and strategic approaches to promote resilience, innovation, and positive organizational cultures (Johnson & Lee, 2021; Smith & Zhang, 2022; Perez & Ahmed, 2023). In order to improve stakeholder engagement, collaboration, and diversity, digital transformation and inclusive leadership are essential components of contemporary higher education practices across the globe (Williams & Chen, 2025; Lopez & Martins, 2026). In a world that is changing quickly, effective leadership practices support institutional agility and adaptability by being in line with international standards (Kumar & Singh, 2024; Williams & Chen, 2025). The significance of tailoring leadership tactics to particular institutional and regional requirements is emphasized by these global trends, which offer insightful information for local contexts like South Sudan. Universities in Juba, South Sudan, are vital institutions for the country's development, but because of resource limitations and sociopolitical unpredictability, they confront serious issues with organizational resilience, creativity, and inclusivity. Those impacted by leadership practices that affect organizational culture and human resource management include students, faculty, and university administrators. Over 50,000 students are served by about 20 universities in Juba, according to the South Sudan Ministry of Higher Education (Ministry of Higher Education, South Sudan, 2022). There is little empirical data on how adaptive, inclusive, and successful leadership philosophies affect university resilience and innovation in the South Sudanese context, despite the evident significance of these leadership philosophies in promoting favorable organizational outcomes. Furthermore, little is known about how leadership philosophies influence organizational culture and HR procedures. Closing this gap is essential to enhancing Juba's universities' ability to adapt and prosper in the face of persistent difficulties. Thus, the purpose of this study is to investigate how organizational culture and human resource practices are impacted by leadership styles and how leadership in Juba, South Sudan, influences these relationships. Transformational leadership theory. The study uses transformational leadership theory as its main framework to explain how leaders use their power to create organizational changes and develop new ideas while building an inclusive, positive work environment, which the "conceptual framework" details below. The research studies conducted by Zhang et al. (2021), Lee and Kim (2022) and Patel et al. (2023) demonstrate how transformational leaders motivate employees to achieve organizational objectives, which results in stronger resilience and development of an inclusive workplace. The theory supports the study's exploration of how leaders use their management techniques to boost innovation and establish a positive work environment, which organizations need to navigate their ever-changing environments. The study first establishes its research base through transformational leadership before examining how leadership conduct influences human resource methods and organizational culture and resilience, which create pathways to organizational success according to Smith and Johnson (2024). Figure 1. Show how the relationship between organizational culture and human resource practices in Juba's universities is shaped by leadership style. The impact of HR practices on fostering a desired organizational culture can be increased or decreased depending on the particular leadership approach, such as effective leadership, inclusive leadership, or adaptive leadership. For instance, by encouraging a culture that is resilient, creative, and able to adapt to change, adaptive leadership may increase the efficacy of HR procedures. The impact of HR initiatives aimed at fostering an inclusive workforce can be increased by fostering a culture that is based on diversity and inclusivity through inclusive leadership. A consistent and positive cultural environment results from HR practices that are strategically aligned with organizational objectives, which is ensured by effective leadership. All things considered, leadership style plays a crucial moderating role, either promoting or limiting the degree to which HR procedures influence organizational culture. The strength and direction of this relationship can be greatly impacted by differences in leadership styles, which will ultimately have an effect on Juba University's organizational climate, its institutional resilience, and capacity for innovation. The purpose of this study is to examine the effect of adaptive, inclusive, and effective leadership styles on organizational culture and human resource practices in the universities in Juba, South Sudan. Further, the research seeks to investigate the moderating impact of leadership on injecting institutional resilience and stimulating innovation. Through understanding these dynamics, the project aims to offer insights into how leadership can orchestrate a healthy organizational context in which it is possible for inclusivity, resilience, and innovative capacity to thrive within increasingly hostile socio-political environments of higher education institutions. 2. LITERATURE The Moderating Effect of Adaptive Leadership on Human Resources and Organizational Culture in Universities Adaptive leadership is vital for the development of organizational resilience and innovation. For universities, adaptive leadership is crucial to address rapid changes in higher education – digital transformation, change of students’ expectations, and policy reforms (Johnson & Lee, 2022). Research within higher education institutions shows that adaptive leadership in the HR practice is encouraging flexible hiring, professional development, and responsive curricula (Martinez & Kumar, 2023). Yet there is a surprising void around how adaptive leadership affects the congealing of HR practices with organizational culture in universities, particularly across different cultural zones. Research on the topic is largely limited to corporate settings, with universities being less studied (Nguyen & Tran, 2021). The Moderating Effect of Inclusive Leadership on Human Resources and Organizational Culture in Universities The model underscores inclusive leadership as a moderator of favorable organizational culture. In the higher education setting, being an inclusive leader means promoting diversity among students, faculty, and staff and striving for equality in resources (Nishii & Mayer, 2009). Recent empirical evidence suggests that inclusive leadership in academia acts as a moderator of the relationship between HR initiatives and inclusive culture, psychological safety, and co-operation (Chen et al., 2023). However, a major void exists in relation to the impact of inclusive leadership on the sustainability over time of inclusive practices within universities, especially in multicultural contexts (O’Connor & Smith, 2024). Longitudinal research is warranted to examine the effect of inclusive leadership in higher education on organizational culture. The Moderating Effect of Effective Leadership on Human Resources and Organizational Culture in Universities Leadership, including transformational leadership and authentic leadership, is critical to creating a positive organizational culture at universities (Lee & Park, 2022). Empirically, it has been shown that effective university leaders can enhance the effect of HR practices on faculty and students’ trust, engagement, and innovation (Alvarez & Chen, 2024). Nonetheless, the literature, particularly in higher education with shifting external factors such as technological innovations and policy shifts, still lacks understanding of how specific leadership styles across this continuum differentially shape HR outcomes and cultural development (Singh & Patel, 2025). The majority of research is based in developed countries, suggesting the need for investigation in emerging marketplaces and across different university subcultures to fully understand these moderating effects 3. METHODOLOGY Research Design . It was a quantitative study that aimed to investigate the relationships between leadership styles, organizational culture, human resource practices, institutional resilience and innovation in universities in Juba, South Sudan. Target Population The study populations are the staff members, students, and security personnel from the universities in Juba. Stratified random sampling was used to obtain a representative sample of all these groups, and allowing for an in-depth understanding of the organizational dynamics. Sample Size and Sampling Procedure The sample size was then calculated by applying Cochran's formula based on 50 confidence level with the desired confidence interval set at 95%. Stratification was used to obtain representation from the staff, student, and guard populations through the use of random sampling within each strata level in order to reduce any editing bias. Data Collection Instrument Based on the conceptual model, structured questionnaires were developed using validated scales that were consistent with constructs in the conceptual framework, such as types of leadership style, organizational culture, and human resource practices. Another questionnaire about resilience and innovation. Likert scales were used for quantitative analysis of the questionnaires. Data Analysis The data were analyzed using IBM SPSS Statistics Version 27. The following statistical methods will be used: Descriptive Statistics for demographic data and key variables Correlation Analysis to explore the relationship between leadership types and organizational performances To determine the predictive strength of leadership style on organizational culture, resilience, and innovation, a regression analysis was conducted . ANOVA including differences per group (staff, students, guards) on the perceptions and experiences. Bayesian analysis for probabilistic appreciation and robust interpretation of results Ethical Considerations Participation was voluntary, with informed consent obtained from all respondents. Confidentiality and anonymity were maintained throughout the research process. 4. FINDINGS AND PRESENTATIONS The section introduces the key findings of the study, focusing on how leadership, perception, experience, and innovation relate to university resilience and culture. It aims to help stakeholders understand these factors' roles in strengthening university stability and growth, highlighting areas for improvement and strategic development. Descriptive analysis: Age, Gender, Occupation, and University of respondents Figure 2. The line graphs above represent the demographic characteristics of the respondents. The line graph shows that the variable peaks in the 26-37 age group and steadily declines with increasing age. The data shows that younger people exhibit the highest level of the variable, which decreases as they grow older. The line graph depicts the gender distribution of a related variable for males and females. The male value exceeds 30 units, while the female value falls short at approximately 20 units. The data shows that males experience the variable at a higher rate when compared to females. The data shows a decrease from male to female, which demonstrates a gender difference in the data presented. The findings from the line graph indicate that students have the highest number, with a count of approximately 24. Security guards have a significant presence as well, with around 20 individuals. In contrast, teaching staff constitutes the smallest group, with a count of about 5. The data points establish that students make up the largest group, while teaching staff represent the smallest group; security guards fall in between these two groups. The line graph displays that the University of Juba holds the highest student and staff population, which amounts to approximately 23 individuals. The enrollment numbers for Catholic University and Star International are almost identical, and both of them achieve much lower values, which approach 5. The institution of Stanford University recorded no data, which resulted in its count decreasing to zero. The graph reaches its highest point at Juba, which then experiences a steep decline toward Stanford University, while both of the other universities maintain low enrollment figures. Correlation analysis -Leadership effect on organizational culture Table I: Pearson correlation assessing the relationship between Leadership style and organizational culture Leadership style Organizational Culture Leadership style Pearson Correlation 1 .877 ** Sig. (2-tailed) .000 N 46 46 Organizational Culture Pearson Correlation .877 ** 1 Sig. (2-tailed) .000 N 46 46 **. Correlation is significant at the 0.01 level (2-tailed). The study used multiple methods to assess how different leadership styles impact organizational culture, with the results showing important discoveries. The leadership style effect shows a Pearson correlation coefficient of 0.877, which demonstrates a very strong positive link to organizational culture. The data shows that organizational culture will improve as leadership style effectiveness reaches higher levels. The significance level (Sig.) for this correlation is less than 0.001, confirming that the relationship is statistically significant at the 1% level, with a less than 0.1% probability that it is due to random chance. The sample size (N) for both variables is 46, which establishes a strong basis for testing the correlation reliability between these two variables. The sample shows a close relationship between leadership style effect and organizational culture effect because both constructs show an identical correlation coefficient of 0.877. The two values show that both sides of the relationship display equal strength in their connection. The strong positive correlation between leadership style and organizational culture shows their interdependent relationship because any improvement in one area will lead to progress in the other area. The findings show that effective leadership establishes a positive organizational culture, and organizations should use leadership strategies to improve both elements because they will result in better organizational performance. ANOVA Analysis-Organizational Resilience Table II: ANOVA test showing the impact of perception and experience, leadership style, and innovation on organizational resilience Model Sum of Squares df Mean Square F Sig. 1 Regression 29.041 3 9.680 59.917 .000 b Residual 6.786 42 .162 Total 35.826 45 Dependent Variable: Organizational resilience Predictors: (Constant), Perception and experience, Leadership style, Innovation The ANOVA table shows that the independent variables Perception and experience, Leadership style effect, and Innovation have a major impact on organizational resilience because the significance level reached a value less than 0.001. The regression model reveals organizational resilience through its ability to explain 29.041 of variance according to its Sum of Squares and 9.680 of variance through its Mean Square, which resulted in an F-value of 59.917. The F-value shows that the independent variables together produce a significant effect on organizational resilience, which serves as the dependent variable. The residuals explain less of the total variance because they produce a Sum of Squares value of 6.786 while their Mean Square value reaches 0.162, which proves that model predictors can explain most of the organizational resilience variations. The total Sum of Squares (35.826) reflects the total variability in the data, with the regression model capturing a significant share of this variability. The ANOVA results demonstrate that the independent variables, which include perception and experience, leadership style effect, and innovation, have a strong impact on organizational resilience because they reached a high level of statistical significance. Regression analysis: factors affecting organizational resilience Table III: Coefficients showing factors that determine Organizational Resilience Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) .866 .349 2.484 .017 Leadership style effect .109 .085 .188 1.289 .205 Innovation .354 .198 .387 1.788 .081 Perception and experience .293 .133 .362 2.201 .033 Dependent Variable: Organizational resilience The table shows the results of a regression analysis that studied the factors that determine Organizational Resilience. The constant term (intercept) has an unstandardized coefficient of 0.866, which establishes statistical significance through its p-value of 0.017 because organizational resilience starts from 0.866 at all predictor values. The predictors demonstrate two different relationships with Organizational Resilience because Perception and Experience established a positive relationship through their standardized coefficient of 0.362 and p-value of 0.033. The results show that organizations with higher perception and experience levels will demonstrate enhanced resilience. Innovation establishes a positive relationship through its Beta value of 0.387 and p-value of 0.081, which shows a trend towards establishing significance because organizations that practice more innovation will experience greater resilience. The Leadership Style Effect demonstrates a positive coefficient of 0.188, which remains non-significant because its p-value equals 0.205. The analysis shows that the leadership style effect does not have a statistically significant direct impact on organizational resilience within the sample. The three factors of perception and experience, together with their functions as organizational resilience predictors, show that perception and experience function as the primary predictors. Model Summary: Perception and experience, Leadership style effect, Innovation Table IV: Regression model showing the portion of the variance in organizational resilience Model R R Square Adjusted R-Square Std. Error of the Estimate 1 .900 a .811 .797 .402 Predictors: (Constant), Perception and experience, Leadership style effect, Innovation The regression model shows that it can explain a major part of the organizational resilience variance according to the model summary. The R-squared value of 0.811 indicates that the three predictors Perception and Experience, Leadership Style Effect, and Innovation can explain 81.1% of the organizational resilience variability. The model demonstrates a very good fit to the observed data according to this evidence. The adjusted R-squared value of 0.797 confirms that the model maintains its strength as a predictive tool after adjusting for additional predictor variables because it shows that almost 80% of the organizational resilience variance is explained through these factors. The standard error of the estimate at 0.402 enables researchers to assess prediction error by showing the average distance between actual and forecasted organizational resilience values. The combined effects of perception and experience, leadership style effect, and innovation provide an efficient explanation for how organizations achieve resilience based on these statistical findings. The high R-squared values demonstrate that these factors function as essential elements which explain how organizations build their resilience capacity, thus establishing the model's statistical strength and practical value. Bayesian analysis. Relationship between Table V: Pairwise Correlations a between innovation, resilience, and leadership Styles Innovation Organizational resilience Leadership Innovation Pearson Correlation 1 .885 .888 Bayes Factor .000 .000 N 46 46 46 Organizational resilience Pearson Correlation .885 1 .820 Bayes Factor .000 .000 N 46 46 46 Leadership style Pearson Correlation .888 .820 1 Bayes Factor .000 .000 N 46 46 46 Bayes factor: Null versus alternative hypothesis The research shows that Innovation establishes a strong positive connection with both Organizational Resilience and Leadership Style Effect. The correlation coefficient of 0.885 between Innovation and Organizational Resilience demonstrates a strong connection because organizations that implement more innovative solutions achieve better resilience outcomes. The correlation between Innovation and Leadership Style Effect shows a strong relationship with a coefficient value of.888, which means that organizations which implement innovative practices will also develop superior leadership methods. The Bayes Factors for these correlations are 0.000, which establishes very strong proof that these connections exist as statistical facts that cannot happen because of random events. The relationship between Organizational Resilience and Leadership Style Effect demonstrates a strong connection because both constructs share a correlation of 0.820. Organizations with better leadership practices achieve improved resilience, according to this conclusion. The relationship between these two variables has been established as a strong connection through a Bayes Factor value of 0.000. The findings show that leadership functions as a fundamental element that helps organizations build resilience through its ability to help organizations face and tackle upcoming difficulties. The study results prove that the three variables of Innovation, Organizational Resilience, and Leadership Style Effect create a strong interconnection between them. The results from high correlation coefficients, together with strong Bayes Factors, show that when one area improves, the other areas will also experience positive outcomes. Organizations need to develop their leadership capabilities and foster innovation because these two elements play major roles in establishing their organizational resilience, which they need to achieve successful operations and flexible responses to changes. The Chi-square test. Fitness of the data in the study. Table VI: Chi-square test: Showing hypothesis distributions used if indicate appropriate fit Goodness-of-Fit Chi-Square df Sig. Pearson .049 16 1.000 Deviance .098 16 1.000 Link function: Logit. The Chi-Square test results show no substantial difference between the actual measurements and the predicted measurements because both p-values reached their maximum value of 1.000. The low Chi-Square values (.049 and .098) further support this, suggesting that the observed counts closely match what was expected under the assumed distribution. The analysis used 16 degrees of freedom, which is standard for this method, while the results showed high significance because all deviations happened because of random chance instead of actual changes. The data perfectly match the expected model according to the results, and the observed data matches the predicted data without any exceptions. The data set requires the proposed distribution or model as its analytic foundation, which proves the core assumptions used in the analysis are valid. 5. DISCUSSIONS Demographic Characteristics The analysis shows that most respondents belong to the 26-37 age range, which indicates that young to middle-aged individuals are the primary participants. The decline in representation beyond this age indicates a potential generational shift or engagement trend within the organization. The gender analysis shows that more males than females participate, which indicates that the organization has possible gender disparities in participation and roles. The student group makes up the biggest part of the occupational distribution, while security guards follow as the second largest group, and teaching staff represents the smallest group. The distribution of the population shows that the environment focuses on students while having a strong security presence, and academic staff members represent a smaller part of the population. The University data shows that Buba University has the most student representation, while Stanford University has no student activity, which shows that Buba University has greater prominence than other universities. The connection between leadership and organizational culture shows a strong positive correlation because Pearson correlation analysis found (r = 0.877, p < 0.001) between these two factors. The study results show that effective leadership functions as the main force which creates a positive organizational culture because leadership development activities enable organizations to achieve their success goals. The ANOVA results establish that perception and experience, leadership style, and innovation all combine to create a major effect on organizational resilience (F = 59.917, p < 0.001). The high R-squared value (81.1%) demonstrates that these factors account for most of the resilience variability because they play essential roles in explaining the study outcomes. The study results show that perception and experience function as two major predictors of organizational resilience because stakeholders’ perceptions and accumulated experience create stronger resilience. The innovation variable shows an upward direction but falls short of reaching statistical significance (p = 0.081) because organizations that want to improve their resilience need to develop their innovation capabilities, which requires more research. Unexpectedly, leadership style in this model shows no direct significant relationship with the study outcomes. The research shows that innovation, organizational resilience, and leadership style have strong ties with each other through Bayesian analysis results. The research shows that organizations that achieve success in one area typically achieve success in all their functions because of their strong correlations and Bayes Factors, which fall below zero. The interconnectedness between these three areas demonstrates that organizations need to implement integrated strategies which enable them to develop leadership capabilities, innovative solutions, and resilience skills in equal measure. The Chi-square goodness-of-fit test shows that the data matches the expected distribution because it has high p-values and low Chi-square values. The model proves to be suitable, which leads to reliable results through subsequent analysis of findings. 6. CONCLUSION AND RECOMMENDATIONS The study demonstrates that successful leadership, together with people skills and innovative thinking, develops university organizational strength and a positive workplace atmosphere. Universities that establish leadership development programs and build innovation-friendly workplaces demonstrate stronger abilities to handle difficulties while achieving ongoing organizational success, according to the study's results. Stakeholder perceptions and accumulated experience create resilience because academic institutions require ongoing relationships and knowledge development to sustain their operations. Universities should develop resilience by implementing a unified system that improves both leadership skills and innovation processes while establishing mechanisms to obtain stakeholder input, which will strengthen their ability to handle unpredictable situations and shifting circumstances. The research results show that universities need to create leadership training programs that develop adaptive and transformational skills that drive ongoing organizational growth and promote innovative solutions. The organization needs to obtain stakeholder feedback, which will help improve perceptions and experiences to build trust and dedication toward the institution. Universities can achieve long-term academic growth by establishing policies which promote innovation and leadership development and conducting ongoing assessments of resilience progress. The implementation of these strategies will enable universities to develop a strong foundation which allows them to handle disruptions while creating possibilities for institutional growth in their constantly evolving educational environment. Declarations Acknowledgements : The authors are grateful to Kampala International University for its support. Funding support: No funding was received. Conflict of interest: The author declares no conflict of interest Competing interest: The authors declare no competing interests. Consent to participate: All participants in this study provided freely given, informed consent before participation. The purpose of the research, procedures involved, and their rights (including the right to withdraw at any time without penalty) were clearly explained to them. Written consent was obtained from each participant. No participants under the age of 27 were involved in this study. Clinical trial date of registration: Not applicable. Clinical trial registration number: Not applicable. Clinical trial registry : Not applicable. Data Availability Statement: The datasets used and/or analyzed during the current study are confidential. Consent to Publish declaration: Not applicable Availability of data and material: All used data are fully presented in the manuscript. Author’s contribution: Conceptualization; NSK, MO, writing original draft. Preparation: NSK, MO, research, data collation, analysis, and interpretation, writing research and editing, all authors, and all the authors have read and agreed to the final version of the manuscript. Clinical Trial Number: Clinical trial number: not applicable. Ethics Statement: This research was conducted in accordance with the guidelines of the Kampala International University Research Ethics Committee (KIU-REC). The study protocol was approved by KIU-REC in line with relevant ethical standards and regulations, ensuring respect for participants’ rights, confidentiality, and academic integrity. References Lee, S., & Kim, J. (2022). Adaptive leadership and organizational innovation in dynamic environments. Journal of Leadership Studies , 16(2), 45-60. Patel, R., Singh, A., & Kumar, P. (2023). Transformational leadership and organizational resilience during crises. International Journal of Organizational Behavior , 28(4), 112-130. Smith, L., & Johnson, M. (2024). Promoting inclusive leadership for sustainable organizational development. Leadership Quarterly , 35(1), 78-95. Zhang, Y., Wang, X., & Liu, H. (2021). The impact of transformational leadership on organizational culture and resilience. Journal of Business Leadership , 12(3), 201-218. 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Adaptive leadership in non-Western higher education institutions: A comparative analysis. International Journal of Educational Development , 85, 102423. O’Connor, P., & Smith, J. (2024). Longitudinal analysis of inclusive leadership and cultural sustainability in universities. Higher Education Studies , 14(1), 78-92. Ngoc, L., & Tran, H. (2021). Adaptive leadership in non-Western higher education institutions: A comparative analysis. International Journal of Educational Development , 85, 102423. Singh, R., & Patel, K. (2025). Leadership styles and organizational culture in universities facing external pressures. Journal of Educational Change , 32(4), 401-420. Williams, S., Chen, M., & O’Connor, P. (2025). Inclusive leadership, diversity, and innovation in higher education. International Journal of Educational Management , 39(5), 642-659 Additional Declarations The authors declare no competing interests. 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G. (2021) and modified by the researcher in 2026.\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-8959360/v1/dbbf9668eb756d580674ada2.png"},{"id":103433703,"identity":"8437104c-3e4c-4c99-87c4-9afcc0748ad9","added_by":"auto","created_at":"2026-02-25 15:57:59","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":75052,"visible":true,"origin":"","legend":"\u003cp\u003eDescriptive analysis showing demographic characteristics of respondents\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-8959360/v1/4679ac7ce3041206c6568801.png"},{"id":103511614,"identity":"1284aebf-3f0d-424a-abd5-f8c9fb8d5bf8","added_by":"auto","created_at":"2026-02-26 14:10:14","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1253570,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8959360/v1/ac8ebf3e-67d3-4a84-b08b-253b68377fbf.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003eThe moderating effect of Leadership style on Human Resource Practices and Organizational Culture in the Universities of Juba, Juba, South Sudan\u003c/p\u003e","fulltext":[{"header":"1. INTRODUCTION","content":"\u003cp\u003eThe higher education system of Juba, South Sudan, faces particular challenges because the nation has been independent since its 2011 independence. The country faces several obstacles, which include limited resources, political unrest, infrastructure deficits, and socio-economic challenges (Khamis \u0026amp; Langa, 2021). The nation requires universities for its development, yet these institutions face various obstacles that reduce their operational capacity. Organizations need strong leadership, which includes adaptive, participative, and transformational leadership styles to achieve their goals while building organizational resilience and driving innovation efforts (Otieno \u0026amp; Nyambura, 2022; Tadesse \u0026amp; Tsegaye, 2023). The institutional growth and development of Njoroge \u0026amp; Wainaina 2026) and Adebayo et al. 2023 will proceed through two main strategic objectives, which involve developing local practices according to international standards and enhancing leadership capacity.\u003c/p\u003e\n\u003cp\u003eRegional organizations now prioritize leadership development and capacity enhancement, together with policy changes which aim to build stronger higher education systems. Sub-Saharan African countries work to improve their leadership standards so organizations can become more resilient while developing new ideas, according to Khamis and Langa 2021. The adoption of participative and strategic leadership models has increased because they promote staff engagement and organization-wide adaptability and inclusion, according to research by Musa \u0026amp; Ndungu 2024) and Tadesse \u0026amp; Tsegaye 2023. Regional policies use capacity building and leadership training as essential methods that help to solve socio-economic and political problems while enabling sustainable development, according to research by Otieno and Nyambura 2022.\u003c/p\u003e\n\u003cp\u003eUniversity leadership models are being adopted globally, with a focus on transformational, adaptive, and strategic approaches to promote resilience, innovation, and positive organizational cultures (Johnson \u0026amp; Lee, 2021; Smith \u0026amp; Zhang, 2022; Perez \u0026amp; Ahmed, 2023). In order to improve stakeholder engagement, collaboration, and diversity, digital transformation and inclusive leadership are essential components of contemporary higher education practices across the globe (Williams \u0026amp; Chen, 2025; Lopez \u0026amp; Martins, 2026). In a world that is changing quickly, effective leadership practices support institutional agility and adaptability by being in line with international standards (Kumar \u0026amp; Singh, 2024; Williams \u0026amp; Chen, 2025). The significance of tailoring leadership tactics to particular institutional and regional requirements is emphasized by these global trends, which offer insightful information for local contexts like South Sudan.\u003c/p\u003e\n\u003cp\u003eUniversities in Juba, South Sudan, are vital institutions for the country\u0026apos;s development, but because of resource limitations and sociopolitical unpredictability, they confront serious issues with organizational resilience, creativity, and inclusivity. Those impacted by leadership practices that affect organizational culture and human resource management include students, faculty, and university administrators. Over 50,000 students are served by about 20 universities in Juba, according to the South Sudan Ministry of Higher Education (Ministry of Higher Education, South Sudan, 2022).\u003c/p\u003e\n\u003cp\u003eThere is little empirical data on how adaptive, inclusive, and successful leadership philosophies affect university resilience and innovation in the South Sudanese context, despite the evident significance of these leadership philosophies in promoting favorable organizational outcomes. Furthermore, little is known about how leadership philosophies influence organizational culture and HR procedures. Closing this gap is essential to enhancing Juba\u0026apos;s universities\u0026apos; ability to adapt and prosper in the face of persistent difficulties. Thus, the purpose of this study is to investigate how organizational culture and human resource practices are impacted by leadership styles and how leadership in Juba, South Sudan, influences these relationships.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTransformational leadership theory.\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe study uses transformational leadership theory as its main framework to explain how leaders use their power to create organizational changes and develop new ideas while building an inclusive, positive work environment, which the \u0026quot;conceptual framework\u0026quot; details below. The research studies conducted by Zhang et al. (2021), Lee and Kim (2022) and Patel et al. (2023) demonstrate how transformational leaders motivate employees to achieve organizational objectives, which results in stronger resilience and development of an inclusive workplace. The theory supports the study\u0026apos;s exploration of how leaders use their management techniques to boost innovation and establish a positive work environment, which organizations need to navigate their ever-changing environments. The study first establishes its research base through transformational leadership before examining how leadership conduct influences human resource methods and organizational culture and resilience, which create pathways to organizational success according to Smith and Johnson (2024).\u003c/p\u003e\n\u003cp\u003eFigure 1. Show how the relationship between organizational culture and human resource practices in Juba\u0026apos;s universities is shaped by leadership style. The impact of HR practices on fostering a desired organizational culture can be increased or decreased depending on the particular leadership approach, such as effective leadership, inclusive leadership, or adaptive leadership. For instance, by encouraging a culture that is resilient, creative, and able to adapt to change, adaptive leadership may increase the efficacy of HR procedures.\u003c/p\u003e\n\u003cp\u003eThe impact of HR initiatives aimed at fostering an inclusive workforce can be increased by fostering a culture that is based on diversity and inclusivity through inclusive leadership. A consistent and positive cultural environment results from HR practices that are strategically aligned with organizational objectives, which is ensured by effective leadership.\u003c/p\u003e\n\u003cp\u003eAll things considered, leadership style plays a crucial moderating role, either promoting or limiting the degree to which HR procedures influence organizational culture. The strength and direction of this relationship can be greatly impacted by differences in leadership styles, which will ultimately have an effect on Juba University\u0026apos;s organizational climate, its institutional resilience, and capacity for innovation.\u003c/p\u003e\n\u003cp\u003eThe purpose of this study is to examine the effect of adaptive, inclusive, and effective leadership styles on\u0026ensp;organizational culture and human resource practices in the universities in Juba, South Sudan. Further, the research seeks to investigate the\u0026ensp;moderating impact of leadership on injecting institutional resilience and stimulating innovation. Through understanding these dynamics, the project aims\u0026ensp;to offer insights into how leadership can orchestrate a healthy organizational context in which it is possible for inclusivity, resilience, and innovative capacity to thrive within increasingly hostile socio-political environments of higher education institutions.\u003c/p\u003e"},{"header":"2.\tLITERATURE","content":"\u003cp\u003e\u003cstrong\u003eThe Moderating Effect of Adaptive Leadership on Human Resources and Organizational Culture in Universities\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAdaptive leadership is vital for the development\u0026ensp;of organizational resilience and innovation. For universities, adaptive leadership is crucial to address rapid changes in higher education \u0026ndash; digital transformation, change\u0026ensp;of students\u0026rsquo; expectations, and policy reforms (Johnson \u0026amp; Lee, 2022). Research within higher education institutions shows that adaptive leadership\u0026ensp;in the HR practice is encouraging flexible hiring, professional development, and responsive curricula (Martinez \u0026amp; Kumar, 2023). Yet there is a surprising\u0026ensp;void around how adaptive leadership affects the congealing of HR practices with organizational culture in universities, particularly across different cultural zones. Research on the topic is largely limited\u0026ensp;to corporate settings, with universities being less studied (Nguyen \u0026amp; Tran, 2021).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe Moderating Effect of Inclusive Leadership on Human Resources and Organizational Culture in Universities\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe model underscores inclusive leadership as a\u0026ensp;moderator of favorable organizational culture. In the higher education setting, being an inclusive leader means promoting\u0026ensp;diversity among students, faculty, and staff and striving for equality in resources (Nishii \u0026amp; Mayer, 2009). Recent empirical evidence suggests that inclusive leadership in\u0026ensp;academia acts as a moderator of the relationship between HR initiatives and inclusive culture, psychological safety, and co-operation (Chen et al., 2023). However, a major void exists in relation to the impact of inclusive leadership on\u0026ensp;the sustainability over time of inclusive practices within universities, especially in multicultural contexts (O\u0026rsquo;Connor \u0026amp; Smith, 2024). Longitudinal research is warranted to examine the effect of inclusive leadership in\u0026ensp;higher education on organizational culture.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe Moderating Effect of Effective Leadership on Human Resources and Organizational Culture in Universities\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eLeadership, including transformational leadership and\u0026ensp;authentic leadership, is critical to creating a positive organizational culture at universities (Lee \u0026amp; Park, 2022). Empirically, it\u0026ensp;has been shown that effective university leaders can enhance the effect of HR practices on faculty and students\u0026rsquo; trust, engagement, and innovation (Alvarez \u0026amp; Chen, 2024). Nonetheless, the literature, particularly in higher education with shifting external factors\u0026ensp;such as technological innovations and policy shifts, still lacks understanding of how specific leadership styles across this continuum differentially shape HR outcomes and cultural development (Singh \u0026amp; Patel, 2025). The majority of research is based in developed countries, suggesting the need\u0026ensp;for investigation in emerging marketplaces and across different university subcultures to fully understand these moderating effects\u003c/p\u003e"},{"header":"3. METHODOLOGY","content":"\u003cp\u003e\u003cstrong\u003eResearch Design\u003c/strong\u003e.\u003c/p\u003e\n\u003cp\u003eIt was a quantitative study that aimed to investigate the relationships between leadership styles, organizational culture, human resource practices, institutional\u0026ensp;resilience and innovation in universities in Juba, South Sudan.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTarget Population\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe\u0026ensp;study populations are the staff members, students, and security personnel from the universities in Juba. Stratified random sampling was used to obtain a representative sample of all these groups, and allowing\u0026ensp;for an in-depth understanding of the organizational dynamics.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSample Size and Sampling Procedure\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe sample size was\u0026ensp;then calculated by applying Cochran\u0026apos;s formula based on 50 confidence level with the desired confidence interval set at 95%. Stratification was used to obtain representation from the staff, student, and guard populations through the use of random sampling within each strata level in order to reduce any editing bias.\u003c/p\u003e\n\u003cp\u003e\u003cimg src=\"https://myfiles.space/user_files/58895_8739fc6c57c1c19a/58895_custom_files/img1772034368.png\" width=\"755\" height=\"1085\"\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Collection Instrument\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eBased on the conceptual model, structured questionnaires were developed using validated scales that were consistent with constructs in the conceptual framework, such as types of leadership style, organizational culture, and human resource practices. Another questionnaire about resilience and innovation. Likert scales\u0026ensp;were used for quantitative analysis of the questionnaires.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Analysis\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe data were analyzed using IBM SPSS Statistics Version 27. The following statistical\u0026ensp;methods will be used:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cstrong\u003eDescriptive\u0026ensp;Statistics\u003c/strong\u003e for demographic data and key variables\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eCorrelation Analysis\u003c/strong\u003e to explore the relationship between leadership types and organizational performances\u003c/li\u003e\n \u003cli\u003eTo determine the predictive strength of leadership\u0026ensp;style on organizational culture, resilience, and innovation, a \u003cstrong\u003eregression analysis was conducted\u003c/strong\u003e.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eANOVA\u003c/strong\u003e\u0026ensp;including differences per group (staff, students, guards) on the perceptions and experiences.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eBayesian analysis\u003c/strong\u003e for probabilistic appreciation and robust\u0026ensp;interpretation of results\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u003cstrong\u003eEthical Considerations\u003c/strong\u003e\u003cbr\u003e\u0026nbsp;Participation was voluntary, with informed consent obtained from all respondents. Confidentiality and anonymity were maintained throughout the research process.\u003c/p\u003e"},{"header":"4.\tFINDINGS AND PRESENTATIONS","content":"\u003cp\u003eThe section introduces the key findings of the study, focusing on how leadership, perception, experience, and innovation relate to university resilience and culture. It aims to help stakeholders understand these factors\u0026apos; roles in strengthening university stability and growth, highlighting areas for improvement and strategic development.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDescriptive analysis: Age, Gender, Occupation, and University of respondents\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eFigure 2. The line graphs above represent the demographic characteristics of the respondents.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe line graph shows that the variable peaks in the 26-37 age group and steadily declines with increasing age. The data shows that younger people exhibit the highest level of the variable, which decreases as they grow older. The line graph depicts the gender distribution of a related variable for males and females. The male value exceeds 30 units, while the female value falls short at approximately 20 units. The data shows that males experience the variable at a higher rate when compared to females. The data shows a decrease from male to female, which demonstrates a gender difference in the data presented. The findings from the line graph indicate that students have the highest number, with a count of approximately 24. Security guards have a significant presence as well, with around 20 individuals. In contrast, teaching staff constitutes the smallest group, with a count of about 5. The data points establish that students make up the largest group, while teaching staff represent the smallest group; security guards fall in between these two groups.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe line graph displays that the University of Juba holds the highest student and staff population, which amounts to approximately 23 individuals. The enrollment numbers for Catholic University and Star International are almost identical, and both of them achieve much lower values, which approach 5. The institution of Stanford University recorded no data, which resulted in its count decreasing to zero. The graph reaches its highest point at Juba, which then experiences a steep decline toward Stanford University, while both of the other universities maintain low enrollment figures.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCorrelation analysis -Leadership effect on organizational culture\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable I: Pearson correlation assessing the relationship between Leadership style and organizational culture\u0026nbsp;\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" valign=\"top\" style=\"width: 330px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 132px;\"\u003e\n \u003cp\u003eLeadership style\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003eOrganizational Culture\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\" style=\"width: 163px;\"\u003e\n \u003cp\u003eLeadership style\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 166px;\"\u003e\n \u003cp\u003ePearson Correlation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 132px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003e.877\u003csup\u003e**\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 166px;\"\u003e\n \u003cp\u003eSig. (2-tailed)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 132px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 166px;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 132px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\" style=\"width: 163px;\"\u003e\n \u003cp\u003eOrganizational Culture\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 166px;\"\u003e\n \u003cp\u003ePearson Correlation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 132px;\"\u003e\n \u003cp\u003e.877\u003csup\u003e**\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 166px;\"\u003e\n \u003cp\u003eSig. (2-tailed)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 132px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 166px;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 132px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 162px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e**. Correlation is significant at the 0.01 level (2-tailed).\u003c/p\u003e\n\u003cp\u003eThe study used multiple methods to assess how different leadership styles impact organizational culture, with the results showing important discoveries. The leadership style effect shows a Pearson correlation coefficient of 0.877, which demonstrates a very strong positive link to organizational culture. The data shows that organizational culture will improve as leadership style effectiveness reaches higher levels. The significance level (Sig.) for this correlation is less than 0.001, confirming that the relationship is statistically significant at the 1% level, with a less than 0.1% probability that it is due to random chance. The sample size (N) for both variables is 46, which establishes a strong basis for testing the correlation reliability between these two variables.\u003c/p\u003e\n\u003cp\u003eThe sample shows a close relationship between leadership style effect and organizational culture effect because both constructs show an identical correlation coefficient of 0.877. The two values show that both sides of the relationship display equal strength in their connection. The strong positive correlation between leadership style and organizational culture shows their interdependent relationship because any improvement in one area will lead to progress in the other area. The findings show that effective leadership establishes a positive organizational culture, and organizations should use leadership strategies to improve both elements because they will result in better organizational performance.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eANOVA Analysis-Organizational Resilience\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable II: ANOVA test showing the impact of perception and experience, leadership style, and innovation on organizational resilience\u0026nbsp;\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" valign=\"top\" style=\"width: 174px;\"\u003e\n \u003cp\u003eModel\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003eSum of Squares\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 54px;\"\u003e\n \u003cp\u003edf\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 144px;\"\u003e\n \u003cp\u003eMean Square\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003eF\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003eSig.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\" style=\"width: 49px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 125px;\"\u003e\n \u003cp\u003eRegression\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003e29.041\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 54px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 144px;\"\u003e\n \u003cp\u003e9.680\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e59.917\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003e.000\u003csup\u003eb\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 125px;\"\u003e\n \u003cp\u003eResidual\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003e6.786\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 54px;\"\u003e\n \u003cp\u003e42\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 144px;\"\u003e\n \u003cp\u003e.162\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 125px;\"\u003e\n \u003cp\u003eTotal\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003e35.826\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 54px;\"\u003e\n \u003cp\u003e45\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 144px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003col style=\"list-style-type: lower-alpha;\"\u003e\n \u003cli\u003eDependent Variable: Organizational resilience\u003c/li\u003e\n \u003cli\u003ePredictors: (Constant), Perception and experience, Leadership style, Innovation\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eThe ANOVA table shows that the independent variables Perception and experience, Leadership style effect, and Innovation have a major impact on organizational resilience because the significance level reached a value less than 0.001. The regression model reveals organizational resilience through its ability to explain 29.041 of variance according to its Sum of Squares and 9.680 of variance through its Mean Square, which resulted in an F-value of 59.917. The F-value shows that the independent variables together produce a significant effect on organizational resilience, which serves as the dependent variable. The residuals explain less of the total variance because they produce a Sum of Squares value of 6.786 while their Mean Square value reaches 0.162, which proves that model predictors can explain most of the organizational resilience variations. The total Sum of Squares (35.826) reflects the total variability in the data, with the regression model capturing a significant share of this variability. The ANOVA results demonstrate that the independent variables, which include perception and experience, leadership style effect, and innovation, have a strong impact on organizational resilience because they reached a high level of statistical significance.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRegression analysis: factors affecting organizational resilience\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable III: Coefficients\u003csup\u003e\u0026nbsp;\u003c/sup\u003eshowing factors that determine Organizational Resilience\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" rowspan=\"2\" valign=\"top\" style=\"width: 222px;\"\u003e\n \u003cp\u003eModel\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"top\" style=\"width: 192px;\"\u003e\n \u003cp\u003eUnstandardized Coefficients\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003eStandardized Coefficients\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003et\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" valign=\"top\" style=\"width: 49px;\"\u003e\n \u003cp\u003eSig.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 79px;\"\u003e\n \u003cp\u003eB\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 113px;\"\u003e\n \u003cp\u003eStd. Error\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003eBeta\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"4\" valign=\"top\" style=\"width: 49px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 173px;\"\u003e\n \u003cp\u003e(Constant)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 79px;\"\u003e\n \u003cp\u003e.866\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 113px;\"\u003e\n \u003cp\u003e.349\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003e2.484\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 49px;\"\u003e\n \u003cp\u003e.017\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 173px;\"\u003e\n \u003cp\u003eLeadership style effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 79px;\"\u003e\n \u003cp\u003e.109\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 113px;\"\u003e\n \u003cp\u003e.085\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e.188\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003e1.289\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 49px;\"\u003e\n \u003cp\u003e.205\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 173px;\"\u003e\n \u003cp\u003eInnovation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 79px;\"\u003e\n \u003cp\u003e.354\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 113px;\"\u003e\n \u003cp\u003e.198\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e.387\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003e1.788\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 49px;\"\u003e\n \u003cp\u003e.081\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 173px;\"\u003e\n \u003cp\u003ePerception and experience\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 79px;\"\u003e\n \u003cp\u003e.293\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 113px;\"\u003e\n \u003cp\u003e.133\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e.362\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 60px;\"\u003e\n \u003cp\u003e2.201\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 49px;\"\u003e\n \u003cp\u003e.033\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003col style=\"list-style-type: lower-alpha;\"\u003e\n \u003cli\u003eDependent Variable: Organizational resilience\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eThe table shows the results of a regression analysis that studied the factors that determine Organizational Resilience. The constant term (intercept) has an unstandardized coefficient of 0.866, which establishes statistical significance through its p-value of 0.017 because organizational resilience starts from 0.866 at all predictor values. The predictors demonstrate two different relationships with Organizational Resilience because Perception and Experience established a positive relationship through their standardized coefficient of 0.362 and p-value of 0.033. The results show that organizations with higher perception and experience levels will demonstrate enhanced resilience. Innovation establishes a positive relationship through its Beta value of 0.387 and p-value of 0.081, which shows a trend towards establishing significance because organizations that practice more innovation will experience greater resilience.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe Leadership Style Effect demonstrates a positive coefficient of 0.188, which remains non-significant because its p-value equals 0.205. The analysis shows that the leadership style effect does not have a statistically significant direct impact on organizational resilience within the sample. The three factors of perception and experience, together with their functions as organizational resilience predictors, show that perception and experience function as the primary predictors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eModel Summary: Perception and experience, Leadership style effect, Innovation\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable IV: Regression model showing the portion of the variance in organizational resilience\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"618\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 186px;\"\u003e\n \u003cp\u003eModel\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 78px;\"\u003e\n \u003cp\u003eR\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003eR Square\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 144px;\"\u003e\n \u003cp\u003eAdjusted R-Square\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003eStd. Error of the Estimate\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 186px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 78px;\"\u003e\n \u003cp\u003e.900\u003csup\u003ea\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003e.811\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 144px;\"\u003e\n \u003cp\u003e.797\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003e.402\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003col style=\"list-style-type: lower-alpha;\"\u003e\n \u003cli\u003ePredictors: (Constant), Perception and experience, Leadership style effect, Innovation\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eThe regression model shows that it can explain a major part of the organizational resilience variance according to the model summary. The R-squared value of 0.811 indicates that the three predictors Perception and Experience, Leadership Style Effect, and Innovation can explain 81.1% of the organizational resilience variability. The model demonstrates a very good fit to the observed data according to this evidence.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe adjusted R-squared value of 0.797 confirms that the model maintains its strength as a predictive tool after adjusting for additional predictor variables because it shows that almost 80% of the organizational resilience variance is explained through these factors. The standard error of the estimate at 0.402 enables researchers to assess prediction error by showing the average distance between actual and forecasted organizational resilience values.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe combined effects of perception and experience, leadership style effect, and innovation provide an efficient explanation for how organizations achieve resilience based on these statistical findings. The high R-squared values demonstrate that these factors function as essential elements which explain how organizations build their resilience capacity, thus establishing the model\u0026apos;s statistical strength and practical value.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eBayesian analysis. Relationship between\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable V: Pairwise Correlations\u003csup\u003ea\u003c/sup\u003e between innovation, resilience, and leadership Styles\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 120px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eInnovation\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eOrganizational resilience\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eLeadership\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\" style=\"width: 120px;\"\u003e\n \u003cp\u003eInnovation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003ePearson Correlation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e.885\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e.888\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003eBayes Factor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\" style=\"width: 120px;\"\u003e\n \u003cp\u003eOrganizational resilience\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003ePearson Correlation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e.885\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e.820\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003eBayes Factor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" valign=\"top\" style=\"width: 120px;\"\u003e\n \u003cp\u003eLeadership style\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003ePearson Correlation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e.888\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e.820\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003eBayes Factor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 126px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eN\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 102px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e46\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 180px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e46\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 96px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e46\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003col style=\"list-style-type: lower-alpha;\"\u003e\n \u003cli\u003eBayes factor: Null versus alternative hypothesis\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eThe research shows that Innovation establishes a strong positive connection with both Organizational Resilience and Leadership Style Effect. The correlation coefficient of 0.885 between Innovation and Organizational Resilience demonstrates a strong connection because organizations that implement more innovative solutions achieve better resilience outcomes. The correlation between Innovation and Leadership Style Effect shows a strong relationship with a coefficient value of.888, which means that organizations which implement innovative practices will also develop superior leadership methods. The Bayes Factors for these correlations are 0.000, which establishes very strong proof that these connections exist as statistical facts that cannot happen because of random events.\u003c/p\u003e\n\u003cp\u003eThe relationship between Organizational Resilience and Leadership Style Effect demonstrates a strong connection because both constructs share a correlation of 0.820. Organizations with better leadership practices achieve improved resilience, according to this conclusion. The relationship between these two variables has been established as a strong connection through a Bayes Factor value of 0.000. The findings show that leadership functions as a fundamental element that helps organizations build resilience through its ability to help organizations face and tackle upcoming difficulties.\u003c/p\u003e\n\u003cp\u003eThe study results prove that the three variables of Innovation, Organizational Resilience, and Leadership Style Effect create a strong interconnection between them. The results from high correlation coefficients, together with strong Bayes Factors, show that when one area improves, the other areas will also experience positive outcomes. Organizations need to develop their leadership capabilities and foster innovation because these two elements play major roles in establishing their organizational resilience, which they need to achieve successful operations and flexible responses to changes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe Chi-square test. Fitness of the data in the study.\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable VI:\u0026nbsp;Chi-square test: Showing hypothesis distributions used if indicate appropriate fit\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"4\" valign=\"top\" style=\"width: 624px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eGoodness-of-Fit\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 156px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 318px;\"\u003e\n \u003cp\u003eChi-Square\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003edf\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003eSig.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 156px;\"\u003e\n \u003cp\u003ePearson\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 318px;\"\u003e\n \u003cp\u003e.049\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003e16\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 156px;\"\u003e\n \u003cp\u003eDeviance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 318px;\"\u003e\n \u003cp\u003e.098\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 84px;\"\u003e\n \u003cp\u003e16\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 66px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003eLink function: Logit.\u003c/p\u003e\n\u003cp\u003eThe Chi-Square test results show no substantial difference between the actual measurements and the predicted measurements because both p-values reached their maximum value of 1.000. The low Chi-Square values (.049 and .098) further support this, suggesting that the observed counts closely match what was expected under the assumed distribution.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe analysis used 16 degrees of freedom, which is standard for this method, while the results showed high significance because all deviations happened because of random chance instead of actual changes. The data perfectly match the expected model according to the results, and the observed data matches the predicted data without any exceptions. The data set requires the proposed distribution or model as its analytic foundation, which proves the core assumptions used in the analysis are valid.\u003c/p\u003e"},{"header":"5.\tDISCUSSIONS","content":"\u003cp\u003e\u003cstrong\u003eDemographic Characteristics\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe analysis shows that most respondents belong to the 26-37 age range, which indicates that young to middle-aged individuals are the primary participants. The decline in representation beyond this age indicates a potential generational shift or engagement trend within the organization. The gender analysis shows that more males than females participate, which indicates that the organization has possible gender disparities in participation and roles. The student group makes up the biggest part of the occupational distribution, while security guards follow as the second largest group, and teaching staff represents the smallest group. The distribution of the population shows that the environment focuses on students while having a strong security presence, and academic staff members represent a smaller part of the population. The University data shows that Buba University has the most student representation, while Stanford University has no student activity, which shows that Buba University has greater prominence than other universities.\u003c/p\u003e\n\u003cp\u003eThe connection between leadership and organizational culture shows a strong positive correlation because Pearson correlation analysis found (r = 0.877, p \u0026lt; 0.001) between these two factors. The study results show that effective leadership functions as the main force which creates a positive organizational culture because leadership development activities enable organizations to achieve their success goals.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe ANOVA results establish that perception and experience, leadership style, and innovation all combine to create a major effect on organizational resilience (F = 59.917, p \u0026lt; 0.001). The high R-squared value (81.1%) demonstrates that these factors account for most of the resilience variability because they play essential roles in explaining the study outcomes.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe study results show that perception and experience function as two major predictors of organizational resilience because stakeholders\u0026rsquo; perceptions and accumulated experience create stronger resilience. The innovation variable shows an upward direction but falls short of reaching statistical significance (p = 0.081) because organizations that want to improve their resilience need to develop their innovation capabilities, which requires more research. Unexpectedly, leadership style in this model shows no direct significant relationship with the study outcomes.\u003c/p\u003e\n\u003cp\u003eThe research shows that innovation, organizational resilience, and leadership style have strong ties with each other through Bayesian analysis results. The research shows that organizations that achieve success in one area typically achieve success in all their functions because of their strong correlations and Bayes Factors, which fall below zero. The interconnectedness between these three areas demonstrates that organizations need to implement integrated strategies which enable them to develop leadership capabilities, innovative solutions, and resilience skills in equal measure.\u003c/p\u003e\n\u003cp\u003eThe Chi-square goodness-of-fit test shows that the data matches the expected distribution because it has high p-values and low Chi-square values. The model proves to be suitable, which leads to reliable results through subsequent analysis of findings.\u003c/p\u003e"},{"header":"6.\tCONCLUSION AND RECOMMENDATIONS","content":"\u003cp\u003eThe study demonstrates that successful leadership, together with people skills and innovative thinking, develops university organizational strength and a positive workplace atmosphere. Universities that establish leadership development programs and build innovation-friendly workplaces demonstrate stronger abilities to handle difficulties while achieving ongoing organizational success, according to the study\u0026apos;s results. Stakeholder perceptions and accumulated experience create resilience because academic institutions require ongoing relationships and knowledge development to sustain their operations. Universities should develop resilience by implementing a unified system that improves both leadership skills and innovation processes while establishing mechanisms to obtain stakeholder input, which will strengthen their ability to handle unpredictable situations and shifting circumstances.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe research results show that universities need to create leadership training programs that develop adaptive and transformational skills that drive ongoing organizational growth and promote innovative solutions. The organization needs to obtain stakeholder feedback, which will help improve perceptions and experiences to build trust and dedication toward the institution. Universities can achieve long-term academic growth by establishing policies which promote innovation and leadership development and conducting ongoing assessments of resilience progress. The implementation of these strategies will enable universities to develop a strong foundation which allows them to handle disruptions while creating possibilities for institutional growth in their constantly evolving educational environment.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eAcknowledgements\u003c/strong\u003e: The authors are grateful to Kampala International University for its support.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding support:\u003c/strong\u003e No funding was received.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflict of interest:\u003c/strong\u003e The author declares no conflict of interest\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCompeting interest:\u003c/strong\u003e The authors declare no competing interests.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to participate:\u003c/strong\u003e All participants in this study provided freely given, informed consent before participation. The purpose of the research, procedures involved, and their rights (including the right to withdraw at any time without penalty) were clearly explained to them. Written consent was obtained from each participant. No participants under the age of 27 were involved in this study.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eClinical trial date of registration:\u003c/strong\u003e Not applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eClinical trial registration\u003c/strong\u003e \u003cstrong\u003enumber:\u003c/strong\u003e Not applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eClinical trial\u003c/strong\u003e \u003cstrong\u003eregistry\u003c/strong\u003e: Not applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability Statement:\u0026nbsp;\u003c/strong\u003eThe datasets used and/or analyzed during the current study are confidential.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to Publish declaration:\u003c/strong\u003e Not applicable\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAvailability of data and material:\u0026nbsp;\u003c/strong\u003eAll used data are fully presented in the manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthor\u0026rsquo;s contribution:\u003c/strong\u003e Conceptualization; NSK, MO, writing original draft.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003ePreparation:\u003c/strong\u003e NSK, MO, research, data collation, analysis, and interpretation, writing research and editing, all authors, and all the authors have read and agreed to the final version of the manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eClinical Trial Number:\u003c/strong\u003e Clinical trial number: not applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthics Statement:\u0026nbsp;\u003c/strong\u003eThis research was conducted in accordance with the guidelines of the Kampala International University Research Ethics Committee (KIU-REC). The study protocol was approved by KIU-REC in line with relevant ethical standards and regulations, ensuring respect for participants\u0026rsquo; rights, confidentiality, and academic integrity.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eLee, S., \u0026amp; Kim, J. (2022). Adaptive leadership and organizational innovation in dynamic environments. \u003cem\u003eJournal of Leadership Studies\u003c/em\u003e, 16(2), 45-60.\u003c/li\u003e\n\u003cli\u003ePatel, R., Singh, A., \u0026amp; Kumar, P. (2023). Transformational leadership and organizational resilience during crises. \u003cem\u003eInternational Journal of Organizational Behavior\u003c/em\u003e, 28(4), 112-130.\u003c/li\u003e\n\u003cli\u003eSmith, L., \u0026amp; Johnson, M. (2024). Promoting inclusive leadership for sustainable organizational development. \u003cem\u003eLeadership Quarterly\u003c/em\u003e, 35(1), 78-95.\u003c/li\u003e\n\u003cli\u003eZhang, Y., Wang, X., \u0026amp; Liu, H. (2021). 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Longitudinal analysis of inclusive leadership and cultural sustainability in universities. \u003cem\u003eHigher Education Studies\u003c/em\u003e, 14(1), 78-92.\u003c/li\u003e\n\u003cli\u003eNgoc, L., \u0026amp; Tran, H. (2021). Adaptive leadership in non-Western higher education institutions: A comparative analysis. \u003cem\u003eInternational Journal of Educational Development\u003c/em\u003e, 85, 102423.\u003c/li\u003e\n\u003cli\u003eSingh, R., \u0026amp; Patel, K. (2025). Leadership styles and organizational culture in universities facing external pressures. \u003cem\u003eJournal of Educational Change\u003c/em\u003e, 32(4), 401-420.\u003c/li\u003e\n\u003cli\u003eWilliams, S., Chen, M., \u0026amp; O\u0026rsquo;Connor, P. (2025). Inclusive leadership, diversity, and innovation in higher education. \u003cem\u003eInternational Journal of Educational Management\u003c/em\u003e, 39(5), 642-659\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"Kampala International University","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Leadership styles, Organizational Culture, Institutional Resilience, Ignite Innovation, Human Resource Practice","lastPublishedDoi":"10.21203/rs.3.rs-8959360/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8959360/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe research study examines how various leadership styles affect the organizational culture, human resource management, and foster resilience and innovative capabilities of universities located in Juba, South Sudan. The research establishes that higher education institutions in the region require leadership methods which should be adapted to their specific socio-political and resource problems while using transformational leadership theory as their base. The researchers applied quantitative methodology to examine university staff, student, and security personnel data through the use of correlation, regression, ANOVA, Bayesian, and Chi-square tests. The study discovered that leadership effectiveness produces a strong positive effect on organizational culture which results from perception, experience, and innovation as the main factors which establish organizational resilience. The study found that leadership style functions as a moderating factor which affects how HR practices impact institutional culture while determining the capacity of organizations to adapt and maintain their operations. The study results demonstrate that strategic leadership development and stakeholder engagement constitute essential elements which enable universities to develop resilient innovative systems that operate successfully when facing social, economic, and political challenges. The advisory report calls for South Sudanese higher education institutions to build their leadership skills through capacity development and to create policies which foster ongoing innovation and resilience while establishing inclusive and adaptive organizational practices.\u003c/p\u003e","manuscriptTitle":"The moderating effect of Leadership style on Human Resource Practices and Organizational Culture in the Universities of Juba, Juba, South Sudan","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-02-25 15:57:54","doi":"10.21203/rs.3.rs-8959360/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"f39190c8-10e4-424a-9231-d4dedb669d13","owner":[],"postedDate":"February 25th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":63531528,"name":"Other Business"}],"tags":[],"updatedAt":"2026-03-24T09:23:34+00:00","versionOfRecord":[],"versionCreatedAt":"2026-02-25 15:57:54","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8959360","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8959360","identity":"rs-8959360","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}