In the modern digital banking company – leadership is as much about culture as it is direct reporting lines. Driven by rapidly changing technology, increasing competition and the needs of group clients, private sector banks have been forced to revisit leadership styles and internal cultural architecture. In that kind of environment, making your leaders in the same mindset is not only about tech knowledge but also trusting and collaboration working, ethics and innovation. The paper under study overlooks at how the organisational culture through the OCTAPACE cultural model determines impact of on leadership effectiveness in private banks operating in Uttarakhand. The OCTAPACE model has a holistic perspective in understanding behaviour and culture, related to leadership and performance which stands for: openness, confrontation, trust authenticity autonomy (independence) pro-action (change) collaboration excerpts. The study is proposed to be a quantitative work of research conducted on primary data from employees (both managerial and operative level) of selected private banks of Uttarakhand. Organizational culture and leadership effectiveness were assessed by a structured questionnaire for the participants. The study followed descriptive research design and utilized the correlation analysis (Pearson’s r) to understand the influence of OCTAPACE dimensions on leadership in digital rejuvenating banking sectors. Cultural clustering - trust, autonomy, collaboration and pro- action are highlighted as key cultural clusters which have considerable predictive power for the effectiveness of leadership. Leaders who work in supportive and adaptive cultures are more agile, ethical, engaged of their people and innovative. This study contributes to the OB literature by considering organisational culture as an empirically established antecedent of leadership in digital banking age. In theoretical terms, findings offer some implications for banks who wish to attain environmental sustainability from a long-term orientation through enhancing human-cantered culture development not only as the enabler of technological improvement.
Sharma et al. (Thu,) studied this question.