Jordan has strived to manage a large-scale anti-corruption initiative for the public sector since 2006. Despite the implementation of laws and bodies mandated to address corruption, public trust of government remains low and the country’s position on international corruption rankings has not improved. This study seeks to investigate how the implementation of a large-scale anti-corruption initiative impacts the organizational culture of the country’s public sector. It proposes that wasta, a unique Arab phenomenon that promotes the values of loyalty, represents the most significant barrier to penetrating what is essentially a normalized culture of corruption in the Government of Jordan. The organizational culture theory model was adopted as the theoretical framework because of its ability to account for differences in culture where promoted values do not necessarily correspond with employee actions. Because literature in this area is rare, a qualitative exploratory methodology was chosen. Based on data saturation, a total of 19 semi-structured interviews were conducted on-site in Jordan with mid-level managers identified using snowball sampling. The results prove the theoretical proposal to be accurate and show that wasta has evolved to the deepest level of organizational culture. The results are sub-divided into two major themes: culture and leadership. The results show that wasta is a deeply held and engrained part of organizational culture and that it is difficult for anti-corruption efforts to change this culture in the Jordanian public sector. The thesis also demonstrate how leadership can be both something negative or something positive in the fight against wasta depending on how it is used.. The findings carry implications for public administration, foreign policy, and society as a whole especially with regard to the development of more effective anti-corruption strategies in Jordan and abroad. The specific contribution to knowledge of this thesis is the examination of how organizational cultural reforms impact public-sector organizations in the Middle Eastern context given the influence of wasta, which is not discussed in the literature but remains important for the field. Future research should consider the views of a wider variety of stakeholders, as well as the impact of wasta on organizational characteristics including performance and delivery of public services.

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The culture demonstrates itself in the shared values, attitudes, beliefs, norms and behaviours of people and it is distinguished from each other by differences in those shared meanings of people interacting. As culture is varied across countries, leadership styles are also varied across countries and are not exercised in the same way across different cultures. They are imported in accordance with the cultural environment in which they are perceived. Therefore, understanding the culture is significant in order to explain preferences of leaders concerning leadership styles. The main purpose of the present dissertation is to provide an overview of the relationship between Turkish culture and the way in which leadership is exercised by Turkish female leaders. The present study is completed in three steps in order to demonstrate that the existing relationship between the Turkish culture and leadership styles of female leaders in Turkey. In the first step, the study examined what culture is, what dimensions of the national culture are, what leadership is and how leadership styles are culturally-linked. In the second step, the paper investigated how female leaders perceive and exercise different leadership styles across different cultures. In the third step, the study researched what cornerstones of Turkish culture and how anticipated leadership styles of Turkish female leaders are shaped by Turkish culture.     The study followed a qualitative research approach based on the grounded theory. Ten female leaders coming from different backgrounds were interviewed in order to draw a holistic picture of the relationship between Turkish cultural values and leadership styles of Turkish female leaders. The findings of the study indicate that the Turkish culture has an influence on leadership styles of Turkish female leaders. According to the results, while Islamic values have no significant impact on leadership behaviours of female leaders, such cultural attributes as collectivism, high power distance, uncertainty avoidance and paternalism have a huge impact on leadership styles of Turkish female leaders.       The research examined only leadership styles of Turkish female leaders. Therefore, this study recommends a future research which will investigate leadership styles of Turkish males in order to understand whether gender has also an effect on leadership styles of Turkish leaders.

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