Liyousa Taghikilanidamavandi

The article explores the profound impact of corporate culture on organizational performance and employee well-being. It delves into the detrimental effects of toxic corporate culture, characterized by poor leadership, ineffective communication, high-stress levels, and unethical behavior, which collectively undermine productivity and morale. The study also examines the significant economic impact of toxic corporate culture, including decreased productivity, high employee turnover, increased absenteeism, reputational damage, legal and ethical costs, and reduced innovation. The article proposes a comprehensive framework for cultural transformation, emphasizing the importance of leadership development, emotional intelligence training, open communication, recognition and rewards, work-life balance initiatives, diversity and inclusion programs, conflict resolution training, and continuous learning and development. By implementing these evidence-based strategies, organizations can transition from toxic environments to thriving, healthy workplaces that foster excellence and sustainable success. This approach not only enhances employee satisfaction and engagement but also drives innovation and economic growth within the organization.

Type of the article: Research Article

This paper examines the increasingly complex problem of corporate culture transformation in ever-changing, crisis-prone organizations, where conventional management models do not adequately guarantee the adaptability and stability of personnel. It is intended to explore the role of the effectiveness of human resource (HR) training and human capital development as a link in the transformation of corporate culture and an innovation-driven leadership style. CIIRS is used as the underlying theory that builds on the TEI in assessing the relationship between leadership styles and adaptability that develops in organizations. The paper used comparative techniques to examine the CIIRS factors to determine the most dominant culture transformation patterns among 28 organizations participating in the study and operating in the energy, logistics, and service industries in Ukraine during 2024–2025. Organizations with greater TEI values have greater adaptability, more positive and stable innovation processes, and higher employee engagement. Energy sector organizations tended to have the best combination of innovation leadership and human resource development processes. Logistics organizations had the widest discrepancies between training programs and culture. The findings show that insufficient implementation of innovation leadership strategies in HR training processes significantly hinders corporate culture change. This paper finds that HR training effectiveness has mediating and key significance in corporate culture transformation based on innovation management leadership. The results of this study may provide valuable guidance and recommendations on how companies can improve agility by combining leadership and HR training strategies, and serve as a basis for further analysis and research.