Embedding Sustainability by Reconnoitering the Cultural Adversities Encountered by Managers

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Organizations that prioritize sustainability practices are very considerate of culture and leadership. Both organizational culture and managerial effectiveness revitalize novelty in sustainability practices by implementing innovative ways to reduce their impact on the environment, enhance social responsibility, and improve their economic performance. Therefore, the aim of the existing study is to empirically scrutinize the organizational culture and managerial effectiveness in the Indian banking industry. The study took place in 15 banks in highly colonized cities (Delhi and the NCR region) of India. For data collection, a total of 467 managers functioning in public, private, and foreign banks were approached. The results reveal that embedding sustainability dimensions of organizational culture, i.e., standard, conflict, identity, leadership, delegation, grievance handling, and decision-making, plays a noteworthy role in enhancing managerial effectiveness. Creating an organizational culture that fosters sustainable practices and service quality is a prerequisite when trying to enhance managerial effectiveness. This paper is distinctive as it dissimilitudes the organizational culture and managerial effectiveness of banks in an Indian milieu. Besides this, the walk-on part of organizational culture in managerial effectiveness is not sufficiently delved into. The existing study is also an effort in this conduct to analyze the association between culture and managerial effectuality to embed sustainability in the Indian context.