Abstract :

This study examines the culture-leadership alignment at PT Tunggal Ritel Indonesia (TRI), a medium-sized Indonesian fashion enterprise facing revenue volatility and a widening gap between sales targets and realization. The study started from the proposition that these issues reflected a misalignment between organizational culture and its leadership approach. Using the Integrated Culture Framework, a census survey of 84 employees measured current and preferred culture across eight styles. Descriptive statistics and Wilcoxon signed-rank tests were used to compare profiles and identify culture gaps, while attribute-level analysis highlighted priority behaviors. The results show significant gaps for all styles, with employees favouring a blended culture in which “caring” is the “north star”, supported by “safety”, “order”, and “learning”. A literature-based keyword matching analysis was then applied to leadership styles to assess their fit with the target culture mix. Servant leadership was chosen as the best match with the target culture mix. The study contributes to the culture–leadership alignment literature in emerging fashion markets. It provides practical guidance for medium-sized firms designing culture change initiatives.

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Keywords :

culture-leadership alignment, fashion enterprise, Leadership Style, Organizational Culture

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