Affective Commitment (AC) is a key determinant of positive organizational outcomes. However, certain climatic factors like lack of leader openness to voice (LLV), lack of open communication opportunity (LOC), defensive norms of organizational culture (DNO) and defensive silence (DS) may lead to low level (AC). A mixed method, sequential explanatory design based on quantitative phase followed by qualitative phase is used. The quantitative phase used the probability sampling, questionnaire, structural equation modelling, whereas the qualitative phase used a semi-structured interview, thematic coding and causal networking for sampling, data collection and interpretation respectively. All hypotheses were supported by evidence and explanation was provided for why such relationships exist in the banking context of Pakistan. The implications, future guidelines and study limitations are also discussed.

The study's goal is to see how servant leadership and corporate culture affect work engagement. While leadership has been proven to have an impact, the effect and procedure underlying work engagement has attracted scant attention. Despite the fact that servant leadership followers are more inclined to be involved, this is especially relevant of servant leadership. We investigate the role organizational culture plays like a potential mediator in the study below, seeking to discover whether servant leadership builds organizational culture that, as a result, enhances work engagement. Overall,we find strong evidence suggesting servant leadership can forecast organizational culture along with the other extensions related to job engagement which include dedication, absorption and vigor, while organizational culture, undermines the effect of servant leadership style. Lastly,all three components of work engagement are positively related to an organization's culture.