Abstract
This paper investigates the interplay between cross-culture, organisational culture, path-goal leadership, and
team effectiveness in Nigerian oil and gas projects. Employing a quantitative research approach with a philosophical
assumption between positivism and relativism, the study examines path-goal leadership and organisational
culture as mediating variables. A survey instrument was administered to 230 participants using
judgmental recruitment, with a response of 91.3%. A partial least square structural equation modelling approach
was implemented for data analysis. The findings reveal that high achievement and directive leadership styles in
the Nigerian oil and gas industry lead workers to adopt a long-term orientation cross-culture to effectively adapt
to the project working environments. Additionally, the dimensions of organizational culture exert a dominant
influence on defining project environments in the industry. To enhance ownership and shared leadership, the
study recommended the need to strike a balance between achievement-oriented and shared leadership
throughout the project duration. Moreover, proactive occupational health measures can help manage the
possible health effect of adaptive work behaviour. Furthermore, industry-wide project audits based on the
study’s variables can enhance leadership policies and promote a people-oriented leadership approach. The
research presented in this study offers both theoretical and practical implications in the Nigerian oil and gas
industry.