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This research synthesizes foundational theories and empirical evidence to examine the "trident" relationship between organizational culture, leadership, and management. Drawing upon the Competing Values Framework and Schein’s levels of culture, the study explores how intangible values transform into tangible performance outcomes. The analysis identifies leadership as the primary architect of cultural typology, while emphasizing that managerial consistency and trust-building are the essential mechanisms for cultural sustainability, particularly among modern knowledge workers. By integrating quantitative data on performance measurement systems with qualitative insights into organizational socialization, the paper demonstrates that culture acts as a critical mediator between strategic vision and operational execution. The findings suggest that organizational success in volatile environments depends on "cultural ambidexterity"—the ability to maintain internal cohesion while fostering external adaptability. This synthesis provides a robust theoretical framework for diagnosing cultural health and navigating the complexities of institutional transformation in the digital era.