This study examines the relationships between political culture and organizational culture within the framework of Hofstede's cultural dimensions. Hofstede's dimensions of power distance, individualism-collectivism, masculinity-femininity, uncertainty avoidance, long-termshort-term orientation, and tolerance-restriction offer a systematic approach to understanding both societal and organizational behavior. The research reveals that political culture and organizational culture are parallel structures. In societies with high power distance, political systems are generally hierarchical and centralized, while authoritarian and vertical structures are also observed in organizations. Collectivist societies prioritize group solidarity and loyalty in both political participation and the workplace, while individualistic societies prioritize individual achievement and autonomy. Evaluations conducted on the Turkish sample clearly demonstrate these dynamics. According to Hofstede Insights data, Turkey has high power distance and uncertainty avoidance scores and exhibits collectivist tendencies. These characteristics are reflected in the political system as centralized decision-making and a strong state structure, and in organizations as hierarchical structures, adherence to rules, and group cohesion. The study demonstrates that political and organizational culture are mutually reinforcing in Turkey. The findings offer important implications for practice in both political and organizational spheres. Reducing power distance, encouraging participatory leadership models, fostering a culture open to innovation and entrepreneurship, and balancing collectivist and individualist values can enhance democratic governance and organizational effectiveness. This study contributes to the literature by systematically linking Hofstede's cultural dimensions to political and organizational behavior, and cross-cultural studies offer important guidance for policymakers and managers.