This study explores the relationship between leadership practices (creating vision & recognizing opportunities, building organizational culture, participatory decision-making, developing human capital) and perceived organizational support and institutional performance. The study also examines the impact of leadership practices and perceived organizational support on institutional performance in the Ministry of Labor - Sultanate of Oman. To achieve the objectives of the study, the quantitative method was used, in addition to using the questionnaire as the primary tool for data collection. The study population consisted of (2468) employees. The study followed the convenient sampling strategy and collected data from (335) employees. The data was also analyzed using descriptive and inferential tests via the SPSS statistical analysis program. The study's results showed that respondents’ perceptions of leadership practices in the Ministry of Labor - the Sultanate of Oman came at a medium level of (66.12%). Additionally, the dimension of “building organizational culture” came first and got a relative weight (68.46%), followed by “participatory decision-making” with a relative importance of (66.41%), followed by "creating vision and recognizing opportunities" with a relative weight of (64.85%), and finally "human capital development" with a relative importance of (64.12%). Moreover, the degree of awareness of perceived organizational support in the ministry was (55.94%), an average percentage, while the perceptions of institutional performance were (60.10%) representing a medium degree. The findings also showed a statistically significant relationship between leadership practices, perceived organizational support, and institutional performance. The regression analysis results indicated that both leadership practices and perceived organizational support affect the institutional performance of the Ministry of Labor - Sultanate of Oman. Considering its findings, the study recommended the necessity of empowering the direct officials and their subordinates by providing them with sufficient power that is commensurate with the size of the responsibilities. It also recommended enhancing communication at all levels, creating clear criteria for the delegation process, and deepening officials' awareness of the importance of human capital and organizational culture. Finally, it also recommended adopting a culture of effective communication and making individuals aware of what is happening within the organization, giving employees the necessary organizational support, and measuring the extent of their awareness of this support. Keywords: leadership practices, perceived organizational support, institutional performance, the Ministry of Labor.