Purpose—This study aims to explore—from the perspectives of academics and administrative staff in the Business College at Sohar University—the extent to which workforce engagement, leadership, and process performance to achieve sustainable organizational excellence. In addition to revealing how organizational excellence is perceived, the study reports on the correlation between workforce engagement, leadership, process performance, and managerial excellence. The analysis assumes workforce engagement, leadership, and process performance increase organizational excellence. Design/methodology/approach—A pragmatic philosophy underpins the research design. Data collection was conducted using a mixed-methods case study approach involving surveys administered to 47 males and females at the case university. The survey includes four open-ended questions to identify viable quotes that validate quantitative results. Descriptive statistics and correlation analysis are used to analyze the quantitative data. The thematic analysis identifies patterns and frequently uses words and phrases reflecting employees’ perceptions. Findings—Suggest workforce engagement, leadership, and process performance improve organizational excellence. Significantly, although the sample is taken from one case study in a limited geographical area in Oman, which may jeopardize the generalizability of the findings, the study opens a new horizon of research in this area in similar locations. Originality/value—The study provides insights into the impact of workforce engagement, leadership, process performance, and customer focus on organizational excellence via the quantitative findings and participants’ voices. The insights gained from this study are helpful to managers, leaders, and decision-makers. They provide them with a research-based mechanism for achieving sustainable organizational excellence.