Journal articles on the topic 'Organizational-level Leadership'
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Arokiasamy, Anantha Raj A., and Massoud Moslehpour. "AN EXAMINATION OF THE IMPACT OF ETHICAL LEADERSHIP ON INDIVIDUAL CREATIVITY AND ORGANIZATIONAL INNOVATIONS IN THE ICT INDUSTRY IN VIETNAM." Humanities & Social Sciences Reviews 9, no. 3 (May 26, 2021): 540–52. http://dx.doi.org/10.18510/hssr.2021.9355.
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Purpose of the study: In the present study, information was obtained from 245 Information and Communication Technology (ICT) organizations from Vietnam using a market-oriented criterion to assess individual creativity, ethical leadership, and organizational innovation.
Methodology: The absolute, as well as intended influences of ethical leaderships over the creativities along with innovations, were investigated using modelling that is multilevel plus tiered regressions analysis. We also tested the direct and indirect effects of ethical leadership on creativity and innovation using multilevel modelling and hierarchical regression analyses, respectively.
Main Findings: The results showed ethical leadership is a strong indicator of both human and organizational imagination. On the corporate levels, observations suggest that ethical leadership remains closely correlated with organizational innovations. The results also suggest that ethical leadership is an essential method for promoting entrepreneurship and advancing growth in both emerging countries and newly developed industries.
Applications of this study: On the corporate levels, observations suggest that ethical leadership remains closely correlated with organizational innovations.
Novelty/Originality of this study: The study’s key part remains essentially to examine creativity as a possible intermediary in favour of the ethical leadership’s organizational interconnections, in which a markets-focused standard is used as a surrogate for innovations at the organizational level.
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Daulay, Hendra Bangsawan, Bahrumsyah Putra, Syariah ., Rahma Ayuni, and Nafisah . "PENGARUH KEDISIPLINAN, BUDAYA ORGANISASI DAN KOMPETENSI PEGAWAI TERHADAP TINGKAT KEPUASAN PIMPINAN PADA STASIUN KARANTINA PERTANIAN KELAS I TANJUNGBALAI ASAHAN." JMB (Jurnal Manajemen dan Bisnis) 3, no. 1 (March 11, 2021): 58–68. http://dx.doi.org/10.30743/jmb.v3i1.3630.
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The formulation of the problem in this study are: How do discipline, organizational culture and competence influence the level of leadership satisfaction. This study aims to examine how discipline, organizational culture and competence influence the level of leadership satisfaction. With total sampling technique, the sample in this study amounted to 51 people. Discipline variable partially has a positive effect on the level of leadership satisfaction; Organizational culture variables partially have a positive effect on the level of leadership satisfaction; Employee competency variables partially have a positive effect on the level of leadership satisfaction; Discipline variables, organizational culture and employee competence simultaneously have a positive and significant effect on the level of leadership satisfaction
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Smith, Todd B., and Teresa D. Welch. "Interpreting Organizational-Level Financial Statements." Nursing Administration Quarterly 45, no. 4 (July 27, 2021): 353–59. http://dx.doi.org/10.1097/naq.0000000000000483.
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Allen, Gregory W., Prince A. Attoh, and Tao Gong. "Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification." Social Responsibility Journal 13, no. 3 (August 7, 2017): 585–600. http://dx.doi.org/10.1108/srj-11-2016-0193.
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Purpose The purpose of this research was to examine the mediating roles of staff-level employee perceptions of corporate social responsibility (PCSR) and organizational identification in the relationship between transformational leadership and affective organizational commitment. Design/methodology/approach A survey was administered to staff-level employees of private sector companies through social media groups comprising members of the alumni associations of two universities in the northeast of America. A total of 218 responses were received, and the data were analyzed using a serial multiple mediator model. Findings The research indicates that transformational leadership helps staff-level employees perceive the organization as socially considerate, which in turn adds to their feelings of identification and commitment to the organization. Perceived corporate social responsibility and organizational identification do mediate the relationship between transformational leadership and affective organizational commitment. Leader development programs should consider emphasizing transformational leadership to achieve a win for both organizations and society. Originality/value This study adds empirical evidence to understand the linkage between transformational leadership and PCSR in staff-level employees. The research provides insight into how leaders can be responsive to stakeholder demands through transformational leadership, how PCSR is engendered at the staff-level, how staff-level employee PCSR contributes organizational value and how PSCR and organizational identification partly explain how transformational leadership effects affective organizational commitment.
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Bela, Anisa Oktana, Yosi Yulia, Ramdhani Bayu Putra, and Hasmaynelis Fitri. "Pengaruh Budaya Organisasi dan Kepemimpinan Terhadap Kinerja Karyawan dengan Komitmen Organisasi Sebagai Variabel Intervening pada Kantor KUD Sinar Makmur." Journal of Law and Economics 1, no. 1 (May 30, 2022): 1–9. http://dx.doi.org/10.56347/jle.v1i1.13.
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This study aims to determine how big the influence of organizational culture and leadership on employee performance with organizational commitment as an intervening variable at the KUD Sinar Makmur Dharmasraya Office. The research variables are Organizational Culture (X1), Leadership (X2), Employee Performance (Y), and Organizational Commitment (Z). The method of collecting data is through surveys and distributing questionnaires to employees as respondents. The analytical method used is the test of the outer model and the inner model using the SmartPLS 3.0 data processing tool. The results show (a) Organizational Culture has a positive and significant effect on Organizational Commitment of 7.771 with a significant level (0.000 <0.05) (b) Leadership has a positive and insignificant effect on Organizational Commitment of 1.672 with a significant level (0.067>0.05) (c) Organizational Culture has a positive and significant effect on Employee Performance of 2,321 with a significant level (0.027 <0.05) (d) Leadership has a positive and significant effect on Employee Performance, of 12,993 with a significant level (0.000 <0.05) (e) Organizational Commitment has a positive effect and not significant to Employee Performance of 2,095 with a significant level (0.049 <0.05) (f) Organizational Culture has a positive and insignificant effect on Employee Performance through Organizational Commitment of 1.883 with a significant level (0.070> 0.05) (g) Leadership positive and insignificant effect on Employee Performance Through Organizational Commitment r 1.486 with a significant level (0.162>0.05). Based on the results of this study, it is expected that KUD Sinar Makmur Dharmasraya employees can improve their performance by improving leadership, and increasing organizational commitment.
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Kasztelnik, Karina, and Damon Brown. "The Observational Socio-Economic Study and Impact on the International Innovative Leadership in the United States." SocioEconomic Challenges 4, no. 4 (2020): 63–94. http://dx.doi.org/10.21272/sec.4(4).63-94.2020.
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This paper summarizes how socio-economic study has impact on the international innovative leadership in the United States. This article includes the review will focus and examine literature and theories related to public policy organizational effectiveness as well as diversity leadership. Online databases including search engines located relevant books, journals, articles, and dissertations. The search terms used were descriptive of various themes such as diversity, diversity leadership, public policy and public policy leadership, organizational leadership, public policy and leadership, cultural diversity, organizational effectiveness, and public policy effectiveness. Additionally, measurements of public policy organizations effectiveness have been narrowly focused on past practice failing to include multiple organizational aspects similar to other professional organizations. Prior studies have been conducted in relationship to the effects of diversity leadership and leadership although related solely to the individual officer or the public policy organization. Notwithstanding, studies have been sparse which suggest that diversity leadership initiatives or enhanced leadership, increase public effectiveness, let alone collectively. Limited studies are not the case concerning public policy. This study attempted to fill this gap by examining if leadership of public policy outcomes of diversity leadership initiatives and the level of leadership predicts public policy organizational effectiveness. All of these terms have assisted in locating contemporary and relevant research. The results of the critical review article with analysis both authors can be useful for any leaderships around the World to support social-economics changes. Keywords: socio-economic, innovation, leadership, education, public policy.
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Sarfraz, Rafia, Kashif Rathore, Kashif Ali, Mukaram Ali Khan, and Syed Sohaib Zubair. "How level 5 leadership escalates organizational citizenship behaviour in telecom sector of Pakistan? Exploring mediatory role of organizational dissent." PLOS ONE 17, no. 10 (October 21, 2022): e0276622. http://dx.doi.org/10.1371/journal.pone.0276622.
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Role of leadership in managing organizational behaviour of employees is of key essence. However, at times unconventional behaviour of employees can pose a challenge for the leaders, which in this case is organizational dissent. This study has examined the relationship between level 5 leadership and organizational citizenship behaviour (individual level-OCB-I) in presence of organizational dissent at employing a quantitative approach and a survey design. All managerial cadre employees of telecommunication sector were chosen as a population of the study. Data from 450 respondents from all four telecom companies was analysed using PLS-SEM. The findings of the study revealed that there is direct significant relationship between level 5 leadership and OCB-I of employees i.e., L5L~ OCB-I. Furthermore, the results showed an indirect relationship between level 5 leadership and OCB-I of employees through organizational dissent i.e., L5L~OD~OCB-I is significant. Telecom is a rapidly growing sector that plays a significant role in the economic growth of Pakistan. The study shows that OCB-I in telecom sector of Pakistan can be leveraged through level 5 leadership.
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Erkutlu, Hakan, and Jamel Chafra. "Despotic leadership and organizational deviance." Journal of Strategy and Management 11, no. 2 (May 21, 2018): 150–65. http://dx.doi.org/10.1108/jsma-04-2017-0029.
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Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered. Design/methodology/approach Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance. Originality/value This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.
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Gokce, Beste, Salih Guney, and Alev Katrinli. "Does Doctors' Perception of Hospital Leadership Style and Organizational Culture Influence Their Organizational Commitment?" Social Behavior and Personality: an international journal 42, no. 9 (October 26, 2014): 1549–61. http://dx.doi.org/10.2224/sbp.2014.42.9.1549.
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Our aim in this study was to determine the effect of organizational culture on the relationship between perception of leadership style and commitment to the organization by identifying firstly how Turkish doctors perceived the leadership behavior at private hospitals and then assessing the level of their organizational commitment. We developed and then tested a research model that incorporated leadership style, organizational commitment, and organizational culture. We distributed a survey to doctors working at four private hospitals in Turkey (N = 98). We found that doctors' perceptions of leadership behavior had a statistically significant, positive effect on their level of organizational commitment. We also found that organizational culture did not act as a moderator in this relationship.
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Muhammad Nurdin Yusuf and Aneu Yulianeu. "Transformational Leadership, Energizing Organizational Learning process, and Organizational Performance at Embroidery MSME in District Tasikmalaya." Jurnal Iqra' : Kajian Ilmu Pendidikan 7, no. 1 (August 29, 2022): 309–25. http://dx.doi.org/10.25217/ji.v7i1.1747.
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The article analyzed model of the impact of transformational leadership on the organizational learning process that energizes the organizational level, tested on 280 business owners and embroidery managers in Tasikmalaya. The researchers used quantitaive method. Questionnaires were sent to the owner and the manager of the Tasikmalaya Embroidery small-to medium-sized enterprises (MSME). The total 280 questionnaires were distributed with a return rate of 90%. There were 47 respondents with duplicate, incomplete, and invalid data because all answers were number 1, or respondents did not match the unit of analysis. The results showed that Transformational Leadership has an essential effect on the learning process in organizations in improving the performance of MSMEs. At the organizational level, the results of hierarchical linear modeling showed a positive relationship between transformational leadership and energizing organizational learning processes. At the organizational level, the regression analysis results showed that transformational leadership was positively related to an energizing organizational learning process, as measured by market-oriented criteria developed explicitly for the city and district of Tasikmalaya. Keywords: Transformational Leadership, Organizational Learning Process, Organizational Performance
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GIRISKEN, Arzu. "THE RELATIONSHIP BETWEEN RELATIONSHIP-ORIENTED LEADERSHIP, ORGANIZATIONAL EMOTIONAL MEMORY LEVEL AND ORGANIZATIONAL COMMITMENT." Journal of Global Strategic Management 14, no. 2 (December 15, 2020): 65–74. http://dx.doi.org/10.20460/jgsm.2021.294.
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Mousa, Mohamed, Hiba K. Massoud, and Rami M. Ayoubi. "Organizational learning, authentic leadership and individual-level resistance to change." Management Research: Journal of the Iberoamerican Academy of Management 18, no. 1 (November 1, 2019): 5–28. http://dx.doi.org/10.1108/mrjiam-05-2019-0921.
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Purpose This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the effect of organizational learning on individual-level resistance to change with and without the mediation of authentic leadership. Design/methodology/approach A total of 960 academics were contacted and all of them received a set of questionnaires. After four follow ups, a total of 576 responses were collected with a response rate of 60.00 per cent. The author used the chi-square test to determine the association between organizational learning and authentic leadership. Multiple regressions were used to show how much variation in individual-level resistance to change can be explained by organizational learning and authentic leadership. Findings The findings highlight a statistical association between organizational learning and authentic leadership. Moreover, another statistical association is explored between authentic leadership and individual-level resistance to change. Furthermore, the statistical analysis proved that having an authentic leadership in the workplace fosters the effect of organizational learning in alleviating individual’s resistance to change. Research limitations/implications Data were collected only from academics and did not include rectors and/or heads of academic departments, the matter that may lead to an inflation of statistical relationships. Future research could use a double source method. Moreover, focusing only on private foreign universities working in Egypt diminishes the author’s potential for generalizing his results. Practical implications The author recommends establishing a unit for knowledge management inside every university. The function of this unit includes but is not limited to examining prospective socio-political, cultural and economic changes/challenges in the surrounding environment and preparing the possible scenarios for dealing with them. This in turn should comprise involvement and learning opportunities for academics work in these universities. The suggested units should also organize monthly meetings between academics and representatives from different Egyptian sectors such as NGOs personnel, CEOs of private and public companies, environmentalists and politicians to address what change those actors seek universities to undertake to guide academics to fulfill their expectations. Originality/value This paper contributes by filling a gap in HR management and organization literature in the higher education sector, in which empirical studies on the relationship between organizational learning, authentic leadership and resistance to change have been limited until now.
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Joiner, Bill. "Leadership Agility for Organizational Agility." Journal of Creating Value 5, no. 2 (September 13, 2019): 139–49. http://dx.doi.org/10.1177/2394964319868321.
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Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This article highlights the central role that leadership agility plays in creating agile organizations, and it presents a framework for understanding and developing leadership agility.
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Schyns, Birgit, and Marc J. P. M. Van Veldhoven. "Group Leadership Climate and Individual Organizational Commitment." Journal of Personnel Psychology 9, no. 2 (January 2010): 57–68. http://dx.doi.org/10.1027/1866-5888/a000005.
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Most research about the effects of leadership on employee work outcomes ignores the fact that the relationship between supervisor and employee is embedded within a group. In this article, we answer the questions what is the effect of group leadership climate strength, conceptualized as the variability in leadership climate within groups, on individual organizational commitment of employees, and how this adds to the effect of group leadership climate level, conceptualized as mean leadership climate within a group. Using data from 16,299 employees within 1,826 groups, we conducted multilevel analyses which showed that group leadership climate level and strength are related to individual organizational commitment after controlling for the influence of individual level leadership climate. In the discussion, the practical and scientific implications of these results are discussed.
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Nasif, Marwan Amer, and Rakan Farooq Qasim. "The Impact of Transformational Management Leadership on Organizational Creativity among Tikrit University Scientific Department Heads." International Academic Journal of Organizational Behavior and Human Resource Management 9, no. 1 (June 28, 2022): 16–22. http://dx.doi.org/10.9756/iajobhrm/v9i1/iajobhrm0902.
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This study aims to identify the role of transformational leadership in promoting organizational creativity among the heads of scientific departments at Tikrit University, and the impact of the dimensions of transformational leadership (intellectual arousal, intellectual consideration, and inspirational motivation) in promoting organizational creativity. The study sample amounted to (120) members from Heads of scientific departments at the University of Tikrit, where the descriptive analytical method was relied on, based on a questionnaire with good psychometric characteristics. The results of the study showed that the general average of transformational leadership came at an average importance level of (2.96), and the results of the study showed an average level of organizational creativity. Among the heads of scientific departments at the University of Tikrit, the results also showed a statistically significant effect of all dimensions of transformational leadership in enhancing organizational creativity, as the dimensions of transformational leadership explained the value (64%) of changes in organizational creativity, and the results showed that the level of transformational leadership as well as the level of Organizational creativity does not differ according to demographic variables: gender, college, academic rank, years of experience, age, and country of obtaining the last degree. A number of recommendations were presented that consolidate the concept of transformational leadership at the university and enhance the process of organizational creativity among the heads of scientific departments at the University of Tikrit.
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Abustan, Arcangel Joshua, Aina Ali, Susana Bautista, Pedrito Jose Bermudo, Ernesto, Jr Serrano, and Antonio Yango. "Leadership factors of educational leaders, organizational culture and teacher competence in Selected Private Higher Education Institutions (HEIS) in Binan, Laguna." Technium Social Sciences Journal 44 (June 9, 2023): 560–72. http://dx.doi.org/10.47577/tssj.v44i1.8911.
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The study aimed to identify the relationship between leadership factors, organizational culture and teacher competence in private higher education institutions. Descriptive correlational research design was used in this study. The study revealed that leadership factors of the educational leaders was highly favorable with an average weighted mean of 3.39, the organizational culture was highly favorable with an average weighted mean of 3.37, the teacher competence was very high with an average weighted mean of 3.38. Correlations indicated that there was a significant relationship between Leadership Factors and Organizational Culture, Leadership Factors and Teacher Competence as well as Organizational Culture and Teacher Competence. The results also showed that there was a high level of prediction of the dependent variable (level of Teacher Competence). The obtained R square of 0.823 shows that independent variables (leadership factors and organizational culture) explain the variability of the dependent variable (level of teacher competence). Further, the independent variables leadership factors along attitude, determination and motivation and organizational culture in terms of create, collaborate and control are the drivers of teacher competence in higher education institutions.
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Chai, Dae Seok, Shinhee Jeong, and Baek-Kyoo Joo. "The multi-level effects of developmental opportunities, pay equity, and paternalistic leadership on organizational commitment." European Journal of Training and Development 44, no. 4/5 (February 10, 2020): 405–24. http://dx.doi.org/10.1108/ejtd-09-2019-0163.
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Purpose The purpose of this study is to examine the effects of developmental opportunities and perceived pay equity-and paternalistic leadership on affective organizational commitment and the moderating role of paternalistic leadership at the team level in a Korean context. Design/methodology/approach Hierarchical linear modeling with a two-level design was used to analyze data collected from 844 employees and 59 work teams. Findings The study identified that developmental opportunities and perceived pay equity were significantly associated with affective organizational commitment. However, paternalistic leadership was not significantly related to affective organizational commitment. The results also showed that the moderation effect of paternalistic leadership on the relationship between pay equity and organizational commitment was non-significant, and paternalistic leadership moderated the relationship between developmental opportunities and organizational commitment. In particular, the relationship of developmental opportunities with organizational commitment became weaker when the supervisor’s paternalistic leadership was stronger. Research limitations/implications The results of this study supported the applicability of organizational support theory and previous empirical studies supporting the relationships between human resource (HR) practices and commitment, particularly in the Korean cultural context. The results have several practical implications for employers, mangers and HR practitioners in an East Asian cultural context. Originality/value This study extends the body of knowledge in leadership research by investigating the influences of two key factors of HR practices and a Confucianism-based indigenous leadership theory on organizational commitment. More importantly, the results can guide future cross-national or cross-organizational studies exploring the relationships among leadership, organizational culture and organizational effectiveness. This study also offers clearer empirical evidence for why and how developmental opportunities and perceived pay equity need to be enhanced in an East Asian cultural context.
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Ohlsson, Alicia, Aida Alvinius, and Gerry Larsson. "Smooth power: identifying high-level leadership skills promoting organizational adaptability." International Journal of Organization Theory & Behavior 23, no. 4 (May 5, 2020): 297–313. http://dx.doi.org/10.1108/ijotb-02-2019-0009.
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PurposeThe study aims to gain a deeper understanding of what leadership skills are important for leaders in gaining adaptability in a hierarchical organization along with antecedent factors that influence the potential development of these skill sets.Design/methodology/approachA qualitative study was conducted by interviewing fifteen high-level military officers (Brigadiers and Colonels). Data were analyzed according to the grounded theory method and a theoretical model was generated.FindingsA core variable was identified in the data analysis, the leader's use of organizational smooth power, using structural, emotional and relational smoothness, to gain organizational adaptability. The leader's professional background, experience and the organizational environment characteristics respectively interact as antecedent variables shaping the leader's contextual appraisal in order to implement smooth power. Further research suggestions are pointed out and practical and ethical implications are included.Research limitations/implicationsThe study was completed in a specific context, a higher-level military staff, which makes it context specific. We hypothesize that similar behaviors may be found in other organizations but further research should be conducted to test this. The sample size is relatively small due to the chosen qualitative research method.Practical implicationsPractical considerations should be given to ethical and moral reflection within leadership training for ongoing use in leadership praxis, such as implementation and ongoing reflection of ethical leadership (Treviño et al., 2000; Treviño et al., 2003). Other practical impacts of this research may be for selection and retention efforts of high-level military staff workers. The model may also be useful for education purposes in order to increase awareness and abilities of smooth power concepts in an attempt to increase adaptability in military leadership. It may increase their awareness of skills rendered as necessary for collaborative efforts in multinational staff environments.Originality/valueThe research contribution is the detailed descriptions of the ways high-level leaders use organizational smooth power in order gain organizational adaptability.
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Aziah Ismail, Nor Shafrin Ahmad, Fadzilah Amzah, and Rahimi Che Aman. "Female Transformational Leadership and Teachers’ Commitment: Mediating Effect of Perceived Organisational Politics." International Journal of Business and Society 22, no. 2 (August 12, 2021): 591–606. http://dx.doi.org/10.33736/ijbs.3741.2021.
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Gender has been identified as one of the key factors that influences the degree of transformational leadership practiced by the leaders and has an effect on job outcome. This study investigates the characteristics and level of female principals’ transformational leadership and interrelationship between the leadership with Perceived Organizational Politics (POPs) and teachers’ commitment in Malaysian secondary schools. Further, the mediating effect of POPs on the relationship between transformational leadership and teachers’ organizational commitment are also investigated. In total, 208 teachers from secondary schools in Penang led by female principals were selected as respondents. The results found that the level of transformational leadership practiced by female principals was moderately high. The female principals tended to inspire and motivate teachers but displayed their idealized influence characteristics in leadership less. The results also revealed that the level of POPs and organizational commitment of teachers led by female principals were moderate. In addition, the hierarchical linear regression results indicated that POPs partially mediated the relationship between transformational leadership and teachers’ organizational commitment. This study indicates that teachers’ organizational commitment can be improved by transformational leadership that is practiced by their leaders as well as the POPs at their schools.
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Salip, Floramay G., and Lyndon A. Quines. "Mediating Effect of Emotional Intelligence on the Relationship Between Authentic Leadership and Organizational Climate Among Public School Teachers." American Journal of Multidisciplinary Research and Innovation 2, no. 4 (June 22, 2023): 1–12. http://dx.doi.org/10.54536/ajmri.v2i4.1730.
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This investigation is focused on the mediation effect of emotional intelligence on authentic leadership of school heads and organizational climate. This study covered the public schools in Magsaysay North and South Districts with 311 teacher respondents. This study used a descriptive correlation technique in a non-experimental design The statistical techniques employed were mean, Pearson r, and AMOS path analysis. Research instruments on emotional intelligence, authentic leadership of school heads, and organizational climate were examined and used as data sources. Findings indicated that the level of authentic leadership of school heads is high. Correspondingly, the level of organizational climate in the public schools of Magsaysay North and South Districts is described as high. Moreover, the level of emotional intelligence of school heads is described as very high. Subsequently, there is a significant relationship between the school heads’ authentic leadership and their emotional intelligence. There is a significant relationship between School Heads’ emotional intelligence and organizational climate. Distinctly, there is a significant relationship between School Heads’ authentic leadership and organizational climate. Conversely, the mediation effect of emotional intelligence on the relationship between authentic leadership and organizational climate was analyzed using path analysis. The data on the Path Analysis - paths authentic leadership (X), emotional intelligence (M), to organizational climate (Y); are both significant. The result of a full mediation analysis indicates that emotional intelligence fully mediates the relationship between authentic leadership and organizational climate.
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Hasson, Henna, Ulrica von Thiele Schwarz, Stefan Holmstrom, Maria Karanika-Murray, and Susanne Tafvelin. "Improving organizational learning through leadership training." Journal of Workplace Learning 28, no. 3 (April 11, 2016): 115–29. http://dx.doi.org/10.1108/jwl-06-2015-0049.
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Purpose This paper aims to evaluate whether training of managers at workplaces can improve organizational learning. Managers play a crucial role in providing opportunities to employees for learning. Although scholars have called for intervention research on the effects of leadership development on organizational learning, no such research is currently available. Design/methodology/approach The training program consisted of theoretical and practical elements aimed to improve line managers’ transformational leadership behaviors and, in turn, improve organizational learning. The study used a pre- and post-intervention evaluation survey. Line managers’ and their subordinates’ perceptions of organizational learning were measured with the Dimensions of Organizational Learning Questionnaire and with post-intervention single items on organizational learning. Findings Comparisons between pre- and post-intervention assessments revealed that managers’ ratings of continuous learning and employees’ ratings of empowerment and embedded systems improved significantly as a result of the training. The leadership training intervention had positive effects on managers’ perceptions of individual-level and on employees’ perceptions of organizational-level aspects of organizational learning. Originality/value The study provides empirical evidence that organizational learning can be improved through leadership training. Both line managers and their subordinates perceived that organizational learning had increased after the training intervention, albeit in different ways. Implications for developing leadership training programs and for evaluating these are discussed.
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Aryee, Samuel, Tae-Yeol Kim, Qin Zhou, and Seongmin Ryu. "Customer service at altitude: effects of empowering leadership." International Journal of Contemporary Hospitality Management 31, no. 9 (September 9, 2019): 3722–41. http://dx.doi.org/10.1108/ijchm-11-2018-0900.
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Purpose This paper aims to examine how team-level empowering leadership related to service performance through thriving at work and how shared organizational social exchange and customer orientation moderated the latter relationships. Design/methodology/approach The authors collected the data from 283 flight attendants and their supervisors working at a major Korean airline. Multi-level analyses were used to test the effect of empowering leadership on employee outcomes. Findings Both team-level empowering leadership and customer orientation were significantly and indirectly associated with service performance via thriving at work. Additionally, customer orientation significantly moderated the relationship between team-level empowering leadership and thriving at work such that the relationship was stronger when customer orientation was low rather than high. In addition, shared organizational social exchange augmented the influence of team-level empowering leadership on service performance but not on thriving at work. Practical implications The findings suggest that team-level empowering leadership is more effective in enhancing thriving at work of employees when their customer orientation is low rather than high. In addition, a shared high-quality organizational social exchange augments the effect of empowering leadership on employees’ service performance. Originality/value This paper provides initial evidence of the interaction of team-level empowering leadership and individual¬-level customer orientation on thriving at work and service performance. Additionally, it documents the differential augmenting effect of shared organizational social exchange on the relationship between empowering leadership and these outcomes. Collectively, the findings explain why and when team-level empowering leadership relates to service performance.
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Shafique, Imran, Bashir Ahmad, and Masood Nawaz Kalyar. "How ethical leadership influences creativity and organizational innovation." European Journal of Innovation Management 23, no. 1 (May 2, 2019): 114–33. http://dx.doi.org/10.1108/ejim-12-2018-0269.
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Purpose The purpose of this paper is to answer two questions. What is the impact of ethical leadership on followers’ creativity and organizational innovation? What are the mechanisms through which ethical leadership influences creativity and organizational innovation? Design/methodology/approach Considering a market-oriented criterion to measure organizational innovation, the data were collected from 322 small-sized information technology firms working in Pakistan. Multilevel modeling and hierarchical regression analyses were used to explore the direct and indirect effects of ethical leadership on creativity and innovation, respectively. Findings The results show that ethical leadership is an important predictor of both individual and organizational creativity. For the individual level, the results of multilevel modeling indicate that there is a positive link between ethical leadership and employee creativity. Furthermore, ethical leadership affects employee creativity through knowledge sharing and psychological empowerment. At the organizational level, the results reveal that ethical leadership is positively associated with organizational innovation directly. Practical implications The findings imply that ethical leadership is an important tool to promote creativity and for the advancement of innovation for developing countries as well as for newly developed industries. Originality/value This study is first to highlight the role of ethical leadership for organizational innovation. The main contribution of the study is to explore creativity as potential mediator for ethical leadership–organizational innovation nexus; where a market-oriented criterion is taken as proxy of organizational innovation.
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Bagis, Fatmah, Akhmad Darmawan, Arini Hidayah, and Mastur Mujib Ikhsani. "The Influence of Leadership Style and Organizational Culture by Mediating Job Satisfaction on Organizational Commitment Case Study in Employees Of Islamic Education Institution." Jurnal Ilmiah Ekonomi Islam 6, no. 3 (November 16, 2020): 616. http://dx.doi.org/10.29040/jiei.v6i3.1450.
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Abstract - This study aims to describe the influence of leadership style and organizational culture with the mediating variables of job satisfaction on organizational commitment. This study uses a case study method for employees of educational institutions in Purwokerto. Respondents in this study were 74 employees from management level to staff level. PLS (Partial Least Square) analysis using SmartPLS 3.0 is the analysis technique used in this study. The results obtained are first, Leadership Style has no significant effect on Job Satisfaction. Second, Organizational Culture has a significant effect on Job Satisfaction, and Third, Job Satisfaction has a significant effect on Organizational Commitment. Based on the research results prove that Job Satisfaction can only mediate the relationship between Organizational Culture and Organizational Commitment while the relationship between Leadership Style and Organizational Commitment cannot be mediated by Job Satisfaction.
Keywords: leadership style, organizational culture, job satisfaction, organizational commitment
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CIFTGUL, Recep, and Ayse Canan CETINKANAT. "The Impact of School Principals on Teachers’ Organizational Culture Perceptions and Organizational Citizenship Behaviors." Revista de Cercetare si Interventie Sociala 72 (March 15, 2021): 93–108. http://dx.doi.org/10.33788/rcis.72.6.
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The aim of this research is to detect whether the participatory, supportive and guiding leadership styles of primary school principals have effect upon their organizational culture and organizational citizenship behaviour. Survey method is used in the research. The research population is composed of 1219 primary school teachers under the Ministry of National Education of TRNC, while the sample is composed of 448 teachers selected from different provinces. “Scale of leadership styles” is used to maintain leadership styles and for the leader culture level in schools. Data for the level of organizational citizenship behavior evaluated by teachers is gathered through the “scale of organizational citizenship behavior”. In analyzing data, arithmetic mean and standard deviation values were used as identifying statistics, regression analysis was used as well and the research data was analyzed using the SPSS program. As a result of the analysis, it was determined that school principals used more participatory and supportive leadership styles in turn. All three leadership styles are found effective on teachers’ organizational culture perceptions as significant predictors on the other hand organizational citizenship behaviors only predict participatory and supportive leadership styles.
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Jade Riezl, C. Flores, and Quines Lyndon A. "The Mediating Effect of Leadership Trust on the Relationship Between Organizational Commitment and Willingness to Remain in the Profession of Public Elementary School Teachers." American Journal of Multidisciplinary Research and Innovation 1, no. 4 (September 26, 2022): 103–17. http://dx.doi.org/10.54536/ajmri.v1i4.614.
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This study determined the mediating effect of leadership trust on the link between organizational commitment and willingness to remain in the profession among 300 teachers in the Division of Davao del Sur, the Philippines, using a non-experimental quantitative descriptive-correlational research design. Weighted mean, Pearson r, and path analysis using AMOS were used for data analysis. Findings revealed that the level of Organizational Commitment and level of Job Satisfaction are “high,” while the level of willingness to remain in the profession is “very high.” Organizational commitment positively and significantly correlated with willingness to stay in the work (r=0.162) and leadership trust (r=0.573). Also, Leadership Trust positively and significantly correlated with overall Willingness to Remain in the profession (r=0.386). Utilizing path analysis, the study revealed complete mediation of leadership trust on the association between organizational commitment and willingness to remain in work. This means that leadership trust is why organizational commitment can influence the desire to stay in the profession.
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Ellington, Linda Marie. "Mattering." International Journal of Adult Education and Technology 14, no. 1 (September 1, 2023): 1–11. http://dx.doi.org/10.4018/ijaet.329603.
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Mattering, a concept rooted in social psychology, holds significant implications for organizational leadership dynamics. This article provides an overview of exploration into the multifaceted role of mattering in organizational leadership. Mattering refers to the perception that one is essential and meaningful to others in a given context, and its impact on leadership dynamics is profound. Drawing from literature and empirical studies, this article examines how mattering influences various aspects of organizational leadership, including employee engagement, motivation, job satisfaction, and overall organizational performance. The article delves into the different dimensions of mattering, including interpersonal mattering (individual level) and collective mattering (group level), and their interplay within leadership contexts. The literature underscores the critical role of mattering in shaping effective organizational leadership practices. It sheds light on how leaders can foster a sense of mattering among team members to cultivate a positive work environment and enhance overall organizational outcomes. As organizations continue to navigate complexities in the modern workplace, understanding and harnessing the power of mattering can contribute to more impactful and empathetic leadership strategies.
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Al Harbi, Jaithen Abdullah, Saud Alarifi, and Aissa Mosbah. "Transformation leadership and creativity." Personnel Review 48, no. 5 (August 2, 2019): 1082–99. http://dx.doi.org/10.1108/pr-11-2017-0354.
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Purpose The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level. Design/methodology/approach A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique. Findings The results showed that transformational leadership has a significant positive relationship with both followers’ creativity and organizational innovation. Furthermore, a significant positive relationship was found between followers’ creativity and organizational innovation. In addition, the relationship between transformational leadership and followers’ creativity, through the mediating role of employees’ psychological empowerment, support for innovation, workplace relationships and employee learning, was also found to be both positive and significant. However, the data showed that intrinsic motivation does not significantly affect the relationship between transformational leadership and creativity. Practical implications The study provides guidance to organizations that need to change their leadership style and approach, as well as their innovation and creativity mechanisms, at a strategic level. The resulting guidance provides organizations with insight into how they can improve the creativity of their employees through motivating, supporting and inspiring them. Originality/value This study is an attempt to illustrate the extent to which transformational leadership can affect organizational innovation in Saudi Arabia, specifically in the public sector, and to explore how employees’ creativity can be improved. This research is beneficial for academics, organizations and policy makers, especially in the Gulf countries.
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Knott, Katherine B., and Elizabeth J. Natalle. "Sex Differences, Organizational Level, and Superiors' Evaluation of Managerial Leadership." Management Communication Quarterly 10, no. 4 (May 1997): 523–40. http://dx.doi.org/10.1177/0893318997104005.
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Lamashinta, Esrika, Noor Siti Rahmani, and Yayi Suryo Prabandari. "Kepemimpinan transformasional, budaya dan komitmen organisasi di kementerian kesehatan." Berita Kedokteran Masyarakat 32, no. 3 (March 1, 2016): 105. http://dx.doi.org/10.22146/bkm.6632.
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Transformational leadership, organizational culture and commitment in the Ministry of HealthPurposeThis study aimed to analyze the relationship of organizational culture on organizational commitment and transformational leadership that would affect performance. MethodsThis study was conducted using a survey including 137 civil servants, from four units which were finance; programs and information; law, organization and public relations; and public and staffing. ResultsThere was a correlation between the variables of transformational leadership and organizational culture and organizational commitment of 26%. Organizational culture variables had the a stronger influence on changes in the value of organizational commitment than transformational leadership. Interviews showed leadership and organizational culture had been influential and running but not all went well mostly because of routine.ConclusionTransformational leadership and organizational culture were inseparable and mutually supportive in influencing the level of commitment of the organization's employees within the organization.
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Tipu, Syed Awais Ahmad, James C. Ryan, and Kamel A. Fantazy. "Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity." Journal of Management & Organization 18, no. 4 (July 2012): 461–80. http://dx.doi.org/10.1017/s1833367200000705.
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AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.
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Tipu, Syed Awais Ahmad, James C. Ryan, and Kamel A. Fantazy. "Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity." Journal of Management & Organization 18, no. 4 (July 2012): 461–80. http://dx.doi.org/10.5172/jmo.2012.18.4.461.
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AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.
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Yaghi, Abdulfattah. "Adaptive organizational leadership style." International Journal of Public Leadership 13, no. 4 (November 13, 2017): 243–59. http://dx.doi.org/10.1108/ijpl-01-2017-0001.
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Purpose The purpose of this paper is to examine organizational leadership in a traditional, non-western country where citizens’ happiness drives the practices of the public administration managers. Design/methodology/approach This study uses the Multifactor Leadership Questionnaire (MLQ) to examine leadership in a traditional, non-western country where organizational change dominates the public sector. Triangulation of quantitative and qualitative research methods is used. Findings Triangulation of quantitative and qualitative research methods reveals that the way managers respond to organizational change leads to utilizing an adaptive leadership style; a mixture of dynamic and rigid practices. Organizational change creates peculiar circumstances that make it thus imperative for managers to mix transformational and transactional practices in order to not only survive, but also excel. While some of the findings conform to those of previous studies, they indicate that the MLQ does not seem to adequately reflect the impact of organizational change on leadership. The study also provides evidence that adaptive leadership is driven by cultural and organizational necessities. Research limitations/implications The limitations of the study can be avoided in future research. In particular, the number of interviews has limited the ability to better reflect all dimensions of the adaptive leadership style. Due to time and resource availability, the inability to focus more on the individual level of the cultural factor and its impact on leadership style may have limited the scope of the analysis. Finally, the present study did not examine the cultural variations within the United Arab Emirates universal culture especially in relationship with region, age group, and gender of the managers. Originality/value The paper examines leadership in the Middle East context where rare studies in leadership have been conducted. The study also examines the usability of MLQ in Arab context where organizational change persists.
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Trisnawati, Adellia Anggun, Kerin Sianto, Lady Aldli Seansyah, and Nopriadi Saputra. "Holistic Work Engagement pada Tenaga Kesehatan di Kota Jakarta Barat: Pengaruh Digital Quotient, Authentic Leadership, dan Perceived Organizational Support selama Covid-19." Jurnal Akuntansi, Keuangan, dan Manajemen 2, no. 4 (September 25, 2021): 255–78. http://dx.doi.org/10.35912/jakman.v2i4.425.
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Abstract Purpose: This study aimed to determine the impact of digital quotient, authentic leadership, and perceived organizational support on work engagement of employees who work in the health industry during this COVID-19 in West Jakarta. Research methodology: The methods in this research were quantitative and survey. We obtained primary data through the questionnaire distribution with 391 respondents of health care workers who work in West Jakarta. This study used multiple regression techniques as the data analysis technique. Results: The study results indicate that digital quotient, authentic leadership, and perceived organizational support influence work engagement. Limitations: Only digital quotient, authentic leadership, perceived organizational support, work engagement variables, and health care workers in West Jakarta were assessed in this research. Contribution: This study shows the level of work engagement, digital quotient, authentic leadership, perceived organizational support and how digital quotient, authentic leadership, and perceived organizational support affect work engagement. Employers or organizations can use this research to improve their employees' work engagement by noticing their employee's level of digital quotient and implementing authentic leadership and perceived organizational support.
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Said Abujudeh. "Examining the impacts of organizational culture and leadership styles on the organizational performance indicators." Acta Medicinae et Sociologica 11, no. 31 (November 29, 2020): 39–54. http://dx.doi.org/10.19055/ams.2020.11/31/4.
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The objective of this study is to examine the relationship between organizational culture and leadership and their impacts on such organizational performance indicators, organizational commitment and job satisfaction, by reviewing some of the previous organizational culture and leadership literature to clarify the links between both variables and their impacts on performance indicators. One might assume that a better organizational culture along with appropriate leadership style can lead to a higher level of job satisfaction and stronger commitment. Accordingly, if an organization has a strong organizational culture with a suitable leadership style which is able to keep the organization integration, this will result in the strengthening of organizational commitment, job satisfaction, and significant performance enhancement.
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Fitri, Imelda, Ismed ., Kemal Idris Batubara, Purnama Waruwu, and Yose Rizal Siregar. "ANALISIS HUBUNGAN ANTARA KEPEMIMPINAN, IKLIM ORGANISASI DAN LINGKUNGAN KERJA TERHADAP KEPUASAN KERJA PEGAWAI BADAN PENGELOLAAN PAJAK DAN RETRIBUSI DAERAH UPT SAMSAT MEDAN SELATAN." JEKKP (Jurnal Ekonomi, Keuangan dan Kebijakan Publik) 3, no. 2 (January 14, 2022): 167–77. http://dx.doi.org/10.30743/jekkp.v3i2.4844.
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This research discusses about the relationship between leadership, organizational climate, and work environment towards employees’ work satisfaction at Regional Tax and Retribution Management, UPT Samsat Medan Selatan. The aim of this research is to analyse the relationship between leadership, organizational climate, and work environment both partially and simultaneously on employees’ work satisfaction at the office. This is a quantitative research with random sampling technique. The sample is 63 employees. Results show that each independent variable; leadership, organizational climate, and work environment, partially influences employees’ work satisfaction positively and significantly. leadership has tcount value 4,810 and level of significance 0.000, organizational climate has 2,241 and 0.029, and work environment has 2,518 and 0.015. Simultaneously, leadership, organizational climate, and work environment have significant and positive relationship on employees’ work satisfaction at Regional Tax and Retribution Management, UPT Samsat Medan Selatan with Fcount value 19,943 and level of significance 0.000.
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Ling, Qian, Fang Liu, and Xiaoyi Wu. "Servant Versus Authentic Leadership." Cornell Hospitality Quarterly 58, no. 1 (July 10, 2016): 53–68. http://dx.doi.org/10.1177/1938965516641515.
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This study compares the effectiveness of servant versus authentic leadership in hospitality firms by examining relationships with group-level trust and individual-level work outcomes (i.e., organizational commitment, work engagement, and work performance), and their influencing mechanisms through trust climate. Using two-wave data from 1,132 employee–supervisor pairs from 80 departments in 16 star-level hotels in China, we find that these two forms of leadership have positive effects on group trust climate and employee work outcomes; however, the magnitudes and paths of their effects are distinct. In comparison with authentic leadership, servant leadership has a more significant effect on creating a trust climate and a more direct effect regarding increasing employees’ positive work attitudes (i.e., organizational commitment and work engagement), ultimately influencing work performance. This study also demonstrates the importance of group trust climate in relationships between group-level leadership and individual-level employee work attitudes and performance. These findings extend the scope of servant and authentic leadership research, and advocate servant leadership in the hospitality industry.
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Chang, Yi-Ying. "Multilevel transformational leadership and management innovation." Leadership & Organization Development Journal 37, no. 2 (April 4, 2016): 265–88. http://dx.doi.org/10.1108/lodj-06-2014-0111.
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Purpose – The purpose of this paper is to extend management innovation theory and research by going beyond analysis at a single level. Focussing on management innovation at the lower level in the organizational hierarchy, the authors develop a multilevel framework; in doing so, the authors answer earlier calls for a study of the effects of multilevel transformational leadership (TFL) on management innovation and innovation in general. Design/methodology/approach – This study collected multisource and multilevel data from 169 managers, 423 employees of 141 units from 21 banking service firms in an emerging economy. Findings – The results from hierarchial linear modeling analysis reveal that unit-level TFL was positively related to unit-level management innovation. Furthermore, firm-level TFL was positively associated with firm-level empowerment climate, which in turn enhanced unit-level management innovation. In addition, firm-level empowerment climate strengthened the relationship between unit-level TFL and unit-level management innovation. Finally, the unit-level trust mediates the relationship between firm-level empowerment climate and unit-level management innovation. Practical implications – Firms operate more effectively when they generate management innovation. To help ensure the effectiveness of management innovation, it is essential that firms, especially those from the banking sector, encourage their managers to engage in TFL behaviors. The managers must consider how to utilize their TFL behaviors to create trusting relationships in order to achieve the organizational goals. Firms can also take steps to develop a supportive climate of higher levels of autonomy, delegation, freedom and task accountability, in order to promote higher levels of trust at the lower levels of the organizational hierarchy. Originality/value – The current study develops and tests a mediation model that links firm-level TFL to unit-level management innovation, and identifies unit-level trust as the intermediate outcome. With this theorizing and the findings, the authors deepen the current knowledge regarding the organizational implications of TFL behaviors for management innovation.
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Gong, Lei, Zhiying Liu, Yanzhen Rong, and Lihua Fu. "Inclusive leadership, ambidextrous innovation and organizational performance: the moderating role of environment uncertainty." Leadership & Organization Development Journal 42, no. 5 (April 29, 2021): 783–801. http://dx.doi.org/10.1108/lodj-06-2020-0253.
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PurposeThe purpose of this study is to explore how inclusive leadership promotes organizational performance through ambidextrous innovation (i.e. exploratory and exploitative innovation). Moreover, the authors examine the moderating role of environmental uncertainty in the relationship between inclusive leadership and ambidextrous innovation.Design/methodology/approachThis study conducted a questionnaire survey of high-tech enterprises in China and obtained 325 useable samples. The hypotheses were tested using latent path analysis and ordinary least squares regression.FindingsThe results indicate that exploratory and exploitative innovations mediate the relationship between inclusive leadership and organizational performance. Moreover, environmental uncertainty positively moderated the relationship between inclusive leadership and exploitative innovation.Practical implicationsManagers should value the critical role of inclusive leadership in promoting exploratory and exploitative innovation, which in turn improves organizational performance. Meanwhile, managers need to pay attention to the risk caused by environmental uncertainty.Originality/valueThis paper extends the influence of inclusive leadership on innovation from the individual level to the organizational level and reveals the influence mechanism of inclusive leadership on organizational performance. In addition, this study supplements the knowledge regarding the boundary conditions under which the influence of inclusive leadership is strengthened or weakened.
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Dacholfany, Muhammad Ihsan, Samsudin Samsudin, Rinovian Rais, Ferdinand Salomo Leuwol, and Hasyim Mahmud Wantu. "Learning Organizational Leadership Strategy in Improving the Quality of Middle Level Education." Edumaspul: Jurnal Pendidikan 7, no. 1 (March 1, 2023): 1677–83. http://dx.doi.org/10.33487/edumaspul.v7i1.6403.
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The research is motivated by the need to form an appropriate leadership strategy to improve the quality of education by collaborating with all members including teachers, staff, students, and parents or guardians of students. This study aims to analyze and answer learning organization leadership strategies in improving the quality of secondary education. The research method used is a literature study based on articles, papers, books and other sources that support research with a qualitative approach. The results of this study indicate that improving the quality of secondary education requires strong leadership from school principals, good teacher performance, student and parent involvement in the education process, and attention to internal and external factors that affect education quality.
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Harahsheh, Ala Ahmad, Worod Maarouf Al-Taani, and Ghadeer Salih Khataybeh. "The Degree of the Irbid School Principals Practice of Inspiring Leadership and Its Relationship to the Level of Organizational Energy of Teachers from Their Point of View." Modern Applied Science 15, no. 1 (December 11, 2020): 1. http://dx.doi.org/10.5539/mas.v15n1p1.
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The study aimed to identify the degree of the Irbid school principals ’practice of inspiring leadership and its relationship to the level of organizational energy of teachers from their point of view. The relational descriptive approach was used, and the study sample consisted of (350) teachers. The study tool was developed as it consisted of (50) paragraphs, distributed into two parts: Part One, Inspirational Leadership and consisting of (26) paragraphs, distributed into four areas, namely: self-confidence, challenge, change management, strategic vision (future), and the second part: Organizational energy, which consists of (24) paragraphs distributed into three areas (emotional energy, cognitive energy, and physical energy). The results of the study showed that the degree of the school principals of the Irbid schools for inspiring leadership was high, with an average score (3.75), and the level of organizational energy among teachers with a medium grade, with an average score of (3.58), and the existence of a statistically significant positive relationship between the degree of practice of school principals in Irbid Governorate for inspiring leadership and the level of organizational energy of teachers from a teacher’s perspective. The study recommend that school leaderships need to involve all concerned and responsible parties for formulating the school's goals, and then laying down practical mechanisms to achieve them. And encouraging innovation and creativity in order to build a second class of leaders who are able to be inspiring leaders by holding training courses and workshops to clarify this concept, due to its effective role in enhancing the organizational energy of teachers.
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Asvir Naveed and Rizwan Qaiser Danish. "Impact of Ambidextrous Leadership on organizational innovation through the moderation of organizational innovative climate and mediation of organizational social capital." Journal of Public Value and Administrative Insight 4, no. 2 (April 24, 2022): 200–211. http://dx.doi.org/10.31580/jpvai.v4i2.2485.
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Purpose – The two constructs of ambidextrous leadership that are activities related to the opening of leader behavior and closing of leader behavior define the process of innovation at the organizational level. This paper aims to provide an insight into the relationship between ambidextrous leadership and Organizational innovation processes.
Design/methodology/approach – In this study, the research design will be cross-sectional, a total sample of 510 employees were used who rated the ambidextrous leader behaviors and organizational innovation performance concerning an innovation project.
Findings – Structural equation modeling (SEM) analysis results showed that ambidextrous leadership is positively related to Organizational innovation performance. The relationship between ambidextrous leadership and organizational social capital is strengthened by an Organizational innovative climate, which in return increases organizational innovation.
Originality/value – The findings support the importance of opening and closing leader behaviors necessary for the process of innovation and therefore underline the significance of ambidexterity.
Keywords Ambidextrous leadership (AMBL), Organizational Innovation (OI), Organizational Social Capital (OSC), Organizational Innovative Climate (OIC).
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Wamburu, Agnes, Stephen M. Nyambegera, and Eric Kibet. "Influence of adaptive leadership’s behavior of self-leadership on organizational performance of insurance companies in Kenya." University Journal 4, no. 2 (March 24, 2023): XX. http://dx.doi.org/10.59952/tuj.v4i2.150.
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The specific objective of the study was to examine the extent to which adaptive leadership behavior of self-leadership influences organizational performance. The study was guided by the Adaptive Leadership theory. It adopted the positivism philosophy and the descriptive research design. The study population consisted of 311 senior and middle-level managers from 56 licensed insurance companies in Kenya. A Census survey was adopted for this study that used primary data which was collected using a structured questionnaire. Both descriptive and inferential statistics were used in data analysis. Descriptive statistics included the mean and standard deviation, while inferential statistics included the Chi-square test, Analysis of Variance (ANOVA) correlation analysis and multiple regression analysis with results presented in tables and figures. The study found a positive and significant correlation between self-leadership and organizational performance. The study found that self-leadership significantly predicted organizational performance, β = 0.657, t (239) = 9.322, p <.001 hence, the study rejected the null hypothesis. The study concluded that self-leadership has a significant influence on organizational performance. The study, therefore, recommends that leaders should demonstrate selfleadership in order to enhance organizational performance.
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Al-Eida, Saeed Nasser S. M. "The Impact of Ambidextrous Leadership on Organizational Excellence: An Applied Study in Small and Medium Enterprises in Qatar." International Journal of Business and Management 15, no. 9 (August 23, 2020): 163. http://dx.doi.org/10.5539/ijbm.v15n9p163.
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The study aimed to reveal the level of ambidextrous leadership and organizational excellence in small and medium enterprises in Qatar, and also to investigate the impact of ambidextrous leadership on organizational excellence in these companies. The study used analytical descriptive approach by designing a questionnaire that was composed of (42) items through six dimensions. The study sample included (456) employees working in SMEs in Qatar from low and medium managerial levels. Multiple and simple regression analyses were used for data analysis. The study results found that SMEs in Qatar have a high level of ambidextrous leadership and organizational excellence, and ambidextrous leadership competency has a significant impact on organizational excellence. Also, opening leader competency, closing leader competency, and flexible leader competency have a significant impact on organizational excellence. Based on these results, a set of recommendations were provided.
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Shehu Lokaj, Alma, and Thelleza Latifi Sadrija. "Organizational culture influenced by leadership styles: the case of private businesses in Kosovo." Problems and Perspectives in Management 18, no. 3 (September 30, 2020): 306–14. http://dx.doi.org/10.21511/ppm.18(3).2020.25.
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The characteristics and importance of leadership styles to organizational change are of particular importance for the development of organizational culture. This study aims to test leadership styles and the impact of the correlation between leadership style and organizational culture on the level of employees’ readiness across a range of leadership outcome measures. This study provides empirical evidence for the impact of leadership styles on organizational culture and vice versa. A questionnaire was distributed to 450 employees in private organizations in Kosovo. The obtained results show that organizational culture was a significant predictor for both transactional and laissez-faire leadership styles. Based on the dimensions of organizational culture concerning Kosovar leadership styles (transformational, transactional, laissez-faire), their mutual influence dominates more on one variable and less on any other variable as a measuring mechanism for outputs and their interpretation. The study will help the organizations’ leadership understand that their leading style influences the organizational culture and, as such, the employees’ performance. In Kosovo, the concept of organizational culture concerning Kosovar leadership has not been properly developed, and measures should be taken by private businesses to settle this issue.
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Shao, Lingling. "A Review of the Research on the Mechanism of Strategic Leadership at the Organizational Level." Journal of Education, Humanities and Social Sciences 4 (November 17, 2022): 70–89. http://dx.doi.org/10.54097/ehss.v4i.2725.
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In the more competitive business landscape brought about by the rapid development of globalization, strategic leadership has become the key to the long-term success of enterprise organizations, which has attracted extensive attention in the field of practice and research. It is not only now, but will always be an important and hot research field. In the development of social economy and the excellent enterprise, for enterprise leadership is crucial to the success of the strategy implementation, and strategic leadership as a combination of strategy and leadership functions, is more important, among them, we analyzed the strategic leadership performer refers to as an organization is responsible for determining the development direction and long-term development goals and promote the goals of top managers. Through the review and summary of relevant literature on strategic leadership, this paper discusses the effects of strategic leadership from different perspectives such as positive organizational behavior perspective and ambivalent learning theory, and actively introduces the theory of harmonious management to make up for the deficiencies of existing research on strategic leadership. Finally, the future research direction of strategic leadership is prospected, and my own views and suggestions are put forward, aiming to provide reference and guidance for the subsequent research.
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Sudeva, I. Gusti Agung Oka, and Ni Ketut Rasmini. "Gaya Kepemimpinan Situasional, Budaya Organisasi, Tingkat Pendidikan, Motivasi dan Kinerja Karyawan." E-Jurnal Akuntansi 31, no. 11 (November 28, 2021): 2827. http://dx.doi.org/10.24843/eja.2021.v31.i11.p12.
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In 2019-2020, 21.4 percent of the cooperatives were dissolved. The increased dissolution of cooperatives is thought to be due to poor cooperative management and employee performance. This study aims to determine the effect of situational leadership style, organizational culture, educational level, and motivation on employee performance of Klungkung Regency Cooperative with a quantitative approach. Data collection was carried out through a questionnaire. The population is all cooperatives located in Klungkung with cooperatives in Klungkung as samples through purposive sampling. The analysis technique used is multiple linear regression. Results show that situational leadership, organizational culture, education level and motivation have a positive effect on employee performance. These results support attribution theory and organizational behavior theory.
Keywords : Situational Leadership; Organizational Culture; Education Level; Motivation; Employee Performance
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Kasyadi, Soeparlan, and Virgana Virgana. "A path analysis of diagnosis of employee job performance: Implications of the education office." Journal of Education and Learning (EduLearn) 15, no. 1 (November 1, 2020): 70–77. http://dx.doi.org/10.11591/edulearn.v15i1.16767.
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The performance of education office organizations was influenced by the behavior of its employees. This study aimed to determine the direct and indirect influence of organizational culture, leadership style, personality, and organizational justice towards the job performance of the employee education office in Jakarta. Research samples were 221 employees of the Jakarta Education Office. Data collection using questioner with the Likert scale, The results of the research there was a direct influence of leadership style towards organizational justice; Organizational culture on organizational justice; Personality towards organizational justice; Leadership style on job performance; Organizational culture towards job performance; Personality towards job performance, then organizational justice towards job performance, and personality through organizational justice towards job performance. It was concluded that the level of job performance was influenced by variations in leadership style, organizational culture, personality, and organizational justice.
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Palalic, Ramo, and El Mustapha Ait Sidi Mhamed. "Transformational leadership and MNCs: evidence from Morocco community." Journal of Enterprising Communities: People and Places in the Global Economy 14, no. 2 (May 4, 2020): 201–30. http://dx.doi.org/10.1108/jec-01-2020-0002.
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Purpose This study aims to explore the relationship between transformational leadership and organizational commitment in multinational companies (MNCs) in Morocco. Design/methodology/approach The study used a sample size of 256 employees to attain results regarding a relationship between transformational leadership and organizational commitment. Proposed hypotheses are tested through regression analysis. Findings Findings show a relationship between transformational leadership and organizational commitment. Organisations use different leadership styles and thus act differently. However, tranformational leadership shows its importance in leading organisations who aim to be constantly committed. Originality/value To the authors’ knowledge, this is the first research in North Africa that investigates the level of transformational leadership and organizational commitment in MNCs.
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Noor, Firman Syah. "Pengaruh Kepemimpinan Transformasional dan Budaya Organisasi Terhadap Motivasi Serta Dampaknya Terhadap Kinerja Pegawai Pengadilan Negeri Jambi." Eksis: Jurnal Ilmiah Ekonomi dan Bisnis 12, no. 1 (May 29, 2021): 41. http://dx.doi.org/10.33087/eksis.v12i1.218.
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This study aims to determine and analyze the description of transformational leadership, organizational culture, motivation and performance, and the relationship between the four variables at the Jambi District Court employees. This study uses descriptive and verificative research methods that aim to describe research variables systematically and in accordance with the facts investigated, as well as knowing the relationship between variables through testing hypotheses. The study sample used as many as 74 employees of the Jambi District Court, The results of the descriptive analysis show that the overall level of transformational leadership quality and organizational culture in the Jambi District Court are at a good level of quality. While for work motivation and employee performance are at a high level of quality. The results of hypothesis testing through path analysis prove that transformational leadership and organizational culture both partially and simultaneously have a significant effect on work motivation and employee performance. For the indirect effects of transformational leadership and organizational culture on employee performance through work motivation, it shows that the application of transformational leadership and good organizational culture can increase employee motivation at a higher level, which indirectly has an impact on improving employee performance. However, on the other hand work motivation partially does not affect employee performance.