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Sample records for organizational leadership capability

  1. Organizational Learning through Transformational Leadership

    Science.gov (United States)

    Imran, Muhammad Kashif; Ilyas, Muhammad; Aslam, Usman; Ubaid-Ur-Rahman

    2016-01-01

    Purpose: The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of…

  2. Climate Leadership Award for Organizational Leadership

    Science.gov (United States)

    Apply to the Climate Leadership Award for Organizational Leadership, which publicly recognizes organizations for their comprehensive greenhouse gas inventories and aggressive emissions reduction goals.

  3. Leadership and Organizational Culture

    Institute of Scientific and Technical Information of China (English)

    宋丽娜

    2015-01-01

    This essay attempts to explore the relationship between leaders, organizational culture, and national culture. Leaders cre⁃ate“climate of the organization”with six mechanisms. Furthermore, leaders style of management is considerably influenced by their national culture based on Hofstede’s organizational culture theory. Varieties of examples and cases are analyzed to illustrate that leadership beliefs and practices have direct relationship with organizational culture and shape their individualistic communica⁃tion styles and goals that influence to a significant degree in establishing shared values, beliefs and practices among employees within an organization.

  4. We've got the power - the relevance of IT leadership and organizational IT capabilities in the fully digitized business era

    DEFF Research Database (Denmark)

    Wunderlich, Nico; Beck, Roman

    2017-01-01

    Modern information technologies allow for an ever increasing digitization of business processes in various industries around the globe. This requires an organization-wide digital mindset and IT capabilities to react agile in turbulent business environments. Which enabling role CIOs have to develo...... strengthening the CIO leadership position furthermore throughout the entire organization to cope with the challenges arising from the ongoing digitization of business processes....... and organizational factors characterizing the CIO position and combine them with two preliminary stages of IT competencies, IT infrastructure and IT capabilities, in a single nomological net to identify their influence on strategic IT alignment. Evaluating the results by means of a broad sample collected within...

  5. Dynamic capabilities, Marketing Capability and Organizational Performance

    Directory of Open Access Journals (Sweden)

    Adriana Roseli Wünsch Takahashi

    2017-01-01

    Full Text Available The goal of the study is to investigate the influence of dynamic capabilities on organizational performance and the role of marketing capabilities as a mediator in this relationship in the context of private HEIs in Brazil. As a research method we carried out a survey with 316 IES and data analysis was operationalized with the technique of structural equation modeling. The results indicate that the dynamic capabilities have influence on organizational performance only when mediated by marketing ability. The marketing capability has an important role in the survival, growth and renewal on educational services offerings for HEIs in private sector, and consequently in organizational performance. It is also demonstrated that mediated relationship is more intense for HEI with up to 3,000 students and other organizational profile variables such as amount of courses, the constitution, the type of institution and type of education do not significantly alter the results.

  6. Transforming organizational capabilities in strategizing

    DEFF Research Database (Denmark)

    Jørgensen, Claus; Friis, Ole Uhrskov; Koch, Christian

    2014-01-01

    Offshored and networked enterprises are becoming an important if not leading organizational form and this development seriously challenges their organizational capabilities. More specifically, over the last years, SMEs have commenced entering these kinds of arrangements. As the organizational...... capabilities of SMEs are limited at the outset, even more emphasis is needed regarding the issues of developing relevant organizational capabilities. This paper aims at investigating how capabilities evolve during an offshoring process of more than 5 years in two Danish SMEs, i.e. not only short- but long......-term evolvements within the companies. We develop our framework of understanding organizational capabilities drawing on dynamic capability, relational capability and strategy as practice concepts, appreciating the performative aspects of developing new routines. Our two cases are taken from one author’s Ph...

  7. Leadership training, leadership strategies and organizational performance

    DEFF Research Database (Denmark)

    Ladegaard, Louise; Andersen, Lotte Bøgh; Bøllingtoft, Anne

    Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We...... use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering...... this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop...

  8. Organizational Theory and Leadership Navigation

    Science.gov (United States)

    Brazer, S. David; Kruse, Sharon D.; Conley, Sharon

    2014-01-01

    Teaching organizational theory in a way that bridges to leadership practice is vital to preparing deft educational leaders who understand the organizational behavior of schools and districts. Organizational theory guides understanding of the complexities of schools and districts and can be a basis for collaborative and effective decision making.…

  9. Leadership, Culture and Organizational Change

    Directory of Open Access Journals (Sweden)

    Vladimir-Codrin Ionescu

    2014-12-01

    Full Text Available An effective leadership, an evolutionary organizational culture and permanent connection to change may ensure a company’s success within an ever more dynamic competitive environment. The scientific approach of this paper is in line with theoretical and applied research in the field by the presentation of the connections existing among leadership, organizational culture and organizational change. The paper highlights the triad “vision – motivation – momentum”, the mission and the defining coordinates of leadership, the complementarity “new – tradition” in organizational culture, the stages of the change management process and the role of managers and leaders in the preparation and implementation of change projects. Leadership is essential in building and developing an appropriate cultural model, which, in its turn, is an important vector of organizational change processes in modern companies.

  10. Impacts of organizational leadership and culture on organizational ...

    African Journals Online (AJOL)

    Impacts of organizational leadership and culture on organizational trust: Role of job cadre. ... Open Access DOWNLOAD FULL TEXT ... Data analysis via two separate 2X2X2 ANOVA revealed significant main influences of leadership quality ...

  11. Linking transformational leadership and organizational culture

    NARCIS (Netherlands)

    den Hartog, D.N.; van Meijen, J.J.; Koopman, P.L.

    1996-01-01

    Many authors assume a strong relationship between culture and leadership in organizations. Leaders create, transform and manage organizational cultures. Although this linkage between organizational culture and leadership is often referred to, hypotheses and propositions are often not specific and

  12. Leadership impact in organizational performance

    Directory of Open Access Journals (Sweden)

    Venet Shala

    2018-03-01

    Full Text Available The aim of this paper is to understand the impact of organizational leadership and its performance analyzing the concepts and styles of leadership behaviors within organization, in our study case LOGI-KOS, describing good performance through successful leadership impact and its values. Throughout the study, different leadership theories are mentioned. There are two methods which are used to gather information, qualitative and quantitative method. Eye to eye interviews have been organized with the CEO of the organization which is part of our study case and surveys are filled by employees. Empiric study is made possible through surveys in which took part over 28 out of 36 employees. As of the information which was gathered, it indicates that in our case study the leadership behaviors had huge impact within the performance of the organization, which is one of the key factors for success.

  13. Lean Leadership - Organizational Buy - Ins

    Directory of Open Access Journals (Sweden)

    Dr. Revathi Iyer

    2017-05-01

    Full Text Available Great organizations have become leaders due to their leadership and sustainable initiatives. One such initiative is adoption of lean leadership to align core strategies with all functional areas of business. Leadership is likely to take place in a lean environment because improvements that happen are continual and can only be supported by leadership which understands this important aspect. The topic of lean leadership organizational buy ins speaks on how lean leadership could affect organizations that adopt lean and other quality tools. Purpose of the study This study has been undertaken to understand When leadership more of is likely to take place in lean . Leadership plays a very important role while adopting lean processes and how lean leadership can address the process problem. Application of leadership lenses to lean processes needs great foresight thought and creativity. It has been also observed that lean management and lean processes can happen only if leadership is able to effectively communicate the thought of continual improvement to bring in a lean organization and a future state of processes where everything of a firm process and procedure is continually improving and the best strategies to manage this change becomes a philosophy. Lean leadership is associated with such a change. This enables leadership vision to be clear as it paves the way for current state and is clear to everyone. It is this leadership vision which enables employees to think and act in a way that perpetrates continual improvement. Hence leadership buys ins for lean are very necessary. The purpose of the study is also to understand how leaders can not only use cost reduction but also reducing time-to-market improving service quality and reducing risk exposure by adopting lean methods . it has been also seen that there is overall productivity and efficiency in organizations holistically when leadership endorses lean methodology. Radnor Z. and Bucci G. 2007

  14. The Organizational Economics of Organizational Capability and Heterogeneity

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Argyres, Nicholas; Felin, Teppo

    For decades, the literatures on firm capabilities and organizational economics have been at odds with each other, specifically relative to explaining organizational boundaries and heterogeneity. We briefly trace the history of the relationship between the capabilities literature and organizational...... economics and point to the dominance of a “capabilities first” logic in this relationship. We argue that capabilities considerations are inherently intertwined with questions about organizational boundaries and internal organization, and use this point to respond to the prevalent “capabilities first” logic....... We offer an integrative research agenda that focuses, first, on the governance of capabilities and, second, on the capability of governance....

  15. Organizational Economics of Capability and Heterogeneity

    DEFF Research Database (Denmark)

    Argyres, Nicholas S.; Felin, Teppo; Foss, Nicolai Juul

    2012-01-01

    For decades, the literatures on firm capabilities and organizational economics have been at odds with each other, specifically relative to explaining organizational boundaries and heterogeneity. We briefly trace the history of the relationship between the capabilities literature and organizational...... economics, and we point to the dominance of a “capabilities first” logic in this relationship. We argue that capabilities considerations are inherently intertwined with questions about organizational boundaries and internal organization, and we use this point to respond to the prevalent capabilities first...... logic. We offer an integrative research agenda that focuses first on the governance of capabilities and then on the capability of governance....

  16. Relationship Between Leadership Styles and Organizational Creativity

    Directory of Open Access Journals (Sweden)

    Katarzyna Bratnicka

    2015-03-01

    Full Text Available Purpose: Empirical research on entrepreneurship in organizations has brought disparate and often contradictory evidence related to the impact of leadership on creativity in organizations. The purpose of this paper is to explore and discuss the impact of different leadership styles on creativity, with the view to formulating an integrated conceptual model that links creative novelty and creative practicality with leadership. Methodology: The author applied the methodology of meta-theoretical review. In accordance with the principles of theoretical bricolage, a new conceptual model was built on the basis of the multidimensional creativity theory and the leadership theory. In her analysis, the author took into account leadership styles that have already been subject to research; each of them was mapped in the two-dimensional space of organizational creativity. Findings: In order to fully understand the reasons for differences in organizational creativity, the drivers of divergences in the space of creative novelty and creative practicality need to be clarified. Greater knowledge about the impact of leadership styles on the structure and configuration of organizational creativity is necessary. In this paper, the author provides a theoretical framework that illustrates manners in which leadership influences organizational creativity. The model clarifies the role that leadership plays in shaping a unique configuration of organizational creativity, and consequently in ensuring the necessary internal adaptation of an organization. Originality: The value of this research lies in the situational interpretation of various leadership styles in the context of their impact on organizational creativity. The analysis goes beyond the conventional discussion about leadership and creativity, focused on establishing whether a given leadership style proves beneficial or not for organizational creativity. The paper identifies particular effects that several key

  17. Nurse practitioners: leadership behaviors and organizational climate.

    Science.gov (United States)

    Jones, L C; Guberski, T D; Soeken, K L

    1990-01-01

    The purpose of this article is to examine the relationships of individual nurse practitioners' perceptions of the leadership climate in their organizations and self-reported formal and informal leadership behaviors. The nine climate dimensions (Structure, Responsibility, Reward, Perceived Support of Risk Taking, Warmth, Support, Standard Setting, Conflict, and Identity) identified by Litwin and Stringer in 1968 were used to predict five leadership dimensions (Meeting Organizational Needs, Managing Resources, Leadership Competence, Task Accomplishment, and Communications). Demographic variables of age, educational level, and percent of time spent performing administrative functions were forced as a first step in each multiple regression analysis and used to explain a significant amount of variance in all but one analysis. All leadership dimensions were predicted by at least one organizational climate dimension: (1) Meeting Organizational Needs by Risk and Reward; (2) Managing Resources by Risk and Structure; (3) Leadership Competence by Risk and Standards; (4) Task Accomplishment by Structure, Risk, and Standards; and (5) Communication by Rewards.

  18. THE IMPACT OF LEADERSHIP ON ORGANIZATIONAL PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Raluca-Elena HURDUZEU

    2015-04-01

    Full Text Available An organization is considered to be effective if it finds the balance between the demands of various stakeholders (owners, employees, customers, community and the needs of the employees. We believe that an appropriate leadership style can influence and ensure the prosperity and the economic growth of both the organization and employees. Therefore, the aim of the paper is to explore the impact of leadership styles on the organizational performance. Our main focus is on transformational leadership and its role in facilitating the increase in organizational performance. Transformational leaders inspire individuals within the organizations to work harder and to strive for the highest levels of performance. We begin by underlining the connection between transformational leadership and organizational performance, we provide examples on transformational leadership practices’ impact the organizations and we conclude by making some future research propositions.

  19. The Top 30 Rising Stars Program: an inter-organizational approach to leadership succession planning.

    Science.gov (United States)

    Dilworth, Katie; Lankshear, Sara; Cava, Maureen; Aldred, Jacqueline; Hawkes, Nancy; Lefebre, Nancy; Price, Jennifer; Lawler, Valerie

    2011-01-01

    An effective leadership development program is an organizational investment that advances individual performance while strengthening organizational capabilities. The Top 30 Rising Stars Program is a leadership succession program designed to enable leadership capacity building within and across organizations. Key components of the program include formal learning, stretch opportunities, and mentorship. Evaluation results reveal high participant satisfaction and an increase in reported self-confidence in their ability to assume a formal leadership position.

  20. Fostering Leadership through Organizational Structure

    Science.gov (United States)

    Willett, Brantley P.

    2012-01-01

    This case study discusses the postindustrial paradigm of leadership and its influence on the field of leadership and also the higher education leadership literature. Furthermore, this case study examines the structure of one university honor society to discuss how the structure allows for the development of multiple leaders within the…

  1. Organizational capabilities and new market entry processes

    DEFF Research Database (Denmark)

    Nogueira, Leticia Antunes; Andersen, Poul Houman; Drejer, Ina

    This is a conceptual paper that addresses the question of organizational capabilities in the context of firms entering markets that are new to them. The purpose of this work is to outline the theoretical debate on the topic, and propose avenues for empirical investigation....

  2. Intergroup leadership in organizations: Leading across group and organizational boundaries

    NARCIS (Netherlands)

    M.A. Hogg (Michael); D.L. van Knippenberg (Daan); D.E. Rast III (David)

    2012-01-01

    textabstractIntergroup leadership-leadership of collaborative performance of different organizational groups or organizations-is associated with unique intergroup challenges that are not addressed by traditional leadership theories. To address this lacuna, we describe a theory of intergroup

  3. Relationship between organizational culture, leadership style and ...

    African Journals Online (AJOL)

    This study investigated the relationship between organizational culture, leadership style and job satisfaction in a Nigerian private manufacturing organization. The study population consisted of employees of International Brewery Plc, Ilesha and the study sample consisted of 80% of the workforce at the Brewery comprising ...

  4. Relation between Democratic Leadership and Organizational Cynicism

    Science.gov (United States)

    Terzi, Ali Riza; Derin, Ramazan

    2016-01-01

    This study intends to analyze the relation between school principals' leadership styles and teachers' perception of organizational cynicism. The study group consists of 268 participants teaching at high schools in the Balikesir district of Turkey during 2014-2015 academic year. In the study, which used relational survey model, data was collected…

  5. How failure to align organizational climate and leadership style affects performance

    DEFF Research Database (Denmark)

    Haakonsson, Dorthe Døjbak; Obel, Børge; Burton, Richard

    2008-01-01

    The purpose of this paper is to investigate how misalignments between the organizational climate (measured as information-processing demand) and the leadership style (measured as information-processing capability) may result in negative performance consequences.......The purpose of this paper is to investigate how misalignments between the organizational climate (measured as information-processing demand) and the leadership style (measured as information-processing capability) may result in negative performance consequences....

  6. The Influence of Leadership, Talent Management, Organizational Cultureand Organizational Support on Employee Engagement

    OpenAIRE

    Jimmy Sadeli

    2012-01-01

    A leadership driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional) on employee engagement, mediated by three intangible organizational factors: (1) talent management practices, (2) organizational culture, and (3) perceived organizational support (POS). Results of this research show that leadership behaviors (transformational and interaction b...

  7. The Role of Organizational Learning in Transformational Leadership and Organizational Innovation

    Science.gov (United States)

    Hsiao, Hsi-Chi; Chang, Jen-Chia

    2011-01-01

    Leadership is an important factor affecting organizational innovation. Many studies show that transformational leadership has positive and significant influence on organizational innovation. Based on a literature review and previous work, this study aims to investigate the influence of transformational leadership on organizational innovation and…

  8. The Influence of Leadership, Talent Management, Organizational Cultureand Organizational Support on Employee Engagement

    Directory of Open Access Journals (Sweden)

    Jimmy Sadeli

    2012-12-01

    Full Text Available A leadership-driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional on employee engagement, mediated by three intangible organizational factors: (1 talent management practices, (2 organizational culture, and (3 perceived organizational support (POS. Results of this research show that leadership behaviors (transformational and interaction between transformational and transactional significantly influence mediating variables (talent management practices, organizational culture and POS, whereas transactional leadership must interact with transformational leadership behavior to influence mediating variables. Both talent management practices and organizational culture influence employee engagement, while POS indirectly influences employee engagement.

  9. Gender and leadership aspiration: the impact of organizational identification

    NARCIS (Netherlands)

    Fritz, C. (Claudia); D.L. van Knippenberg (Daan)

    2017-01-01

    textabstractPurpose: Although nowadays more women occupy leadership roles, they still are a minority. Because aspiration is a precursor of advancement, examining conditions fostering female leadership aspiration is important. A neglected perspective is the impact of organizational identification.

  10. Leadership, Trust and Organizational Performance in the Public Sector

    Directory of Open Access Journals (Sweden)

    Hugo ASENCIO

    2016-12-01

    Full Text Available This study uses survey data on U.S. federal employees to investigate whether employee trust in leaders mediates the relationship between transactional and transformational leadership behaviors and organizational performance. The fi ndings suggest that both transactional and transformational leadership behaviors and employee trust in leaders are positively associated with organizational performance. Employee trust in leaders was found to mediate the relationship between transformational and transactional leadership and organizational performance. The study suggests that public leaders need to continue to develop their leadership skills, particularly their transformational leadership ones, as well as build trust to improve performance within their organizations.

  11. Organizational capability in the public sector: \\ud a configurational approach

    OpenAIRE

    Andrews, Rhys William; Beynon, Malcolm James; McDermott, Aoife

    2015-01-01

    This paper brings together resource-based theory and contingency theory to analyse organizational capability in the public sector. Fuzzy-set Qualitative Comparative Analysis is used to identify configurations of organizational attributes (department size, structural complexity, agencification, personnel instability, use of temporary employees), associated with high and low organizational capability in UK central government departments. Findings identify a single core configuration of organiza...

  12. Organizational Conspiracy Beliefs: Implications for Leadership Styles and Employee Outcomes.

    Science.gov (United States)

    van Prooijen, Jan-Willem; de Vries, Reinout E

    2016-01-01

    Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict conspiracy beliefs among employees in the context of organizations. Furthermore, we examined if such organizational conspiracy beliefs have implications for organizational commitment and turnover intentions. We conducted a survey among a random sample of the US working population ( N  = 193). Despotic, laissez-faire, and participative leadership styles predicted organizational conspiracy beliefs, and the relations of despotic and laissez-faire leadership with conspiracy beliefs were mediated by feelings of job insecurity. Furthermore, organizational conspiracy beliefs predicted, via decreased organizational commitment, increased turnover intentions. Organizational conspiracy beliefs matter for how employees perceive their leaders, how they feel about their organization, and whether or not they plan to quit their jobs. A practical implication, therefore, is that it would be a mistake for managers to dismiss organizational conspiracy beliefs as innocent rumors that are harmless to the organization. Three novel conclusions emerge from this study. First, organizational conspiracy beliefs occur frequently among employees. Second, participative leadership predicts decreased organizational conspiracy beliefs; despotic and laissez-faire leadership predict increased organizational conspiracy beliefs due to the contribution of these destructive leadership styles to an insecure work environment. Third, organizational conspiracy beliefs harm organizations by influencing employee commitment and, indirectly, turnover intentions.

  13. The Influence Of Leadership, Talent Management, Organizational Cultureand Organizational Support On Employee Engagement

    Directory of Open Access Journals (Sweden)

    Jimmy Sadeli

    2015-08-01

    Full Text Available A leadership driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional on employee engagement, mediated by three intangible organizational factors: (1 talent management practices, (2 organizational culture, and (3 perceived organizational support (POS. Results of this research show that leadership behaviors (transformational and interaction between transformational and transactional significantly influence mediating variables (talent management practices, organizational culture and POS, whereas transactional leadership must interact with transformational leadership behavior to influence mediating variables. Both talent management practices and organizational culture influence employee engagement, while POS indirectly influences employee engagement.Keywords:Talent management practices, Employee engagement, Transformational and transactional Leadership behaviors, Leadership-driven model on employee engagement

  14. Influence of School Managers' Ethical Leadership Behaviors on Organizational Culture: Teachers' Perceptions

    Science.gov (United States)

    Toytok, Esef Hakan; Kapusuzoglu, Saduman

    2016-01-01

    Problem Statement: Frequently researched, organizational effectiveness is influenced by leadership, organizational culture and climate, organizational commitment, and job satisfaction; additionally, for effective, sustainable management, ethical leadership, which also influences organizational culture, is emphasized. To our knowledge, no previous…

  15. A Comparison of Leadership Styles and Organizational Cultures.

    Science.gov (United States)

    Ortiz, Flora Ida

    Three separate studies of three different school superintendents are reported on in terms of the effect of leadership styles on organizational cultures. The analysis used nine descriptors derived from Schein's comprehensive description of leadership in the conduct of organizational culture creation. The report is based on historical and…

  16. RELATIONSHIP BETWEEN THE LEADERSHIP BEHAVIORS AND ORGANIZATIONAL TRUST AND ORGANIZATIONAL JUSTICE

    OpenAIRE

    YILMAZ, Kürşad; ALTINKURT, Yahya

    2014-01-01

    This paper examined the relationships between the school administrators’ leadership behavior and teachers’ perceptions of organizational trust, and organizational justice. The sample of the survey model study consists of 271 high school teachers in the province of Kutahya in Turkey. Data is collected by “Organizational Trust Scale”, “Organizational Justice Scale” and “Leadership Behavior Scale”. Data is analyzed through descriptive statistics and Regression Analysis. The research findings sho...

  17. SERVANT LEADERSHIP AND ORGANIZATIONAL TRUST: THE MEDIATING EFFECT OF THE LEADER TRUST AND ORGANIZATIONAL COMMUNICATION

    Directory of Open Access Journals (Sweden)

    Morad Rezaei

    2012-01-01

    Full Text Available The purpose of this paper aims to clarify the relationship between servant leadership and organizational trust, and tries to demonstrate the mediator role of leader trust and organizational communication in this relationship. The study sample included 258 employees of Guilan province Tax Administration and for sampling we used cluster method. Previous studies have also focused on the positive impact of servant leadership in organizational trust and in this article the results show that there is a significant relationship between servant leadership, organizational trust, leader trust and organizational communication.

  18. On leadership organizational intelligence/organizational stupidity: the leader's challenge.

    Science.gov (United States)

    Kerfoot, Karlene

    2003-01-01

    Creating organizations with a high IQ or creating organizations without the necessary intelligence guarantees success or failure of the organization. Without structures such as shared leadership and other forms of participative management, the organization or unit cannot access and use the available information and wisdom in the organization. When nurses and other health care professionals do not feel like they have a shared stake and do not feel like citizens of the organization, they lack passion for the organization's work. When nurses feel a sense of share ownnership and autonomy for the clinical practice, terrific outcomes are achieved. Leaders must accept the challenge to build the infrastructure that leads to excellence in organizational IQ.

  19. Human-Oriented Leadership and Organizational Commitment in US Subsidiary Company Based in Sarawak

    Directory of Open Access Journals (Sweden)

    Azman Ismail

    2016-11-01

    Full Text Available This article was conducted to examine the relationship between human-oriented leadership (HOL and organizational commitment. A survey method was employed to obtain data from the employees of one US subsidiary companybased in Sarawak. Results of the Partial Least Squares (SmartPLS model analysis confirmed that participative leadership, supportive leadership, and empowerment act as important antecedents of organizational commitment.These findings reveal that the capability of managers practicing HOL styles (supportive, participative, and empowerment has enhanced employees’ commitment to the organization.

  20. Generational Differences Impact On Leadership Style And Organizational Success

    OpenAIRE

    Mecca M. Salahuddin

    2011-01-01

    Many factors can affect organizational success. One factor that is important to organizational success is effective leadership.  Research has shown there are differences in leadership style among generations.  A cohort- group whose length approximates the span of life and boundaries and fixed by peer personality defines a generation.  The purpose of this paper is to review the current leadership styles and generational differences literature.  The paper examines whether th...

  1. THE DEXTERITY OF LEADERSHIP ENTRENCHES THE SCHOLASTIC ORGANIZATIONAL PERFORMANCE

    OpenAIRE

    Rudrarup GUPTA; Alexandru‐Mircea NEDELEA

    2015-01-01

    Leadership is an encyclopedic concept for a successful business formation. A business is a commercial activity to run a very thoughtful transaction in terms of money. Leadership consists of the perceptual vision and mission to establish a promising business concept for an upcoming recognition and the indelible goodwill as well. More over Leaders do inspire the entire organizational authority to accept the destined organizational metamorphosis for promoting the organizational elegance in deed.

  2. THE DEXTERITY OF LEADERSHIP ENTRENCHES THE SCHOLASTIC ORGANIZATIONAL PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Rudrarup\tGUPTA

    2015-12-01

    Full Text Available Leadership is an encyclopedic concept for a successful business formation. A business is a commercial activity to run a very thoughtful transaction in terms of money. Leadership consists of the perceptual vision and mission to establish a promising business concept for an upcoming recognition and the indelible goodwill as well. More over Leaders do inspire the entire organizational authority to accept the destined organizational metamorphosis for promoting the organizational elegance in deed.

  3. Leadership, Organizational, and Institutional Studies: Reconciling and Teaching Competing Perspectives

    Science.gov (United States)

    Shoup, John R.

    2016-01-01

    Leadership, organizational, and institutional theories provide competing explanations on the nature of leadership and role of leaders. Part of the problem is that each theory is often studied in isolation, leading to incomplete perspectives on the essence of leadership in value driven contexts. A holistic paradigm that blends the three dominant…

  4. Organizational Context and Capabilities for Integrating Care: A Framework for Improvement

    Directory of Open Access Journals (Sweden)

    Jenna M. Evans

    2016-08-01

    Full Text Available Background: Interventions aimed at integrating care have become widespread in healthcare; however, there is significant variability in their success. Differences in organizational contexts and associated capabilities may be responsible for some of this variability. Purpose: This study develops and validates a conceptual framework of organizational capabilities for integrating care, identifies which of these capabilities may be most important, and explores the mechanisms by which they influence integrated care efforts.  Methods: The Context and Capabilities for Integrating Care (CCIC Framework was developed through a literature review, and revised and validated through interviews with leaders and care providers engaged in integrated care networks in Ontario, Canada. Interviews involved open-ended questions and graphic elicitation. Quantitative content analysis was used to summarize the data.  Results: The CCIC Framework consists of eighteen organizational factors in three categories: Basic Structures, People and Values, and Key Processes. The three most important capabilities shaping the capacity of organizations to implement integrated care interventions include Leadership Approach, Clinician Engagement and Leadership, and Readiness for Change. The majority of hypothesized relationships among organizational capabilities involved Readiness for Change and Partnering, emphasizing the complexity, interrelatedness and importance of these two factors to integrated care efforts.  Conclusions: Organizational leaders can use the framework to determine readiness to integrate care, develop targeted change management strategies, and select appropriate partners with overlapping or complementary profiles on key capabilities. Researchers may use the results to test and refine the proposed framework, with a focus on the hypothesized relationships among organizational capabilities and between organizational capabilities and performance outcomes.

  5. Organizational Context and Capabilities for Integrating Care: A Framework for Improvement

    Science.gov (United States)

    Grudniewicz, Agnes; Baker, G. Ross; Wodchis, Walter P.

    2016-01-01

    Background: Interventions aimed at integrating care have become widespread in healthcare; however, there is significant variability in their success. Differences in organizational contexts and associated capabilities may be responsible for some of this variability. Purpose: This study develops and validates a conceptual framework of organizational capabilities for integrating care, identifies which of these capabilities may be most important, and explores the mechanisms by which they influence integrated care efforts. Methods: The Context and Capabilities for Integrating Care (CCIC) Framework was developed through a literature review, and revised and validated through interviews with leaders and care providers engaged in integrated care networks in Ontario, Canada. Interviews involved open-ended questions and graphic elicitation. Quantitative content analysis was used to summarize the data. Results: The CCIC Framework consists of eighteen organizational factors in three categories: Basic Structures, People and Values, and Key Processes. The three most important capabilities shaping the capacity of organizations to implement integrated care interventions include Leadership Approach, Clinician Engagement and Leadership, and Readiness for Change. The majority of hypothesized relationships among organizational capabilities involved Readiness for Change and Partnering, emphasizing the complexity, interrelatedness and importance of these two factors to integrated care efforts. Conclusions: Organizational leaders can use the framework to determine readiness to integrate care, develop targeted change management strategies, and select appropriate partners with overlapping or complementary profiles on key capabilities. Researchers may use the results to test and refine the proposed framework, with a focus on the hypothesized relationships among organizational capabilities and between organizational capabilities and performance outcomes. PMID:28413366

  6. The Impact of Knowledge Management Capability, Organizational Learning, and Supply Chain Management Practices on Organizational Performance

    Directory of Open Access Journals (Sweden)

    Ingy Essam Eldin Salama

    2017-03-01

    Full Text Available The focus of this research is developing and examining a conceptual framework relating resource-based organizational capabilities and inter-organizational practices with organizational performance. Specifically, it investigates the relationship between knowledge management capability, organizational learning, supply chain management practices and organizational performance. Such a study is important as it contributes to the growing body of literature that links organizational capabilities and practices with organizational performance. In addition, it also contributes to empirical knowledge by applying the proposed conceptual framework in the Egyptian context, which is currently under-researched. The research approach adopted in this research includes empirical examination of the hypothesized relationships among research variables applied on 63 factories with more than 100 employees located at New Borg Al-Arab industrial city using self-administrated questionnaires. The findings of this research provide evidence that knowledge management capability has an impact on organizational learning as well as on supply chain management practices. However, none of the research variables; i.e. knowledge management capability, organizational learning and supply chain management practices have an impact on organizational performance. The main conclusion drawn from this study is that knowledge management capability may be useful to managers for predicting organizational learning and coordinating supply chain management practices between supply chain members. In addition, it could be concluded that organizational performance, in the factories under study, is affected by variables other than knowledge management capability, organizational learning and supply chain management practices.

  7. The Endogenous Origins of Experience, Routines and Organizational Capabilities

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Felin, Teppo

    2011-01-01

    In this paper we discuss the origins and emergence of organizational routines and capabilities. We first argue that there are theoretical and endogeneity-related concerns associated with the key antecedents and mechanisms specified by the extant routines and capabilities literature. Specifically,...... or rationalist, choice-based approach can provide a more fruitful (though preliminary) foundation for understanding organizational behavior and capabilities.......In this paper we discuss the origins and emergence of organizational routines and capabilities. We first argue that there are theoretical and endogeneity-related concerns associated with the key antecedents and mechanisms specified by the extant routines and capabilities literature. Specifically......, we explicate the behaviorist and empiricist foundations of the organizational routines and capabilities literature and the extant emphasis placed on experience, repetition, and observation as the key antecedents and mechanisms of routines and capabilities. Based on this discussion we highlight...

  8. Effects of participation in the Executive Leadership in Academic Medicine (ELAM) program on women faculty's perceived leadership capabilities.

    Science.gov (United States)

    McDade, Sharon A; Richman, Rosalyn C; Jackson, Gregg B; Morahan, Page S

    2004-04-01

    This study measured the impact of participation by women academics in the Executive Leadership in Academic Medicine (ELAM) program as part of a robust evaluation agenda. The design is a classic pre/post, within-group, self-report study. The survey elicits self-perception about leadership in ten constructs: knowledge of leadership, management, and organizational theory; environmental scanning; financial management; communication; networking and coalition building; conflict management; general leadership; assessment of strengths and weaknesses; acceptance of leadership demands; and career advancement sophistication. The post surveys inquire additionally about perceived program usefulness. Data were collected from 79 participants (1997-98, 1998-99, and 2000-01 classes). Response rates were nearly 100% (pre) and 69% to 76% (post). Statistically significant increases (p leadership capabilities were identified across all ten leadership constructs. Gains were large in knowledge of leadership and organizational theory, environmental scanning, financial management, and general leadership. Gains in career building knowledge were large to moderate. More modest were gains in communication, networking, and conflict management. There were significant correlations between each leadership construct and perceived usefulness of the program. Significant improvements were reported on all leadership constructs, even when participants viewed themselves as already skilled. While it cannot be concluded that participation in ELAM directly and solely caused all improvements, it seems unlikely that midcareer women faculty would improve on all ten constructs in 11 months after program completion by natural maturation alone. Future research will investigate whether the changes are due to ELAM or other factors, and assess whether participants show more rapid advancement into leadership than comparable women not participating in ELAM.

  9. Development of measures of organizational leadership for health promotion.

    Science.gov (United States)

    Barrett, Linda; Plotnikoff, Ronald C; Raine, Kim; Anderson, Donna

    2005-04-01

    This study describes the development and psychometric evaluation of four scales measuring leadership for health promotion at an organizational level in the baseline survey (n=144) of the Alberta Heart Health Project. Content validity was established through a series of focus groups and expert opinion appraisals, pilot testing of a draft based on capacity assessment instruments developed by other provinces involved in the Canadian Heart Health Initiative, and the literature. Psychometric analyses provided empirical evidence of the construct validity and reliability of the organizational leadership scales. Principal component analysis verified the unidimensionality of the leadership scales of (a) Practices for Organizational Learning, (b) Wellness Planning, (c) Workplace Climate, and (d) Organization Member Development. Scale alpha coefficients ranged between .79 and .91 thus establishing good to high scale internal consistencies. These measures can be used by both researchers and practitioners for the assessment of organizational leadership for health promotion and heart health promotion.

  10. Strategic Leadership and Entrepreneurial Capability for Game Change

    DEFF Research Database (Denmark)

    Abdelgawad, Sondos G.; Zahra, Shaker A.; Velikova, Silviya Svejenova

    2013-01-01

    In this article, we introduce the concept of entrepreneurial capability (EC) to capture a firm’s capacity to sense, select, and shape opportunities, and synchronize their strategic moves and resources in pursuit of these opportunities. We define EC and explain its dimensions, highlighting its role...... in achieving and sustaining a firm’s competitive advantage. We also propose that EC is instrumental for realizing a firm’s game-changing strategies, that is, those strategic moves that fundamentally alter the nature, domain and dynamics of competition. Furthermore, we propose that strategic leadership plays...... an essential role in honing a company’s EC and aligning it with its game-changing strategy by creating an organizational context where transforming the business ecosystem becomes feasible. Finally, we articulate the implications of EC for managerial practices and for advancing future research...

  11. Primary Principals' Leadership Styles, School Organizational Health and Workplace Bullying

    Science.gov (United States)

    Cemaloglu, Necati

    2011-01-01

    Purpose: The purpose of this paper is to determine the relationships between leadership styles of primary school principals and organizational health and bullying. Design/methodology/approach: Two hypotheses were formulated in relation to the research. Three instruments were used--a multi-level questionnaire for measuring leadership, an…

  12. Impact of Personnel Capabilities on Organizational Innovation Capability

    DEFF Research Database (Denmark)

    Nielsen, Susanne Balslev; Momeni, Mostafa

    2016-01-01

    in this rapidly changing world. This research focuses on definition of the personnel aspect of innovation capability, and proposes a conceptual model based on the scientific articles of academic literature on organisations innovation capability. This paper includes an expert based validation in three rounds...... of the Delphi method. And for the purpose of a better appreciation of the relationship dominating the factors of the model, it has distributed the questionnaire to Iranian companies in the Food industry. This research proposed a direct relationship between Innovation Capability and the Personnel Capability...

  13. Does organizational culture mediate the relationship between transformational leadership and organizational commitment

    Directory of Open Access Journals (Sweden)

    Nor Hazana Abdullah

    2015-02-01

    Full Text Available To date, the relationships among organizational culture, transformational leadership and organizational commitment have been empirically investigated. However, majority of these studies have been focusing on direct effects of either transformational leadership or organizational culture on organizational commitment in large organizations. This approach might not only hinder our understanding on real predictors of organizational commitment but also obscure the presence of spurious relationships. Therefore, this study aims to determine the mediating effect of organizational culture on the relationship between transformational leadership and organizational commitment among small business employees. An explanatory research design was used with cross-sectional survey as data collection technique. Once the composite reliability, construct, and convergent and discriminant validity of the measurement constructs were established, a Partial Least Square Structural Equation Modeling (PLS-SEM was run to analyze the structural model and the mediating effect of organizational culture. The results showed that organizational culture mediates the effect of transformational leadership on organizational commitment among small business. This study cautions the generalization of findings obtained from large organizations to be extended to small organizations.

  14. Followers in the organizational leadership process: From attribution to shared leadership

    Directory of Open Access Journals (Sweden)

    Vesna Stojanovic Aleksic

    2016-08-01

    Full Text Available Despite the fact that most of the theories and models of leadership are solely focused on the leader as the central figure of the leadership process, there is a need to draw attention to the importance of the followers’ role in the organizational leadership process, which is the main subject of this paper. Newer approaches to leadership provide a framework for the study of a reciprocal influence in the leadership process, in which the behavior of the leader appears as both an independent and a dependent variable at the same time. The aim is to draw attention to the necessity of adjusting leadership styles to the characteristics of the followers and encourage the followers’ active role in leadership, as the basic precondition for the effectiveness of the entire leadership process. The paper reviews the evolution of the role of the followers in organizational leadership through various approaches and models of leadership, from the attribution of potential leadership qualities through the process of attribution, through the followers’ influence in the selection of the dominant leadership style, to the equal participation in the leadership process, reflected in the concepts of servant leadership and shared leadership.

  15. Thomistic Scientific Leadership and Common Sense Triad of Organizational Harmony

    Directory of Open Access Journals (Sweden)

    A. William McVey

    2014-12-01

    Full Text Available This paper examines the nature of organizational leadership from the perspective of common sense principles. The principles are established by means of a Thomistic metaphysics of the One and the Many, i.e., the Thomistic teaching of the opposition between Unity and Multiplicity. It is this Thomistic metaphysical philosophical science that studies the distinct kind (genus of an organization and its specific common sense principles of organizational leadership. This common sense leadership is a harmonious blending of psychology, ethics and operational behavior.

  16. Interpretation of Leadership and Organizational Culture in PostNord

    OpenAIRE

    Hansen, Viktor Satterup Morell; Nissen, Peter Ravnborg; Pak, Kyeong Hwoa

    2016-01-01

    In this paper, there will be an interpretivist analysis of the organizational structure and leadership in PostNord, for the period of 2009 to 2016. The research attempts to disclose the espoused values and underlying assumption in the internal structure of the organization, and also the leadership of Lars G. Nordström, Lars Idermark and Håkan Ericsson. The theory will utilize Edgar H. Schein’s definition of organizational culture and leadership by Partington 3 schools of thought from project ...

  17. Organizational Learning Capability: An Example of University Hospital

    Directory of Open Access Journals (Sweden)

    Yasin UZUNTARLA

    2015-06-01

    Full Text Available In health care institutions aiming healthy society by the way protecting and promoting human health, reaching information has a vital importance. This descriptive research purposed an evaluation of organizational learning capability of 396 employees working in Gülhane Military Medical Academy Hospital. A questionnaire including socio-demographic characteristics was used along with Organizational Learning Capability scale designed by Ricardo CHIVA and His Friends. Data acquired was analyzed with SPSS 15.0 program. Participants’ Organizational Learning Capability and its subscales means were assessed in terms of their sociodemographic characteristics. Assessing participants’ answers in terms of 5 subscales which are experimentation, risk taking, interaction with the external environment, dialogue and participatory decision-making; for education level and professional groups, statistical significant differences was found between Organizational Learning Capability and its subscales means.

  18. Relationship between organizational culture, leadership behavior and job satisfaction.

    Science.gov (United States)

    Tsai, Yafang

    2011-05-14

    Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees. A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction. Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction. The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.

  19. Does organizational agility affect organizational learning capability? Evidence from commercial banking

    OpenAIRE

    Zaina Mustafa Mahmoud Hamad; Uğur Yozgat

    2017-01-01

    Both organizational agility and learning capability are prerequisites for organizational survival and success. This study explores the contribution of agility practices to organizational learning capabilities at the commercial banks in Jordan. To examine the proposed model, a sample of 158 employees within top and middle managements was used. Structural Equation Modeling was conducted for assessing validity and reliability of measurement instrument, evaluating model fit, and testing hypothese...

  20. Creating Opportunities for Organizational Leadership (COOL): Creating a culture and curriculum that fosters psychiatric leadership development and quality improvement.

    Science.gov (United States)

    Dickey, Chandlee; Dismukes, Rodney; Topor, David

    2014-06-01

    The authors describe the Harvard South Shore Psychiatry Residency Training Program curriculum "Creating Opportunities for Organizational Leadership," an innovative, multitiered, resident-driven, outcome-focused set of experiences designed to develop residents' leadership skills in personal leadership, organizational leadership, negotiation, strategic thinking, and systems redesign.

  1. Using Porterian Activity Analysis to Understand Organizational Capabilities

    DEFF Research Database (Denmark)

    Sheehan, Norman T.; Foss, Nicolai Juul

    2017-01-01

    conceptualized by Porter’s writings on the activity-based view. Porterian activity analysis is becoming more accepted in the strategy literature, but no strategy scholar has explicitly used Porter’s activities, and particularly his concept of drivers, to understand and analyze organizational capabilities....... Introducing Porterian activities into the discussion of capabilities improves strategy scholars’ understanding of the bases of capability heterogeneity, offers academics future directions for research, and provides managers with guidance to enhance their organizations’ capabilities....

  2. Worklife Improvement and Leadership Development study: a learning experience in leadership development and "planned" organizational change.

    Science.gov (United States)

    Cummings, Greta G; Spiers, Judith A; Sharlow, Janice; Germann, Paula; Yurtseven, Ozden; Bhatti, Aslam

    2013-01-01

    In response to increasing recognition of the importance of quality health care work environments, the Alberta Cancer Board initiated a province-wide leadership development program to plan for organizational change through a series of stages. In 2004, the Leadership Development Initiative (LDI) was implemented to facilitate organizational learning using a cohort-based leadership intervention based on a communities of practice framework. The aim of the Worklife Improvement and Leadership Development study was to examine both the outcomes and experiences of participants of the LDI program to better understand leadership development, implementation, and its impact on worklife quality among 5 cohorts of health care managers and staff at the Alberta Cancer Board. This study used both structured survey and interview methods, using a pretest-intervention-posttest quasi-experiment without a control group design, to assess the effects of LDI on worklife of leaders and staff. Surveys included the Leadership Practices Inventory and Areas of Worklife Scale, which looked at meaningfulness of work and organizational engagement. Interviews and focus group data provided a more detailed description of the experience of leadership development and perceptions of organizational worklife. The study revealed layers of information about the complexity of individual and collective leadership in a cohort-based design, perceptions of leadership initiatives, organizational worklife, and planned organizational change. Our findings suggest that early changes in how leaders reflected on their own skills and practices (Leading Self) were positive; however, growing disengagement as the LDI continued was evident in the focus group data, particularly when change in behavior of others was not perceived to be evident. To support the effectiveness and success of a leadership initiative, managers and administrators need to implement strategies designed to help leaders grow and cope with ongoing flux of

  3. Authentic leadership, organizational culture, and healthy work environments.

    Science.gov (United States)

    Shirey, Maria R

    2009-01-01

    The purpose of this article is to showcase the relationship among authentic leadership, organizational culture, and healthy work environments using a stress and coping lens. A qualitative descriptive study was conducted to determine what situations contribute to nurse manager stress, what coping strategies they utilize, what health outcomes they report, and what decision-making processes they follow to address stressful situations in their roles. A purposive sample of 21 nurse managers employed at 3 US acute care hospitals completed a demographic questionnaire and 14-question interview incorporating components of the Critical Decision Method. A secondary analysis of the data was conducted to identify differences in nurse manager narratives based upon differences in the organizational cultures where the managers worked. Of the 21 nurse managers studied, differences were evident in the organizational cultures reported. Nurse managers working in the positive organizational cultures (n = 12) generally worked in healthy work environments and engaged in more authentic leadership behaviors. Conversely, nurse managers working in the negative organizational cultures (n = 9) worked in unhealthy work environments and reported less optimism and more challenges engaging in authentic leadership practices. Organizational culture and leadership matter in creating and sustaining healthy work environments. Nurse managers play a pivotal role in creating these environments, yet they need supportive structures and resources to more effectively execute their roles.

  4. Methodological Individualism and the Organizational Capabilities Approach

    DEFF Research Database (Denmark)

    Felin, Teppo; Foss, Nicolai Juul

    2004-01-01

    AbstractDuring the last decade, strategy scholars have increasingly converged on organizationalcapabilities as a key construct in strategy research. We explicate some of the underlying,unstated assumptions of current capabilities-based work by drawing on seminal work in thephilosophy of social...... critical individual-levelconsiderations, including individual action and heterogeneity. In this note we do not denyor reject the notion of routines or capabilities per se, but rather call for an increasedemphasis on how these collective structures originate and change as a result of individualactions...

  5. Towards an Organizational Economics of Heterogeneous Capabilities

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul

    The notion of “capability” has long been influential in management research as an approach to address firm-level heterogeneity and heterogeneity in competitive outcomes. I discuss how recent advances in economics may allow for a more rigorous understanding and measurement of capability that take...

  6. Organizational Strategic Learning Capability: Exploring the Dimensions

    Science.gov (United States)

    Moon, Hanna; Sejong, Wendy; Valentine, Tom

    2017-01-01

    Purpose: How to build and enhance the strategic learning capability (SLC) of an organization becomes crucial to both research and practice. This study was designed with the purpose to conceptualize SLC by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument.…

  7. ORGANIZATIONAL CULTURE AND LEADERSHIP STYLE: KEY FACTORS IN THE ORGANIZATIONAL ADAPTATION PROCESS

    Directory of Open Access Journals (Sweden)

    Ivona Vrdoljak Raguž

    2017-01-01

    Full Text Available This paper intends to theorize about how the specific leadership style affects the organizational adaptation in terms of its external environment through fostering the desired organizational culture. Adaptation success, the dimensions of organizational culture and the executive leadership role in fostering the desired corporate culture conducive to the organizational adaptation process are discussed in this paper. The objective of this paper is to highlight the top executive managers’ crucial role and their leadership style in creating such an internal climate within an organization that, in turn, encourages and strengthens the implementation of changes and adaptation to its environment. The limitations of this paper lie in the consideration that this subject matter is discussed only at a theoretical level and that its validity should be proved through practical application.

  8. From one to two – a possible model of organizational development and development of organizational capabilities

    OpenAIRE

    M. Somosi Veres

    2013-01-01

    The business management of most successful companies is a result of the coordinated operation of the processes, organizational structure, supporting systems and employees which make up the organizational capabilities of the company. Within the business processes, this includes development and continuous improvement of key internal rules and regulations, the division of spheres of power and responsibility, the requirements and the operation of fundamental checkpoints for organizational units, ...

  9. Organizational capabilities assessment: a dynamic methodology, methods and a tool for supporting organizational diagnosis

    OpenAIRE

    Rauffet , Philippe; Da Cunha , Catherine ,; Bernard , Alain

    2010-01-01

    Many methods, like CMMI, ISO norms or 5 steps roadmapping, are implemented in organizations in order to develop collective competencies, called also organizational capabilities, around organizational needs. They aim at providing new means to controls resources of organization, and enabling an organizational diagnosis, it is to say the evaluation of the strengths and the weaknesses of the organization. Nevertheless, these methods are generally based on knowledge based models (they are composed...

  10. Faculty Perceptions of Organizational Leadership at Christian Colleges and Universities with Missions of Servant Leadership

    Science.gov (United States)

    Palmer, Marila Dollahite

    2011-01-01

    This study examined differences in faculty perceptions of organizational leadership at Christian institutions with servant leadership missions. The study evaluated faculty members' perceptions based on the independent variables of employment status (full- or part-time/adjunct), number of years employed at the institution, and attendance at an…

  11. Role of organizational leadership in plant life management

    International Nuclear Information System (INIS)

    Mohindra, R.K.; Chou, Q.B.

    2007-01-01

    The nuclear power plant (NPP) operational trend shows that the plants of the same design and brought to service about the same time demonstrate a wide range of life time operational performance. Based on years of performance assessment experience from various types of industry audits, it can be seen that there is a strong relationship between organizational leadership and the good performing plants. A review based on this relationship is provided to suggest important characteristics needed in management and leadership team for an organization to have a successful life management program in a NPP. The required characteristics and attributes are discussed in the following three important organizational elements: Environment, People and Process

  12. Gender and Leadership Aspiration: The Impact of the Organizational Environment

    OpenAIRE

    Fritz, Claudia

    2016-01-01

    markdownabstractSummary The aim of this dissertation is to examine gender differences in leadership aspiration. Although some important work regarding gender-specific aspiration has been done already, conditions fostering leadership aspiration – particularly among women – are not completely understood. Therefore, the focus of this dissertation is on assessing the potential impact of the organizational environment, including formal and informal elements, as well as relevant actors and their re...

  13. Leadership and organizational ethics: the three dimensional African perspectives.

    Science.gov (United States)

    Mathooko, Jude Mutuku

    2013-01-01

    This paper addresses the past, present and future aspects of African leadership and organizational ethics that have, are and will be key for any organization to sustain its systems and structures. Organizational ethics revolves around written and/or unwritten guidelines, ethical values, principles, rules and standards, that are drawn from the harmonious coexistence with the biosphere and it is how these elements are applied that dictates the style of leadership and the ethical thinking of the leaders. Africa has a wide range of complexities which are compounded by, inter alia, tribal divisiveness, selfish leadership, wealth inequality, and massive unemployment. Africans tend to draw their leadership and ethical practices and reflections from the events in the environment with which they have interacted for many years. However, in order to fully address and understand the African perspective in leadership and organizational ethics, a broad comprehension of the African diverse and complex landscape is needed through unravelling of the three dimensional existence of the people. African ethics, developed over time, unifies organizations and leadership since it is part of life and is practised, sub-consciously or unconsciously, by the people as they transform from one practice to the other, and during intergenerational transitions. Globalization, liberalization, technological changes and advancement, and market changes are rapidly transforming the environment in which organizations operate. In such a situation, an effective and true leader cannot be rigid but should be flexible, with the ability to use different leadership styles whenever the situation calls for it. Only those leaders with a three-dimensional perspective live inspiring lives, live with a cause and adopt organizational ethics and leadership styles that will stand the test of time. Despite Africa being the cradle of humankind, leadership and organizational ethics is still in its infancy and wanting, even

  14. Conceptualizing ORGANIZATIONAL HEALTH - Public health management and leadership perspectives

    OpenAIRE

    Orvik, Arne

    2016-01-01

    The thesis introduces a new conceptual model of organizational health and discusses its implications for public health management and leadership. It is developed with reference to organizational theories and ideologies, including New Public Management, the use of which has coincided with increasing workplace health problems in health care organizations. The model is based on empirical research and theories in the fields of public health, health care organization and management, and institutio...

  15. Bases of social power, leadership styles, and organizational commitment.

    Science.gov (United States)

    Pierro, Antonio; Raven, Bertram H; Amato, Clara; Bélanger, Jocelyn J

    2013-01-01

    Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions.

  16. Defining Leadership as Process Reference Model: Translating Organizational Goals into Practice Using a Structured Leadership Approach

    OpenAIRE

    Tuffley , David

    2010-01-01

    International audience; Effective leadership in organisations is important to the achievement of organizational objectives. Yet leadership is widely seen as a quality that individuals innately possess, and which cannot be learned. This paper makes two assertions; (a) that leadership is a skill that not only can be learned, but which can be formalized into a Process Reference Model that is intelligible from an Enterprise Architecture perspective, and (b) that Process Reference Models in the st...

  17. Performance Based Leadership Development in Organizational Settings

    Science.gov (United States)

    1979-09-01

    otl vt h liwutenant in a pirivitte b1 essiuo. Sqt. Rock espreised coacetn about !5evordl ricent * ~. incidertts betweeni one ot Lt, Jocets* squad...college rugby team, his level of organizational maturity would be quite low and he would need new organizational skills. In this case, he not only

  18. Do Leadership Styles Influence Organizational Health? A Study in Educational Organizations

    Science.gov (United States)

    Toprak, Mustafa; Inandi, Bulent; Colak, Ahmet Levent

    2015-01-01

    This research aims to investigate the effect of leadership styles of school principals on organizational health. Causal-comparative research model was used to analyze the relationships between leadership types and organizational health. For data collection, a Likert type Multifactor Leadership scale questionnaire and Organizational Health scale…

  19. PENGARUH SERVANT LEADERSHIP TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOUR DENGAN MEDIASI TRUST IN LEADERSHIP PADA KARYAWAN THE LODEK VILLAS

    Directory of Open Access Journals (Sweden)

    I Dewa Gede Dadhi Rakasiwi

    2017-12-01

    Full Text Available Perilaku karyawan yang melebihi peran yang diwajibkan dikategorikan dalam perilaku organizational citizenship behavior. Tujuan dari penelitian ini untuk menguji pengaruh servant leadership terhadap organizational citizenship behavior dengan mediasi trust in leadership pada karyawan The Lodek Villas Seminyak dengan menggunakan metode sensus (total sampling dalam menentukan sampel sebanyak 65 responden, melalui teknik analisis jalur (Path analisis. Hasil analisis menunjukkan bahwa servant leadership memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior pada karyawan The Lodek Villa. Servant leadership memiliki pengaruh positif dan signifikan terhadap trust in leadership yang diterapkan pimpinan The Lodek Villa. Trust in leadership memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior pada karyawan The Lodek Villa. Trust in leadership mampu memediasi hubungan positif servant leadership terhadap organizational citizenship behavior pada karyawan The Lodek Villa. Pimpinan perusahaan disarankan mempertimbangkan kepentingan bersama dalam mengambil keputusan sehingga karyawan merasa dihargai. Sebagai seorang pemimpin harus menjaga kebersamaan dengan mengajak karyawan berdiskusi untuk memberikan masukan dan saran yang berguna untuk kepentingan perusahaan.

  20. Does organizational agility affect organizational learning capability? Evidence from commercial banking

    Directory of Open Access Journals (Sweden)

    Zaina Mustafa Mahmoud Hamad

    2017-08-01

    Full Text Available Both organizational agility and learning capability are prerequisites for organizational survival and success. This study explores the contribution of agility practices to organizational learning capabilities at the commercial banks in Jordan. To examine the proposed model, a sample of 158 employees within top and middle managements was used. Structural Equation Modeling was conducted for assessing validity and reliability of measurement instrument, evaluating model fit, and testing hypotheses. This study recognizes agility as a key element of learning facilitators. Findings affirm the strategic value of agility and conclude that administrators working within ag-ile organizations would be able to acquire conditions that foster learning.

  1. Examining the Relationship between Instructional Leadership and Organizational Health

    Science.gov (United States)

    Parlar, Hanifi; Cansoy, Ramazan

    2017-01-01

    The aim of this study was to examine the relationship between school administrators' instructional leadership behaviours, and organizational health of schools. The participants were 538 teachers working in elementary, middle and high schools located in the Umraniye district of Istanbul. The data was gathered through the "School Principals'…

  2. Development of Measures of Organizational Leadership for Health Promotion

    Science.gov (United States)

    Barrett, Linda; Plotnikoff, Ronald C.; Raine, Kim; Anderson, Donna

    2005-01-01

    This study describes the development and psychometric evaluation of four scales measuring leadership for health promotion at an organizational level in the baseline survey (n = 144) of the Alberta Heart Health Project. Content validity was established through a series of focus groups and expert opinion appraisals, pilot testing of a draft based on…

  3. Educational Leadership and Organizational Management: Linking Theories to Practice

    Science.gov (United States)

    Wang, Victor C. X.; Bain, Bernice; Hope, John; Hansman, Catherine A.

    2016-01-01

    This book is intended for students, leaders and managers who wish to explore the personal relevance and conceptual bases of educational leadership and organizational management and to develop their expertise in this field. It is a book written for both scholars and practitioners. The general public will also appreciate the accessible language in…

  4. Human resource strategies and organizational performance in the hotel sector: the role of organizational capabilities

    Directory of Open Access Journals (Sweden)

    Leilianne Michelle Trindade da Silva Barreto

    2014-09-01

    Full Text Available The general objective of this research was to establish relationships among the settings of human resource strategies, organizational capabilities and organizational performance in the hotel sector. A descriptive and relational study, with a quantitative approach, was developed in hotels of the principal tourist destinations of four states in the Northeast Region of Brazil. The relationships discovered confirm the super positioning proposed by Cameron and Quinn (2006 between the human resource strategies of the Competing Values Model and the organizational capabilities of Ulrich’s (1998 Multiple Roles Model. Complementary analyses present testimony that hotels that are able to develop the four organizational capabilities in a equilibrated form, manage to reach higher performance.

  5. COMPETITIVE INTELLIGENCE: THE ENHANCING ROLE OF ORGANIZATIONAL LEARNING CAPABILITY

    OpenAIRE

    HAMAD, Zaina Mustafa Mahmoud; YOZGAT, Ugur

    2017-01-01

    Performinga strong intelligence grants an organization a guaranteeof long-term success. This paper investigates the enhancing effect of organizational learning capabilities on competitive intelligence atthe commercial banks in Jordan. A sample within top and middle managements was used.Measurement instrument validity and model fit were assessed before testinghypotheses. This study emphasizes the role learning capability plays inenhancing intelligence. Key findings support importance of organi...

  6. End User Development and Infrastructuring - Sustaining Organizational Innovation Capabilities

    DEFF Research Database (Denmark)

    Dittrich, Yvonne; Bolmsten, Johan; Eriksson, Jeanette

    2017-01-01

    of an IT infrastructure based on flexible technologies. The chapter further discusses how such practices are supported by (participatory) organizational IT management structures and processes. Finally, it discusses how EUD in this way contributes to the innovation capability of the organization. The conclusion points...

  7. Assessing Organizational Capability of a Voluntary Organization that ...

    African Journals Online (AJOL)

    These organizations attached their involvement in CCB as part of their corporate social responsibility-CSR contributions to the society. These NGOs serve as capacity building providers. The major concern is that these NGOs do not have a framework in place to assess their own organizational capability in relations to the ...

  8. Model Keterkaitan Market Orientation, Leadership, Organizational Innovation dan Organizational Performance pada Industri Kerajinan di Sumatera Barat

    Directory of Open Access Journals (Sweden)

    RATNI PRIMA LITA

    2018-04-01

    Full Text Available The purpose of this study is to analyze the influence of market orientation, leadership, organizational innovation and organizational performance in handycraft industry in Bukittinggi City, Pariaman City, Padang Pariaman Regency, and Pesisir Selatan Regency. This research uses quantitative methods, while the sampling technique using Purposive sampling with sample size of 86 craft companies. The criteria assigned to the respondent is the handycraft business that produce and market their own product. In this study, data were collected through the questionnaire of the owner of the handycraft industry. Data were analyzed using structural equation modeling (SEM method with SmartPLS software. This research uses multidimensional constructions first order reflective and second order formative. Based on the data analyzed it can be concluded that leadership has a significant positive effect on business performance. This is evidenced by the two dimensions of leadership (Transactional leadership and transformational leadership is able to explain the performance of the organization well. In addition, market orientation  have 3 dimensional (Customer orientation, resource orientation, and competitor orientation is also able to give influence to organizational performance and organizational innovation. However, organizational innovation is not able to give a significant influence for the performance improvement of handycraft industry. It can be concluded that organizational performance in handycraft industry is influenced by market orientation conducted on consumers and competitors. And also the most important factor is how the attitude of leadership owned by the owner of handicraft industry in managing and running the business, in order to craft products in accordance with customer tastes.

  9. The impact of leadership styles on organizational culture in Mapsa company

    Directory of Open Access Journals (Sweden)

    Dariush Gholamzadeh

    2014-09-01

    Full Text Available This paper examines the effect of leadership styles on organizational culture by testing a hypothesized model. A quantitative survey using questionnaire was conducted among 93 employees from diverse work units of Mapsa Company in October 2012. They filled out multifactor leadership questionnaire and the Denison organizational culture survey. Results of structural equation modeling (SEM showed that Transformational and Transactional leadership styles could positively influence on organizational culture. Laissez-fair leadership has a negative effect on organizational culture. In conclusion, transformational leadership style was recommended to balance all four traits of Denison’s organizational culture.

  10. Conceptualizing ORGANIZATIONAL HEALTH - Public health management and leadership perspectives

    DEFF Research Database (Denmark)

    Orvik, Arne

    The thesis introduces a new conceptual model of organizational health and discusses its implications for public health management and leadership. It is developed with reference to organizational theories and ideologies, including New Public Management, the use of which has coincided with increasing...... as the disintegration of such values. Possible implications for public health management and leadership include four different forms. The application of the conceptual model can potentially draw attention to value conflicts and help to clarify contradictory, institutional logics. It can also potentially support health...... workplace health problems in health care organizations. The model is based on empirical research and theories in the fields of public health, health care organization and management, and institutional theory. It includes five dimensions and defines organizational health in terms of how an organization...

  11. Analysis of the effect of leadership and organizational culture on the organizational effectiveness of radiological technologist's working environments

    International Nuclear Information System (INIS)

    Kim, J.H.; Kim, C.S.; Kim, J.M.

    2011-01-01

    Purpose: The purpose of this study was to present ideas to upgrade job performance and improve organizational management by analyzing leadership aspects and organizational cultures of radiological technologist organizations. Method: A questionnaire was used to collect data from 261 radiological technologists working in the city of Busan. Then, SPSS/PC + Win 13 was used to statistically analyze the collected data. One-way ANOVA was adopted to test differences among groups, and multiple regression analyses were conducted to examine the effect of organizational culture and leadership upon organizational effectiveness. Results: First, it was found that radiological technologists stressed consensus most among the 4 types of organizational culture and regarded core transformational leadership as the right type of leadership. Second, regarding the relationship between leadership and organizational effectiveness, transformational leadership had the highest influence upon organizational effectiveness. Third, as for the relationship between organizational culture and organizational effectiveness, it was found that a developmental culture has the highest influence upon organizational effectiveness, followed by a culture of consensus. Conclusion: If transformational leadership and consensual culture are used properly for upgrading job performance in the organization, conflicts among radiological technologists might be reduced, thereby enhancing organizational effectiveness.

  12. Authentic leadership and its effect on employees' organizational citizenship behaviours.

    Science.gov (United States)

    Edú Valsania, Sergio; Moriano León, Juan A; Molero Alonso, Fernando; Topa Cantisano, Gabriela

    2012-11-01

    The studies that have verified the positive association of authentic leadership with organizational citizenship behaviours (OCBs), have used global measures of both constructs. Therefore, the goal of this work is to analyze the effect of authentic leadership on employees' OCBs, specifically focusing on the relations of the four components of authentic leadership with the individual and organizational dimensions of the OCBs. The participants of this study were 220 Spanish employees (30.9% men and 69.1% women) who completed a questionnaire that included the variables of interest in this study: Authentic Leadership, OCB and Sociobiographical control variables. The results, obtained with stepwise multiple regression analysis, show that two components of authentic leadership-moral perspective and relational transparency-present significant relationships with OCB. Moreover, authentic leadership is a better predictor of employees' OCB when these behaviors are impersonal and directed towards the organization than when they are directed towards other people. These results have practical implications for human resources management in organizations, especially in selection processes and when training top executives.

  13. The impact of selected organizational variables and managerial leadership on radiation therapists' organizational commitment

    International Nuclear Information System (INIS)

    Akroyd, Duane; Legg, Jeff; Jackowski, Melissa B.; Adams, Robert D.

    2009-01-01

    The purpose of this study was to examine the impact of selected organizational factors and the leadership behavior of supervisors on radiation therapists' commitment to their organizations. The population for this study consists of all full time clinical radiation therapists registered by the American Registry of Radiologic Technologists (ARRT) in the United States. A random sample of 800 radiation therapists was obtained from the ARRT for this study. Questionnaires were mailed to all participants and measured organizational variables; managerial leadership variable and three components of organizational commitment (affective, continuance and normative). It was determined that organizational support, and leadership behavior of supervisors each had a significant and positive affect on normative and affective commitment of radiation therapists and each of the models predicted over 40% of the variance in radiation therapists organizational commitment. This study examined radiation therapists' commitment to their organizations and found that affective (emotional attachment to the organization) and normative (feelings of obligation to the organization) commitments were more important than continuance commitment (awareness of the costs of leaving the organization). This study can help radiation oncology administrators and physicians to understand the values their radiation therapy employees hold that are predictive of their commitment to the organization. A crucial result of the study is the importance of the perceived support of the organization and the leadership skills of managers/supervisors on radiation therapists' commitment to the organization.

  14. The impact of selected organizational variables and managerial leadership on radiation therapists' organizational commitment

    Energy Technology Data Exchange (ETDEWEB)

    Akroyd, Duane [Department of Adult and Community College Education, College of Education, Campus Box 7801, North Carolina State University, Raleigh, NC 27695 (United States)], E-mail: duane_akroyd@ncsu.edu; Legg, Jeff [Department of Radiologic Sciences, Virginia Commonwealth University, Richmond, VA 23284 (United States); Jackowski, Melissa B. [Division of Radiologic Sciences, University of North Carolina School of Medicine 27599 (United States); Adams, Robert D. [Department of Radiation Oncology, University of North Carolina School of Medicine 27599 (United States)

    2009-05-15

    The purpose of this study was to examine the impact of selected organizational factors and the leadership behavior of supervisors on radiation therapists' commitment to their organizations. The population for this study consists of all full time clinical radiation therapists registered by the American Registry of Radiologic Technologists (ARRT) in the United States. A random sample of 800 radiation therapists was obtained from the ARRT for this study. Questionnaires were mailed to all participants and measured organizational variables; managerial leadership variable and three components of organizational commitment (affective, continuance and normative). It was determined that organizational support, and leadership behavior of supervisors each had a significant and positive affect on normative and affective commitment of radiation therapists and each of the models predicted over 40% of the variance in radiation therapists organizational commitment. This study examined radiation therapists' commitment to their organizations and found that affective (emotional attachment to the organization) and normative (feelings of obligation to the organization) commitments were more important than continuance commitment (awareness of the costs of leaving the organization). This study can help radiation oncology administrators and physicians to understand the values their radiation therapy employees hold that are predictive of their commitment to the organization. A crucial result of the study is the importance of the perceived support of the organization and the leadership skills of managers/supervisors on radiation therapists' commitment to the organization.

  15. Model Keterkaitan Market Orientation, Leadership, Organizational Innovation dan Organizational Performance pada Industri Kerajinan di Sumatera Barat

    OpenAIRE

    PRIMA LITA, RATNI; MEUTHIA, MEUTHIA; FAISAL, RANNY FITRIANA

    2018-01-01

    The purpose of this study is to analyze the influence of market orientation, leadership, organizational innovation and organizational performance in handycraft industry in Bukittinggi City, Pariaman City, Padang Pariaman Regency, and Pesisir Selatan Regency. This research uses quantitative methods, while the sampling technique using Purposive sampling with sample size of 86 craft companies. The criteria assigned to the respondent is the handycraft business that produce and market their own pr...

  16. Investigating the effects of intellectual capital on organizational performance measurement through organizational learning capabilities

    Directory of Open Access Journals (Sweden)

    Nabi ollah Nejatizadeh

    2013-01-01

    Full Text Available During the past few years, there have been growing interests on intellectual capital due to industrial changes on the market. Thus, identifying different ways to create, manage, and evaluate the impact of intellectual capital has remained an open area of research. One of the most important organizational capabilities, which could help organizations create and share knowledge is to effectively use knowledge to create competitive advantage. The primary objective of this study is to investigate the effects of intellectual capital on other components and their impacts on organizational learning capability. The statistical population includes 500 employees of an Iranian organization. The study uses a sample size including 273 people using Morgan statistical table and Cronbach's alpha is calculated as 0.838. The results of this survey indicate that human capital, relational capital and learning capabilities have positive impact on organizational performance. In addition, relational capital positively impacts learning capability and human capital influences positively on relational capital.

  17. The impact of a leadership development programme on nurses' self-perceived leadership capability.

    Science.gov (United States)

    Paterson, Karyn; Henderson, Amanda; Burmeister, Elizabeth

    2015-11-01

    This paper reports on the outcomes of a locally designed educational programme to support leadership capability of junior registered nurses. The Developing Leader Programme is an in-house programme delivered in three face-to-face workshops, comprising self-directed reflective and application activities. Surveys were used to evaluate self-perceived leadership capability over a 9-month period. The survey comprised a Leadership Capability Instrument adapted from two existing tools. Participants completed surveys at the commencement of the programme, after the third and final workshop and approximately 6 months afterwards. In addition, examples of descriptive accounts of programme activities submitted by individual participants were included to enrich data. Of 124 participants, 79 completed surveys at the first workshop, 28 at the final workshop and 31 were returned 6 months after completion of the programme. Mean scores for each area of leadership capability significantly improved throughout the duration of the programme (P leadership behaviours through reported activities. Survey responses indicated that participants perceived improved leadership capability after completing the Developing Leader Programme. Early educational intervention to facilitate the development of leadership skills as well as clinical skills in junior registered nurses can assist with how they interact with the team. Participation of junior registered nurses in a locally designed leadership programme can assist them to develop leadership behaviours for everyday practice. © 2014 John Wiley & Sons Ltd.

  18. New Media and Leadership: Social Media and Open Organizational Communication

    Directory of Open Access Journals (Sweden)

    Viorica Pauș

    2013-05-01

    Full Text Available This paper aims to identify and analyze the extent to which new media have penetrated the Romanian organizations’ internal communication and have influenced the leadership. We intend also to consider how social media becomes a tool for organizational communication and contributes to the creation of a new kind of leadership associated with open communication. We start from the premise that new media and social media can contribute to the leader’s mission to create around him a vision and makes others to share this vision. In terms of open communication, the external image of organization reflects, in part, leadership practices within the organization. It is about the exercise of the shared collective leadership (Don Tapscott, 1996 that should strengthen the organization position.

  19. Organizational Deviance and Multi-Factor Leadership

    Science.gov (United States)

    Aksu, Ali

    2016-01-01

    Organizational deviant behaviors can be defined as behaviors that have deviated from standards and uncongenial to organization's expectations. When such behaviors have been thought to damage the organization, it can be said that reducing the deviation behaviors at minimum level is necessary for a healthy organization. The aim of this research is…

  20. The relation between school leadership from a distributed perspective and teachers' organizational commitment: examining the source of the leadership function

    OpenAIRE

    Hulpia, Hester; Devos, Geert; Van Keer, Hilde

    2011-01-01

    Purpose: In this study the relationship between school leadership and teachers’ organizational commitment is examined by taking into account a distributed leadership perspective. The relation between teachers’ organizational commitment and contextual variables of teachers’ perceptions of the quality and the source of the supportive and supervisory leadership function, participative decision making, and cooperation within the leadership team are examined. Research Design: A survey was set up i...

  1. Leadership in Diversity Organizations, and Immigrants' Organizational Commitment and Subjective General Health

    OpenAIRE

    Huynh, Victoria Tran

    2014-01-01

    The purpose of this paper is to examine leadership styles in managing cultural diversity from the LIDO-model at workplaces in Norway, and investigate the relationships between perceived leadership styles with immigrants’ organizational commitment and subjective general health through online survey. The leadership styles from the LIDO-model are diversity leadership, assimilation leadership, separation leadership, and laissez-faire leadership. The relationships were measured by t...

  2. An analysis of relationships among transformational leadership, job satisfaction, organizational commitment and organizational trust in two Turkish hospitals.

    Science.gov (United States)

    Top, Mehmet; Tarcan, Menderes; Tekingündüz, Sabahattin; Hikmet, Neşet

    2013-01-01

    The purpose of this study was to investigate the relationships among employee organizational commitment, organizational trust, job satisfaction and employees' perceptions of their immediate supervisors' transformational leadership behaviors in Turkey. First, this study examined the relationships among organizational commitment, organizational trust, job satisfaction and transformational leadership in two Turkish public hospitals. Second, this investigation examined how job satisfaction, organizational trust and transformational leadership affect organizational commitment. Moreover, it was aimed to investigate how organizational commitment, job satisfaction and transformational leadership affect organizational trust. A quantitative, cross-sectional method, self-administered questionnaire was used for this study. Eight hundred four employees from two public hospitals in Turkey were recruited for collecting data. The overall response rate was 38.14%. The measurement instruments of survey were the Job Satisfaction Survey (developed by P. Spector), the Organizational Commitment Questionnaire (developed by J. Meyer and N. Allen), the Organizational Trust Inventory-short form (developed by L. Cummings and P. Bromiley) and the Transformational Leadership Inventory (TLI) (developed by P. M. Podsakoff). Five-point Likert scales were used in these measurement instruments. Correlation test (the Pearson's rank test) was used to examine relationships between variables. Also, multiple regression analysis was used to determine the regressors for organizational commitment and organizational trust. There were significant relationships among overall job satisfaction, overall transformational leadership and organizational trust. Regression analyses showed that organizational trust and two job satisfaction dimensions (contingent rewards and communication) were significant predictors for organizational commitment. It was found that one transformational leadership dimension (articulating

  3. Relationships among Servant Leadership, Organizational Citizenship Behavior, and School Climate in Alabama High Schools

    Science.gov (United States)

    Dixon, David L.

    2013-01-01

    This study examined the relationship between servant leadership of the principal with Organizational Citizenship Behavior (OCB) and school climate. Servant leadership, a leadership behavior that emphasizes personal growth of followers, has a useful research history in business but limited exposure in public schools. Organizational Citizenship…

  4. Teachers' Organizational Commitment: Examining the Mediating Effects of Distributed Leadership

    Science.gov (United States)

    Devos, Geert; Tuytens, Melissa; Hulpia, Hester

    2014-01-01

    This study examines the relation between principals' leadership and teachers' organizational commitment, mediated by distributed leadership. Data were collected from 1,495 teachers in 46 secondary schools. Structural equation modeling indicated that the effect of principals' leadership on teachers' organizational commitment is…

  5. Industrial global brand leadership : a capabilities view

    NARCIS (Netherlands)

    Beverland, M.; Napoli, J.; Lindgreen, A.

    2007-01-01

    We examine the global branding programs of five New Zealand industrial firms and identify the salient components and capabilities underpinning these programs. The cases built their respective brand identities around adaptability to customer needs and the provision of a total solution. This identity

  6. Leadership and Followership in Organizational Impact Humanity in Government Sector

    OpenAIRE

    Ahmad Norazilawani; Hassan Hanum

    2018-01-01

    Leadership in organizational behavior can be impact of humanity in Goverrment Sector., tourism, service sector. Communication style in the organization is very important and also key forces in providing employees with job satisfaction, humanity and communication skills. When employees do not get satisfaction from their jobs, morale drops an absences and lateness increases. Any person just follow instruction from a leader behavior and subordinates even the step, instruction good job, take acti...

  7. The Effect of Teachers' Shared Leadership Perception on Academic Optimism and Organizational Citizenship Behaviour: A Turkish Case

    Science.gov (United States)

    Akin Kösterelioglu, Meltem

    2017-01-01

    Purpose: The present study investigates the capability of high school teachers' shared leadership perception to predict the academic optimism and organizational citizenship levels. Research methods: The population of the current descriptive study, which was conducted via screening model, consists of 321 high school teachers working for Amasya…

  8. Relationship Leadership, Employee Engagement, and Organizational Citizenship Behavior

    Directory of Open Access Journals (Sweden)

    Dorothea Wahyu Ariani

    2014-08-01

    Full Text Available Our research focuses on the impact of supportive leadership and employee engagement on the organizational citizenship behavior (OCB. The research study setting with the individual unit of analysis. A survey was conducted by using questionnaires from previous research. The questionnaires were sent to 300 employees in service organizations in Yogyakarta, Indonesia, 252 completed surveys data were returned anonymously in sealed envelopes. Validity and reliability tests were used to test the questionnaires contents. The structural equation modeling (SEM was used to test the relationship among variables.   The result proved that supportive leadership and employee engagement have direct positive relationship with OCB and employee engagement mediated the relationship between supportive leadership and OCB. A thorough discussion on the relationship among the variables as well as on self-rating is presented in this paper.

  9. The Relation between School Leadership from a Distributed Perspective and Teachers' Organizational Commitment: Examining the Source of the Leadership Function

    Science.gov (United States)

    Hulpia, Hester; Devos, Geert; Van Keer, Hilde

    2011-01-01

    Purpose: In this study the relationship between school leadership and teachers' organizational commitment is examined by taking into account a distributed leadership perspective. The relation between teachers' organizational commitment and contextual variables of teachers' perceptions of the quality and the source of the supportive and supervisory…

  10. Capable design or designing capabilities? An exploration of service design as an emerging organizational capability in Telenor – Martinkenaite

    Directory of Open Access Journals (Sweden)

    Ieva Martinkenaite

    2017-01-01

    Full Text Available This empirical paper examines a process, starting with the managerial decision to make service design an organizational capability, and follows it as it unfolds over time within one organization. Service design has become an established business practice of how firms create new products and services to promote differentiation in an increasingly uncertain business landscape. Implicit in the literature on service design are assumptions about strategic implications of adopting the prescribed innovation methods and tools. However, little is known about how service design evolves into an organizational capability enabling firms to transform their existing businesses and sustain competitiveness. Through a longitudinal, exploratory case study of service design practices in one of the world’s largest telecommunications companies, we explicate mechanisms through which service design evolves into an organizational capability by exploring the research question: what are the mechanisms through which service design develops into an organizational capability? Our study reveals the effect of an initial introduction of service design tools, identification of boundaryspanning actors and co-alignment of dedicated resources between internal functions, as well as through co-creation with customers. Over time, these activities lead to the adoption of service design practices, and subsequently these practices spark incremental learning throughout the organization, alter managerial decisions and influence multiple paths for the development of new capabilities. Reporting on this process, we are able to describe how service design practices were disseminated and institutionalized within the organization we observed. This study thus contributes by informing how service design can evolve into an organizational capability, as well as by bridging the emerging literature on service design and design thinking with established strategy theory. Further research will have to

  11. The mediating effect of organizational culture on the relationship between transformational leadership and organizational citizenship behavior

    Directory of Open Access Journals (Sweden)

    Keramat Esmi

    2017-10-01

    Full Text Available Introduction: Contemporary studies of organizational citizenship behavior (OCB are recognized as essential for modern organizations. These studies indicate that organizations with more emphasis on the OCB are healthier and more successful. The results also show that employees, who act beyond their job duties and exert OCB, belong to high productivity workgroup and enterprise with excellent quality in comparison to employees with low level of OCB. Therefore, the investigation of antecedents of organizational citizenship behavior can help the organizations to improve and reinforce it. Thus, the present study aimed at investigating the mediating effect of organizational culture on the relationship between transformational leadership and OCB. Method: A descriptive correlation research method was employed in this study. A total of 160 experts at Shiraz University were selected as the research sample through simple random sampling method using Cochran’s formula. Moreover, the study employed three instruments, namely Bass and Avolio’s transformational leadership questionnaire, Podsakoff’s et al.’s (1990 organizational citizenship behavior scale, and Denison organizational culture survey (2006. It is noted that the reliability of all the scales was obtained through Cronbach’s alpha coefficient. To analyze the research data, Pearson coefficient and structural equation modeling were used through SPSS 22 and Lisrel 8.8 software. Results: The results indicated that of dimensions of transformational leadership, inspirational motivation (β=0.33, and individualized consideration (β=-0.23 directly influenced OCB. Moreover, these two dimensions indirectly influenced OCB through organizational culture (dimension of involvement. The direct and indirect (β=0.16 effect of inspirational motivation on OCB was positive whereas individualized consideration directly had a negative and indirectly (β=0.14 a positive effect on OCB. Two other dimensions of

  12. Fairness Perceptions and Job Satisfaction as Mediators of the Relationship between Leadership Style and Organizational Commitment

    Directory of Open Access Journals (Sweden)

    Zoran Sušanj

    2012-12-01

    Full Text Available This study was conducted to explore the relationship between different leadership styles and organizational commitment. Furthermore, it attempts to clarify the role of justice perceptions and job satisfaction as mediators of the relationship between (active and passive/avoiding leadership styles and organizational commitment. The structural equations modeling was used to analyze data collected from a sample of participants recruited from different organizations. The results have indicated that perceived supervisors active leadership styles are positively linked, and have both, direct and indirect effects on employees' organizational commitment. Perceived passive/avoiding leadership styles do not have any effect on organizational justice, job satisfaction and organizational commitment. Employees' job satisfaction depends directly on the level of organizational justice being perceived by the employees. Job satisfaction also significantly contributes to organizational commitment. Implications of the results concerning job and organizational attitudes are discussed, and suggestions for managing human resources are given.

  13. The Impact of Organizational Diversity Policies on Minority Employees’ Leadership Self-Perceptions and Goals

    NARCIS (Netherlands)

    Gündemir, S.; Dovidio, J.F.; Homan, A.C.; De Dreu, C.K.W.

    2017-01-01

    We examined how formal organizational diversity policies affect minorities’ leadership-relevant self-perceptions and goals in two experiments. Organizational mission statements were manipulated to reflect policies acknowledging and valuing subgroup differences (Multiculturalism), de-emphasizing

  14. Blending Constructs and Concepts: Development of Emerging Theories of Organizational Leadership and Their Relationship to Leadership Practices for Social Justice

    Science.gov (United States)

    Beyer, Bonnie

    2012-01-01

    This paper addresses and discusses traditional organizational leadership theories of the past and their relationship to more recent theoretical concepts and constructs of the present. Leadership theory is reviewed in an historical context and connections are made to current leadership literature and theory. The paper addresses how more recent…

  15. The Effect of Supportive Organizational Leadership, Organizational Socialization, and Satisfaction with Supervision on Turnover as Mediated by Organizational Commitment and Job Satisfaction in Faculty

    Science.gov (United States)

    Lowhorn, Greg L.

    2009-01-01

    This study utilized a predictive, multivariate research design to test the relationship between three independent variables--supportive organizational leadership, organizational socialization, and satisfaction with supervision--and the dependent variable--turnover intent--as mediated by organizational commitment and job satisfaction. The…

  16. Servant leadership: a phenomenological study of practices, Experiences, organizational effectiveness and barriers

    Directory of Open Access Journals (Sweden)

    Amy R. Savage-Austin, PhD

    2013-07-01

    Full Text Available The subject of leadership is complex, and one of the main issues facing organizational leaders today is how to motivate employees to actively participate in the efforts that lead to accomplishing organizational goals. This study gathered lived experiences of 15 organizational leaders who practice the servant leadership philosophy, and explored how business leaders link their servant leadership practices to their organization’s effectiveness. The qualitative responses obtained during this study indicated that the perceived organizational barriers that prevent the servant leadership practices are the organization’s culture, the fear of change, and the lack of knowledge regarding the servant leadership philosophy. This study also gained insight into the impact that these organizational barriers have on one’s ability to practice servant leadership

  17. The development and initial assessment of the strategy and leadership systems capability evaluation survey.

    Science.gov (United States)

    Coon, Cheryl D; Bokowy, Kay L; Horblyuk, Ruslan; Zisman, Robert S; McLeod, Lori D; Brown, T Michelle

    2012-01-01

    Hospital management and leadership systems are associated with organizational success and quality care. The Strategy and Leadership Systems Capability Evaluation (CE) survey was developed by GE Healthcare to assess management and leadership systems at health care institutions, serve as a benchmark for improvement, and measure progress. To assess the psychometric properties of the 29-item CE survey, including the factor structure, scoring algorithm, reliability, and discriminant validity, an online survey was completed by 3450 employees at 15 US hospitals. Of these employees, 609 worked at a hospital where a leadership and management intervention occurred after the initial survey administration. Data were also collected on job level, number of hospital beds, hospital ownership, location, community type, and the implementation of hospital interventions. Item response frequencies showed no floor or ceiling effects and limited missing data. Interitem correlations were strong without obvious redundancies, and factor analysis suggested a unidimensional scale. The resulting scale had strong internal consistency and was able to discriminate among known groups. The CE survey was developed to evaluate management and leadership systems at health care institutions. This study provides psychometric evidence in support of the reliability, validity, and scoring structure of this survey.

  18. Resilient leadership and the organizational culture of resilience: construct validation.

    Science.gov (United States)

    Everly, George S; Smith, Kenneth J; Lobo, Rachel

    2013-01-01

    Political, economic, and social unrest and uncertainty seem replete throughout the world. Within the United States, political vitriol and economic volatility have led to severe economic restrictions. Both government and private sector organizations are being asked to do more with less. The specter of dramatic changes in healthcare creates a condition of uncertainty affecting budget allocations and hiring practices. If ever there was a time when a "resilient culture" was needed, it is now. In this paper we shall discuss the application of "tipping point" theory (Gladwell, 2000) operationalized through a special form of leadership: "resilient leadership" (Everly, Strouse, Everly, 2010). Resilient leadership is consistent with Gladwells "Law of the Few" and strives to create an organizational culture of resilience by implementing an initial change within no more than 20% of an organization's workforce. It is expected that such a minority, if chosen correctly, will "tip" the rest of the organization toward enhanced resilience, ideally creating a self-sustaining culture of resilience. This paper reports on the empirical foundations and construct validation of "resilient leadership".

  19. Relationship between the Instructional Leadership Behaviors of High School Principals and Teachers' Organizational Commitment

    Science.gov (United States)

    Sarikaya, Nuray; Erdogan, Çetin

    2016-01-01

    The purpose of the current study is to investigate the relationship between the instructional leadership behaviors of high school principals and teachers' perceptions of organizational commitment and to test the extent to which instructional leadership behaviors predict organizational commitment. The study is designed in relational method. The…

  20. The Relationship between Transformational Leadership and Organizational Commitment: The Case for Vocational Teachers in Jordan

    Science.gov (United States)

    Khasawneh, Samer; Omari, Aieman; Abu-Tineh, Abdullah M.

    2012-01-01

    The purpose of this article is to determine the relationship between transformational leadership of vocational school principals on vocational teachers-organizational commitment. A random sample of 340 vocational teachers responded to a three-part instrument (the transformational leadership questionnaire, the organizational commitment…

  1. Leadership and organizational tenure diversity as determinants of project team effectiveness

    NARCIS (Netherlands)

    de Poel, Frouke M.; Stoker, Janka I.; Van der Zee, Karen I.

    2014-01-01

    The present study reveals how leadership effectiveness in project teams is dependent on the level of organizational tenure diversity. Data from 34 project teams showed that transformational leadership is related to organizational commitment, creative behavior, and job satisfaction, but only in teams

  2. The Influence of Distributed Leadership on Teachers' Organizational Commitment: A Multilevel Approach

    Science.gov (United States)

    Hulpia, Hester; Devos, Geert; Van Keer, Hilde

    2009-01-01

    In the present study the effects of a cooperative leadership team, distributed leadership, participative decision-making, and context variables on teachers' organizational commitment are investigated. Multilevel analyses on data from 1522 teachers indicated that 9% of the variance in teachers' organizational commitment is attributable to…

  3. Leadership and Organizational Tenure Diversity as Determinants of Project Team Effectiveness

    NARCIS (Netherlands)

    de Poel, Frouke M.; Stoker, Janka I.; Van der Zee, Karen I.

    2014-01-01

    The present study reveals how leadership effectiveness in project teams is dependent on the level of organizational tenure diversity. Data from 34 project teams showed that transformational leadership is related to organizational commitment, creative behavior, and job satisfaction, but only in teams

  4. Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator

    Directory of Open Access Journals (Sweden)

    Majeed Nauman

    2017-12-01

    Full Text Available Leadership and organizational citizenship behavior (OCB stayed at pinnacle in the arena of organizational behavior research since decades and has attained significant consideration of scholars pursuing to define multifaceted dynamics of leadership and their influence on follower’s behavior at work. The voluntary behavior of Organizational citizenship improves organizational effectiveness, and it goes beyond formal job duties. This study attempts to explore the association amongst transformational leadership and organizational citizenship behavior of teachers in public sector higher education institutions in Pakistan. Study of organizational citizenship behavior in educational organizations and academicians is of high value that definitely requires attention. This study examines the direct and indirect influence of transformational leadership through exploring the mediating role of emotional intelligence. The model was tested by employing structural equation modelling technique on survey responses collected from academicians. Results from 220 responses indicated that relationship between transformational leadership and Organizational Citizenship Behavior is statistically significant where Emotional Intelligence plays an important role as a mediator. The results support and add to the positive effects of transformational leadership style interconnected with extra role behavior at work making it more meaningful. The findings make a significant contribution to leadership and organizational behavior literature in higher education sector and propose that organizations should implement practices that help in enhancing the level of organizational citizenship behavior in organizations.

  5. The Relationship of Leadership Styles and Organizational Culture Case Study of an Oil and Gas Company in Indonesia

    OpenAIRE

    Darwis, Tommy K; Djajadiningrat, Surna Tjahja

    2010-01-01

    This study explores relationship between leadership styles and organizational culture in an oil and Gas Company in Indonesia. The respondents are employees of an oil and Gas Company in Indonesia. This study use Multifactor leadership questionnaires to define leadership styles and Denison's Organizational Culture Model to measure Organizational Culture. These questionnaires were used to measure leadership styles of immediate or direct supervisor and organizational culture ...

  6. Servant leadership and organizational identity: The mediating role of job involvement

    Directory of Open Access Journals (Sweden)

    Mohsen Akbari

    2014-12-01

    Full Text Available This study examines the relation between servant leadership and organizational identity and job involvement in Tax office of Guilan in Iran. One hundred and twenty two employees are participated in the study. For this purpose, a questionnaire with three parts was used. The questionnaire included three main sections, namely servant leadership, job involvement, and organizational identity. The analysis of the data obtained through the questionnaire indicated that servant leadership has significant effect on organizational identity and job involvement. Also, job involvement has positive effect on organizational identity. The findings, implications of the study, and suggestions for further research in this field are discussed in detail.

  7. The Influence of Leadership Behavior and Organizational Commitment on Organizational Readiness for Change in a Higher Learning Institution

    Science.gov (United States)

    Nordin, Norshidah

    2012-01-01

    Many factors contribute to the effectiveness in implementing organizational change. However, many change effort fail due to several factors such as lack of commitment, style of leadership, and emotional distress of the employees who have to implement the change. This study was intended to determine the influence of leadership behavior and…

  8. Transformational and Transactional Leadership Impact on Organizational Performance in Pharmaceutical Industry in Yemen

    Directory of Open Access Journals (Sweden)

    مراد محمد النشمي

    2017-12-01

    Full Text Available This study aimed at revealing the impact on transformational and transactional leadership in organizational performance of Pharmaceutical Industry in Yemen. The researchers have used descriptive analytical methods to answer the study questions and test the hypotheses. Questionnaire has been used for collecting quantitative data from the study sample which is a number of 227 middle and executive management in pharmaceutical companies. The study findings show that there is significant effect of all the dimensions of transformational and transactional leadership on organizational performance. Based on the regression analysis applied in the study, results indicated that transformational leadership is of the highest influencing variables on organizational performance. The study concluded that pharmaceutical companies adoption of modern leadership styles leads to distinguished performance. Keywords: Transformational leadership, Transactional leadership, Organizational performance, Pharmaceutical Industry.

  9. Transformational leadership as a prerequisite for organizational innovations during turbulent socio-economic circumstances

    Directory of Open Access Journals (Sweden)

    Stevanović Ana

    2014-01-01

    Full Text Available Currently, many organizations are operating in turbulent socio-economic circumstances which do not represent a matter of certain time, but the only certainty and consistency. There is a necessity for an adequate organizational response to changes so that organizations can remain competitive. The paper highlights the importance of new forms of management and leadership in managing organizations. Transformational leadership represents a form of leadership that encourages and nurtures employee creativity at all levels within the organization - individual, group and organizational, which implies the generating and establishment of organizational innovation. Due to the fact that creativity is a necessary condition for organizational innovation, this paper points out that transformational leadership is essential for the induction of organizational innovations and their management which further results in organizational changes that contribute to the survival and competitiveness of organizations and business systems on the market.

  10. The Role of Transformational Leadership, Organizational Culture and Organizational Learning in Improving the Performance of Iranian Agricultural Faculties

    Science.gov (United States)

    Abbasi, Enayat; Zamani-Miandashti, Naser

    2013-01-01

    This empirical research was conducted to investigate the role of transformational leadership, organizational culture and organizational learning in improving the performance of Iranian agricultural faculties and leading them to become learning organizations. The research population consisted of all faculty members of public agricultural faculties…

  11. Pengaruh Transformational Leadership Terhadap Organizational Performance Melalui Organizational Culture Dan Entrepreneurial Intensity Sebagai Intervening Variable Pada Perusahaan Publik Di Surabaya

    OpenAIRE

    Jessica, Helena

    2015-01-01

    The aimed of this study was to examine the relationship of transformational leadership to the firm performance. This research was conducted in order to find the affect of transformational leadership through organizational culture and entrepreneurial intensity as the intervening variables. This study used primary data obtained from questionnaires distributed to go-public companies' employees in Surabaya. The samples were companies that used transformational leadership. Based on the multiplicat...

  12. The relationship between leadership and organizational culture: a study carried out in an HEI

    OpenAIRE

    Andressa Gonçalves; Nicole Pasini Trevisol; Mauricio Capobianco Lopes; Joseane da Silva Soethe

    2015-01-01

    This research aimed to identify leadership styles and the type of organizational culture present in the institution of higher education studied, as well as the relationship between these two artefacts in the educational context studied. To this end, theoretical frameworks were sought as the concept of organizational culture, transformational and transactional leadership and also the relationship between culture and leadership. Data were collected through a “in situ” questionnaire ...

  13. The Effects of Servant Leadership on Teachers' Organizational Commitment in Primary Schools in Turkey

    Science.gov (United States)

    Cerit, Yusuf

    2010-01-01

    This study examines the effects of servant leadership behaviours of primary school principals on teachers' school commitment. The research data were collected from 563 teachers working in primary schools in Duzce. Servant leadership behaviours of principals were measured with a servent organizational leadership assessment scale, and the teachers'…

  14. Challenges Women Face in Leadership Positions and Organizational Effectiveness: An Investigation

    Science.gov (United States)

    Elmuti, Dean; Jia, Heather; Davis, Henry H.

    2009-01-01

    This study was undertaken to discover working public thoughts about roles of United States women in leadership positions and to test the relationship between managerial leadership styles and organizational effectiveness. A survey of perceptions of leadership roles and effectiveness distributed 700 randomly selected entities from industries in the…

  15. Efecte ale stilului de leadership asupra performantei în mediul organizational

    OpenAIRE

    Veronica - Stăvilă Rîlea

    2008-01-01

    Based on the transformative theory of leadership, the present research examines the predictive value of the process of Leadership on organisational citizenship behaviour, counterproductive work behaviour, and the performance of supervisors as it is perceived by subordinates. 138 subordinates form different organisations participated in this study. The participants were asked to complete several questionnaires: MLQ (Multifactor Leadership Questionnaire), OCBS (Organizational Citizenship Behavi...

  16. Small Business Leadership and Organizational Culture, Job Satisfaction and Performance: Correlational Research

    Science.gov (United States)

    Frazier, Eugene

    2013-01-01

    This study investigated the relationship among organizational leadership styles (criterion variables), organizational culture, and employee job satisfaction, and organizational performance (predictor variables). The study research method was the quantitative method using a correlational research design that investigated the relationship among the…

  17. The Impact of the Leadership Style on the Organizational Climate in a Public Entity

    Directory of Open Access Journals (Sweden)

    Carmen NOVAC

    2014-06-01

    Full Text Available Many previous researches had explored the concepts of leadership styles and organizational climate, but just a very few had explored them together. Therefore, in order to be able to build a theoretical basis to this topic and then to develop a case study to emphasise the relationship between the leadership style implemented within a public sector entity and the organizational climate characteristics found in there, I immersed myself into the specific literature and considered different theoretical patterns in particular for the above mentioned concepts.People’s general perception is that public organizations rarely achieve their objectives, the employees are not doing their job properly and there is no efficiency in using neither resources nor proper motivation of employees. This negative image could be a projection of the internal dissatisfaction towards payment, recognition, career prospects and leader's behaviour. Consequently, a deeper leader's actions analysis will provide further information on this perception and so will do the study of the organisational climate.The concept of organizational climate has a great deal of components through which it can be defined. Some of the organizational climate essential factors are: the structure, motivation, interpersonal relations, flexibility, support, communication, information, working conditions, rules and regulations, objectives, management and leadership. People tend to internalize the organizational climate and as a result the way they perceive it has an important role on their behaviour. Thus, there is a strong relationship between the leader's behaviour and the organisational climate.It is known that a leader’s best way of action depends on a series of situational factors and the employees' level of professionalism is one of them. Public sector leaders should also adapt themselves to the organisational climate requirements and should adopt a more flexible working system. Through their

  18. Leadership for the 1970s. Organizational Leadership Tasks for Army Leadership Training

    Science.gov (United States)

    1977-05-01

    principles theory of learning for the soft skills area, we are not faced with the necessity to list ever task implicit in the leadership / management domain...nine skill components (dimensions) of the leadership role: Communication, Human Relations, Counseling, Super- vision, Technical Expertise, Management ...environment, training and development efforts in the leadership / management field become extremely complicated. It is a most difficult--perhaps fruitless

  19. The Indirect Effects of Servant Leadership Behavior on Organizational Citizenship Behavior and Job Performance: Organizational Justice as a Mediator

    Directory of Open Access Journals (Sweden)

    Cemal Zehir

    2013-07-01

    Full Text Available Therelationship between leader and followers plays a vital role, particularly ineducational institutions where a keen understanding of human character and highlevel of social interaction ought to be facilitated. For this reason, in starkcontrast to contemporary leaders who see people only as units of production orexpendable resources in a profit and loss statement, servant leadership focuseson meeting the needs of followers, making them reach their maximum potentialand so perform optimally in order to achieve organizational goals andobjectives. This study examines theeffects of servant leadership behaviors of private college principals onteachers’ organizationalcitizenship behavior and job performance. Using 300 respondents from theprivate education institutes in Turkey, servant leadership behavior is examinedfor its indirect effects on organizational citizenship behavior and jobperformance by its impact on organizational justice. Organizational justiceacts as a mediator between the variables in question. All the results are insupport of the studied mediation effects. Implications of the findings andsuggestions for future research are discussed

  20. Leadership capabilities of physiotherapy leaders in Ireland: Part 2. Clinical specialists and advanced physiotherapy practitioners.

    Science.gov (United States)

    McGowan, E; Elliott, N; Stokes, E

    2018-05-07

    Investigation of the leadership capabilities of physiotherapy managers found that they report predominantly demonstrating capabilities associated with the human resource and structural frames. However, little is known about the leadership capabilities of clinical specialists and advanced physiotherapy practitioners (APPs) who also are identified as having responsibility for leadership. To explore clinical specialists´ and APPs' perceptions of their leadership capabilities and compare them with the reported leadership capabilities of physiotherapy managers. Semi-structured interviews were conducted with a purposive sample of 17 physiotherapy clinical specialists and APPs from a range of practice settings across Ireland. The interviews were analyzed using template analysis and the coding template was based on the Bolman and Deal Leadership framework. The participants described demonstrating leadership capabilities associated with each of the four leadership frames. However, the language used by the clinical specialists/APPs suggested that they work predominantly through the human resource frame. Structural frame capabilities were reported by the clinical specialists/APPs and there were some differences to those reported by the managers. In keeping with the reported leadership capabilities of the physiotherapy managers, the employment of capabilities associated with the political frame varied between participants and symbolic frame capabilities were underused. There are many similarities in the self-reported leadership capabilities of managers and clinical specialists/APPs. However, differences were also noted. Both cohorts of physiotherapy leaders may benefit from specific development programs to develop leadership capabilities associated with the political and symbolic frames.

  1. Customer’s Advisory, Organizational Openness and Capability: the Locus of Value Creation

    Directory of Open Access Journals (Sweden)

    M. Özgür GÜNGÖR

    2011-05-01

    Full Text Available Organizations of today are aware of the necessity to communicate with customers beyond learning about their satisfaction, loyalty or complaints. The closest way is focusing on customer involvement, a general term used for capturing the responses, advises and ideas of customers in order to better proceed with innovation ideas for product and service development in a competitive market environment. This flow, which is named as “customer’s advisory” by the authors, necessitates openness and capability. Openness requires technological focus along with responsiveness and empathy in organizational culture, creating a positive communication environment. The two variables of the capability construct are frequent and bilateral information sharing. This study was conducted to detect the level of use of these two constructs by various organizations operating in Turkey. The aim was to understand the interest in customer involvement to remain competitive, how “customer’s advisory” was used to collect customer views and responses in order to nurture creativity in innovation processes. Results reflect that organizations proved to be open; responsive to meet expectations, willing to understand the customers, and reflected empathy to encourage creative ideas. Also both variables of the capability construct proved to be strong where well-educated and trained employees help most for understanding the comments of customers. Turkish organizations’ following the customer’s advisory with openness and capability brings a new focus into Customer Relationship Management via feeding a creative process leadership focus to remain competitive.

  2. [Role of self-leadership in the relationship between organizational culture and informatics competency].

    Science.gov (United States)

    Kim, Myoung Soo

    2009-10-01

    The purpose of this study was to identify the moderating and mediating effects of self-leadership in the relationship between organizational culture and nurses' informatics competency. Participants in this study were 297 nurses from the cities of Busan and Ulsan. The scales of organizational culture, self-leadership and informatics competency for nurses were used in this study. Descriptive statistics, Pearson correlation coefficient, stepwise multiple regression were used for data analysis. Nursing informatics competency of the participants was relatively low with a mean score 3.02. There were significant positive correlations between subcategories of perceived organizational culture, self-leadership and nursing informatics competency. Self-leadership was a moderator and a mediator between organizational culture and informatics competency. Based on the results of this study, self-leadership promotion strategies to improve nursing informatics competency are needed.

  3. The Leadership Style Model That Builds Work Behavior Through Organizational Culture

    Directory of Open Access Journals (Sweden)

    Arasy Alimudin

    2017-09-01

    Full Text Available The changes in organizational culture and work behavior is an important process for companies to survive in competition. And a change of leadership that is part of the change will pose challenges and reactions to the interests of its human resources. The research approach used quantitative research and included explanatory research to explain the causal relationship among variables through hypothesis testing with partial least squares path modeling (PLS-SEM analysis technique. The results showed the influence of leadership style on positive work behavior but not significant. Reward and punishment no significant effect on work behavior. The organizational culture had a positive and significant effect on work behavior. The leadership style had a positive and significant effect on organizational culture. The reward and punishment had positive and significant effect on organizational culture. The findings of this study showed that participative leadership style model using reward and punishment mechanism could improve work behavior and organizational culture.

  4. Relationship between Entropy, Corporate Entrepreneurship and Organizational Capabilities in Romanian Medium Sized Enterprises

    Directory of Open Access Journals (Sweden)

    Eduard Gabriel Ceptureanu

    2017-08-01

    Full Text Available This paper analyses the relations between entropy, organizational capabilities and corporate entrepreneurship. The results indicate strong links between strategy and corporate entrepreneurship, moderated by the organizational capabilities. We find that companies with strong organizational capabilities, using a systematic strategic approach, widely use corporate entrepreneurship as an instrument to fulfil their objectives. Our study contributes to the limited amount of empirical research on entropy in an organization setting by highlighting the boundary conditions of the impact by examining the moderating effect of firms’ organizational capabilities and also to the development of Econophysics as a fast growing area of interdisciplinary sciences.

  5. Matchmaking in organizational change : does every employee value participatory leadership? An empirical study

    OpenAIRE

    Rogiest, Sofie; Segers, Jesse; Witteloostuijn, van, Arjen

    2018-01-01

    Abstract: Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers orientation toward leadership is a useful inter...

  6. Organizational leadership for building effective health care teams.

    Science.gov (United States)

    Taplin, Stephen H; Foster, Mary K; Shortell, Stephen M

    2013-01-01

    The movement toward accountable care organizations and patient-centered medical homes will increase with implementation of the Affordable Care Act (ACA). The ACA will therefore give further impetus to the growing importance of teams in health care. Teams typically involve 2 or more people embedded in a larger social system who differentiate their roles, share common goals, interact with each other, and perform tasks affecting others. Multiple team types fit within this definition, and they all need support from leadership to succeed. Teams have been invoked as a necessary tool to address the needs of patients with multiple chronic conditions and to address medical workforce shortages. Invoking teams, however, is much easier than making them function effectively, so we need to consider the implications of the growing emphasis on teams. Although the ACA will spur team development, organizational leadership must use what we know now to train, support, and incentivize team function. Meanwhile, we must also advance research regarding teams in health care to give those leaders more evidence to guide their work.

  7. Leadership and Followership in Organizational Impact Humanity in Government Sector

    Directory of Open Access Journals (Sweden)

    Ahmad Norazilawani

    2018-01-01

    Full Text Available Leadership in organizational behavior can be impact of humanity in Goverrment Sector., tourism, service sector. Communication style in the organization is very important and also key forces in providing employees with job satisfaction, humanity and communication skills. When employees do not get satisfaction from their jobs, morale drops an absences and lateness increases. Any person just follow instruction from a leader behavior and subordinates even the step, instruction good job, take action for respontibilities from communication transaction by interpersonal. Even the staff followers support for leaders is enhanced when their decisions affirm a distinct social identity that is shared with followers. Participants showed less support for a leader who favored in group members who were relatively sympathetic to an out group position than for one who favored in group members who opposed an out group position. A social constructionist view is highlighted. I clarify some of the assumptions of this approach, contrasting them with those of a more leader-centered perspective. In an effort to increase the testability of this approach, In outline a general model, paving the way for generating individual and group-level hypotheses, and discuss implications for practice and for future leadership research

  8. The Detrimental Effect of Machiavellian Leadership on Employees’ Emotional Exhaustion: Organizational Cynicism as a Mediator

    Directory of Open Access Journals (Sweden)

    Panagiotis Gkorezis

    2015-11-01

    Full Text Available Numerous empirical studies have examined predictors of emotional exhaustion. In this vein, both positive and negative leadership styles have been associated with this outcome. Yet, little is known about the role of Machiavellian leadership in fostering employees’ emotional exhaustion. As such, we investigated the relationship between Machiavellian leadership and emotional exhaustion. Even more, we investigated an explanatory mechanism of this association by encompassing organizational cynicism as a mediator. Results showed that Machiavellian leadership has a both direct and indirect, through organizational cynicism, on employees’ emotional exhaustion.

  9. The Detrimental Effect of Machiavellian Leadership on Employees' Emotional Exhaustion: Organizational Cynicism as a Mediator.

    Science.gov (United States)

    Gkorezis, Panagiotis; Petridou, Eugenia; Krouklidou, Theodora

    2015-11-01

    Numerous empirical studies have examined predictors of emotional exhaustion. In this vein, both positive and negative leadership styles have been associated with this outcome. Yet, little is known about the role of Machiavellian leadership in fostering employees' emotional exhaustion. As such, we investigated the relationship between Machiavellian leadership and emotional exhaustion. Even more, we investigated an explanatory mechanism of this association by encompassing organizational cynicism as a mediator. Results showed that Machiavellian leadership has a both direct and indirect, through organizational cynicism, on employees' emotional exhaustion.

  10. THE ANTECEDENTS OF ORGANIZATIONAL AGILITY: ORGANIZATIONAL STRUCTURE, DYNAMIC CAPABILITIES AND CUSTOMER ORIENTATION

    OpenAIRE

    Kanten, Pelin; Kanten, Selahattin; Keceli, Munevver; Zaimoglu, Zuhal

    2017-01-01

    This study aims to investigate someantecedents of organizational agility. In the literature, it is seen thatstudies suggest that some organizational factors provide to maintainorganizational agility. Therefore, organizational structure, dynamic capabilitiesand customer orientation are considered as predictors of organizational agilitywithin the scope of the study. For this purpose, the data which were collectedfrom 176 employees in the retailing industry by the survey method were analyzedusin...

  11. The role of transformational leadership and organizational culture in service delivery within a public service organization

    Directory of Open Access Journals (Sweden)

    Ophillia Ledimo

    2014-08-01

    Full Text Available Continuous changes in the external environment deriving from legislative, economic and technological factors, puts pressure not only to corporate organizations, but also to public service organizations. These changes have increased pressure on service delivery and calls for accountability in public service organizations. With this increased pressure comes the need for public service organizations to discover how to most effectively enhance their organizational performance. Two of the most effective ways to improve performance are through the organizational leadership and culture. Although many studies were conducted on transformational leadership and organizational culture, there is still a need to investigate the link between these constructs in public service organizations. Hence the objective of this study was to explore the relationship between transformational leadership and organizational culture for service delivery practices. The Leadership Practice Inventory (LPI and Organizational Culture Inventory (OCI were administered to a random sample size of N=238, from a population of 4350 employees working within the public service organization. Descriptive statistics and Pearson’s correlation were conducted to analyse the data. The results of this study indicated a significant positive relationship between transformational leadership and the constructive dimension of organizational culture within a public service organization. In terms of contributions and practical implications, insight gained from the findings may be used in proposing leadership and organizational development interventions and future research

  12. Strategy implementation and organizational change in healthcare organizations - a distributed change leadership perspective

    DEFF Research Database (Denmark)

    Holm, Anna B.; Ulhøi, John Parm

    This paper examines some theoretical underpinnings of distributed leadership and its ability to serve as change leadership during the process of major organizational changes in healthcare organizations. The study was initiated as part of a larger research project on distributed leadership (DL......) in the healthcare sector, financed by a research grant addressing both empirical and theoretical questions. The paper clarifies the relationship between distributed leadership and change leadership, and more specifically, the characteristics of distributed leadership in the change leadership process. We also...... propose a distributed change leadership (DCL) model that permits further development of research design and empirical studies of DCL. On a more general side, with this paper we shed more light on some aspects of leadership patterns in healthcare, where there is a distinct gap....

  13. Assessing Organizational Capabilities: Reviewing and Guiding the Development of Maturity Grids

    DEFF Research Database (Denmark)

    Maier, Anja; Moultrie, James; Clarkson, P John

    2012-01-01

    Managing and improving organizational capabilities is a significant and complex issue for many companies. To support management and enable improvement, performance assessments are commonly used. One way of assessing organizational capabilities is by means of maturity grids. Whilst maturity grids...... than twenty maturity grids places particular emphasis on embedded assumptions about organizational change in the formulation of the maturity ratings. The suggested roadmap encompasses four phases: planning, development, evaluation and maintenance. Each phase discusses a number of decision points...

  14. The Relationship between Spiritual Leadership and Organizational Cynicism: The Moderating Effect of Emotional Intelligence

    Directory of Open Access Journals (Sweden)

    Şafak GÜNDÜZ

    2017-07-01

    Full Text Available The dramatic effects of the discipline of Business Management on employees have brought leadership into sharp focus; the concept of Spiritual Leadership has recently begun to be included in the scope of the studies on positive leadership and emotional leadership, and probably because Organizational Cynicism, which results from the stresses and strains brought about by globalization, is regarded as an organizational pathological disorder, leadership has become a concept through which the discipline of Business Management is seeking a remedy. Based on these, the aim of this study is to supportthe tautology with an emic approachthat spiritual leadership, which can be favoured by employees who are in search of some meaning in the workplace has inevitably a positive effect on organizational cynicism and emotional intelligence has a mediating effect on the relationship between spiritual leadership and cynicism within the Turkish culture. Stating the negative relationship between spiritual leadership and organizational cynicism and to some extend it may be overcome by emotional intelligence may contribute to leadership.

  15. Improving classroom practices: the impact of leadership, school organizational conditions, and teacher factors

    NARCIS (Netherlands)

    Thoonen, E.E.J.

    2012-01-01

    Schools are challenged to improve classroom practices as they are expected to enhance students’ motivation. While leadership, school organizational conditions and teacher factors are considered essential for improving classroom practices, more should be known about the interplay between school

  16. Analysis in the Utility of Commercial Wargaming Simulation Software for Army Organizational Leadership Development

    National Research Council Canada - National Science Library

    Macintyre, Kerry

    2000-01-01

    ... analysis, operational test and evaluation, and campaign development. The intent of this monograph was to determine if commercial wargame simulations could be used to develop the organizational leadership abilities of Army officers...

  17. How to improve teaching practices: the role of teacher motivation, organizational factors and leadership practices

    NARCIS (Netherlands)

    Thoonen, E.E.J.; Sleegers, P.J.C.; Oort, F.J.; Peetsma, T.T.D.; Geijsel, F.P.

    2011-01-01

    Purpose: Although it is expected that building schoolwide capacity for teacher learning will improve teaching practices, there is little systematic evidence to support this claim. This study aimed to examine the relative impact of transformational leadership practices, school organizational

  18. Analysis of the effect of leadership and organizational culture on the organizational effectiveness of radiological technologist's working environments

    Energy Technology Data Exchange (ETDEWEB)

    Kim, J.H.; Kim, C.S. [Department of Radiological Science, College of Health sciences, Catholic University of Pusan, Bugok 3-Dong, Geumjeong-gu, Busan 607-757 (Korea, Republic of); Kim, J.M., E-mail: donald@cup.ac.kr [Department of Computer Education, Graduate School, Korea University, Anam-dong Seongbuk - gu, Seoul 136-701 (Korea, Republic of)

    2011-08-15

    Purpose: The purpose of this study was to present ideas to upgrade job performance and improve organizational management by analyzing leadership aspects and organizational cultures of radiological technologist organizations. Method: A questionnaire was used to collect data from 261 radiological technologists working in the city of Busan. Then, SPSS/PC + Win 13 was used to statistically analyze the collected data. One-way ANOVA was adopted to test differences among groups, and multiple regression analyses were conducted to examine the effect of organizational culture and leadership upon organizational effectiveness. Results: First, it was found that radiological technologists stressed consensus most among the 4 types of organizational culture and regarded core transformational leadership as the right type of leadership. Second, regarding the relationship between leadership and organizational effectiveness, transformational leadership had the highest influence upon organizational effectiveness. Third, as for the relationship between organizational culture and organizational effectiveness, it was found that a developmental culture has the highest influence upon organizational effectiveness, followed by a culture of consensus. Conclusion: If transformational leadership and consensual culture are used properly for upgrading job performance in the organization, conflicts among radiological technologists might be reduced, thereby enhancing organizational effectiveness.

  19. A study on ranking the effects of transformational leadership style on organizational agility and mediating role of organizational creativity

    Directory of Open Access Journals (Sweden)

    Seidmehdi Veiseh

    2014-09-01

    Full Text Available The purpose of this study was to investigate the effects of the components of transformational leadership style on organizational agility and mediating role of organizational creativity in Ilam Gas Refinery located in province of Ilam, Iran. The method of the present study was descriptive and correlational-structural equation modeling. The population of this research included all 400 workers of Ilam gas refinery and the study chose a sample of196 employees. The questionnaire was standardized using Cronbach's alpha; the obtained reliability was 0.90, which indicated the reliability of the questionnaire. At the end, the data was analyzed by LISREL software and structural equation modeling analysis was conducted. The findings showed that transformational leadership style had an effect on organizational agility. In addition, organizational creativity maintained a mediator role on influencing the transformational leadership on organizational agility. The four dimensions of transformational leadership, hopeful influence, inspirational motivation, intellectual encouragement as well as personal considerations also influenced on the agility of organizations.

  20. The Effect of Transformational Leadership Behavior on Organizational Culture: An Application in Pharmaceutical Industry

    Directory of Open Access Journals (Sweden)

    Sinem Aydogdu

    2011-01-01

    Full Text Available In this study, conducted on 96 employees from production sector in a pharmaceutical company, the effect of transformational leadership behavior on organizational culture is investigated to determine statistically significant relations. The results of the study support the hypotheses. Transformational leadership behavior has a positive and significant correlation between the components of organizational culture such as long / short term orientation, masculinity / feminity, power distance, individualism / collectivisim and uncertainity avoidance.

  1. Fairness Perceptions and Job Satisfaction as Mediators of the Relationship between Leadership Style and Organizational Commitment

    OpenAIRE

    Zoran Sušanj; Ana Jakopec

    2012-01-01

    This study was conducted to explore the relationship between different leadership styles and organizational commitment. Furthermore, it attempts to clarify the role of justice perceptions and job satisfaction as mediators of the relationship between (active and passive/avoiding) leadership styles and organizational commitment. The structural equations modeling was used to analyze data collected from a sample of participants recruited from different organizations. The results have indicated th...

  2. Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety.

    Science.gov (United States)

    Chughtai, Aamir Ali

    2016-10-02

    This study investigated the mediating role of organizational identification and psychological safety in the relationship between servant leadership and two employee outcomes: employee voice and negative feedback seeking behavior. The sample for this study comprised of 174 full-time employees drawn from a large food company based in Pakistan. Results showed that organizational identification and psychological safety partially mediated the effects of servant leadership on voice and negative feedback seeking behavior. The theoretical and practical implications of this research are discussed.

  3. Leadership drivers of organizational creativity: a path model of creative climate in a professional service firm

    OpenAIRE

    Sandvik Madsen, Alexander; Espedal, Bjarne; Selart, Marcus

    2015-01-01

    The purpose of this study was to explore how and under what conditions two different leadership roles are able to facilitate an organizational climate that supports creativity. The study was conducted in a leading professional service firm. The introduced hypotheses were tested by means of a structural equation model. Findings indicate that the leadership roles are conceptually different and that organizational structure is important for leaders’ ability to create a climate ...

  4. A study on ranking the effects of transformational leadership style on organizational agility and mediating role of organizational creativity

    OpenAIRE

    Seidmehdi Veiseh; Ardshir shiri; Neeman Eghbali

    2014-01-01

    The purpose of this study was to investigate the effects of the components of transformational leadership style on organizational agility and mediating role of organizational creativity in Ilam Gas Refinery located in province of Ilam, Iran. The method of the present study was descriptive and correlational-structural equation modeling. The population of this research included all 400 workers of Ilam gas refinery and the study chose a sample of196 employees. The questionnaire was standardized ...

  5. Organizational and market factors associated with leadership development programs in hospitals: a national study.

    Science.gov (United States)

    Kim, Tae Hyun; Thompson, Jon M

    2012-01-01

    Effective leadership in hospitals is widely recognized as the key to organizational performance. Clinical, financial, and operational performance is increasingly being linked to the leadership practices of hospital managers. Moreover, effective leadership has been described as a means to achieve competitive advantage. Recent environmental forces, including reimbursement changes and increased competition, have prompted many hospitals to focus on building leadership competencies to successfully address these challenges. Using the resource dependence theory as our conceptual framework, we present results from a national study of hospitals examining the association of organizational and market factors with the provision of leadership development program activities, including the presence of a leadership development program, a diversity plan, a program for succession planning, and career development resources. The data are taken from the American Hospital Association's (AHA) 2008 Survey of Hospitals, the Area Resource File, and the Centers for Medicare & Medicaid Services. The results of multilevel logistic regressions of each leadership development program activity on organizational and market factors indicate that hospital size, system and network affiliation, and accreditation are significantly and positively associated with all leadership development program activities. The market factors significantly associated with all leadership development activities include a positive odds ratio for metropolitan statistical area location and a negative odds ratio for the percentage of the hospital's service area population that is female and minority. For-profit hospitals are less likely to provide leadership development program activities. Additional findings are presented, and the implications for hospital management are discussed.

  6. The Interaction of Principal and Teacher Instructional Influence as a Measure of Leadership as an Organizational Quality

    Science.gov (United States)

    Jackson, Karen M.; Marriott, Christine

    2012-01-01

    Purpose: This article presents the design and test of a measure of school leadership as an organizational quality through the interaction of principal and teacher instructional influence. The Organizational Leadership Model hypothesizes four distinct conditions of school leadership, and the analysis investigates the relationship between teacher,…

  7. Knowing Means Existing: Organizational Learning Dimensions and Knowledge Management Capability

    Directory of Open Access Journals (Sweden)

    Turulja Lejla

    2018-03-01

    Full Text Available Background: Many studies have considered knowledge as the most important strategic resource for ensuring firm’s competitiveness. Accordingly, learning is an important concept for firms whether it is individual or organizational learning.

  8. Strategic Leadership And Organizational Performance In Not-For-Profit Organizations In Nairobi County In Kenya

    Directory of Open Access Journals (Sweden)

    Daniel Mwendwa Kitonga

    2015-08-01

    Full Text Available This paper sought to examine the link between strategic leadership practices and organizational performance in not-for-profit organizations. A survey assessing strategic leadership practice and organizational performance was completed by managers representing 328 not-for-profit organizations in Nairobi County in Kenya. The study established a significant positive relationship between strategic leadership variables and organizational performance. The results found R value of 0.730 and R2 value of 0.532 that is 53.2 of corresponding change in the Organizational Performance of NFPs for every change explained by predictor variables. The findings demonstrate that if not-for-profit leaders use well the strategic leadership they are likely to improve their organizational performance significantly. This paper examined the practice of strategic leadership in not-for-profit organizations in Nairobi County in Kenya. Future research that seeks to replicate these findings is warranted. This paper proposes the study of strategic leadership as a way of enhancing not-for-profit organizational performance.

  9. Relationship between transformational leadership style and organizational commitment: Mediating effect of psychological empowerment

    Science.gov (United States)

    Asif, Muhammad; Ayyub, Samia; Bashir, Muhammad Khawar

    2014-12-01

    This study explores the relationship between style of transformational leadership and organizational commitment of employees with mediating role of psychological empowerment in the textile sector Punjab Pakistan. Data was collected using tools from 250 employees. The transformational leadership questionnaire, MLQ-Multifactor leadership Questionnaire [1] was used to verify the perception of the employees towards transformational leadership style in two dimensions i.e. idealized influence and inspirational motivation. The organizational commitment questionnaire designed by [2] was used to verify the affective organizational commitment. Further, psychological empowerment questionnaire was developed by [3] which was used to examine the state of psychological empowerment of textile sector employees. Pearson Correlation revealed that there exists a positive significant relationship between idealized influence and affective organizational commitment, Inspirational motivation and affective organizational commitment, affective organizational commitment and psychological empowerment. The results from the study put forward that there is a significant relationship between style of transformational leadership and organizational commitment. The mediating variable which one is suitable in the model i.e. psychological empowerment and the model is good fit as the F value is significant.

  10. The Relationships between School Autonomy Gap, Principal Leadership, Teachers' Job Satisfaction and Organizational Commitment

    Science.gov (United States)

    Dou, Diya; Devos, Geert; Valcke, Martin

    2017-01-01

    This study examines the relationship between school autonomy gap, principal leadership, school climate, teacher psychological factors, teachers' job satisfaction and organizational commitment under the context of school autonomy reform. A path model has been developed to define the relationships between principal leadership and teachers' outcomes…

  11. The Views of Novice and Late Career Principals Concerning Instructional and Organizational Leadership within Their Evaluation

    Science.gov (United States)

    Hvidston, David J.; Range, Bret G.; McKim, Courtney Ann; Mette, Ian M.

    2015-01-01

    This study examined the perspectives of novice and late career principals concerning instructional and organizational leadership within their performance evaluations. An online survey was sent to 251 principals with a return rate of 49%. Instructional leadership components of the evaluation that were most important to all principals were:…

  12. Investigating Teachers' Organizational Socialization Levels and Perceptions about Leadership Styles of Their Principals

    Science.gov (United States)

    Kadi, Aysegül

    2015-01-01

    The purpose of this study is to investigate teachers' organizational socialization levels and perceptions about leadership styles of their principals. Research was conducted with 361 teachers. Research design is determined as survey and correlational. Multi-Factor Leadership Scale originally was developed by Bass (1999) and adapted to Turkish…

  13. The Influence of School Leadership on Classroom Participation: Examining Configurations of Organizational Supports

    Science.gov (United States)

    Sebastian, James; Allensworth, Elaine; Stevens, David

    2014-01-01

    Background: In this paper we call for studying school leadership and its relationship to instruction and learning through approaches that highlight the role of configurations of multiple organizational supports. A configuration-focused approach to studying leadership and other essential supports provides a valuable addition to existing tools in…

  14. Leadership, Job Satisfaction and Organizational Commitment in Healthcare Sector: Proposing and Testing a Model

    Science.gov (United States)

    Mosadeghrad, Ali Mohammad; Ferdosi, Masoud

    2013-01-01

    Conflict of interest: none declared. Introduction Employees’ job satisfaction and commitment depends upon the leadership style of managers. This study clarifies further the relationships between leadership behaviors of managers and two employees’ work-related attitudes-job satisfaction and organizational at public hospitals in Iran. A better understanding of these issues and their relationships can pinpoint better strategies for recruiting, promotion, and training of future hospital managers and employees, particularly in Iran but perhaps in other societies as well. Methods This cross-sectional study was conducted using self-administered questionnaires distributed among 814 hospital employees and managers through a stratified random sampling. Results and discussion The dominant leadership style of hospital managers was participative style. Hospital employees were moderately satisfied with their jobs and committed to their organization. Salaries, benefits, promotion, contingent rewards, interpersonal relationships and working conditions were the best predictors of job satisfaction among hospitals employees. Leadership, job satisfaction and commitment were closely interrelated. The leadership behavior of managers explained 28% and 20% of the variations in job satisfaction and organizational commitment respectively. Conclusion This study clarifies the causal relations of job satisfaction and commitment, and highlights the crucial role of leadership in employees’ job satisfaction and commitment. Nevertheless, participative management is not always a good leadership style. Managers should select the best leadership style according to the organizational culture and employees’ organizational maturity. PMID:24082837

  15. A Qualitative Study of Superintendent Leadership Experiences during a Top-Down Organizational Change

    Science.gov (United States)

    Bryant, Johane

    2014-01-01

    The purpose was to investigate common experiences of superintendents as they responded to realignment of leadership responsibilities during an organizational change initiated by mayoral control. To discover the shared essence of changes in leadership responsibilities experienced by superintendents, individuals "told their stories" to…

  16. Students' High School Organizational Leadership Opportunities and Their Influences on Academic Achievement and Civic Participation

    Science.gov (United States)

    Elemen, Jennifer E.

    2015-01-01

    The purpose of this quantitative study was to analyze high school leadership praxis for its inclusion of students in organizational leadership dialogue and decision-making and the influences of these factors on student achievement and civic participation. Survey questionnaire data were provided by 215 full-time enrolled undergraduate students from…

  17. Matchmaking in organizational change : Does every employee value participatory leadership? An empirical study

    NARCIS (Netherlands)

    Rogiest, Sofie; Segers, Jesse; van Witteloostuijn, Arjen

    2018-01-01

    Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be

  18. The Effect of Leadership, Organizational Culture, Emotional Intellegence, and Job Satisfaction on Performance

    Science.gov (United States)

    Ilyas, Muhammad; Abdullah, Tamrin

    2016-01-01

    This research aimed to study the influence of Leadership, Organizational Culture, Emotional Quotation, and Job Satisfaction to Teacher Performance of Senior High School at Palopo Municipality South Sulawesi. There were 78 teachers participated in this research. The results were: (1) Leadership directly affects teacher performance; (2) Emotional…

  19. Leadership, job satisfaction and organizational commitment in healthcare sector: proposing and testing a model.

    Science.gov (United States)

    Mosadeghrad, Ali Mohammad; Ferdosi, Masoud

    2013-01-01

    none declared. Employees' job satisfaction and commitment depends upon the leadership style of managers. This study clarifies further the relationships between leadership behaviors of managers and two employees' work-related attitudes-job satisfaction and organizational at public hospitals in Iran. A better understanding of these issues and their relationships can pinpoint better strategies for recruiting, promotion, and training of future hospital managers and employees, particularly in Iran but perhaps in other societies as well. This cross-sectional study was conducted using self-administered questionnaires distributed among 814 hospital employees and managers through a stratified random sampling. The dominant leadership style of hospital managers was participative style. Hospital employees were moderately satisfied with their jobs and committed to their organization. Salaries, benefits, promotion, contingent rewards, interpersonal relationships and working conditions were the best predictors of job satisfaction among hospitals employees. Leadership, job satisfaction and commitment were closely interrelated. The leadership behavior of managers explained 28% and 20% of the variations in job satisfaction and organizational commitment respectively. This study clarifies the causal relations of job satisfaction and commitment, and highlights the crucial role of leadership in employees' job satisfaction and commitment. Nevertheless, participative management is not always a good leadership style. Managers should select the best leadership style according to the organizational culture and employees' organizational maturity.

  20. Transformational Leadership and Organizational Commitment: A Study of UNC System Business School Department Chairs

    Science.gov (United States)

    Luton, Bill

    2010-01-01

    Ample evidence is available citing a positive relationship between transformational leadership and organizational commitment (Boerner et al., 2007; Bono & Judge, 2003; Bycio, Hackett, & Allen, 1995; Chen, 2004; Emery & Barker, 2007; Walumbwa, Orwa, Wang, & Lawler, 2005). The majority of research on leadership in higher education,…

  1. Distributed Leadership and Organizational Change: Implementation of a Teaching Performance Measure

    Science.gov (United States)

    Sloan, Tine

    2013-01-01

    This article explores leadership practice and change as evidenced in multiple data sources gathered during a self-study implementation of a teaching performance assessment. It offers promising models of distributed leadership and organizational change that can inform future program implementers and the field in general. Our experiences suggest…

  2. Time for Climate Change: Leadership, IT Climate, and their Impact on Organizational Performance

    DEFF Research Database (Denmark)

    Wunderlich, Nico; Beck, Roman

    2017-01-01

    IT climate in organizations where the need for deep IT and business knowledge is constantly increasing. We shed light on how organizational leaders, both from business and IT, influence a positive organizational IT climate by IT leadership and subsequently, how an organizational IT climate affects strategic......Information systems (IS) have become essential for operating firms successfully. How to align business and information technology (IT) executives to increase organizational output has been widely discussed in literature. This research focusses on pre-requisites and consequences of a positive...... groups, and can confirm organization wide firm IS knowledge as a strategically important resource to achieve organizational performance....

  3. A Case Study of Leadership Pedagogy in an Organizational Behavior Class

    Science.gov (United States)

    Ingerson, Kati; Bruce, Jackie

    2015-01-01

    The purpose of this study was to understand if selected leadership pedagogy (hands on activities) utilized in an organizational behavior classroom contributed to the development of workplace readiness skills. Since successful organizational behavior classes and hands on learning can lead to successful graduates, the importance of leadership…

  4. Perception of the Effect of Leadership Styles on Organizational Commitment at Tribal Colleges and Universities

    Science.gov (United States)

    Mathern, Amber M.

    2016-01-01

    This study was conducted to determine if a relationship exists between the perceived leadership style of supervisors and the organizational commitment level of the subordinate employees within Tribal Colleges and Universities (TCUs). Additionally, the study examined whether a difference exists in the organizational commitment levels of TCU…

  5. The Prediction Level of Teachers' Organizational Citizenship Behaviors on the Successful Practice of Shared Leadership

    Science.gov (United States)

    Bostanci, Aynur B.

    2013-01-01

    Problem Statement: Defined as the actions that personnel voluntarily take beyond their formal job description, organizational citizenship behavior is regarded as a premise for shared leadership, a management style that is frequently used in organizations today. The relevant literature suggests that organizational citizenship behavior can provide…

  6. Organizational Life Cycles and the Development of the National College for School Leadership: An Antipodean View

    Science.gov (United States)

    Mulford, Bill

    2004-01-01

    This article employs organizational life cycle, organizational learning stages and group development stages literature to examine my experiences at the National College for School Leadership (NCSL) during its establishment phase. Support was found, and other foci suggested, for this literature. As well, future issues to be faced by the NCSL were…

  7. An exploration of socio-cultural and organizational factors affecting women's access to educational leadership

    OpenAIRE

    Korkor Owusu, Patrick

    2014-01-01

    Recent global reports indicate that women have made tremendous improvements in educational enrolment and labour participation but are woefully underrepresented in top leadership positions. Moreover, studies have shown that feminine leadership strategies are embraced but leadership is still perceived as a prerogative of men in many societies. This study therefore sought to explore the socio-cultural and organizational factors influencing the underrepresentation of women in educational leadersh...

  8. Organizational leadership: motives and behaviors of leaders in current organizations.

    Science.gov (United States)

    Martí, Margarita; Gil, Francisco; Barrasa, Angel

    2009-05-01

    Organizational leadership is fundamental for the working and development of current organizations. It helps members of an organization to face transcendental challenges. One of the fundamental aspects of leaders is their personal characteristics and behaviour as perceived by their co-workers. Although research has established a relationship between these components, findings have failed to come up with any congruent evidence and further to this the organizations and contexts used are from several decades ago. This article, which forms part of the international GLOBE project, analyses the relationship between motives and behaviour as perceived by co-workers in organizations, using quantitative and qualitative methods and including technological innovations. Using samples from 40 corporate directors and 84 of their co-workers, from different companies, it confirms how the main motives of leaders (power, affiliation and achievement) are related to different behavioral patterns (power to authoritarian, non-dependent and non-social-skill behaviours; affiliation to relationship and dependent behaviors, and achievement to proactive behaviors). It discusses the results with relation to traditional research and suggests practical measures and proposals for future investigations in this area.

  9. ORGANIZATIONAL VALUES: CRITICAL FACTORS CONTRIBUTING TO THE INTERNATIONALIZATION OF ENTERPRISES THAT SEEK A COST LEADERSHIP STRATEGY

    OpenAIRE

    Thais Ettinger Oliveira; George Berdinelli Rossi; Edson Keyso Kubo; Jose Turibio Oliveira

    2012-01-01

    This research aimed at identifying which organizational values of the Survey of Organizational Profiles’ Values (IPVO) are most closely related to the strategy of cost leadership for Brazilian companies seeking to internationalize. The literature suggests that organizational values are factors that influence the behavior of companies and therefore the strategy adopted by them to compete. For this reason, this article is based on exploratory research through personal interviews with executives...

  10. Immediate Supervisors’ Leadership Behaviour and Employees’ Organizational Commitment: Do Pay and Promotion Mediate the Nexus?

    Directory of Open Access Journals (Sweden)

    Emmanuel Yaw Ampofo

    2016-09-01

    Full Text Available This study examines the mediating effect of motivational factors of pay and promotion on transformational leadership and organizational commitment relationship in Unilever Ghana using a quantitative, non-experimental, cross-sectional and analytical survey design study. The results of the study revealed significant positive relationship between transformational leadership style and affective commitment, continuance commitment, and normative commitment. However, the results of the study revealed no significant mediation of pay in the relationship between transformational leadership style and affective commitment, continuance commitment, and normative commitment. Additionally, no significant mediation of promotion was found in the relationship between transformational leadership and affective commitment, transformational leadership and continuance commitment, and transformational leadership and normative commitment. Managers’ adoption of transformational leadership behavior as a key strategy to get employees committed to the organizations will be of great significance because motivational factors such as pay and promotion do not mediate the transformational leadership and organizational commitment relationship. This is a maiden empirical research in Ghana where motivational factors are used as mediators in transformational leadership and organizational commitment relationship.

  11. Leadership, organizational climate, and working alliance in a children's mental health service system.

    Science.gov (United States)

    Green, Amy E; Albanese, Brian J; Cafri, Guy; Aarons, Gregory A

    2014-10-01

    The goal of this study was to examine the relationships of transformational leadership and organizational climate with working alliance, in a children's mental health service system. Using multilevel structural equation modeling, the effect of leadership on working alliance was mediated by organizational climate. These results suggest that supervisors may be able to impact quality of care through improving workplace climate. Organizational factors should be considered in efforts to improve public sector services. Understanding these issues is important for program leaders, mental health service providers, and consumers because they can affect both the way services are delivered and ultimately, clinical outcomes.

  12. Comparison of organizational learning capabilities of the personnel in public and private sector hospitals of Kermanshah

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    Homayoun Abbasi

    2014-03-01

    Full Text Available Background: Hospitals are among the most interactive organizations in which the rate of knowledge transfer and learning is considerably high. The investigation of the level of organizational learning between public and private sector hospitals can be useful for managers to select proper organizational learning strategies aiming at improving service delivery and organizational behaviour (1. This study was carried out to compare the organizational learning capabilities of the personnel in public and private sector hospitals of Kermanshah. Methods: This descriptive survey was performed on the personnel in public and private sector hospitals of Kermanshah. According to Krejcie and Morgan’s table, 175 employees were selected via stratified random sampling from 6 public and 2 private hospitals. The instrument for gathering data was Organizational Learning Capability Questionnaire (OLCQ by Gomez et al. (2005 (2. Data were analysed by inferential statistics (K-S test, Levene’s test, t-test, one-way ANOVA using SPSS software (version 20.00. Results: The level of organizational learning capabilities of personnel was higher in the private hospitals than in public hospitals, indicating a statistically significant difference between them (T (26= 11.779, P0.01، F (3, 68 = 1.859. Conclusion: With regard to the higher average of knowledge transfer and integration than the other capabilities in public and private hospitals, it seems that the managers of hospitals should make use of this component to promote the organizational knowledge of the personnel and improve other organizational learning capabilities too.

  13. Discrepancies in Leader and Follower Ratings of Transformational Leadership: Relationship with Organizational Culture in Mental Health.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R; Sklar, Marisa; Horowitz, Jonathan

    2017-07-01

    The role of leadership in the management and delivery of health and allied health services is often discussed but lacks empirical research. Discrepancies are often found between leaders' self-ratings and followers' ratings of the leader. To our knowledge no research has examined leader-follower discrepancies and their association with organizational culture in mental health clinics. The current study examines congruence, discrepancy, and directionality of discrepancy in relation to organizational culture in 38 mental health teams (N = 276). Supervisors and providers completed surveys including ratings of the supervisor transformational leadership and organizational culture. Polynomial regression and response surface analysis models were computed examining the associations of leadership discrepancy and defensive organizational culture and its subscales. Discrepancies between supervisor and provider reports of transformational leadership were associated with a more negative organizational culture. Culture suffered more where supervisors rated themselves more positively than providers, in contrast to supervisors rating themselves lower than the provider ratings of the supervisor. Leadership and leader discrepancy should be a consideration in improving organizational culture and for strategic initiatives such as quality of care and the implementation and sustainment of evidence-based practice.

  14. Leadership, Organizational Climate, and Perceived Burden of Evidence-Based Practice in Mental Health Services.

    Science.gov (United States)

    Brimhall, Kim C; Fenwick, Karissa; Farahnak, Lauren R; Hurlburt, Michael S; Roesch, Scott C; Aarons, Gregory A

    2016-09-01

    The use of evidence-based practices (EBPs) is associated with favorable client outcomes, yet perceived burden of using EBPs may affect the adoption and implementation of such practices. Multilevel path analysis was used to examine the associations of transformational leadership with organizational climate, and their associations with perceived burden of using EBPs. Results indicated significant relationships between transformational leadership and empowering and demoralizing climates, and between demoralizing climate and perceived burden of EBPs. We found significant indirect associations of leadership and perceived burden through organizational climate. Findings suggest that further research is needed to examine the extent to which improving leadership and organizational climate may reduce perceived burden and use of EBPs with the ultimate goal of enhancing quality of care.

  15. Leadership, Organizational Climate, and Perceived Burden of Evidence-Based Practice in Mental Health Services

    Science.gov (United States)

    Brimhall, Kim C.; Fenwick, Karissa; Farahnak, Lauren R.; Hurlburt, Michael S.; Roesch, Scott C.

    2015-01-01

    The use of evidence-based practices (EBPs) is associated with favorable client outcomes, yet perceived burden of using EBPs may affect the adoption and implementation of such practices. Multilevel path analysis was used to examine the associations of transformational leadership with organizational climate, and their associations with perceived burden of using EBPs. Results indicated significant relationships between transformational leadership and empowering and demoralizing climates, and between demoralizing climate and perceived burden of EBPs. We found significant indirect associations of leadership and perceived burden through organizational climate. Findings suggest that further research is needed to examine the extent to which improving leadership and organizational climate may reduce perceived burden and use of EBPs with the ultimate goal of enhancing quality of care. PMID:26152770

  16. The Impact of Organizational Learning Capability on Product Innovation Performance: Evidence from the Turkish Manufacturing Sector

    Directory of Open Access Journals (Sweden)

    Özlem Yaşar Uğurlu

    2016-02-01

    Full Text Available This study aims to examine the effect of organizational learning capability on product innovation performance in the manufacturing sector using empirical data. A survey was conducted with 120 firms that were on the list of Top 1000 Firms of Turkey and registered with the Istanbul Chamber of Industry, to examine the relationship between the dimensions of organizational learning capability and the dimensions of product innovation performance. The findings of the study indicate a positive relationship between organizational learning capability and product innovation performance.

  17. Leadership capabilities of physiotherapy leaders in Ireland: Part 1 physiotherapy managers.

    Science.gov (United States)

    McGowan, Emer; Elliott, Naomi; Stokes, Emma

    2018-05-07

    Investigation of the leadership capabilities of physiotherapists is needed to allow understanding of current leadership practice and to enable appropriate training programs to be developed. To explore physiotherapy managers´ perceptions of their leadership capabilities. Semi-structured interviews were conducted with a purposive sample of 18 physiotherapy managers from a range of public services and private practices in Ireland. The interviews were analyzed using template analysis and the coding template was based on the Bolman and Deal Leadership framework which details four leadership frames: structural, human resource, political, and symbolic. The physiotherapy managers described demonstrating leadership capabilities associated with each of the four leadership frames. However, the language used by the physiotherapy managers suggested that they work predominantly through the structural and human resource frames. The employment of capabilities associated with the political frame varied between participants; some participants described working through this frame while others reported difficulties. The symbolic frame was underused; there were fewer examples given of capabilities such as communicating their vision, demonstrating passion and facilitating a positive workplace culture. Physiotherapy managers work predominantly through the structural and human resource frames. To successfully meet the leadership requirements of their roles physiotherapy managers may benefit from specific leadership development training to develop leadership capabilities in the political and symbolic frames.

  18. Authentic leadership and organizational commitment: the mediating role of positive psychological capital

    International Nuclear Information System (INIS)

    Rego, P.; Pereira Lopes, M.; Nascimento, J.

    2016-01-01

    Purpose: This study analyzes the mediating role of positive psychological capital in the relationship between authentic leadership and organizational commitment. Design/methodology/approach: This quantitative study presents a model in which were considered as variables mediating the relationship between authentic leadership and organizational commitment, the four dimensions of positive psychological capital (optimism, resilience, self-efficacy, hope). Findings: The results showed that positive psychological capital mediates the relationship between authentic leadership and organizational commitment. However, they also indicate that this mediation is only made for three of the four dimensions of positive psychological capital (self-efficacy, hope and optimism). They also show that resilience negatively affects organizational commitment. Originality/value: The value of this study is to strengthen the interest in the study of positive psychological capital as a mediating variable and the importance of development that each of its dimensions and the impact they may have on other variables, as demonstrated by the results. (Author)

  19. The Effects Of Transactional Leadership Upon Organizational Identification: A Case Of Travel Agencies In Adana

    Directory of Open Access Journals (Sweden)

    Sine Erdoğan Morçin

    2013-12-01

    Full Text Available In this study, the effect of transactional leadership styles upon organizational identificationin group A travel agencies researched. Group A travel agents operating in the Eastern Mediterranean region explored and most studied agent identified as the province is Adana with a lot of practice. 86 groups A of travel agency serving those agents are actively operating in the province of Adana have been identified and 153 employees work in these agencies applied for data collection. As a result, there is a relationship between transactional leadership and organizational identification has emerged and it effects organizational identification. According to the results of t-test and analysis of variance perspective of demographic characteristics transactional leadership and organizational identification among the undifferentiated attitudes has emerged.

  20. Authentic leadership and organizational commitment: the mediating role of positive psychological capital

    Energy Technology Data Exchange (ETDEWEB)

    Rego, P.; Pereira Lopes, M.; Nascimento, J.

    2016-07-01

    Purpose: This study analyzes the mediating role of positive psychological capital in the relationship between authentic leadership and organizational commitment. Design/methodology/approach: This quantitative study presents a model in which were considered as variables mediating the relationship between authentic leadership and organizational commitment, the four dimensions of positive psychological capital (optimism, resilience, self-efficacy, hope). Findings: The results showed that positive psychological capital mediates the relationship between authentic leadership and organizational commitment. However, they also indicate that this mediation is only made for three of the four dimensions of positive psychological capital (self-efficacy, hope and optimism). They also show that resilience negatively affects organizational commitment. Originality/value: The value of this study is to strengthen the interest in the study of positive psychological capital as a mediating variable and the importance of development that each of its dimensions and the impact they may have on other variables, as demonstrated by the results. (Author)

  1. Authentic leadership and organizational commitment: The mediating role of positive psychological capital

    Directory of Open Access Journals (Sweden)

    Paulo Rego

    2016-02-01

    Full Text Available Purpose: This study analyzes the mediating role of positive psychological capital in the relationship between authentic leadership and organizational commitment. Design/methodology/approach: This quantitative study presents a model in which were considered as variables mediating the relationship between authentic leadership and organizational commitment, the four dimensions of positive psychological capital (optimism, resilience, self-efficacy, hope. Findings: The results showed that positive psychological capital mediates the relationship between authentic leadership and organizational commitment. However, they also indicate that this mediation is only made for three of the four dimensions of positive psychological capital (self-efficacy, hope and optimism. They also show that resilience negatively affects organizational commitment. Originality/value: The value of this study is to strengthen the interest in the study of positive psychological capital as a mediating variable and the importance of development that each of its dimensions and the impact they may have on other variables, as demonstrated by the results.

  2. Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses.

    Science.gov (United States)

    AbuAlRub, R F; Nasrallah, M A

    2017-12-01

    To investigate the impact of leadership behaviours of nurse managers and organizational culture on Jordanian nurses' intention to stay at work in public, private and university hospitals. Leadership behaviours of nurses and organizational culture are considered important factors in enhancing retention of nurses. A correlational design was used in the study. A sample of 285 Jordanian nurses was conveniently selected to complete a self-administered questionnaire that consisted of three measures; Kouzes and Posner's Leadership Practise Inventory, Professional Organizational Culture questionnaire and McCain's Intent to Stay Scale. Nurse managers' leadership behaviours and organizational culture were positively associated with the level of intention to stay at work. The study variables explained almost 43% of the variance in nurses' intention to stay at work. The limitation of the study was the use of convenience sampling method. The results asserted that transformational leadership styles of nurse managers enhance positive hospitals' culture as well as the intention of nurses to stay at work. Nurse executives should promote leadership behaviours of nurse managers through training. The regulatory bodies of nursing profession in collaboration with nurse educators and administrators should help in developing competencies for nurse managers that are based on transformational leadership and incorporate such competencies in nursing education programs as well as continuous education programs. © 2017 International Council of Nurses.

  3. The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

    Directory of Open Access Journals (Sweden)

    Weiping Jiang

    2017-09-01

    Full Text Available Transformational leadership has drawn extensive attention in management research. In this field, the influence of transformational leadership on employee performance is an important branch. Recent research indicates that organizational citizenship behavior plays a mediating role between transformational leadership and employee performance. However, some of these findings contradict each other. Given the background where greater attention is being paid to transformational leadership in the construction industry, this research aims to find the degree of the influence of transformational leadership on employee sustainable performance, as well as the mediating role of organizational citizenship behavior. A total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling. The findings reveal that employee sustainable performance is positively influenced by transformational leadership. In addition, more than half of that influence is mediated by their organizational citizenship behavior. These findings remind project managers of the need to pay close attention to transformational leadership, to cultivate organizational citizenship behavior, and thereby to eventually improve employee’s sustainable performance.

  4. Structural impacts on the occurrence and effectiveness of transformational leadership : An empirical study at the organizational level of analysis

    NARCIS (Netherlands)

    Walter, Frank; Bruch, Heike

    2010-01-01

    This article empirically investigates the role of organizational structure in the transformational leadership (TFL) process. We examine organizational centralization, formalization, and size as antecedents of an organization's TFL climate, and as moderators of the relationship between TFL climate

  5. Servant leadership and affective commitment in the Chinese public sector: the mediating role of perceived organizational support.

    Science.gov (United States)

    Zhou, Yingying; Miao, Qing

    2014-10-01

    This study examined a possible mediating mechanism between servant leadership and the affective commitment in Chinese employees. Servant leadership, perceived organizational support, and affective commitment was assessed among 239 full-time employees in the Chinese public sector in three rounds of surveys. Servant leadership influenced affective commitment through perceived organizational support. The effect of servant leadership exists in Chinese culture as well as Western cultures.

  6. RESEARCH OF RELATIONSHIP BETWEEN LEADERSHIP BEHAVIORS OF MANAGERS AND ORGANIZATIONAL COMMITMENT OF EMPLOYEES USING STATISTICAL METHODS

    Directory of Open Access Journals (Sweden)

    Aydoğan Durmuş

    2016-08-01

    Full Text Available In this study conducted to research the relationship between leadership behaviors of managers between organizational commitment of employees, a survey has been applied to 155 employees who work in 3 companies in Istanbul province. To measure organizational commitment of employees: "Organizational Commitment Scale" developed by Meyer, Allen ve Smith ; to measure leadership behaviors:" Leadership Behaviors Inventory" of Kent and "Multidimensional Leadership Problems" titled survey forms have been examined and leadership behavior scale which is often used in researches and has been created developing leadership behavior questions based on "Behavioral Repertoire of Leaders" of  Goleman. The data collected by the survey were evaluated by entering into SPSS 22 software. As a result of the application; it has been found that, as autocratic, visionary,  participating and leadership behaviors of managers strengthen, attendance to corporation and normative commitment of employees increase, as educational and relationship oriented behaviors of managers strengthen, attendance to corporation and normative commitment of employees strengthens. As overall satisfaction level of employees with leadership behavior of managers increases, their attendance and normative commitment to organization increased as well.

  7. Assessing the Impact of IT Competency on Organizational Learning Capability of Indonesian Manufacturing Firms

    Directory of Open Access Journals (Sweden)

    Alizar Hasan

    2010-01-01

    Full Text Available This paper attempt to assessing the impact of IT competency on organizational learning capability by using the measurement scale that have been developed by Tippins et al. and Gomes et al. These studies cover a sample of 192 manufacturing firms. IT competencies are classified into three dimensions: IT knowledge, IT operations, and IT objects, and organizational learning capability are classified into four dimensions: Managerial commitment, System perspec-tive, Openness and experimentation, and Knowledge transfer and integration. The result of factor analysis on IT competency and Organizational learning capability show that all items have high loading only on a single factor with ranging from .60 to .84. The findings revealed that IT competency positively and significantly influences the organizational learning capability of Indonesian manufacturing firms.

  8. Organizational capabilities and bottom line performance : The relationship between organizational architecture and strategic performance of business units in Dutch headquartered multinationals

    NARCIS (Netherlands)

    Eikelenboom, B.L.

    2005-01-01

    This study addresses a key question in business: do organizational capabilities relate to bottom line performance? It is a hard struggle to assess intangible, organizational capabilities, but due to web-based technology, serious advances have been made to measure organizational architecture, a

  9. The effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank of Tehran

    Directory of Open Access Journals (Sweden)

    Narges Rabie

    2016-06-01

    Full Text Available The purpose of this study was to evaluate the effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank in city of Tehran. The population of this study consisted of 1022 employees of the Agricultural Bank of Tehran. A total of 304 questionnaires were distributed, of which 264 valid questionnaires were collected. These questionnaires were distributed randomly among the male and female employees in Tehran branches of Agricultural Bank. Standard questionnaire of transformational leadership model, standard questionnaire of organizational culture model and organizational cynicism were applied in this study. In this study SPSS19 and Smart PLS software were used to analyze the collected data. Hypothesis testing showed that at first, Transformational leadership style had no significant effect on the formation of organizational cynicism in the Agricultural Bank in Tehran, and organizational culture had a significant negative impact on the formation of organizational cynicism in the Agricultural Bank in the second hypothesis.

  10. An organizational capability perspective on knowledge management: The effect of knowledge management capabilities on organizational effectiveness of maritime equipment suppliers in Møre and Romsdal

    OpenAIRE

    Nordøy, Ingrid Marie

    2017-01-01

    Previous studies have emphasized the importance of knowledge management capabilities (KMC´s) and outlined their influence on organizational effectiveness. Today’s economic environment has been described as knowledge based and knowledge management (KM) is recognized as the most important resource of the modern organization. However, few researchers focus on knowledge management capabilities in a Norwegian context. The present study investigates the relationship between the KM...

  11. Global Leadership and Organizational Change from Past to Now

    Directory of Open Access Journals (Sweden)

    Alexander STELZER

    2015-10-01

    Full Text Available Organizational theory and organizational research (namely, organizational behavior, have the purpose of organizations – to explain and understand – their origin, their existence and their functioning. Therefore, I try in my work, different approaches to take up. To this end, I chose different books and articles to explain and expand the knowledge on this subject.

  12. EXPLORING THE RELATIONSHIP BETWEEN LEADERSHIP COMMUNICATION STYLE, PERSONALITY TRAIT AND ORGANIZATIONAL PRODUCTIVITY

    Directory of Open Access Journals (Sweden)

    Oludele Mayowa Solaja

    2016-05-01

    Full Text Available In organizational research and practice, prolific communication is significantly linked with quality leadership traits. Leadership quality helps in mitigating the failure of an organization to survive the increasing business challenges that may result in waste of resources, talents and potentials needed for achieving optimal organizational productivity. However, an examination of academic literatures reveal that corporate leaders are often faced with the challenge of how to move smoothly between different communication styles to communicate clearly articulating ideas and knowledge to employee’s whenever the occasion demands which hinders organizational productivity. Against this background, this study explores the relationship between leadership communication style, personality trait and organizational productivity. The study utilized cross-sectional survey method. Participants were 112 academic staff of University of Lagos, Nigeria who was selected through multi-stage sampling techniques. Data were collected through structured questionnaire and personal observation. Results show that there exists a connection between leadership communication style and personality trait. Also, the finding revealed that leadership communication style determines organization productivity. More so, the finding established that personality traits and communication styles have combine effect on organizational productivity. Conclusively, the findings were discussed with reference to relevant empirical literatures with recommendations for management of organizations both for practice and future research highlighted.

  13. Organizational models as configurations of structure, culture, leadership, control, and change strategy

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2017-01-01

    Full Text Available Starting from the axioms of consistency, stability, contingency, and configuration, research on organizational structure, culture, control, leadership, and change management strategy has shown that their typical configurations, or models, can be differentiated according to the same two criteria: distribution of power and dominant organizational dimension. On the one hand there are models of structure, culture, control, leadership, and change management strategy that are based on an unequal, or authoritarian, distribution of power within organizations, while on the other hand there are models that are based on democratic, or equal, distribution of power. Also, on the one hand there are models of structure, culture, control, leadership, and change strategy that are based on work structure and tasks, while on the other hand there are models of these organizational components that are based on social structure, people, and their relationships. Harmonization of typical configurations of organizational structure, culture, control, leadership, and change strategy occurs due to the harmonization of the differentiation criteria. Based on this harmonization, four organizational models have been identified as typical configurations of structure, culture, control, leadership, and change strategy: the autocratic, bureaucratic, innovative, and task models. Each of these models is effective in a different environmental contingency.

  14. Strategic Decision Making for Organizational Sustainability: The Implications of Servant Leadership and Sustainable Leadership Approaches

    Directory of Open Access Journals (Sweden)

    Judita Peterlin

    2015-12-01

    Full Text Available This conceptual paper explores the implications of servant leadership and sustainable leadership for strategic decision making by the top management of an organization. It is argued that a different type of leadership is required if effective strategic decisions are to be made in organizations striving to become more sustainable and that servant leadership and sustainable leadership approaches provide a sound basis to inform these decisions. The contributions of these two leadership approaches are explored, before considering the implications for leadership development. Particularly, the inclusion in leadership development programmes of values based leadership, and the development of integrative thinking, is discussed.

  15. THE INFLUENCE OF JOB SATISFACTION AND LEADERSHIP STYLE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR (STUDY AT PT IDE JAYA KREASINDO

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    Bagus Tri Pratikto

    2015-09-01

    Full Text Available The purpose of this study is : 1 To know the description of job satisfaction and the leadership style on Organizational Citizenship Behavior (Study at PT Ide Jaya Kreasindo 2 To know the effect of job satisfaction on Organizational Citizenship Behavior 3 To know the effect of the leadership style on Organizational Citizenship Behavior 4 To know the effect of job satisfaction and the leadership style on Organizational Citizenship Behavior simultaneously. Research methods using simple random sampling. Sampling technique using simple random sampling technique and of questionnaires of 77 observations from PT Ide Jaya Kreasindo’s employees using SPSS 16.0.The empirical result shows that job satisfaction and the leadership style has positive and significant effect on organizational citizenship behavior. Simultaneously test shows that job satisfaction and the leadership style effects organizational citizenship behavior.

  16. Leadership Style and Organizational Performance: a Comparative Description of Two Companies

    Directory of Open Access Journals (Sweden)

    Patrícia Amélia Tomei

    2016-04-01

    Full Text Available This work analyzed leadership styles and organizational performance comparing two small Brazilian family-owned companies using a mixed-method quantitative and qualitative approach. Qualitative data were collected by means of interviews conducted with the respective company leaders about the history of the organization, the role of founders, and company mission, vision, values and organizational strategies. Quantitative data were collected by means of questionnaires applied to subordinates to identify the leadership style prevalent in the companies and business performance. Results showed that both leaders posssess transactional leadership characteristics, but only the leader of company B has some transformational leadership characteristics. Company A's performance stood out only with respect to marketing and financial results, revealing an unsatisfactory organizational climate, while company B showed satisfactory results with respect to all measures of performance. The comparative study of the two cases revealed that transactional leadership influences organizational efficiency while transformational leadership favors effectiveness and the achievement of tangible and intangible returns for the company.

  17. Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions

    Directory of Open Access Journals (Sweden)

    Imen Keskes

    2014-02-01

    Full Text Available Purpose: The aim of this work is the study and the discussion of the relationship between leadership styles and organizational commitment dimensions. Both styles of leadership known as transformational and transactional styles differ in the process by which the leader motivates his subordinates. Organizational commitment defined by its three types (Affective, Normative and Continuance measures the strength of an individual identification with and involvement in the organization. Design/methodology/approach: An extensive literature research has been done in order to increase our understanding of leadership and organizational commitment as well as the relationship between these two concepts. Findings: The present study of the relationships between leadership styles and organizational commitment has shown how leadership dimensions can influence employee organizational commitment. Although there is considerable research available suggesting that transformational leadership is positively associated with organizational commitment in a variety of organizational settings and cultures, there has been little empirical research focusing on the precise ways in which style of leadership impacts  employee organizational commitment. Originality/value: Some critics about previous empirical and theoretical studies will present and a number of areas for future research will highlight. In this sense, various areas that require additional research are developed and possible incorporation of some mediation variables are proposed in order to gather a better understanding about the mechanism that links leadership styles and followers organizational commitment.

  18. Intellectual Capital and Organizational Renewal: Building Dynamic Capabilities through People

    Directory of Open Access Journals (Sweden)

    Fabio de Biazzi

    2012-05-01

    Full Text Available This paper seeks to deepen the understanding of management practices adopted by organizations characterizedby significant levels of participation and influence from their employees. Based on the assumption that thesuccessful utilization of such practices is circumstantial, a conceptual framework is proposed identifying theessential elements that should be dynamically aligned to allow organizational success in the long term. Differenttypes of work & participation practices – that arise from the adoption of the dimensions locus of knowledge andlocus of power – support the reasoning on how to align these elements and, consequently, how to lead theorganizational renewal and survival in the long run.

  19. The relationship between organizational leadership for safety and learning from patient safety events.

    Science.gov (United States)

    Ginsburg, Liane R; Chuang, You-Ta; Berta, Whitney Blair; Norton, Peter G; Ng, Peggy; Tregunno, Deborah; Richardson, Julia

    2010-06-01

    To examine the relationship between organizational leadership for patient safety and five types of learning from patient safety events (PSEs). Forty-nine general acute care hospitals in Ontario, Canada. A nonexperimental design using cross-sectional surveys of hospital patient safety officers (PSOs) and patient care managers (PCMs). PSOs provided data on organization-level learning from (a) minor events, (b) moderate events, (c) major near misses, (d) major event analysis, and (e) major event dissemination/communication. PCMs provided data on organizational leadership (formal and informal) for patient safety. Hospitals were the unit of analysis. Seemingly unrelated regression was used to examine the influence of formal and informal leadership for safety on the five types of learning from PSEs. The interaction between leadership and hospital size was also examined. Formal organizational leadership for patient safety is an important predictor of learning from minor, moderate, and major near-miss events, and major event dissemination. This relationship is significantly stronger for small hospitals (learning from safety events. Formal leadership support for safety is of particular importance in small organizations where the economic burden of safety programs is disproportionately large and formal leadership is closer to the front lines.

  20. Strategic Decision Making for Organizational Sustainability: The Implications of Servant Leadership and Sustainable Leadership Approaches

    OpenAIRE

    Judita Peterlin; Noel J. Pearse; Vlado Dimovski

    2015-01-01

    This conceptual paper explores the implications of servant leadership and sustainable leadership for strategic decision making by the top management of an organization. It is argued that a different type of leadership is required if effective strategic decisions are to be made in organizations striving to become more sustainable and that servant leadership and sustainable leadership approaches provide a sound basis to inform these decisions. The contributions of these two leadership approache...

  1. The Organizational Approach of Capability Theory: A Review Essay

    OpenAIRE

    Garzarelli, Giampaolo

    2006-01-01

    Richard Langlois, Tony Yu & Paul Robertson have assembled a collection of previously published papers that move beyond textbook production theory. This essay discusses work by Frank Knight and Hendrik Houthakker not reproduced in LYR in relation to the capability theory of economic organization. Knight identified the problem of organization as the search for and the coordination of different dispersed capabilities. Houthakker helps us to see more clearly that the benefits of specialization ar...

  2. Working with leadership development and organizational learning from a dialogical perspective

    DEFF Research Database (Denmark)

    Hansen, Lone Hersted; Frimann, Søren

    on the individual school's current challenges and special conditions. The ten schools involved in the project each have their own history, background, demographics and socioeconomic foundation. Not surprisingly, each of these schools is characterized by having its own leadership style, school culture and identity......Abstract: Working with leadership development and organizational learning from a dialogical perspective By Lone Hersted and Søren Frimann Department of Learning and Philosophy Aalborg University (DK) Lone Hersted, assistant professor, email address: lhersted@learning.aau.dk Søren Frimann, associate...... professor, email address: frimann@learning.aau.dk Key words: Dialogue, action research, organizational learning and reflexivity INTRODUCTION These years we notice a considerable amount of research on top-down implementation of standardized concepts for organizational development and leadership...

  3. Family Health Teams workers in Rio de Janeiro: leadership aspects in a study on organizational climate.

    Science.gov (United States)

    Santos, Leda Jung Dos; Paranhos, Maurício Sangama

    2017-03-01

    Organizational climate is understood as the formal or informal perception of policies, practices, actions and organizational procedures, and is a factor of influence in the efficiency of the results, as well as in the conduct of people that are part of an organization. This paper describes one of organizational climate realms, namely, leadership, comparing the strata of professional categories of the Family Health Teams in the city of Rio de Janeiro. Thus, an administrative-based survey was carried out with a sample of n = 9,590 people in 187 primary healthcare units (71 Family Clinics and 116 Municipal Health Centers). The results show that all items that measure the realm of "leadership" were positively evaluated with differences between strata (p-value <0.001). We recommend conducting regular studies and holding leadership workshops in the very health units, as well as using distance-learning tools to exchange information and train staff.

  4. What constitutes successful nurse leadership?: A qualitative approach utilizing Kanter's theory of organizational behavior.

    Science.gov (United States)

    Upenieks, Valda V

    2002-12-01

    What constitutes successful leadership in today's healthcare environment and what are the principal components of an organization that supports the role of the nurse leader? To answer these questions, 16 nurse leaders from four acute care hospitals were interviewed for their perception of leadership traits that are effective in the inpatient hospital setting and types of organizational infrastructures that create conditions for job effectiveness. Kanter's theory of organizational behavior provided the conceptual framework for this study. Leadership effectiveness is linked to having access to opportunity, resources, information, and formal and informal power in the work setting. Nurse leaders with access to these structures are empowered and successful, which leads to enhanced worth and overall organizational achievement. Also, strong central beliefs and business astuteness are considered vital attributes in today's economically oriented environment.

  5. Organizational structure and leadership styles in Savings and Credit Cooperatives of Pichincha

    Directory of Open Access Journals (Sweden)

    Sandra Patricia Galarza Torres

    2017-07-01

    Full Text Available Leadership studies are of great interest to organizations and management scientists, because of the diversity of theories and models that have been perfected over time. The objective of this research is to qualitatively determine the leadership styles used by the managers of the Savings and Credit Cooperatives of Pichincha province, and to relate them to the organizational structures through which these institutions operate. The methodology was based on the application of surveys to managers of 60 cooperatives, taking as reference the variables raised by Bass and Avolio in their "Multifactorial Questionnaire on MLQ Leadership" and the organizational structure was obtained by another methodologies. It is concluded that in the cooperatives studied the styles used by managers are: transactional, transformational and Laissez Faire, the latter being the predominant in the organizational structures of cooperatives.

  6. THE INFLUENCE OF ORGANIZATIONAL CLIMATE, TRANSFORMATIONAL LEADERSHIP, AND WORK MOTIVATION ON TEACHER JOB PERFORMANCE

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    K. Kartini

    2017-07-01

    Full Text Available This research aimed at investigating the influence of organizational climate, transformational leadership, and work motivation on teacher job performance at Pondok Modern Tazakka, Batang - Central Java.The research using a quantitative approach with survey method. Amount of the samples in this research are 55 teachers that selected randomly. The data were analyzed by using descriptive statistics and inferential statistic using path analysis. (1 organizational climate have positive direct effect on teacher performance with path coefficient (py1 = 0,257 and t-count 2,963> t-table 1,684; (2 transformational leadership have positive direct effect on teacher performance with path coefficient (py2 = 0,489 and t-count 5,164> t-table 1,684, (3 work motivation have positive direct effect to teacher performance with path coefficient (py3 = 0,261 and t count 2,42> t-table 1,684, (4 organizational climate have positive direct effect (p31 = 0.391 and t-count 3.990> t-table 1.684, and (5 transformational leadership have a direct positive effect on work motivation with path coefficient (p32 = 0.526 and t-count 5,376> t- table 1,684. The Conclusion is organizational climate, transformational leadership, and work motivation have a direct effect on teacher job performance. Organizational climate and transformational leadership also have a direct effect on teacher work motivation. Therefore to improve teacher job performance, organizational climate, transformational leadership, and work motivation must be considered to be improved.

  7. Transformational Leadership and Organizational Citizenship Behavior: A Meta-Analytic Test of Underlying Mechanisms.

    Science.gov (United States)

    Nohe, Christoph; Hertel, Guido

    2017-01-01

    Based on social exchange theory, we examined and contrasted attitudinal mediators (affective organizational commitment, job satisfaction) and relational mediators (trust in leader, leader-member exchange; LMX) of the positive relationship between transformational leadership and organizational citizenship behavior (OCB). Hypotheses were tested using meta-analytic path models with correlations from published meta-analyses (761 samples with 227,419 individuals overall). When testing single-mediator models, results supported our expectations that each of the mediators explained the relationship between transformational leadership and OCB. When testing a multi-mediator model, LMX was the strongest mediator. When testing a model with a latent attitudinal mechanism and a latent relational mechanism, the relational mechanism was the stronger mediator of the relationship between transformational leadership and OCB. Our findings help to better understand the underlying mechanisms of the relationship between transformational leadership and OCB.

  8. Effect of Spiritual Leadership to Organizational Culture and Employee’s Loyalty

    Directory of Open Access Journals (Sweden)

    Arasy Alimudin

    2017-10-01

    Full Text Available Although the leader of the Society’s Eye Hospital, East Java has the characteristics of spiritual leadership as in the dimensions of spiritual leadership developed by Fry (2003 including vision, hope / faith, and altruistic love, however the level of employee turn over is still high. To address this problem, the research is using a quantitative causality approach and SEM PLS model as the data analysis technique used. The result of the research shows that there is a significant positive influence on spiritual leadership towards the organizational culture. A significant positive influence of organizational culture also seen on employee’s loyalty, and there is a positive but insignificant influence of spiritual leadership on employee’s loyalty.

  9. A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance

    NARCIS (Netherlands)

    Wilderom, C.P.M.; van den Berg, P.T.; Wiersma, U.J.

    2012-01-01

    We investigated the combined effects of charismatic leadership and organizational culture on perceived and objective company performance using a longitudinal design. Employees (N = 1214) in 46 branches of a large Dutch bank rated branch management on charismatic leadership, organizational culture in

  10. A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance.

    NARCIS (Netherlands)

    Wilderom, Celeste P.M.; van den Berg, P.T.; Wiersma, U.J.

    2012-01-01

    We investigated the combined effects of charismatic leadership and organizational culture on perceived and objective company performance using a longitudinal design. Employees (N = 1214) in 46 branches of a large Dutch bank rated branch management on charismatic leadership, organizational culture in

  11. Multilevel Leadership and Organizational Effectiveness in Indian Technical Education: The Mediating Role of Communication, Power and Culture

    Science.gov (United States)

    Gochhayat, Jyotiranjan; Giri, Vijai N.; Suar, Damodar

    2017-01-01

    This study provides a new conceptualization of educational leadership with a multilevel and integrative approach. It examines the impact of multilevel leadership (MLL) on the effectiveness of technical educational institutes through the mediating effects of organizational communication, bases of power and organizational culture. Data were…

  12. STRUCTURAL MODEL OF ORGANIZATIONAL CULTURE DIMENSION AND CONTINGENCY LEADERSHIP STYLE IN SHAPING ORGANIZATIONAL TRUST AND COMMITMENT OF PRIVATE UNIVERSITY LECTURERS IN MALANG CITY

    OpenAIRE

    Alifiulahtin Utaminingsih

    2017-01-01

    This research was based on fenomenon of decreasing lecturer ‘s organizational commitment is a crucial matter for the management of human resources. Leadeaship style will affect the level of employee trust and commitment of the organization and induce certain outcome in work with theory and empiric reviewed from outcome prior studies. This research was aimed analyze the effect of leadership style and organizational culture on organizational trust and organizational commitment. This studies use...

  13. THE EFFECT OF COMPENSATION, LEADERSHIP AND ORGANIZATIONAL CULTURE THROUGH WORK MOTIVATION ON EMPLOYEE PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Djoko Setyo Widodo

    2017-12-01

    Full Text Available This study aims to examine the effect of compensation, leadership and organizational culture through work motivation on employee performance. This study uses a quantitative method by distributing questionnaires to employees in the conventional banking environment in Bekasi. The research sample is determined by simple random sampling and the technique analysis is SEM analysis with AMOS ver. 21. This study shows positive and significant results partially from the effect of variable compensation, leadership, organizational culture and motivation on employee performance. On the other hand, the study also find that organizational culture has no effect on work motivation. Based on the results of this study conclude that all hypothesis are supported but one hypotheses that examine the influence of organizational culture has no effect on work motivation.

  14. The Effect of Organizational Culture, Leadership Style, and Functional Position on Organizational Commitment and Their Impact on the Performance of Internal Auditors in Aceh, Indonesia

    Directory of Open Access Journals (Sweden)

    M. Shabri Abd. Majid

    2016-06-01

    Full Text Available This study aims at empirically examining the influence of the organizational culture, leadership style, and functional position of an auditor on organizational commitment and their impact on the performance of government internal auditors in Aceh, Indonesia. All 183 of the governmental internal auditors at the district level within the Province of Aceh, Indonesia, were investigated. Data, which are gathered by distributing questionnaires to the entire population, are then analysed by the Structural Equation Modelling (SEM technique.The study found that organizational culture, leadership style, and functional auditor have affected the performance of the governmental internal auditor either directly or indirectly through organizational commitment.Keywords: Organizational Culture, Leadership Style, Functional Auditor, Organizational Commitment, Internal Auditor Performance.

  15. TRANSFORMATIONAL LEADERSHIP – THE ART OF SUCCESSFULLY MANAGING TRANSFORMATIONAL ORGANIZATIONAL CHANGES

    Directory of Open Access Journals (Sweden)

    Ionel Scaunasu

    2012-12-01

    Full Text Available Companies today face new challenges waves, striving to remain competitive in a rapidly-changing market. Transformational leadership is a strategic key approach to successfully managing organizational transformational changes, the art of boat business leads by turbulence beginning of the XXI century. In fact, this is a new quality of leadership that so-called transactional management blew it in an attempt to end the cycle of conversion efficiency. In this sense, the success of transformational organizational change management involving key people in an organization (managers to develop appropriate skill sets and attributes that characterize the so-called transformational leaders.

  16. A relationship between leadership style and perceived organizational effectiveness by directors and managers in organizations

    Directory of Open Access Journals (Sweden)

    Afsaneh Derakhshandeh

    2012-04-01

    Full Text Available Management is the basis of all necessary changes required for any organization. In order to reach organizational objectives, it is necessary to use human resources as effectively as possible. All management team members need to know about their own thinking as well as their ideas on reaching common objectives with better outcomes. In this paper, we present an empirical investigation to study the relationship between leadership style and perceived organizational effectiveness by directors and managers in organizations. The proposed study distributes a questionnaire consists of 37 questions among some management team of Agricultural ministry in one of the provinces of Iran. The main hypothesis of this survey examines the positive relationship between leadership style and perceived organizational effectiveness. The other hypothesis is associated with the supportive leadership style and perceived organization effectiveness and the third question is associated with democratic leadership style and perceived organization effectiveness. The results of Spearman-Pearson test confirm all three results, which indicate there is a meaningful and positive relationship between leadership style and perceived organizational effectiveness.

  17. The Effect of the Servant Leadership on Organizational Citizenship Behavior: Case Study of a University

    Directory of Open Access Journals (Sweden)

    Cem GÜÇEL

    2012-01-01

    Full Text Available The aim of this study is to examine the effectsofservant leadershiponorganizational citizenship behaviors. For this aim,firstly, theservant leadership,then organizational citizenship behaviorsare explained. In the application part,aquestionnaire including the measures of theservant leadership andorganizationalcitizenship behaviors is distributed to employees of one of the leadingprivateuniversitiesinTurkey and the data were assessed by statistical analysis methods.Finally, it isfoundthat there is a positive relationshipbetweenservant leadershipandorganizational citizenship behaviors.

  18. Pengaruh Strategic Leadership pada Organizational Learning melalui Accounting Information System pada Perusahaan Non Manufaktur di Surabaya

    OpenAIRE

    Halim, Yessica Mardiana

    2015-01-01

    The purpose of this research was to identify the influence of Strategic Leadership Toward Organizational Learning with Accounting Information System as the mediating variable of Non Manufacturing Firms in Surabaya. The variables were: Strategic Leadership, Organization Learning, and Accounting Information System. The number of samples were 95 respondents. The data analysis technique used was Partial Least Square. The data then analyzed by SmartPLS software application. This research showed t...

  19. Gender and Leadership Aspiration : The Impact of the Organizational Environment

    NARCIS (Netherlands)

    C. Fritz (Claudia)

    2016-01-01

    markdownabstractSummary The aim of this dissertation is to examine gender differences in leadership aspiration. Although some important work regarding gender-specific aspiration has been done already, conditions fostering leadership aspiration – particularly among women – are not completely

  20. The importance of transformational leadership and ethical climate of organization on employees’ organizational commitment

    OpenAIRE

    Endriulaitienė, Auksė; Genevičiūtė-Janonienė, Giedrė

    2012-01-01

    Straipsnyje analizuojama transformacinės lyderystės ir etinio organizacijos klimato svarba organizaciniam įsipareigojimui. Empiriniu tyrimu buvo siekiama atskleisti, kiek tranformacinis vadovavimo elgesys bei jo veikiamas etinis organizacijos klimatas daro įtaką stiprinant Lietuvos darbuotojų organizacinį įsipareigojimą. The importance of transformational leadership and ethical organizational climate on organizational commitment is analyzed in this article. The empirical research aimed to ...

  1. Disentangling the effects of organizational capabilities, innovation and firm size on SME sales growth

    NARCIS (Netherlands)

    Uhlaner, Lorraine M.; van Stel, Andre; Duplat, Valerie; Zhou, Haibo

    2013-01-01

    This paper focuses on certain drivers of SME sales growth related to knowledge and innovation. Building on the dynamic capabilities literature, we test whether two organizational capabilities (external sourcing and employee involvement in renewal activities) predict sales growth, and if so, whether

  2. The Relationship between Authoritarian Leadership and Employees’ Deviant Workplace Behaviors: The Mediating Effects of Psychological Contract Violation and Organizational Cynicism

    Science.gov (United States)

    Jiang, Hongyan; Chen, Yang; Sun, Peizhen; Yang, Jun

    2017-01-01

    This study investigated the relationship between authoritarian leadership and employees’ deviant workplace behaviors (DWB), as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees’ DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees’ DWB. PMID:28536550

  3. The Relationship between Authoritarian Leadership and Employees' Deviant Workplace Behaviors: The Mediating Effects of Psychological Contract Violation and Organizational Cynicism.

    Science.gov (United States)

    Jiang, Hongyan; Chen, Yang; Sun, Peizhen; Yang, Jun

    2017-01-01

    This study investigated the relationship between authoritarian leadership and employees' deviant workplace behaviors (DWB), as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees' DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees' DWB.

  4. The Relationship between Authoritarian Leadership and Employees’ Deviant Workplace Behaviors: The Mediating Effects of Psychological Contract Violation and Organizational Cynicism

    Directory of Open Access Journals (Sweden)

    Hongyan Jiang

    2017-05-01

    Full Text Available This study investigated the relationship between authoritarian leadership and employees’ deviant workplace behaviors (DWB, as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees’ DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees’ DWB.

  5. Sustainable Leadership, Organizational Trust on Job Satisfaction: Empirical Evidence from Higher Education Institutions in Syria

    Directory of Open Access Journals (Sweden)

    Serene Dalati

    2017-06-01

    Full Text Available This research develops a theoretical model of sustainable leadership, organizational trust and satisfaction at work in higher education environment in Syria. The model assesses staff perception of outstanding leadership behaviors and examines its relationship with perceived organizational trust in the field of higher education institutions in Syria. This research examines a conceptual framework identifying outstanding leadership styles and behaviors which are associated with sustainable leadership, organisational trust identified by members’ trust in their coworkers, and job satisfaction at an institutional level. The research methodology applied in this research develops a quantitative approach through application of questionnaire survey. To measure the dimensionality of scale factors an exploratory factor analysis is conducted. Reliability analysis is performed, Cronbach alpha test indicates that the research scales are internally consistent. The sample of the study employed a convenience sample from higher education institutions. The managerial implication of the research study recommends application and adoption of sustainable leadership behaviors among functional, mid and senior levels of managers and academics in management positions in higher education institutions. The limitation of research is mainly indicated in the sample size and measurement scales of sustainable leadership, organizational trust and job satisfaction.

  6. Organizational Change, Leadership and Learning: Culture as Cognitive Process.

    Science.gov (United States)

    Lakomski, Gabriele

    2001-01-01

    Examines the claim that it is necessary to change an organization's culture in order to bring about organizational change. Considers the purported causal relationship between the role of the leader and organizational learning and develops the notion of culture as cognitive process based on research in cultural anthropology and cognitive science.…

  7. The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

    OpenAIRE

    Mouhamadou Sow; Jeanie Murphy; Rosa Osuoha

    2017-01-01

    The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction l...

  8. Leadership, Peer Relationship, and Transformational Organizational Culture: A Relational Approach to a Taiwan College Music Faculty Sample

    Science.gov (United States)

    Ji, Chang-Ho C.; Chuang, Ching-Mien

    2012-01-01

    This paper explores how leadership and peer relation relate to the propensity of college music departments to develop transformational organizational culture. Our theory of relational leadership and peer relation has initially allowed us to formulate expectations for the affirmative impacts of professional and personal leadership and peer relation…

  9. Organizational knowledge and capabilities in healthcare: Deconstructing and integrating diverse perspectives

    Science.gov (United States)

    Evans, Jenna M; Brown, Adalsteinn; Baker, G Ross

    2017-01-01

    Diverse concepts and bodies of work exist in the academic literature to guide research and practice on organizational knowledge and capabilities. However, these concepts have largely developed in parallel with minimal cross-fertilization, particularly in the healthcare domain. This contributes to confusion regarding conceptual boundaries and relationships, and to a lack of application of potentially useful evidence. The aim of this article is to assess three concepts associated with organizational knowledge content—intellectual capital, organizational core competencies, and dynamic capabilities—and to propose an agenda for future research. We conducted a literature review to identify and synthesize papers that apply the concepts of intellectual capital, organizational core competencies, and dynamic capabilities in healthcare settings. We explore the meaning of these concepts, summarize and critique associated healthcare research, and propose a high-level framework for conceptualizing how the concepts are related to each other. To support application of the concepts in practice, we conducted a case study of a healthcare organization. Through document review and interviews with current and former leaders, we identify and describe the organization’s intellectual capital, organizational core competencies, and dynamic capabilities. The review demonstrates that efforts to identify, understand, and improve organizational knowledge have been limited in health services research. In the literature on healthcare, we identified 38 papers on intellectual capital, 4 on core competencies, and 5 on dynamic capabilities. We link these disparate fields of inquiry by conceptualizing the three concepts as distinct, but overlapping concepts influenced by broader organizational learning and knowledge management processes. To aid healthcare researchers in studying and applying a knowledge-based view of organizational performance, we propose an agenda for future research involving

  10. THE INFLUENCE OF SPIRITUAL INTELLIGENCE,LEADERSHIP, AND ORGANIZATIONAL CULTURE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A STUDY TO ISLAMIC BANK IN MAKASSAR CITY

    Directory of Open Access Journals (Sweden)

    Muhdar. HM

    2015-06-01

    Full Text Available The aims of this study are to find out and to analys: (1 the influence of spiritual intelligence on organizational citizenship behavior; (2 the influence of leadership on organizational citizenship behavior; (3 the influence of organizationan culture on organizational citizenship behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula. The samples were selected in two stages: proportional and purposive sampling. The data were analyzed by using path analysis with the AMOS 21 program. The results show that: spiritual intelligence has a positive and significant influence on organizational citizenship behavior; leadership has a positive and significant influence on organizational citizenship behavior; organizational culture has a positive and significant influence on organizational citizenship behavior.

  11. Resonant leadership and workplace empowerment: the value of positive organizational cultures in reducing workplace incivility.

    Science.gov (United States)

    Laschinger, Heather K Spence; Wong, Carol A; Cummings, Greta G; Grau, Ashley L

    2014-01-01

    Nursing leaders are indispensable in creating positive nursing work environments that retain an empowered and satisfied nursing workforce. Positive and supportive leadership styles can lower patient mortality and improve nurses' health, job satisfaction, organizational commitment, emotional exhaustion, and intent to stay in their position. The results of this study support the role of positive leadership approaches that empower nurses and discourage workplace incivility and burnout in nursing work environments. The findings also provide empirical support for the notion of resonant leadership, a relatively new theory of relationship-focused leadership approaches. This research adds to the growing body of knowledge documenting the key role of positive leadership practices in creating healthy work environments that promote retention of nurses in a time of a severe nursing shortage.

  12. The role of leadership in determining of the organizational culture

    OpenAIRE

    Miceski, Trajko

    2010-01-01

    In paper are present some aspects to new approaches to the leadership as one of the basic factor for determining the organization culture in organizations. Also some results of empirical researches on cca. 400 tested persons in 34 organizations in Republic of Macedonia are presented. The real leadership means that the ability of an individual to infl uence, motivate and enable others to contribute toward the effectiveness and success of the organization of which they are membres. Special a...

  13. Ethics Leadership in Research, Healthcare and Organizational Systems: Commentary and Critical Reflections

    Science.gov (United States)

    Gabriele, Edward F.

    2011-01-01

    In the last decades there has arisen a greater awareness of the ever present need for critical academic reflection on the nature of ethics leadership and committees in research, healthcare, and organizational systems. Yet what is meant by ethics itself? How is ethics understood as a historical phenomenon? What challenges must ethics leaders face…

  14. The Relationship between Spiritual Leadership and Organizational Citizenship Behaviors: A Research on School Principals' Behaviors

    Science.gov (United States)

    Kaya, Ahmet

    2015-01-01

    This study aimed to examine the relationship between Spiritual Leadership and the dimensions of Organizational Citizenship Behaviors (OCB) of school principals from the perspectives of primary school teachers. A quantitative survey was performed on a sample of teachers (N = 383) from primary schools to study the influence of spiritual leadership…

  15. Do Employees' Perceptions on Authentic Leadership Affect the Organizational Citizenship Behavior?: Turkish Context

    Science.gov (United States)

    Yesilkaya, Mukaddes; Aydin, Peruzet

    2016-01-01

    The aim of this study is to analyze the relationship between employees' perceptions on authentic leadership and organizational citizenship behavior. In this context, it was carried out a research on four-hundred public employees. The data from this study were analyzed via an appropriate statistical program and evaluated. Based on the findings from…

  16. Effect of Leadership Styles of School Principals on Organizational Citizenship Behaviors

    Science.gov (United States)

    Avci, Ahmet

    2016-01-01

    The aim of this research is to investigate the relationship between the leadership styles of principals and organizational citizenship behaviors of teachers according to teachers' perceptions. In this research, a relational survey model was used. Data for the research were obtained from 1,723 teachers working in public and private schools which…

  17. Role of Transformational Leadership in Effective Organizational Knowledge Creation Practices: Mediating Effects of Employees' Work Engagement

    Science.gov (United States)

    Song, Ji Hoon; Kolb, Judith A.; Lee, Ung Hee; Kim, Hye Kyoung

    2012-01-01

    Engagement as an area of increasing interest has been discussed in terms of a wide array of organizational policies, practices, and outcomes. This study focuses on a specific aspect of work engagement and its relationship with leadership practices and the outcome of knowledge creation. The mediating effect of employees' work engagement level was…

  18. Transformational leadership climate : Performance linkages, mechanisms, and boundary conditions at the organizational level

    NARCIS (Netherlands)

    Menges, J.; Walter, F.; Vogel, B.; Bruch, H.

    2011-01-01

    Transformational leadership (TFL) climate describes the degree to which leaders throughout an organization engage in TFL behaviors. In this study, we investigate performance linkages, mechanisms, and boundary conditions of TFL climate at the organizational level of analysis. In a sample of 158

  19. The Influence of Universities' Organizational Features on Professorial Intellectual Leadership

    Science.gov (United States)

    Uslu, Baris; Welch, Anthony

    2018-01-01

    This research examines the intellectual leadership behaviours of senior academics at professoriate level, and the influences of institutional support practices, climate and communication in universities as main organizational features on these behaviours. To explore relations among research variables, qualitative data were collected by interviews…

  20. Effects of the Leadership Roles of Administrators Who Work at Special Education Schools upon Organizational Climate

    Science.gov (United States)

    Üstün, Ahmet

    2017-01-01

    This research aims to determine the effects of the leadership roles of administrators who work at special education schools upon organizational climate. This research has been conducted using the case study technique, which is a kind of qualitative research approach. The study group of this research consists of four administrators including three…

  1. Experiential Workshop with Educational Leadership Doctoral Students: Managing Affective Reactions to Organizational Change

    Science.gov (United States)

    Falls, Leigh; Jara, Teresa; Sever, Tim

    2009-01-01

    Managing change processes, resistance to change, and organizational members' emotional reactions to change are crucial skills for future educational leaders to learn. Our case study is based on a workshop conducted using two experiential exercises to facilitate current educational leadership doctoral students' reflections on their own reactions to…

  2. How Distributed Leadership Can Make a Difference in Teachers' Organizational Commitment? A Qualitative Study

    Science.gov (United States)

    Hulpia, Hester; Devos, Geert

    2010-01-01

    The present study explores the relation between distributed leadership and teachers' organizational commitment. Semi-structured interviews with teachers and school leaders of secondary schools were conducted. A comparative analysis of four schools with high and four schools with low committed teachers was carried out. Findings revealed differences…

  3. The Impact of Distributed Leadership Behaviors of School Principals on the Organizational Commitment of Teachers

    Science.gov (United States)

    Akdemir, Öznur Atas; Ayik, Ahmet

    2017-01-01

    This study aims to investigate the effect of school principals' distributed leadership behaviors on teachers' organizational commitment. For this purpose, correlational survey model has been used in this study. The study group consists of 772 teachers working at secondary schools of Erzurum. The data of the study has been collected by using…

  4. Teachers' Perception on the Relationship between Change Leadership and Organizational Commitment

    Science.gov (United States)

    Savas, Ahmet Cezmi; Kosker, Erkan; Demir, Selcuk; Utar, Nurten

    2015-01-01

    The aim of this survey is to analyze the perception of teachers regarding the relationship between change leadership and organizational commitment. The study sample is 221 teachers working in the schools of Gaziantep, Sanliurfa and Mardin during the 2014-15 educational year since it is easier to reach them. The sample choice of our study has been…

  5. A Complex Systems Framework for Research on Leadership and Organizational Dynamics in Academic Libraries

    Science.gov (United States)

    Gilstrap, Donald L.

    2009-01-01

    This article provides a historiographical analysis of major leadership and organizational development theories that have shaped our thinking about how we lead and administrate academic libraries. Drawing from behavioral, cognitive, systems, and complexity theories, this article discusses major theorists and research studies appearing over the past…

  6. Organizational structure and continuous improvement and learning: Moderating effects of cultural endorsement of participative leadership

    OpenAIRE

    Xiaowen Huang; Joseph C Rode; Roger G Schroeder

    2011-01-01

    Building upon the culturally endorsed implicit theory of leadership, we investigated the moderating effects of national culture on the relationship between organizational structure and continuous improvement and learning. We propose that the relationship between organic organizations (characterized by flat, decentralized structures with a wide use of multifunctional employees) and continuous improvement and learning will be stronger when national cultural endorsement for participative leaders...

  7. Introduction to Educational Leadership and Organizational Behavior: Theory into Practice. Second Edition

    Science.gov (United States)

    Chance, Patti L.

    2009-01-01

    Like the bestselling first edition, this introductory textbook succinctly presents concepts and theories of educational leadership and organizational behavior and immediately applies them to problems of practice. It includes practical case studies, real-world scenarios and analyses, reflection questions, and straightforward explanations of…

  8. Leaders and Change: Leadership Behaviors and Influence on Subordinates' Reaction to Organizational Change

    Science.gov (United States)

    Valencic-Miller, Olivia V.

    2017-01-01

    Within the educational arena today, leaders face many problems ranging from shifts in governmental mandates and regulations, to increased expectations for teachers and administrators in order to improve academic outcomes. Combining facets of leadership behaviors with organizational changes, the educational arena has become more complex compared to…

  9. Transformational Leadership and Organizational Change during Agile and DevOps Initiatives

    Science.gov (United States)

    Mayner, Stephen W.

    2017-01-01

    Organizational change initiatives are more likely to fail than to succeed, especially when the change challenges corporate culture and norms. Researchers have explored factors that contribute to change failure, to include the relationship between leadership behaviors and change success. Peer reviewed studies have yet to examine these variables in…

  10. A Field Research on Organizational Learning, Crisis Management Capability and Firm Performance

    Directory of Open Access Journals (Sweden)

    Cemal Zehir

    2016-01-01

    Full Text Available Turkey has experienced a series of crises in 1994, 1999 and 2001, which induced remarkable damage in Turkish economy. Thus crisis management has been the main topic in Turkish agenda so many years. Besides crisis management, organizational learning also has been focused as an affective crisis management mean. Crisis preparedness process which is a part of crisis management is vital for any organization’s existence because the emergence of crises is inevitable. Therefore the crisis preparedness has been a topic of increasing importance for organizations seeking an effective way to fight against potential crises. In this context, this research aim to investigate the relationship among the crisis preparedness capability, organizational learning capability and organizational performance.  This survey is conducted on 400 managers of 114 firms operating in the Marmara region.  SPSS 15.0 statistics package program was used to analyze the data obtained from 400 questionnaires. Factor analysis, and reliability analysis have been executed to reveal the reliability of scale, and correlation and regression analyses have been executed to reveal the relationship among the crisis preparedness capability, organizational learning capability, and organizational performance.

  11. A Field Research on Organizational Learning, Crisis Management Capability and Firm Performance

    Directory of Open Access Journals (Sweden)

    Cemal Zehir

    2014-07-01

    Full Text Available Turkey has experienced a series of crises in 1994, 1999 and 2001, which induced remarkable damage in Turkish economy. Thus crisis management has been the main topic in Turkish agenda so many years. Besides crisis management, organizational learning also has been focused as an affective crisis management mean. Crisis preparedness process which is a part of crisis management is vital for any organization’s existence because the emergence of crises is inevitable. Therefore the crisis preparedness has been a topic of increasing importance for organizations seeking an effective way to fight against potential crises. In this context, this research aim to investigate the relationship among the crisis preparedness capability, organizational learning capability and organizational performance. This survey is conducted on 400 managers of 114 firms operating in the Marmara region.  SPSS 15.0 statistics package program was used to analyze the data obtained from 400 questionnaires. Factor analysis, and reliability analysis have been executed to reveal the reliability of scale, and correlation and regression analyses have been executed to reveal the relationship among the crisis preparedness capability, organizational learning capability, and organizational performance.

  12. The study of knowledge management capability and organizational effectiveness in Taiwanese public utility: the mediator role of organizational commitment.

    Science.gov (United States)

    Chiu, Chia-Nan; Chen, Huei-Huang

    2016-01-01

    Many studies on the significance of knowledge management (KM) in the business world have been performed in recent years. Public sector KM is a research area of growing importance. Findings show that few authors specialize in the field and there are several obstacles to developing a cohesive body of literature. In order to examine their effect of the knowledge management capability [which consists of knowledge infrastructure capability (KIC) and knowledge process capability (KPC)] and organizational effectiveness (OE), this study conducted structural equation modeling to test the hypotheses with 302 questionnaires of Taipei Water Department staffs in Taiwan. In exploring the model developed in this study, the findings show that there exists a significant relationship between KPC and OE, while KIC and OE are insignificant. These results are different from earlier findings in the literature. Furthermore, this research proposed organizational commitment (OC) as the mediator role. The findings suggest that only OC has significant mediating effects between KPC and OE, whereas this is not the case for KIC and OE. It is noteworthy that the above findings inspired managers, in addition to construct the knowledge infrastructure more than focus on social media tools on the Internet, which engage knowledge workers in "peer-to-peer" knowledge sharing across organizational and company boundaries. The results are likely to help organizations (particularly public utilities) sharpen their knowledge management strategies. Academic and practical implications were drawn based on the findings.

  13. Faculty's Academic Intellectual Leadership: Predictive Relations with Several Organizational Characteristics of Universities

    Directory of Open Access Journals (Sweden)

    Barış USLU

    2015-09-01

    Full Text Available The purpose of this research is to examine the predictive relations between faculty's academic intellectual leadership, and communication, climate and managerial flexibility regarding scholarly practices in universities. For this purpose, the research was designed in correlational research pattern, and, to collect data, an online questionnaire composed of Organizational Communication, Organizational Climate, Managerial Flexibility Regarding Scholarly Practices and Academic Intellectual Leadership scales was sent via e-mail to faculty who work in different disciplines in Turkish public universities. The questionnaires responded to by 504 faculties were included in the data analysis, and then descriptive, correlation and regression analyses were performed. According to the findings, Managerial Flexibility Regarding Service Practices is a significant predictor for all dimensions of academic intellectual leadership; Managerial Flexibility Regarding Teaching Practices for only the Guardian dimension; Supported Structurally, a dimension of the organizational climate, for Ambassador and Acquistor dimensions. This result shows that faculty's perceptions about climate in universities and the managerial support for scholarly duties strongly affect their academic intellectual leadership. Therefore, to enhance faculty's academic intellectual leadership behaviors, university managers can initiate different mechanisms such as learning-teaching centers, media advisory units and sporting-social event bureaus besides research-based facilities. University managers should also generate a more positive work environment by encouraging academics to follow their scholarly interests and recognizing academics' various achievements with material and moral rewards within the institution.

  14. Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R; Hurlburt, Michael S

    2015-01-16

    Leadership is important in the implementation of innovation in business, health, and allied health care settings. Yet there is a need for empirically validated organizational interventions for coordinated leadership and organizational development strategies to facilitate effective evidence-based practice (EBP) implementation. This paper describes the initial feasibility, acceptability, and perceived utility of the Leadership and Organizational Change for Implementation (LOCI) intervention. A transdisciplinary team of investigators and community stakeholders worked together to develop and test a leadership and organizational strategy to promote effective leadership for implementing EBPs. Participants were 12 mental health service team leaders and their staff (n = 100) from three different agencies that provide mental health services to children and families in California, USA. Supervisors were randomly assigned to the 6-month LOCI intervention or to a two-session leadership webinar control condition provided by a well-known leadership training organization. We utilized mixed methods with quantitative surveys and qualitative data collected via surveys and a focus group with LOCI trainees. Quantitative and qualitative analyses support the LOCI training and organizational strategy intervention in regard to feasibility, acceptability, and perceived utility, as well as impact on leader and supervisee-rated outcomes. The LOCI leadership and organizational change for implementation intervention is a feasible and acceptable strategy that has utility to improve staff-rated leadership for EBP implementation. Further studies are needed to conduct rigorous tests of the proximal and distal impacts of LOCI on leader behaviors, implementation leadership, organizational context, and implementation outcomes. The results of this study suggest that LOCI may be a viable strategy to support organizations in preparing for the implementation and sustainment of EBP.

  15. Developing an Organizational Leadership Graduate Program: A "CHAT" about Leadership Education

    Science.gov (United States)

    Hughes, Patrick J.; Panzo, Donna

    2015-01-01

    Much of recent research on leadership education focuses on the application of a particular assignment or project to develop an individual's leadership. Other research has examined leadership development from different educational levels such as graduate, undergraduate, and even K-12. The following paper is an idea brief surrounding a newly created…

  16. Study on the Influence of Leadership Style on Employee’s Organizational Commitment

    Science.gov (United States)

    Wang, Lin

    2018-03-01

    Talent is the core competitiveness of an enterprise, how to retain talent, inspire their creative, exert its advantages for the enterprise to bring profit maximization and value appreciation. It has always been the focus of enterprises and scholars. A great number of studies have shown that organizational commitment has an important impact on employees’ attitudes, thoughts and behaviors, and leadership style is also an important variable which affects the organizational commitment of employees. Through the questionnaire survey, the statistical software SPSS24.0 empirical analysis of the collected data shows that there is a positive correlation between the style of leadership and the commitment of the employee and the correlation with the employee’s normative commitment is not significant; The established leadership is negatively correlated with the employee’s emotional commitment and normative commitment, but it is not significant with the continuous commitment.

  17. Theorising and analysing plurivocality and dialogue in organizational and leadership development practices

    DEFF Research Database (Denmark)

    Bager, Ann

    is offered through the lens of Bakhtinian dialogicality assisted by perspectives from Foucauldian governmentality and discourse studies and its implications for organizational and leadership studies are discussed. On this basis an ethnographic inspired analysis (a combined process and embodied discourse......In this thesis Ann Starbæk Bager conducts research on organizational dialogic development practices. She scrutinizes and challenges the taken-for-grantedness of such as naturally positive phenomenon with attached positive, involving and emancipating outcomes. An in depth theorization of dialogue...... analysis) is conducted of dialogic practicing and identity work in a participatory dialogue, dissensus and research based leadership forum hosted in Danish university settings. Among other things the analysis pictures leadership as serious and complex phenomenon filled with ambiguities and paradoxes...

  18. Assessing organizational readiness for depression care quality improvement: relative commitment and implementation capability.

    Science.gov (United States)

    Rubenstein, Lisa V; Danz, Marjorie S; Crain, A Lauren; Glasgow, Russell E; Whitebird, Robin R; Solberg, Leif I

    2014-12-02

    Depression is a major cause of morbidity and cost in primary care patient populations. Successful depression improvement models, however, are complex. Based on organizational readiness theory, a practice's commitment to change and its capability to carry out the change are both important predictors of initiating improvement. We empirically explored the links between relative commitment (i.e., the intention to move forward within the following year) and implementation capability. The DIAMOND initiative administered organizational surveys to medical and quality improvement leaders from each of 83 primary care practices in Minnesota. Surveys preceded initiation of activities directed at implementation of a collaborative care model for improving depression care. To assess implementation capability, we developed composites of survey items for five types of organizational factors postulated to be collaborative care barriers and facilitators. To assess relative commitment for each practice, we averaged leader ratings on an identical survey question assessing practice priorities. We used multivariable regression analyses to assess the extent to which implementation capability predicted relative commitment. We explored whether relative commitment or implementation capability measures were associated with earlier initiation of DIAMOND improvements. All five implementation capability measures independently predicted practice leaders' relative commitment to improving depression care in the following year. These included the following: quality improvement culture and attitudes (p = 0.003), depression culture and attitudes (p commitment (p = 0.002) and prior depression quality improvement activities appeared to be associated with earlier participation in the DIAMOND initiative. The study supports the concept of organizational readiness to improve quality of care and the use of practice leader surveys to assess it. Practice leaders' relative commitment to depression care

  19. Organizational structure, leadership and readiness for change and the implementation of organizational cultural competence in addiction health services.

    Science.gov (United States)

    Guerrero, Erick G; Kim, Ahraemi

    2013-10-01

    Increasing representation of racial and ethnic minorities in the health care system and on-going concerns about existing health disparities have pressured addiction health services programs to enhance their cultural competence. This study examines the extent to which organizational factors, such as structure, leadership and readiness for change contribute to the implementation of community, policy and staffing domains representing organizational cultural competence. Analysis of a randomly selected sample of 122 organizations located in primarily Latino and African American communities showed that programs with public funding and Medicaid reimbursement were positively associated with implementing policies and procedures, while leadership was associated with staff having greater knowledge of minority communities and developing a diverse workforce. Moreover, program climate was positively associated with staff knowledge of communities and having supportive policies and procedures, while programs with graduate staff and parent organizations were negatively associated with knowledge of and involvement in these communities. By investing in funding, leadership skills and a strategic climate, addiction health services programs may develop greater understanding and responsiveness of the service needs of minority communities. Implications for future research and program planning in an era of health care reform in the United States are discussed. Copyright © 2013 Elsevier Ltd. All rights reserved.

  20. A cognitive organization theory (COT) of organizational change : Measuring organizational texture, audience appeal, and leadership engagement

    NARCIS (Netherlands)

    van den Oord, Ad; Elliott, Karen; Witteloostuijn, Arjen van; Barlage, Melody; Polos, Laszlo; Rogiest, Sofie

    2017-01-01

    Purpose: In this paper, the authors develop a cognitive organization theory (COT) of organizational change. COT was developed in the 2000s, by taking insights from cognitive psychology and anthropology to rebuild the foundation of organizational ecology (OE), grounding macro processes of

  1. The Influence of Spiritual Intelligence,Leadership, and Organizational Culture on Organizational Citizenship Behavior: a Study to Islamic Bank in Makassar City

    OpenAIRE

    HM, Muhdar; Rahma, St

    2015-01-01

    The aims of this study are to find out and to analys: (1) the influence of spiritual intelligence on organizational  citizenship  behavior; (2) the influence of leadership on organizational  citizenship  behavior; (3) the influence of organizationan culture on organizational  citizenship  behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula.  The samples were selected in two...

  2. Organizational Conspiracy Beliefs: Implications for Leadership Styles and Employee Outcomes

    NARCIS (Netherlands)

    van Prooijen, Jan-Willem; de Vries, Reinout Everhard

    2016-01-01

    Purpose Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict

  3. Organizational Climate of the Association of Leadership Educators

    Science.gov (United States)

    Moore, Lori; McKim, Billy; Bruce, Jackie

    2013-01-01

    Without feedback from members and former members, professional organizations run the risk of being stalemated. This study sought to explore perceptions of current and former members of the Association of Leadership Educators (ALE) related to the organization and the climate within the organization. No statistical differences were found in the…

  4. Organizational Storytelling for Librarians: Using Stories for Effective Leadership

    Science.gov (United States)

    Marek, Kate

    2011-01-01

    Just as literature can be used for learning, the power of storytelling can be very effective when applied to leadership and management. Library expert and author Marek shows readers how they can use storytelling to communicate vision and values with: (1) A primer on how to develop storytelling skills; (2) Tips on how to use narratives to navigate…

  5. The Influence of Transformational Leadership on Job Satisfaction, Organizational Commitment,and Employee Performance

    Directory of Open Access Journals (Sweden)

    Marnis Atmojo

    2012-04-01

    Full Text Available This research has four main objectives; first, to prove and analyze the influence of transformational leadership towards employee job satis faction; Second, to prove and analyze the influence of transformational leadership towards organizational commitment; Third, to prove and analyze the influence of transformationalleadership towards employee performance; Fourth, to prove and analyze the influence of organization commitment towards the employee performance. This research involved 146 members of middle management as our research sample namely Head of Department, Plantation Manager, Plant Manager, Head of Bureau/Division, Head Assistant, Head of Strategic Business Unit (SBU, Chief Engineer and Head of Hospital Service. Structural Equation Modeling (SEM was used to test and analyze relationship among the research variables. Research findings are transformational leadership significantly influences job satisfaction, transformational leadership significantly influences the organization commitment. The job satisfaction is shown to have significant influence on employee performance, and organization commitment significantly influences the employee performance.

  6. The Role of Leadership in Police Organizational Stress

    Science.gov (United States)

    1990-01-01

    came from my wife, Lynn. She continues to believe in my dreams . I love her very much. vii Table of Contents Page DEDICATION...Police Organizational Stress Dr. Martin Symonds published the first study of police officer stress in 1970 in the American Journal of Psychoanalysis

  7. The Relationship between Learning Capability and Organizational Performance: A Meta-Analytic Examination

    Science.gov (United States)

    Goh, Swee C.; Elliott, Catherine; Quon, Tony K.

    2012-01-01

    Purpose: The purpose of this paper is to present a meta-analysis of a subset of published empirical research papers that measure learning capability and link it to organizational performance. It also seeks to examine both financial and non-financial performance. Design/methodology/approach: In a search of published research on learning capability…

  8. THE INFLUENCE OF THE ENVIRONMENTAL ORGANIZATIONAL CAPABILITIES ON THE COMPETITIVE ADVANTAGE

    Directory of Open Access Journals (Sweden)

    BUTNARIU Anca

    2015-05-01

    requests of their retailer clients. The data was analyzed by the correlation and the regression method. The conclusions are that the organizational capabilities achieved through environmental investments influence positively only the competitive advantages based on costs and on differentiation, partially confirming our hypothesis.

  9. Learning from Experience: Creating Leadership Capabilities through Computer Simulated Leadership Challenges

    Science.gov (United States)

    Stewart, Alice C.; Black, Sylvia Sloan; Smith-Gratto, Karen; Williams, Jacqueline A.

    2007-01-01

    Leadership is often described as something that is learned from experience. However, experiences do not often occur within a controlled environment where learning and its impact can be evaluated. In this paper, we investigate the efficacy of two types of learning experiences. University students received leadership training of equal length through…

  10. Leadership behaviours that nurture organizational trust: Re-examining the fundamentals

    Directory of Open Access Journals (Sweden)

    Canute S. Thompson

    2018-04-01

    Full Text Available This study examines the variable of trust in organizational relationships and found six leadership behaviors that foster trust. Using a confirmatory factor analysis, these leadership behaviors were examined to see the nature of the relationships among latent variables. The goal of the research was to establish whether there were some fundamental qualities that characterized trust-producing leadership behaviours. The study used data that were gathered from a survey among teachers in Jamaica. The participants work at various levels of the Jamaican education system and they were selected using a convenience sampling technique. The research is timely given the growing evidence of mistrust among leaders and followers in organizations and its findings are significant in that it offers a new and more nuanced perspective on the kinds of leadership behaviours that nurture organizational trust. The instrument used to collect the data was designed by the researcher and tested for reliability using Cronbach’s Alpha and produced a result of .938. e study proposes recommendations for improving organizational trust.

  11. [Influence of Nurse Managers' Authentic Leadership on Nurses' Organizational Commitment and Job Satisfaction: Focused on the Mediating Effects of Empowerment].

    Science.gov (United States)

    Choi, Han Gyo; Ahn, Sung Hee

    2016-02-01

    The aim of this study was to examine the mediating effect of empowerment in the relationship of nurse managers' authentic leadership, with nurses' organizational commitment and job satisfaction. The participants in this study were 273 registered nurses working in five University hospitals located in Seoul and Gyeonggi Province. The measurements included the Authentic Leadership Questionnaire, Condition of Work Effectiveness Questionnaire-II, Organizational Commitment Questionnaire and Korea-Minnesota Satisfaction Questionnaire. Data were analyzed using t-test, ANOVA, Scheffé test, Pearson correlation coefficients, simple and multiple regression techniques with the SPSS 18.0 program. Mediation analysis was performed according to the Baron and Kenny method and Sobel test. There were significant correlations among authentic leadership, empowerment, organizational commitment and job satisfaction. Empowerment showed perfect mediating effects in the relationship between authentic leadership and organizational commitment. It had partial mediating effects in the relationship between authentic leadership and job satisfaction. In this study, nurse managers' authentic leadership had significant influences on nurses organizational commitment and job satisfaction via empowerment. Therefore, to enhance nurses' organizational commitment and job satisfaction, it is necessary to build effective strategies to enhance nurse manager's authentic leadership and to develop empowering education programs for nurses.

  12. Approaches for Sustaining and Building Management and Leadership Capability in VET Providers

    Science.gov (United States)

    Callan, Victor; Mitchell, John; Clayton, Berwyn; Smith, Larry

    2007-01-01

    This study examines the existing and potential strategies for sustaining and building greater levels of management and leadership capability in training organisations. The research report is one of the products of a nationally based research consortium: Supporting vocational education and training (VET) providers in building capability for the…

  13. Improve Organizational Effectiveness, Culture, and Climate Through Servant Leadership

    Science.gov (United States)

    2017-06-09

    emotional intelligence, moral maturity and conation, prosocial identity, core self-evaluation, and low narcissism.67 These attributes form the way...only themselves, but care for their follower’s emotional pain.35 Servant leaders have a sense of awareness, commonly known as emotional intelligence...Handbook of Leadership and Organizations (2014): 362. 19 different in “moral development, emotional intelligence, and self-determinedness, and

  14. Consequences of Collective-Focused Leadership and Differentiated Individual-Focused Leadership : Development and Testing of an Organizational-Level Model

    OpenAIRE

    Kunze, Florian; de Jong, Simon Barend; Bruch, Heike

    2016-01-01

    Recent advances in leadership research suggest that collective-focused leadership climate and differentiated individual-focused leadership might simultaneously, yet oppositely, affect collective outcomes. The present study extends this literature by addressing open questions regarding theory, methods, statistics, and level of analysis. Therefore, a new and more parsimonious theoretical model is developed on the organizational-level of analysis. Drawing on the commitment literature, we argue f...

  15. Relationship of Ethical Leadership, Corporate Social Responsibility and Organizational Performance

    Directory of Open Access Journals (Sweden)

    Min-Seong Kim

    2018-02-01

    Full Text Available Corporate social responsibility (CSR has become a major part of the foodservice industry due to external forces which encourage enterprises’ responsiveness. In reality, consumers’ social concern influences their attitudes towards foodservice firms’ socially responsible practices and purchase decisions, thereby influencing senior management to react. Considering this issue, this study examines the impact of senior management’s ethical leadership in evaluating operational, commercial, and economic performances along with the mediating role of CSR in the foodservice industry. A conceptual model was formulated and empirically tested based on responses from 196 foodservice franchise firms in South Korea. The results indicated ethical leadership significantly influenced CSR and operational performance, while CSR also had a positive effect on operational and commercial performances. Additionally, operational performance had a significantly positive influence on commercial performance, which subsequently enhanced economic performance. Overall, the findings highlight the role that ethical leadership exhibited by senior management of foodservice franchises influenced initiation of CSR activities, which provide implications for research and industry practice and is outlined.

  16. ORGANIZATIONAL VALUES: CRITICAL FACTORS CONTRIBUTING TO THE INTERNATIONALIZATION OF ENTERPRISES THAT SEEK A COST LEADERSHIP STRATEGY

    Directory of Open Access Journals (Sweden)

    Thais Ettinger Oliveira

    2012-10-01

    Full Text Available This research aimed at identifying which organizational values of the Survey of Organizational Profiles’ Values (IPVO are most closely related to the strategy of cost leadership for Brazilian companies seeking to internationalize. The literature suggests that organizational values are factors that influence the behavior of companies and therefore the strategy adopted by them to compete. For this reason, this article is based on exploratory research through personal interviews with executives of the Human Resource area from companies affiliated with SINDIPEÇAS, which are inserted in the market by adopting a cost leadership strategy. The interviews were analyzed through content analysis technique, and the findings of this analysis provide evidence that organizational values that consist of roles, norms and values aimed at people, not only at physical parts or technical equipment, have a strong influence on these companies. The research provides evidence that organizational values most important for the internationalization of these companies are respectively: (1 welfare, (2 community, (3 domain, (4 autonomy and (5 realization. These results indicate that working in a pleasant and even enjoyable work environment can provide competitive advantage for the company.

  17. Organizational reputation risk management as a component of the dynamic capabilities management process1

    Directory of Open Access Journals (Sweden)

    Krzakiewicz Kazimierz

    2015-05-01

    Full Text Available Intangible assets, such as reputation, brand value, strategic position, alliances, knowledge, human capital, play an increasingly important role in shaping the market value of an organization. At the same time, in the literature it is emphasized that the attribute of intangibility translates into an increased risk of destruction or impairment of assets. Thus, the research problem associated with the analysis of organizational reputation risk management as a component of the dynamic capabilities management process should be considered important from the point of view of management science. The study attempts to outline the concept of dynamic capabilities, define the concept of risk and subsequently discuss the relationship between dynamic capabilities and organizational reputation risk management.

  18. Organizational Capability Deployment Analysis for Technology Conversion into Processes, Products and Services

    Directory of Open Access Journals (Sweden)

    Tomoe Daniela Hamanaka Gusberti

    2013-12-01

    Full Text Available This article discusses Organizational Capabilities as the basic components of business models that emerged under the New Product Development Process and Technological Management. In the context of the new Technology Based Companies Development, it adopts a qualitative research in order to identify, analyze and underpin the organizational capability deployment in a process of technology conversion into product and service. The analysis was carried out considering concepts from literature review, in a technology based enterprise started by an academic spin-off company. The analysis enabled the elicitation of a Business Model and the discussion of their components, and correspondent evolution hypothesis. The paper provides an example of capability deployment accordingly the established theory illustrated by a case study. The study not just enumerate the needed partners, resources, customer channels, it enabled the description of their connection, representing the logic behind the decision made to develop the conceptual model. This detailed representation of the model allows better addressed discussions.

  19. Distributed Leadership in Organizational Change Processes: A Qualitative Study in Public Hospital Units

    DEFF Research Database (Denmark)

    Kjeldsen, Anne Mette; Jonasson, Charlotte; Ovesen, Maria

    2015-01-01

    This paper proposes that the emergence and boundaries of distributed leadership (DL) are developed in a dynamic interplay with planned as well as emergent organizational change. The empirical findings are based on a qualitative, longitudinal case study with interviews conducted at two different....../non-routine, various goals, and organizational planning affect a simultaneous widening or restriction of the local DL. In return, such local DL also leads to ongoing changes in the form of novel work routines for improved collaboration. Moreover, the findings show that restrictions of DL are in some cases considered...

  20. The effect of teacher psychological, school organizational and leadership factors on teachers’ professional learning in Dutch schools

    NARCIS (Netherlands)

    Geijsel, F.P.; Sleegers, P.J.C.; Stoel, R.D.; Krüger, M.L.

    2009-01-01

    In this study we examined the relative importance of teachers' psychological states, school organizational conditions (teacher collaboration and participative decision making), and the leadership practices (vision, individual consideration, and intellectual stimulation) of principals at their

  1. Exploring leadership capability and emotional intelligence as moderators of workplace bullying.

    Science.gov (United States)

    Hutchinson, Marie; Hurley, John

    2013-04-01

    This study aimed to explore the potential for emotionally intelligent leadership as a way to mitigate bullying behaviour within nursing workplace environments. As the body of evidence about bullying continues to grow there is an increasing need for researchers to direct their attention to developing theoretical frameworks that explain how bullying and victimization occur, and the types of strategies that may address the problem. The narrative synthesis of the literature presented in this paper is forwarded as supporting the need for strengthening leadership capability, especially those capabilities associated with emotional intelligence, as a means of diminishing experienced bullying within nursing. Stemming from our expanding understandings about bullying is an appreciation of the range of factors within organizations that influence the occurrence of bullying, and an awareness of the need to understand the expression, experience and management of emotions in the workplace. While both leadership and emotional intelligence capabilities offer real potential to mitigate bullying behaviour, disparity exits between clinical and managerial nurses toward preferred leadership styles and emotional intelligence is open to challenges towards its content validity. Nursing management is challenged to build upon procedural responses to bullying to include a ground up approach to leadership enhancement capability, better responses to emotions in the workplace and supporting the interpersonal and intrapersonal capabilities of the nursing workforce. © 2012 Blackwell Publishing Ltd.

  2. THE IMPACT OF PERSONALITY AND LEADERSHIP STYLES ON LEADING CHANGE CAPABILITY OF MALAYSIAN MANAGERS

    OpenAIRE

    Ali Hussein Alkahtani; Ismael Abu-Jarad; Mohamed Sulaiman; Davoud Nikbin

    2011-01-01

    This study was conducted to investigate the influence of the Big Five Dimensions of personality of the Malaysian Managers and the leadership styles these managers use on their leading change capabilities. Total sample of 105 managers was used in this study. The results of this study revealed that the Malaysian managers tend to enjoy personalities that are conscious and open to experience. These managers tend to use consultative leadership style. However, they use autocratic, democratic and so...

  3. Improving environmental performance through unit-level organizational citizenship behaviors for the environment: A capability perspective.

    Science.gov (United States)

    Alt, Elisa; Spitzeck, Heiko

    2016-11-01

    Organizational citizenship behaviors for the environment (OCBEs) are increasingly advocated as a means of complementing formal practices in improving environmental performance. Adopting a capability perspective, we propose that a firm's employee involvement capability translates into environmental performance through the manifestation of unit-level OCBEs, and that this relationship is amplified by a shared vision capability. In a cross-country and multi-industry sample of 170 firms, we find support for our hypotheses, shedding light on contextual determinants of OCBEs, and on how firms may engender a positive relationship between top-down environmental initiatives and bottom-up behaviors. Copyright © 2016 Elsevier Ltd. All rights reserved.

  4. How LEGO Built the Foundations and Enterprise Capabilities for Digital Leadership

    DEFF Research Database (Denmark)

    El Sawy, Omar; Henrik, Amsinck; Kræmmergaard, Pernille

    2016-01-01

    We define digital leadership as doing the right things for the strategic success of digitalization for the enterprise and its business ecosystem. Digital leadership means thinking differently about business strategy, business models, the IT function, enterprise platforms, mindsets and skill sets......, and the workplace. Based on the decade-long digitalization journey and experiences of the LEGO Group, this article provides insights on building the foundations for enhancing enterprise capabilities for digital leadership. Leveraging digitalization is one of the LEGO Group’s four strategic priorities...... and is fundamental to it being a world leader in its industry...

  5. Effects of the Educational Leadership of Nursing Unit Managers on Team Effectiveness: Mediating Effects of Organizational Communication.

    Science.gov (United States)

    Choi, Eun Ha; Kim, Eun-Kyung; Kim, Pil Bong

    2018-03-31

    EDUCATIONAL LEADERSHIP OF NURSING UNIT MANAGERS ON TEAM EFFECTIVENESS: Mediating Effects of Organizational Communication Satisfaction. This study identifies the effects of the educational leadership of nursing unit managers on team effectiveness and the mediating effects of organizational communication satisfaction; it highlights the importance of educational leadership and organizational communication and provides the data needed to enhance the education capacity of managers. The participants were 216 nursing unit managers of staff nurses at a tertiary hospital located in C Region, South Korea, and nurses who had worked for more than six months at the same hospital. This study was conducted using questionnaires on educational leadership, team effectiveness, and organizational communication satisfaction. Data analysis was performed with a t-test, ANOVA, Scheffé, Pearson's correlation coefficient, and simple and multiple regression analyses using SPSS version 23.0. Mediation analysis was tested using Baron and Kenny's regression analysis and a Sobel test. The mean score for the educational leadership of nursing unit managers was 3.74(±0.68); for organizational communication satisfaction, 3.14(±0.51); and for team effectiveness, 3.52(±0.49). Educational leadership was significantly positively correlated with team effectiveness and organizational communication satisfaction. Organizational communication satisfaction demonstrated a complete mediating effect on the relationship between educational leadership and team effectiveness (β=.61, pcommunication satisfaction among nurses; this supports the idea that educational leadership can contribute to team effectiveness. This suggests that the educational leadership and communication capacity of nursing unit managers must be improved to enhance the performance of nursing organizations. Copyright © 2018. Published by Elsevier B.V.

  6. [The development of clinical reasoning skills and leadership: personal factors and organizational factors].

    Science.gov (United States)

    Larue, Caroline; Dubois, Sylvie; Girard, Francine; Goudreau, Johanne; Dumont, Katia

    2013-03-01

    Continuing education of newly graduated nurses (NGN) depends on several factors related to the characteristics of skills to be developed, the target population and the organizational context. Few studies describe both how nurses develop their skills and how institutions promote this development. The objectives of this manuscript are to (1) describe the behaviors that the NGN use to develop their reasoning skills and leadership and (2) document the organizational elements that facilitate this development. Method. Individual interviews were conducted with nurses (n = 34) using a grid of semistructured interviews and two group interviews were conducted with nurses (n = 7) and managers (n = 19) in two teaching hospitals in eastern Canada. The results show that nurses develop mainly by reflecting on their professional practice in their workplace. However, the lack of time for reflection in the workspace is a considerable obstacle while managerial leadership is an important asset.

  7. A leadership challenge: staff nurse perceptions after an organizational TeamSTEPPS initiative.

    Science.gov (United States)

    Castner, Jessica; Foltz-Ramos, Kelly; Schwartz, Diane G; Ceravolo, Diane J

    2012-10-01

    The purpose of this study was to measure RNs' perceptions of teamwork skills and behaviors in their work environment during a multiphase multisite nursing organizational teamwork development initiative. Teamwork is essential for patient safety in healthcare organizations and nursing teams. Organizational development supporting effective teamwork should include a just culture, engaged leadership, and teamwork training. A cross-sectional survey study of bedside RNs was conducted in one 5-hospital healthcare system after a TeamSTEPPS teamwork training initiative. TeamSTEPPS teamwork training related to improved RN perceptions of leadership. Initiatives to align the perspectives and teamwork efforts of leaders and bedside nurses are indicated and should involve charge nurses in the design.

  8. THE EFFECT OF LEADERSHIP ON ORGANIZATIONAL CITIZENSHIP BEHAVIOUR THROUGH WORK CLIMATE AND JOB SATISFACTION

    Directory of Open Access Journals (Sweden)

    Setiyono A.

    2018-04-01

    Full Text Available The success and failure of the system in educational institutions depend on leaders. Leaders who are able to nurture the teachers, who become subordinates, will certainly improve the work atmosphere. The purpose of this study is to examine and analyze the effect of leadership on job satisfaction and work climate oriented on the organizational citizenship behavior. This study adopted quantitative research, with sampling technique used is probability cluster sampling with 78 respondents selected at some Madrasah Aliyah Negeri (Senior High School in Lombok. Data were collected by questionnaire and analyzed using SmartPLS analysis. The findings show that leadership has a significant effect on work climate, job satisfaction and organizational citizenship behavior.

  9. Effect of Leadership Styles of School Principals on Organizational Citizenship Behaviors

    OpenAIRE

    Avcı, Ahmet

    2016-01-01

    The aim of this research is to investigate the relationship between the leadership styles of principals and organizational citizenship behaviors of teachers according to teachers' perceptions. In this research, a relational survey model was used. Data for the research were obtained from 1,723 teachers working in public and private schools which were subject to Ministry of National Education in the Kadikoy district of Istanbul province in 2014. In this research, data were collected...

  10. Differences in Interpersonal Skills Between Engineering and Organizational Leadership and Supervision Majors

    OpenAIRE

    Mhaskar, Anuj A

    2010-01-01

    This study explored the differences in interpersonal communication skills – assertiveness and conflict management in particular between students with a senior academic standing in the college of engineering and the department of organizational leadership and supervision at Purdue University, West Lafayette. The Rathus Assertiveness Schedule and the Putnam-Wilson OCCI were used to measure assertiveness levels and conflict management styles in students. Results from the study indicated that the...

  11. Teachers’ Opinions in Relation to School Principals’ Organizational Power Sources andAuthentic Leadership Levels

    OpenAIRE

    NARTGÜN, Şenay Sezgin; NARTGÜN, Zekeriya; ARICI, Uzman Deniz

    2016-01-01

    The aim of this study is to determine the organizational power sources that used and authentic leadership levels that demonstrated by primary, secondary and high school principals within the framework of teachers‟ opinions. In the study, comparative survey was used. One hundred and twenty teachers of primary, secondary and high schools located at Dörtdivan and Seben provinces of Bolu are consist the working group of this study. The data gathered from the one hundred teachers whom are particip...

  12. DYNAMIC CAPABILITIES AND CREATING ORGANIZATIONAL KNOWLEDGE: IMPORTANT LINKAGE FOR BUILDING COMPETITIVE ADVANTAGE

    Directory of Open Access Journals (Sweden)

    Sugiono A.

    2017-08-01

    Full Text Available As a concept derived from the resource-based view, dynamic capabilities essentially have an important linkage with activities related to the creation of organizational knowledge. Using literature study method, this paper aims to discuss the linkage between the creation of dynamic knowledge capabilities and the creation of knowledge company. The study shows that the discussion of dynamic capabilities creation finally puts both learning and knowledge in an important position. Correspondingly, the relationship between a growth strategy that is generally chosen by the organization brings a consequence that the creation of organizational knowledge becomes something that can not be ignored. In order to make the process of knowledge creation in line with dynamic capabilities creation within a growth strategy creation framework, we need a dynamic process of knowledge creation. Among the various models of knowledge creation, SECI model still becomes a relevant model within organizational knowledge creation framework. In general, this study is still theoretical, therefore, more empirical subsequent discussions are expected.

  13. Exploring leadership and team communication within the organizational environment of a dental practice.

    Science.gov (United States)

    Chilcutt, Alexa Stough

    2009-10-01

    A lack of training in leadership and communication skills can place dentists at a disadvantage, leading to high degrees of staff-related stress and turnover. A dentist's leadership style directly affects an office's communication practices, and specific leadership behaviors affect the degree of team identity, interdependence and social distance (a measure of the influential power of team members). The author recruited 10 dental offices to take part in a study. Qualitative methods included in-depth interviews of one dentist, one senior staff member and one newer staff member from each office. The interview findings show that clear and definable relationships exist between leadership behaviors--hierarchical or team-oriented organizational perspectives, proactive or laissez-faire leadership styles, and autocratic or participative decision-making processes--and the team's communication practices. Decision-making processes directly affect the degree of team identification experienced by staff members, and conflict-management tactics affect team members' sense of interdependence and social distance. The findings of this study indicate that dentists should engage in participative decision-making processes that include staff members, thereby communicating their value to the practice and empowering employees. They also must become proactive in facilitating an environment that encourages collaboration and confrontation as healthy forms of conflict management. These leadership and communication behaviors are the most significant in creating a real rather than nominal team culture, which, in turn, leads to increased overall productivity, an enhanced level of services provided to patients and improved team member satisfaction.

  14. An Explorative Study on the Connection between Ethical Leadership, Prototypicality and Organizational Misbehavior in a Dutch Fire Service

    NARCIS (Netherlands)

    Wolde, A. de; Groenendaal, J.; Helsloot, I.; Schmidt, A.J.

    2014-01-01

    In this article, we examine the relationship between ethical leadership and organizational misbehavior in a Dutch fire service and the extent to which prototypicality mediates this relationship. It is found that ethical leadership of battalion chiefs is statistically negatively related to the

  15. A Study of the Value Added by Transformational Leadership Practices to Teachers' Job Satisfaction and Organizational Commitment

    Science.gov (United States)

    Kieres, Katherine H.; Gutmore, Daniel

    2014-01-01

    Based on Bass and Riggio's (2006) Augmentation Model of Transactional and Transformational Leadership, this quantitative study sought to identify the amount of variance in teacher job satisfaction and organizational commitment that can be explained by principals' transformational leadership behaviors, above and beyond the influence of…

  16. Transformational Leadership and Organizational Citizenship Behavior in the Arab Educational System in Israel: The Impact of Trust and Job Satisfaction

    Science.gov (United States)

    Nasra, Muhammed Abu; Heilbrunn, Sibylle

    2016-01-01

    The present study aims to extend and integrate previous research on the mediating effects of trust in supervisor and job satisfaction on the relationship between transformational leadership style and organizational citizenship behavior (OCB). Drawing on previous research, we argue that transformational leadership impacts OCB directly and…

  17. Participative Leadership and the Organizational Commitment of Civil Servants in China: The Mediating Effects of Trust in Supervisor

    OpenAIRE

    Miao, Qing; Newman, Alexander; Schwarz, Gary; Xu, Lin

    2013-01-01

    The present study examines whether participative leadership engenders organizational commitment among Chinese civil servants, and analyzes the mechanisms by which it transmits its effects. Confirmatory factor analysis and structural equation modeling revealed that there was a significant relationship between supervisor-level participative leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment. Affective trust was identified as th...

  18. Well-Being, Leadership, and Positive Organizational Scholarship: A Case Study of Project-Based Learning in Higher Education

    Science.gov (United States)

    Lucas, Nance; Goodman, Fallon R.

    2015-01-01

    The emerging fields of positive psychology and positive organizational scholarship (POS) contribute new perspectives and approaches for leadership education and leadership development in higher education. While there are emerging empirical studies in these new fields, little connection has been made to the intellectual and practical applications…

  19. What is Climate Leadership: Examples and Lessons Learned in Organizational Leadership Webinar

    Science.gov (United States)

    Organizations discuss creating comprehensive GHG inventories and aggressive emissions reduction goals, as well as leadership in their internal response to climate change, through engaging partners and addressing climate risk in their enterprise strategies.

  20. How Relational Capabilities Matter? Organizational Context and Performance of Internationally Oriented SMEs

    Directory of Open Access Journals (Sweden)

    Mariola Ciszewska-Mlinarič

    2012-12-01

    Full Text Available The article sheds light on the organizational context enhancing development of relational capabilities and examines the significance of relational capabilities for SMEs’ financial and non-financial performance. The firm relational capability is measured separately in customers’ and suppliers’ networks. The research results reveal that fostering internal social capital coupled with the usage of economic motivators augment a firm relational capability in a supplier network, which in turn is associated with better performance results, both financial and non-financial. The results on relational capability in a customer network with respect to performance are less conclusive, indicating that vertical ties that internationally oriented SMEs develop (with suppliers and customers are not of equal importance.

  1. A Framework for Learning about Emotion and Emotionality in Organizational Systems as a Core Aspect of Leadership Development..

    OpenAIRE

    James, Kim; Arroba, Tanya

    2005-01-01

    This article outlines a developmental framework for introducing systems psychodynamic concepts in the context of leadership development. The model focuses on two key aspects of the leadership role needed in today’s organizations. These are the ability to Read what is less obvious and below the surface in organizational systems, and the ability to manage what is Carried by those in leadership roles. These abilities inform choice of behaviours and intervention by leaders in their organization s...

  2. Transformational Leadership and Change: How Leaders Influence Their Followers' Motivation Through Organizational Justice.

    Science.gov (United States)

    Deschamps, Carl; Rinfret, Natalie; Lagacé, Marie Claude; Privé, Catherine

    2016-01-01

    In the past decade, the reform of Québec's healthcare establishments has resulted in a reduction in the number of institutions through mergers and closures. In this report, we investigate the consequences of reform by looking at managers' motivations and related mitigating factors. We examine the influence that transformational leaders have on their employees' motivation through organizational justice. Using a survey of 253 healthcare managers, we describe how the positive impact of transformational leadership on motivation is fully mediated via different aspects of organizational justice. The results indicate that while transformational leaders influence each type of organizational justice, followers' motivation is affected primarily by procedural and interpersonal justice and little by distributive justice.

  3. The role of organizational culture and leadership in water safety plan implementation for improved risk management

    International Nuclear Information System (INIS)

    Summerill, Corinna; Pollard, Simon J.T.; Smith, Jennifer A.

    2010-01-01

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  4. The role of organizational culture and leadership in water safety plan implementation for improved risk management

    Energy Technology Data Exchange (ETDEWEB)

    Summerill, Corinna, E-mail: c.summerill@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Pollard, Simon J.T., E-mail: s.pollard@cranfield.ac.uk [Collaborative Centre of Excellence in Understanding and Managing Natural and Environmental Risks, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Smith, Jennifer A., E-mail: j.a.smith@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom)

    2010-09-15

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  5. The role of leadership for shaping organizational culture and building employee engagement in the Bulgarian gaming industry

    OpenAIRE

    Stanislavov, Ivaylo; Ivanov, Stanislav

    2014-01-01

    The purpose of this phenomenological study was to explore the impact of leadership styles on organizational culture and employee engagement, and gain understanding of how these conceptual variables influence organizational performance. Through in-depth interviews, the participants from three Bulgarian gaming enterprises revealed their perceptions of how their previous and current casino managers were able to form organizational culture and build employee engagement. The study revealed that th...

  6. Making housing first happen: organizational leadership in VA's expansion of permanent supportive housing.

    Science.gov (United States)

    Kertesz, Stefan G; Austin, Erika Laine; Holmes, Sally K; Pollio, David E; Schumacher, Joseph E; White, Bert; Lukas, Carol VanDeusen

    2014-12-01

    While most organizational literature has focused on initiatives that transpire inside the hospital walls, the redesign of American health care increasingly asks that health care institutions address matters outside their walls, targeting the health of populations. The US Department of Veterans Affairs (VA)'s national effort to end Veteran homelessness represents an externally focused organizational endeavor. Our aim was to evaluate the role of organizational practices in the implementation of Housing First (HF), an evidence-based homeless intervention for chronically homeless individuals. This was an interview-based comparative case study conducted across eight VA Medical Centers (VAMCs). Front line staff, mid-level managers, and senior leaders at VA Medical Centers were interviewed between February and December 2012. Using a structured narrative and numeric scoring, we assessed the correlation between successful HF implementation and organizational practices devised according to the organizational transformation model (OTM). Scoring results suggested a strong association between HF implementation and OTM practice. Strong impetus to house Veterans came from national leadership, reinforced by Medical Center directors closely tracking results. More effective Medical Center leaders differentiated themselves by joining front-line staff in the work (at public events and in process improvement exercises), by elevating homeless-knowledgeable persons into senior leadership, and by exerting themselves to resolve logistic challenges. Vertical alignment and horizontal integration advanced at sites that fostered work groups cutting across service lines and hierarchical levels. By contrast, weak alignment from top to bottom typically also hindered cooperation across departments. Staff commitment to ending homelessness was high, though sustainability planning was limited in this baseline year of observation. Key organizational practices correlated with more successful

  7. Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation.

    Science.gov (United States)

    Walumbwa, Fred O; Hartnell, Chad A; Oke, Adegoke

    2010-05-01

    This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross-level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research are discussed. PsycINFO Database Record (c) 2010 APA, all rights reserved.

  8. An empirical investigation of intellectual capital components on each others and organizational learning capabilities

    Directory of Open Access Journals (Sweden)

    Nabi ollah Nejatizadeh

    2013-02-01

    Full Text Available During the past few years, there have been growing interests on intellectual capital due to industrial changes on the market. Thus, identifying different ways to create, manage, and evaluate the impact of intellectual capital has remained an open area of research. One of the most important organizational capabilities, which could help organizations create and share knowledge is to effectively use knowledge to create competitive advantage. The primary objective of this study is to investigate the effects of intellectual capital on other components and their impacts on organizational learning capability using structural equation modeling. The statistical population includes 500 employees of an Iranian organization. The study uses a sample size including 273 people using Morgan statistical table. In our survey, human capital influences positively (0.330 on structural capital, human capital influences positively on relational capital (0.47 and relational capital influences positively on structural capital (0.455. In addition human capital influences positively on learning capabilities (0.06, structural capital impacts learning capabilities (0.355 and relational capital on learning capabilities (0.545.

  9. The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

    Directory of Open Access Journals (Sweden)

    Mouhamadou Sow

    2017-03-01

    Full Text Available The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction levels. The following research questions were posed: (1 Is there a statistically significant relationship between transformational leadership and job satisfaction in the U.S. healthcare industry? (2 Is there a statistically significant relationship between organizational culture and job satisfaction in the U.S. healthcare industry? (3 Is the relationship between transformational leadership and job satisfaction in the U.S. healthcare industry mediated by organizational culture? Data to answer the research questions were collected through simple random sampling processes that resulted in a sample of 111 American healthcare employees and analyzed with Stata software. The main finding of the study was that an apparent effect of transformational leadership on job satisfaction disappeared when organizational culture variables were taken into consideration. The results suggest that healthcare organizations should attempt to move away from externally focused cultures in order to increase job satisfaction. Such a move could improve social outcomes by improving the quality of work for millions of stressed American healthcare employees.

  10. The effect of leadership, organizational culture, and competency on teachers' performance in Ibu Kartini vocational high school Semarang

    Science.gov (United States)

    Toha, Mohamad; Katoningsih, Sri

    2018-03-01

    The low performance of teachers in organization is influenced many factors. Organizational culture could be the key of organization success; hence many researches were done to identify the value and the attitude norm that gave big contribution for organization success. Competency is a part of employee they perform during work as kind of behavior. Competency depends on the aspects process of teachers' performance. The purpose of this research is to know the effect of leadership, organizational culture and competency on teachers' performance. The objects of this research are leadership, organizational culture, competency and teachers' performance in Ibu Kartini vocational high school. This research is quantitative. To collect the data, questionnaire was used. Then, the data were analyzed by using Path analysis in SPPS 16. The result of this research showed that leadership, organizational culture, competency and performance run well and had significant effect on teachers' performance.

  11. Exploring the Relationship of Organizational Culture and Implicit Leadership Theory to Performance Differences in the Nuclear and Fossil Energy Industry

    Science.gov (United States)

    Cravey, Kristopher J.

    Notable performance differences exist between nuclear and fossil power generation plants in areas such as safety, outage duration efficiency, and capacity factor. This study explored the relationship of organizational culture and implicit leadership theory to these performance differences. A mixed methods approach consisting of quantitative instruments, namely the Organizational Culture Assessment Instrument and the GLOBE Leadership Scales, and qualitative interviews were used in this study. Subjects were operations middle managers in a U.S. energy company that serves nuclear or fossil power plants. Results from the quantitative instruments revealed no differences between nuclear and fossil groups in regards to organizational culture types and implicit leadership theories. However, the qualitative results did reveal divergence between the two groups in regards to what is valued in the organization and how that drives behaviors and decision making. These organizational phenomenological differences seem to explain why performance differences exist between nuclear and fossil plants because, ultimately, they affect how the organization functions.

  12. THE ROLE OF LEADERSHIP IN COMMUNITY PARTNERSHIP, ORGANIZATIONAL CHANGES AND DECISION-MAKING PROCESS IN ADDRESSING CRIME ISSUES, AND TERRORISM

    Directory of Open Access Journals (Sweden)

    Ferid Azemi

    2017-09-01

    Full Text Available This research paper explains the role of leadership style in building community partnership and in this way also addressing many crime issues and terrorism. The methods used during this research paper are the deep insight of understanding leadership collaboration and organizational changes through literature review. A qualitative design was applied for face-to-face interview with a high ranking member of Kosovo Police. This interview shed light on the role of leadership style and challenges that are related to police reformation and also organizational changes. Through this paper, police leadership may be viewed differently, and seem to be very complex. Community partnership and shared decision-making process were emphasized during this study. This research paper also focused on integrity, ethics and strategic planning. Community partnership, organizational changes, and shared decision-making process are related to leadership style. Leadership style may have either positive or adverse effect on addressing crime rate and terrorism. Depending on the style leaders implement, certain components such as community partnership, or organizational change or even shared decision-making process may fail to function. This is why leadership style seems to bring some very interesting conclusions on this research.

  13. Exploring Leadership Capability Team Leaders for Construction Industry in Malaysia: Training and Experience

    Science.gov (United States)

    Muda, W. H. N. Wan; Halim, F. Ab; Libunao, W. H.

    2017-08-01

    It has been said that the construction industry must unleash its potential as a source of wealth creation and provide opportunity for the betterment of quality of life. In ensuring the quality of workmanship at construction sites, supervisory skills of site supervisors need to be enhanced. It stressed out that to match business growth and excellence overseas, we must recognize and act on the importance of continuously developing niche expertise and capabilities. Undoubtedly, the role of research in determining the specific leadership skills and the needed core capabilities cannot be over-emphasized. In ensuring the quality of workmanship at construction sites, leadership skills especially supervisory skill for site supervisors need to be enhanced. In this study, quantitative research design with survey questionnaire was used to collect the data and simple random sampling was employed in selecting 248 respondents involving team leaders in construction industry from whole of Malaysia. The data was analyzed using descriptive and inferential statistics; ANOVA in SPSS 21.0. Training and experience in leadership has been found to be significance to leadership capability of team leaders. The opinions from the respondents also indicated that they need the training of leadership and they had to enhance themselves to enable them to become better and more competitive leaders. The results of this assessment can pinpoint the areas needing improvement and therefore can be used as basis in designing and/or deciding development programmes. This study also found that generally the team leaders in construction industry needed more opportunities to expand their leadership capability to become the effective leaders in future.

  14. The Ares Launch Vehicles: Critical Capabilities for America's Continued Leadership in Space

    Science.gov (United States)

    Cook, Stephen A.

    2009-01-01

    The Constellation Program renews the nation's commitment to human space exploration a) Access to ISS. b) Human explorers to the Moon and beyond. c) Large telescopes and other hardware to LEO . Hardware is being built today. Development made easier by applying lessons learned from 50 years of spaceflight experience. Ares V heavy-lift capability will be a strategic asset for the nation. Constellation provides a means for world leadership through inspiration and strategic capability.

  15. School Leadership in Turbulent Times and the Value of Negative Capability

    Science.gov (United States)

    Clarke, Simon

    2016-01-01

    Given the turbulence of the contemporary education environment this paper argues it is necessary to adopt more flexible approaches to leadership than has traditionally been the case and involving new ways of learning and behaviours. In this regard, the paper investigates the paradoxical concept of "negative capability" and its potential…

  16. Empowering leadership, perceived organizational support, trust, and job burnout for nurses: a study in an Italian general hospital.

    Science.gov (United States)

    Bobbio, Andrea; Bellan, Maria; Manganelli, Anna Maria

    2012-01-01

    A strong nursing leadership that instills trust in the leader and in the organization is an important component for an effective leadership, particularly for health care organizations, because trust defines the heart of health care workplaces by promoting patient safety, excellence in care, recruitment, and retention of the nursing staff. This study aimed to test the impact of perceived empowerment leadership style expressed by the nurse supervisor, nurses' perceived organizational support, trust in the leader, and trust in the organization on nurses' job burnout. A group of 273 nurses from an Italian public general hospital took part in a cross-sectional study on a voluntary basis by filling out an anonymous questionnaire. Empowering leadership was an important predictor of trust in the leader. Trust in the organization was influenced by perceived organizational support and by the Informing dimension of the empowering leadership style. Trust in the leader and trust in the organization showed a negative impact on job burnout and also mediated the effects of some empowering leadership dimensions and perceived organizational support on job burnout. The central role of trust in health care organizations was corroborated, as well as the beneficial effects of adopting specific features of empowerment leadership behaviors toward the nursing staff. Empowering leadership could be successfully proposed in training programs directed to nurses' supervisors and health care managers.

  17. Leadership for the 1970s. A Matrix of Organizational Leadership Dimensions

    Science.gov (United States)

    1976-10-01

    organizations. While both processes involve a cognitive aspect (intrapersonal behavior), organizational decision making also involves a social aspect...individual’s makeup (R. Katz, 1955; Mann, 1965). Daniel Katx and Robert Kahn (1.966) also stressed the importance of the cognitive aspect of managerial

  18. Organizational Change Management For Health Equity: Perspectives From The Disparities Leadership Program.

    Science.gov (United States)

    Betancourt, Joseph R; Tan-McGrory, Aswita; Kenst, Karey S; Phan, Thuy Hoai; Lopez, Lenny

    2017-06-01

    Leaders of health care organizations need to be prepared to improve quality and achieve equity in today's health care environment characterized by a focus on achieving value and addressing disparities in a diverse population. To help address this need, the Disparities Solutions Center at Massachusetts General Hospital launched the Disparities Leadership Program in 2007. The leadership program is an ongoing, year-long, executive education initiative that trains leaders from hospitals, health plans, and health centers to improve quality and eliminate racial and ethnic disparities in health care. Feedback from participating organizations demonstrates that health care leaders seem to possess knowledge about what disparities are and about what should be done to eliminate them. Data collection, performance measurement, and multifaceted interventions remain the tools of the trade. However, the barriers to success are lack of leadership buy-in, organizational prioritization, energy, and execution, which can be addressed through organizational change management strategies. Project HOPE—The People-to-People Health Foundation, Inc.

  19. Academic Leadership Capability Framework: A Comparison of Its Compatibility and Applicability in Australia, New Zealand, and Malaysia

    Science.gov (United States)

    Ghasemy, Majid; Hussin, Sufean; Daud, Megat Ahmad Kamaluddin Megat

    2016-01-01

    Previous studies have shown that leadership capabilities and managerial competencies are related to leadership performance effectiveness, i.e., higher capabilities and competencies are associated with higher performance effectiveness, and vice versa. Among the studies focusing on these qualities in academic settings, two recent studies in…

  20. ARTIFICIAL INTELLIGENCE CAPABILITIES FOR INCREASING ORGANIZATIONAL-TECHNOLOGICAL RELIABILITY OF CONSTRUCTION

    Directory of Open Access Journals (Sweden)

    Ginzburg Alexander Vital`evich

    2018-02-01

    Full Text Available The technology of artificial intelligence is actively being mastered in the world but there is not much talk about the capabilities of artificial intelligence in construction industry and this issue requires additional elaboration. As a rule, the decision to invest in a particular construction project is made on the basis of an assessment of the organizational and technological reliability of the construction process. Artificial intelligence can be a convenient quality tool for identifying, analyzing and subsequent control of the “pure” risks of the construction project, which not only will significantly reduce the financial and time expenditures for the investor’s decision-making process but also improve the organizational-technological reliability of the construction process as a whole. Subject: the algorithm of creation of artificial intelligence in the field of identification and analysis of potential risk events is presented, which will facilitate the creation of an independent analytical system for different stages of construction production: from the sketch to the working documentation and conduction of works directly on the construction site. Research objectives: the study of the possibility, methods and planning of the algorithm of works for creation of artificial intelligence technology in order to improve the organizational-technological reliability of the construction process. Materials and methods: the developments in the field of improving the organizational and technological reliability of construction were studied through the analysis and control of potential “pure” risks of the construction project, and the work was also carried out to integrate the technology of artificial intelligence into the area being studied. Results: An algorithm for creating artificial intelligence in the field of identification of potential “pure” risks of construction projects was presented. Conclusions: the obtained results are useful

  1. Awaking the Public Sector with Strategic Corporate Philanthropy: Revitalizing the Public Servant's Organizational Knowledge, Innovative Capability, and Commitment

    Science.gov (United States)

    Jackson, Janese Marie

    2011-01-01

    Given the perils of today's dynamic and resource-constrained environment, intellectual capital has become a source of competitive advantage for public sector organizations. Composed of three elements--organizational knowledge, innovative capability, and organizational commitment--intellectual capital is an asset that cannot simply be bought or…

  2. Adaptive Planning: Understanding Organizational Workload to Capability/ Capacity through Modeling and Simulation

    Science.gov (United States)

    Hase, Chris

    2010-01-01

    In August 2003, the Secretary of Defense (SECDEF) established the Adaptive Planning (AP) initiative [1] with an objective of reducing the time necessary to develop and revise Combatant Commander (COCOM) contingency plans and increase SECDEF plan visibility. In addition to reducing the traditional plan development timeline from twenty-four months to less than twelve months (with a goal of six months)[2], AP increased plan visibility to Department of Defense (DoD) leadership through In-Progress Reviews (IPRs). The IPR process, as well as the increased number of campaign and contingency plans COCOMs had to develop, increased the workload while the number of planners remained fixed. Several efforts from collaborative planning tools to streamlined processes were initiated to compensate for the increased workload enabling COCOMS to better meet shorter planning timelines. This paper examines the Joint Strategic Capabilities Plan (JSCP) directed contingency planning and staffing requirements assigned to a combatant commander staff through the lens of modeling and simulation. The dynamics of developing a COCOM plan are captured with an ExtendSim [3] simulation. The resulting analysis provides a quantifiable means by which to measure a combatant commander staffs workload associated with development and staffing JSCP [4] directed contingency plans with COCOM capability/capacity. Modeling and simulation bring significant opportunities in measuring the sensitivity of key variables in the assessment of workload to capability/capacity analysis. Gaining an understanding of the relationship between plan complexity, number of plans, planning processes, and number of planners with time required for plan development provides valuable information to DoD leadership. Through modeling and simulation AP leadership can gain greater insight in making key decisions on knowing where to best allocate scarce resources in an effort to meet DoD planning objectives.

  3. The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform.

    Science.gov (United States)

    Aarons, Gregory A; Sommerfeld, David H; Willging, Cathleen E

    2011-01-01

    This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizational climate, turnover intentions, turnover, and reform-related financial stress ("low" versus "high") experienced by the agencies. Analyses revealed that positive leadership was related to a stronger empowering climate in both high and low stress agencies. However, the association between more positive leadership and lower demoralizing climate was evident only in high stress agencies. For both types of agencies empowering climate was negatively associated with turnover intentions, and demoralizing climate was associated with stronger turnover intentions. Turnover intentions were positively associated with voluntary turnover. Results suggest that strong leadership is particularly important in times of system and organizational change and may reduce poor climate associated with turnover intentions and turnover. Leadership and organizational context should be addressed to retain staff during these periods of systemic change.

  4. The Humble Leader: Association of Discrepancies in Leader and Follower Ratings of Implementation Leadership With Organizational Climate in Mental Health.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Torres, Elisa M; Finn, Natalie K; Beidas, Rinad S

    2017-02-01

    Discrepancies, or perceptual distance, between leaders' self-ratings and followers' ratings of the leader are common but usually go unrecognized. Research on discrepancies is limited, but there is evidence that discrepancies are associated with organizational context. This study examined the association of leader-follower discrepancies in Implementation Leadership Scale (ILS) ratings of mental health clinic leaders and the association of those discrepancies with organizational climate for involvement and performance feedback. Both involvement and performance feedback are important for evidence-based practice (EBP) implementation in mental health. A total of 593 individuals-supervisors (leaders, N=80) and clinical service providers (followers, N=513)-completed surveys that included ratings of implementation leadership and organizational climate. Polynomial regression and response surface analyses were conducted to examine the associations of discrepancies in leader-follower ILS ratings with organizational involvement climate and performance feedback climate, aspects of climate likely to support EBP implementation. Both involvement climate and performance feedback climate were highest where leaders rated themselves low on the ILS and their followers rated those leaders high on the ILS ("humble leaders"). Teams with "humble leaders" showed more positive organizational climate for involvement and for performance feedback, contextual factors important during EBP implementation and sustainment. Discrepancy in leader and follower ratings of implementation leadership should be a consideration in understanding and improving leadership and organizational climate for mental health services and for EBP implementation and sustainment in mental health and other allied health settings.

  5. The Effect of Ethical Leadership Beh avior on Perceived Organizational Climate: Mediating Role of Work Loneliness

    Directory of Open Access Journals (Sweden)

    Kemal Eroğluer

    2015-03-01

    Full Text Available In this paper, the effects of ethical leadership behaviors on employees’ perceived organization climate and whether work loneliness plays mediation role in this relationship are researched. A questionnaire has been developed in accordance with study objectives and implemented to 166 employees of a textile company located in Istanbul. Cronbach's Alpha and McDonald's Omega analysis were used to examine the reliability of obtained data and it was seen that the scales are reliable. Structural Equation Modeling (Partial Least Square Method and Sobel tests were used to test the hypothesis. As a result of analysis, it has been seen that ethical leadership has positive and significant effect on employees’ perceived organizational climate and work loneliness plays a partial mediation role in this relationship

  6. Mentoring Top Leadership Promotes Organizational Innovativeness through Psychological Safety and Is Moderated by Cognitive Adaptability.

    Science.gov (United States)

    Moore, James H; Wang, Zhongming

    2017-01-01

    Mentoring continues to build momentum among startups and established enterprises due to its positive impact on individuals and organizations. Unlike previous studies, this research focuses on mentoring higher level leadership, such as the CEO, and demonstrates its unique relationship to organizational innovativeness. Our sample included 200 mentored executives and entrepreneurs who personally identify and exploit opportunities. Our findings confirm that mentoring top leaders positively relates to their perceived innovativeness of the organization and that the relationship is mediated by these leaders' perception of psychological safety within the organization. Our findings also confirm that the relationship is negatively moderated by these leaders' cognitive adaptability. The reliability and validity of the results have been proved by using confirmatory factor analysis and advanced regression analytics. As a result, this work demonstrates the value of mentoring top leadership and advocates the importance of establishing a psychologically safe environment to inspire not only top leadership to try new avenues but also for all those within the organization to speak up and speak out. Additionally, our findings encourage organizations to proactively and selectively prioritize mentoring among top leadership, taking into account their differing levels of cognitive adaptability. Finally, further research could focus on how to provide greater support for mentors of higher level leaders.

  7. Organizational flexibility as a strategic option: fostering dynamic capabilities of hospitals.

    Science.gov (United States)

    Dias, Casimiro; Escoval, Ana

    2014-01-01

    The main purpose of this article is to examine how the internal and external dimensions of organizational flexibility impact hospital performance. Results reveal that matching internal and external flexibilities contributes to the development of capabilities to adopt new strategic options. Such interactions have a significant impact in terms of hospital performance. A cluster of dynamic hospitals, which is characterised by high levels of both internal and external flexibilities, (instead of that have high levels of both internal and external flexibilities) was found to have the double level of performance compared with other clusters. The implications for research and managerial practice are discussed. Copyright © 2014 Longwoods Publishing.

  8. Organizational learning capability, firm innovativeness, and firm performance: A meta-analysis

    DEFF Research Database (Denmark)

    Schlägel, Christopher; Reichel, Lisa-Marie; Richter, Nicole Franziska

    In the last twenty years a growing number of empirical studies tested the association be-tween organizational learning capability (OLC) and various economic outcomes. While these studies have provided a better understanding of these relationships, the literature is characterized by the use...... different measures. Based on 53 studies (13,663 firms), we (a) provide a systematic overview of the most commonly used OLC measures, (b) use meta-analytic techniques to highlight the relevance of OLC for firm innovativeness (ruc = .39) and firm perfor-mance (ruc = .41), and (c) explore the unique and common...

  9. Innovation capability and organizational resources configuration Capacidad de innovación y configuración de recursos organizativos

    Directory of Open Access Journals (Sweden)

    Liliana Herrera

    2009-07-01

    Full Text Available The main purpose of this article is to contribute to a better understanding of the organizational sources pertaining to continuous innovation. This work identifies a set of best practices, which once integrated, create the innovative activities that help organizations to acquire a continuous innovation capability by means of the development of new products. Furthermore, in an effort to understand how the innovation capacity is created, based on the dynamic capability theory, a conceptual model is presented in this study. This model shows that the innovation capability is the result of four processes: knowledge creation, knowledge absorption, knowledge integration, and knowledge reconfiguration. These processes are leveraged by four kinds of resources: human capital, structures and systems, leadership, and company culture. Companies applying this model can identify and restructure the most important organizational actions in order to achieve a continuous innovation process. Finally, identification of best practices and model validation are carried out by means of an exploratory case study, which is applied to two technology based organizations of the audiovisual sector.El propósito de este artículo es contribuir a un mejor entendimiento de los recursos involucrados en el proceso de innovación continua en las empresas. En este trabajo se identifican un conjunto de buenas prácticas, las cuales integradas, forman actividades innovadoras que ayudan a las organizaciones a adquirir la capacidad para innovar continuamente por medio de los proyectos de desarrollo de nuevos productos. Además, en un esfuerzo por comprender como esta conformada la capacidad de innovación, en esta investigación se presenta un modelo conceptual basado en la perspectiva de las capacidades dinámicas, el cual muestra esta capacidad como el resultado de cuatro procesos: creación de conocimiento, absorción de conocimiento, integración de conocimiento y reconfiguraci

  10. Gender and Leadership. The Impact of Organizational Culture of Public Institutions

    Directory of Open Access Journals (Sweden)

    Felicia Cornelia MACARIE

    2011-02-01

    Full Text Available This study approaches the public organizations and their organizational culture by taking into account the gender factor. More specifically, it will approach women’s presence in the leadership of public organizations, the influence of the public organizational culture in the promotion of women in middle and top management positions, and it will finally identify the defining characteristics of the organizational culture of the institutions led by women in comparison to those led by men. Our study is based on a research conducted in Bistriţa-Năsăud County, Romania, by applying a survey in 12 public organizations. The survey comprises 16 questions, seven of which are open questions; 25 women with different positions in the medium and the top management of public institutions were surveyed. The conclusions of the research confirm the existence of some clear differences in the organizational culture of womenled and respectively, men-led public institutions. At the same time, the study identifies possible causes for the low presence of women in the public top management in contrast to their high presence in the execution positions.

  11. The effect of authentic leadership, organizational justice, and achievement motivation on teachers' performance in vocational high school seventeen Temanggung

    Science.gov (United States)

    Sugi, Slamet, Achmad; Martono, S.

    2018-03-01

    Teachers' performance in Temanggung in 2016 did not show maximal result. It was shown from many indicators. The low score of UN, UKG and PKB result. Individual performance was different. Achievement motivation could be seen through their attitude and behavior performances. The purpose of this research is to know the effect of authentic leadership, organizational justice, and achievement motivation on teachers' performance. The objects of this research are authentic leadership, organizational justice, achievement motivation and teachers' performance in Vocational High School Seventeen in Temanggung. The research method used is quantitative. Data collection was done by questioners. Then, the data were analyzed by using Path SPSS 16. The result of this research showed that authentic leadership, organizational justice, achievement motivation had significant effect on teachers' performance in Vocational High School Seventeen in Temanggung.

  12. The Effect of Leadership Style, Organizational Culture, Employee Development and Training on Employee Performance (Study of PT. Pln (Persero) Suluttenggo Region)

    OpenAIRE

    Rumokoy, Farlane S.; Lumempow, Irta

    2015-01-01

    An organization or company€™s best asset is human resource or in this case is employee, because employee performance is related to organization or company€™s performance. So, to improve employee performance, company needs people who have expertise and unique capabilities that are in line with company€™s visions and missions. The purpose of this research is to find out the effect of leadership style, organizational culture, employee development and training on employee performance in PT. PLN (...

  13. The Role of Organizational Leadership to Enhance Top 10 CSR Issues and Trends in The Global Economy

    Directory of Open Access Journals (Sweden)

    Dewi Rachmayanti

    2014-08-01

    Full Text Available Research on leadership and its relationship with organizational performance have been carried out and not considered Corporate Social Responsibility (CSR performance, especially in the field of community development (Comdev and even done partially. This study aims to investigate the role of organizational leadership to enhance Top 10 CSR issues and trends in the global economy which defines roles and leadership competencies. Thirteen experts were involved in the Forum of Multi Stakeholder Corporate Social Responsibility (MSHCSR through Focus Group Discussion (FGD. Data by cluster random sampling were statistically analyzed with Assumption Surfacing and Testing Strategy (SAST. The results showed from FGD experts stating if eight roles and eight competencies of the organization’s leadership is very important and influential to enhance Top 10 CSR issues and trends in the global economy.

  14. An investigation into women capabilities in leadership roles in Mmabatho/Mafikeng area / Boineelo Esther Molosiwa

    OpenAIRE

    Molosiwa, Boineelo Esther

    2012-01-01

    The aim of the study was to investigate women capabilities in leadership roles and the problems they are facing in managerial positions. The study was guided by two basic assumptions which are 'men and women are born equal' and that the national development will be enhanced when equal opportunities are given to both men and women. The literature rev1ew reveals that, traditionally work and family were viewed as complimentary spheres, each belonging to one sex only. Work is fo...

  15. The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform

    OpenAIRE

    Aarons, Gregory A.; Sommerfeld, David H.; Willging, Cathleen E.

    2011-01-01

    This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizati...

  16. People, organizational, and leadership factors impacting informatics support for clinical and translational research

    Directory of Open Access Journals (Sweden)

    Payne Philip RO

    2013-02-01

    Full Text Available Abstract Background In recent years, there have been numerous initiatives undertaken to describe critical information needs related to the collection, management, analysis, and dissemination of data in support of biomedical research (J Investig Med 54:327-333, 2006; (J Am Med Inform Assoc 16:316–327, 2009; (Physiol Genomics 39:131-140, 2009; (J Am Med Inform Assoc 18:354–357, 2011. A common theme spanning such reports has been the importance of understanding and optimizing people, organizational, and leadership factors in order to achieve the promise of efficient and timely research (J Am Med Inform Assoc 15:283–289, 2008. With the emergence of clinical and translational science (CTS as a national priority in the United States, and the corresponding growth in the scale and scope of CTS research programs, the acuity of such information needs continues to increase (JAMA 289:1278–1287, 2003; (N Engl J Med 353:1621–1623, 2005; (Sci Transl Med 3:90, 2011. At the same time, systematic evaluations of optimal people, organizational, and leadership factors that influence the provision of data, information, and knowledge management technologies and methods are notably lacking. Methods In response to the preceding gap in knowledge, we have conducted both: 1 a structured survey of domain experts at Academic Health Centers (AHCs; and 2 a subsequent thematic analysis of public-domain documentation provided by those same organizations. The results of these approaches were then used to identify critical factors that may influence access to informatics expertise and resources relevant to the CTS domain. Results A total of 31 domain experts, spanning the Biomedical Informatics (BMI, Computer Science (CS, Information Science (IS, and Information Technology (IT disciplines participated in a structured surveyprocess. At a high level, respondents identified notable differences in theaccess to BMI, CS, and IT expertise and services depending on the

  17. Readiness for future managerial leadership roles: nursing students' perceived importance of organizational values.

    Science.gov (United States)

    Hendel, Tova; Eshel, Nira; Traister, Lelit; Galon, Vered

    2006-01-01

    This study explored the values held by nursing students attending a baccalaureate program. Our aim was to determine whether nursing students' values change after being exposed to educators as well as mentors and ethics education and after experiencing today's challenging work environment, with an emphasis on the organizational domain of the students' values set. The conceptual framework that underpins the approach to values presented in this study argues that the total values set of a working person consists of three domains: personal, professional, and organizational values. Our sample consisted of first, third, and fourth year nursing students (N = 496) attending the Tel Aviv University in Israel. Participants were requested to answer a questionnaire and to rate their perceived importance of 30 values. The results revealed significant differences in the participants' perceived importance of the three values domains. The organizational values--the new business values--were perceived significantly to be least important. Sex was found to be significantly related to perception of values' importance. Year of study was not found to be significantly correlated to perception of values. The findings reflect that senior nursing students are only moderately prepared for their future managerial leadership roles and point out the need to provide students with more stimulating and supportive learning experiences.

  18. Eco-innovation, Responsible Leadership and Organizational Change for Corporate Sustainability

    Directory of Open Access Journals (Sweden)

    Dorel Mihai Paraschiv

    2012-06-01

    Full Text Available Creating a sustainable development strategy is essential for organizations that seek to reduce risks associated with tightening legislation, increased energy prices and natural resources and growing customer demands. Sustainability requires the full integration of social and environmental aspects into the vision, culture and operations of an organization, a profound process of organizational change being essential. The purpose of this paper is to present the main drivers of corporate sustainability, illustrating – after a thorough literature review – the link between the following elements: corporate sustainability – a necessity in the current global context; eco-innovation – as a way to implement sustainability in an organization; responsible leadership – as the art of building and maintaining strong and moral relationships with all stakeholders; organizational culture and organizational change – the basic elements through which organizations continuously renew their processes and products, adapting them to the new context. Furthermore, the paper provides an overview of organizations active in Romania in terms of sustainability practices, in general, and the ecological component of sustainable development, in particular, by presenting the results of an exploratory questionnaire-based research. The research reflects the importance of visionary management in adopting and implementing sustainability in the responding organizations.

  19. Organizational Leadership and Adaptive Reserve in Blood Pressure Control: The Heart Health NOW Study.

    Science.gov (United States)

    Henderson, Kamal H; DeWalt, Darren A; Halladay, Jacquie; Weiner, Bryan J; Kim, Jung I; Fine, Jason; Cykert, Samuel

    2018-04-01

    Our purpose was to assess whether a practice's adaptive reserve and high leadership capability in quality improvement are associated with population blood pressure control. We divided practices into quartiles of blood pressure control performance and considered the top quartile as the benchmark for comparison. Using abstracted clinical data from electronic health records, we performed a cross-sectional study to assess the association of top quartile hypertension control and (1) the baseline practice adaptive reserve (PAR) scores and (2) baseline practice leadership scores, using modified Poisson regression models adjusting for practice-level characteristics. Among 181 practices, 46 were in the top quartile, which averaged 68% or better blood pressure control. Practices with higher PAR scores compared with lower PAR scores were not more likely to reside in the top quartile of performance (prevalence ratio [PR] = 1.92 for highest quartile; 95% CI, 0.9-4.1). Similarly, high quality improvement leadership capability compared with lower capability did not predict better blood pressure control performance (PR = 0.94; 95% CI, 0.57-1.56). Practices with higher proportions of commercially insured patients were more likely than practices with lower proportions of commercially insured patients to have top quartile performance (37% vs 26%, P =.002), whereas lower proportions of the uninsured (8% vs 14%, P =.055) were associated with better performance. Our findings show that adaptive reserve and leadership capability in quality improvement implementation are not statistically associated with achieving top quartile practice-level hypertension control at baseline in the Heart Health NOW project. Our findings, however, may be limited by a lack of patient-related factors and small sample size to preclude strong conclusions. © 2018 Annals of Family Medicine, Inc.

  20. Testing the leadership and organizational change for implementation (LOCI) intervention in substance abuse treatment: a cluster randomized trial study protocol.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Moullin, Joanna C; Torres, Elisa M; Green, Amy E

    2017-03-03

    Evidence-based practice (EBP) implementation represents a strategic change in organizations that requires effective leadership and alignment of leadership and organizational support across organizational levels. As such, there is a need for combining leadership development with organizational strategies to support organizational climate conducive to EBP implementation. The leadership and organizational change for implementation (LOCI) intervention includes leadership training for workgroup leaders, ongoing implementation leadership coaching, 360° assessment, and strategic planning with top and middle management regarding how they can support workgroup leaders in developing a positive EBP implementation climate. This test of the LOCI intervention will take place in conjunction with the implementation of motivational interviewing (MI) in 60 substance use disorder treatment programs in California, USA. Participants will include agency executives, 60 program leaders, and approximately 360 treatment staff. LOCI will be tested using a multiple cohort, cluster randomized trial that randomizes workgroups (i.e., programs) within agency to either LOCI or a webinar leadership training control condition in three consecutive cohorts. The LOCI intervention is 12 months, and the webinar control intervention takes place in months 1, 5, and 8, for each cohort. Web-based surveys of staff and supervisors will be used to collect data on leadership, implementation climate, provider attitudes, and citizenship. Audio recordings of counseling sessions will be coded for MI fidelity. The unit of analysis will be the workgroup, randomized by site within agency and with care taken that co-located workgroups are assigned to the same condition to avoid contamination. Hierarchical linear modeling (HLM) will be used to analyze the data to account for the nested data structure. LOCI has been developed to be a feasible and effective approach for organizations to create a positive climate and

  1. THE EFFECT OF ETHICAL LEADERSHIP AND ORGANIZATIONAL CULTURE ON WORK ETHOS AND ITS IMPACT ON ORGANIZATIONAL PERFORMANCE: A CASE STUDY IN REGENCY DEPARTMENT OF LANDS OF LOMBOK ISLAND, INDONESIA

    Directory of Open Access Journals (Sweden)

    Susmianto

    2018-03-01

    Full Text Available A leader should be concerned about the influence of his leadership on working culture and environment of the employees. These responsibilities include the ethical responsibility of treating employees with mutual respect, service, fairness, and honesty. This study aimed to determine the influence of ethical leadership and organizational culture on the work ethos and its impact on the performance of the organization on the Department of Lands. A quantitative research method was applied in this study. The sample of research are 69 respondents with cluster sampling method. The research was conducted at National Department of Lands in Lombok Island. The data analysis technique used is SEM using SmartPLS 3.0 program. The results showed that ethical leadership has no significant effect on work ethos, while organizational culture has a significant effect on work ethos. Furthermore, both work ethos and ethical leadership had a significant effect on organizational performance, organizational culture has a significant effect on organizational performance.

  2. The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

    Directory of Open Access Journals (Sweden)

    Zulfiqar Ali

    2017-11-01

    Full Text Available The aim of this study is to empirically explore and propose a rigorous model for the positive impact of managerial capability (in terms of decision-making, management style, people development, and succession planning and adaptive capability (in terms of horizon scanning, change management, and resilience on organizational innovation in the context of small and medium-sized enterprises (SMEs. The study uses partial least squares structural equation modeling (PLS–SEM to test the model hypotheses, and importance-performance matrix analysis (IPMA to provide information regarding the significance and relevance of the dimensions of managerial and adaptive capability in explaining organizational innovation in the proposed model. The empirical data is gathered through questionnaires from 210 SMEs. The results show a strong and significant relationship between managerial capability, adaptive capability, and organizational innovation. This study found that all of the dimensions of managerial capability and adaptive capability help to develop and improve the performance of organizational innovation in SMEs. The study concludes with a comprehensive discussion of the research limitations, and provides suggestions for future research.

  3. The Rise and Effect of Virtual Modalities and Functions on Organizational Leadership: Tracing Conceptual Boundaries Along the E-Management and E-Leadership Continuum

    Directory of Open Access Journals (Sweden)

    Montgomery VAN WART

    2016-12-01

    Full Text Available The massive shift to virtual modalities and functions has changed the context of leadership and organizational structures, and thus how leadership is exercised. To date, the fi elds of e-leadership and e-management, or more generally, virtual leadership, have been unable to make much progress. This exploratory study uses adaptive structuration theory, an approach recommended by Avolio (2001 and 2014, to provide a broad framework that is modifi ed for the fi eld. It uses the multi-method, multi-level approach recommended by structuration theory. Findings regarding three specifi c advanced information technologies (AITs are discussed, study limitations are provided, and future research opportunities are reviewed.

  4. Taylor, Graicunas, Worthy, Likert, and Thayer: Span of Control and Organizational Structure--Where They Fit on the "Leadership Continuum."

    Science.gov (United States)

    Corder, Lloyd E.

    The "Leadership Continuum" model developed in 1961 by R. Tannenbaum, I. Weschler, and F. Massarik clearly illustrates the ideas that management scholars like Frederick Taylor, V. A. Graicunas, James Worthy, Rensis Likert, and Frederick Thayer have posited concerning span of control and organizational structure. Each of these scholars…

  5. A Quantitative Study of the Relationship between Distributed Leadership and Organizational Citizenship Behavior: Perceptions of Turkish Primary School Teachers

    Science.gov (United States)

    Kilinç, Ali Çagatay

    2014-01-01

    The purpose of this study was to determine the relationship between primary school teachers' perceptions on distributed leadership and organizational citizenship behaviors (OCBs). A total of 258 teachers employed in 14 primary schools located in Kastamonu, Turkey participated in this study. Data of the study was collected through "Distributed…

  6. The Relationship between Teachers' Perception about School Managers' Talent Management Leadership and the Level of Organizational Commitment

    Science.gov (United States)

    Aytaç, Tufan

    2015-01-01

    Problem statement: Talent Management (TM) has been recently seen as a critical success factor in the development of educational organizations. The problem this study addresses is whether there is a relationship between teacher perceptions about school managers' TM leadership and their level of organizational commitment (OC). The level of school…

  7. The Relationship between Transformational Leadership and Organizational Commitment in Nonprofit Long Term Care Organizations: The Direct Care Worker Perspective

    Science.gov (United States)

    Porter, Jeanette A.

    2015-01-01

    The United States population is rapidly aging, and retaining direct care workers (DCWs) will continue to be a workforce concern for the industry in addressing the demand for long term care services. To date, scant literature exists that addresses the DCW perspective of leadership behaviors and their influence on organizational commitment. To…

  8. The Effects of Autonomy Gap in Personnel Policy, Principal Leadership and Teachers' Self-Efficacy on Their Organizational Commitment

    Science.gov (United States)

    Dou, Diya; Devos, Geert; Valcke, Martin

    2016-01-01

    School autonomy in personnel policy is important to effective personnel management. With increased autonomy in personnel policy, principals could wield their leadership to improve teachers' organizational commitment. However, little is known about whether the given autonomy in personnel policy meets principals' expectation and whether and how the…

  9. The Effect of Teacher Psychological and School Organizational and Leadership Factors on Teachers' Professional Learning in Dutch Schools

    Science.gov (United States)

    Geijsel, Femke P.; Sleegers, Peter J. C.; Stoel, Reinoud D.; Kruger, Meta L.

    2009-01-01

    In this study we examined the relative importance of teachers' psychological states, school organizational conditions (teacher collaboration and participative decision making), and the leadership practices (vision, individual consideration, and intellectual stimulation) of principals at their schools in explaining variation in teachers'…

  10. A Study on Relationship among Leadership, Organizational Culture, the Operation of Learning Organization and Employees' Job Satisfaction

    Science.gov (United States)

    Chang, Su-Chao; Lee, Ming-Shing

    2007-01-01

    Purpose: The main purpose of this paper is to investigate the relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction. Design/methodology/approach: A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 134 valid replies.…

  11. The Relationship of Leadership Style of the Department Head to Nursing Faculty Professional Satisfaction and Organizational Commitment

    Science.gov (United States)

    Byrne, Daria McConnell

    2011-01-01

    The purpose of this research was to determine if there was a relationship between the leadership style of the nursing department head and the level of professional satisfaction and organizational commitment by nursing faculty members. The survey instrument was a self-constructed four point Likert scale designed by the researcher to determine the…

  12. The Effect of Educational Leadership on Organizational Variables: A Meta-Analysis Study in the Sample of Turkey

    Science.gov (United States)

    Çogaltay, Nazim; Karadag, Engin

    2016-01-01

    The purpose of this study is to test the effect of educational leadership on some organizational variables using meta-analysis method. In this context, the results of independent researches were merged together and the hypotheses created within the scope of the study were tested. In order to determine the researches to be included in the study,…

  13. The Effects of Secondary School Administrators' Servant Leadership Behaviors on Teachers' Organizational Commitment

    Science.gov (United States)

    Türkmen, Fatma; Gül, Ibrahim

    2017-01-01

    The purpose of this research is to examine the effects of secondary school administrators' servant leadership behavior on teachers' organizational commitment. This research was designed based on the relational screening model. The population of the study consists of 753 secondary school teachers. 438 teachers from the total population participated…

  14. The Mediating Effect of Social Capital on the Relationship Between Public Health Managers' Transformational Leadership and Public Health Nurses' Organizational Empowerment in Korea Public Health.

    Science.gov (United States)

    Jun, Soo Young

    2017-12-01

    This study was to verify the effect of public health nurse's (PHN's) social capital on the relationship between public health manager's (PHM's) transformational leadership and PHN's organizational empowerment in Korea public health. This was a cross-sectional descriptive study involving 303 PHNs from public health centers in Daegu and Gyeongsangbuk-do cities in South Korea. Data were collected from February 29, 2016 to April 8, 2016, using structured questionnaires which included general characteristics, transformational leadership, organizational empowerment, and social capital. Data were analyzed using descriptive statistics, correlations, and structural equation model. PHM's transformational leadership has a positive effect on PHN's social capital and PHN's organizational empowerment. Social capital had a mediating effect between transformational leadership and organizational empowerment in PHNs. This study suggests that PHM's transformational leadership is a contributing factor to improve PHN's organizational empowerment, and transformational leadership can lead to improve PHN's organizational empowerment through PHN's social capital. So, an intervention program to promote organizational empowerment should include strategies to enhance PHM's transformational leadership as well as to improve PHN's social capital. Copyright © 2017. Published by Elsevier B.V.

  15. An empirical investigation on the effects of spiritual leadership components on organizational learning capacity: A case study of Payame Noor University

    Directory of Open Access Journals (Sweden)

    Amir Hossein

    2013-06-01

    Full Text Available This paper presents an empirical investigation on the effects of spiritual leadership components on organizational learning capacity for a case study of Payame Noor University, Iran. The proposed study uses a standard questionnaire for measuring spirituality leadership proposed by Fry (2003 [Fry, L. W. (2003. Toward a theory of spiritual leadership. The leadership quarterly, 14(6, 693-727.] and for measuring the impact of organizational learning capacity, the proposed study uses another questionnaire proposed by Teo et al. (2006 [Teo, H. H., Wang, X., Wei, K. K., Sia, C. L., & Lee, M. K. (2006. Organizational learning capacity and attitude toward complex technological innovations: an empirical study. Journal of the American Society for Information Science and Technology, 57(2, 264-279.]. The results of our survey have indicated that all components of spiritual leadership, except love and altruism as meaningful, influence spirituality leadership, significantly.

  16. The Effects of Transformational Leadership and Mediating Factors on the Organizational Success Using Structural Equation Modeling: A Case Study.

    Science.gov (United States)

    Ravangard, Ramin; Karimi, Sakine; Farhadi, Payam; Sajjadnia, Zahra; Shokrpour, Nasrin

    This study was undertaken to determine the effects of transformational leadership (TL) and mediating factors on organizational success (OS) from the administrative, financial, and support employees' perspective in teaching hospitals affiliated with Shiraz University of Medical Sciences using structural equation modeling. Three hundred administrative and financial employees were selected, using stratified sampling proportional to size and simple random sampling. Data were collected using 5 questionnaires and analyzed using SPSS 21.0 and Lisrel 8.5 through Pearson correlation coefficient and path analysis and confirmatory factor analysis methods. Results showed that TL had significant positive effects on the 3 mediating factors, including organizational culture (t = 15.31), organizational citizenship behavior (OCB) (t = 10.06), and social capital (t = 10.25). Also, the organizational culture (t = 2.26), OCB (t = 3.48), and social capital (t = 7.41) had significant positive effects on OS. According to the results, TL had an indirect effect on OS. Therefore, organizations can achieve more success by strengthening organizational culture, OCB, and social capital through using transformational leadership style. Therefore, in order to increase OS, the following recommendations are made: supporting and encouraging new ideas in the organization, promoting teamwork, strengthening intergroup and intragroup relationships, planning to strengthen and enrich the social and organizational culture, considering the promotion of social capital in the employee training, establishing a system to give rewards to the employees performing extra-role activities, providing a suitable environment for creative employees, and so on.

  17. 民企家长型领导、组织承诺与组织绩效的关系研究%Research on Relationship among Paternalistic Leadership,Organizational Commitment and Organizational Performance

    Institute of Scientific and Technical Information of China (English)

    赵相忠; 王云峰

    2013-01-01

    以广东、广西68家民营企业的159名管理者及员工的调查结果为样本,实证分析了民企家长型领导、组织承诺与组织绩效的关系.研究发现:家长型领导行为中德行领导对组织承诺及组织绩效具有较大程度的影响,仁慈领导能够有效地促进员工组织承诺的提升并改善组织绩效,而威权领导则不利于员工组织承诺的提升.组织承诺在德行领导和仁慈领导与组织绩效的关系中有着积极的中介作用,在威权领导与组织绩效间的关系不明确.%This paper empirical analyzing the relationship among Paternalistic leadership,organizational commitment and organizational performance in private entrepreneurs based on the samples of 159 manager and employees in Guangdong and Guangxi provinces.The result shows that moral leadership has the maximum influence on organizational performance and organizational commitment,and benevolent leadership can effectively promote the organizational commitment and improve organizational performance,but authoritarian leadership will reduce the organizational commitment.So,organizational commitment has intervening mechanism among moral leadership and leadership and organizational performance.The relationship between organizational performance and authoritarian leadership is ambiguous.

  18. Subtractive Leadership

    Science.gov (United States)

    Larwin, K. H.; Thomas, Eugene M.; Larwin, David A.

    2015-01-01

    This paper introduces a new term and concept to the leadership discourse: Subtractive Leadership. As an extension of the distributive leadership model, the notion of subtractive leadership refers to a leadership style that detracts from organizational culture and productivity. Subtractive leadership fails to embrace and balance the characteristics…

  19. The effects of leadership competencies and quality of work on the perceived readiness for organizational change among nurse managers.

    Science.gov (United States)

    Al-Hussami, Mahmoud; Hamad, Sawsan; Darawad, Muhammad; Maharmeh, Mahmoud

    2017-10-02

    Purpose This paper aims to set a leadership guidance program that can promote nurses' knowledge of leadership and, at the same time, to enhance their leadership competencies and quality of work to promote their readiness for change in healthcare organizations. Design/methodology/approach A pre-experimental, one-group pretest-posttest design was utilized. Out of 90 invited to participate in this study, 61 nurses were accepted to participate. Findings The statistical analyses suggested several significant differences between pre- and in-service nurse managers about leadership competencies, quality of work and readiness for change. Yet, findings from the background characteristics were not found to be significant and had no effects on the perceived readiness for change. Research limitations/implications The present study highlights the importance of leadership competencies and quality of work that healthcare policymakers identify for the success of organizational change efforts. Practical implications Healthcare policymakers, including directors of nursing, should focus on applications that increase leadership competencies and overall satisfaction of the nurse managers to support the changes in hospitals and supporting learning organization. Hence, they should establish policies that decrease the possible negative impact of planned change efforts. Originality/value Competent nurse managers enhance their readiness for change, which in turn helps nurses in constructive change processes. A leadership guidance program should be set for nurse managers. This study has important implications for hospital administrators and directors of nursing.

  20. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations.

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs.

  1. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs

  2. School Leadership Practice and Preparation: Comparative Perspectives on Organizational Learning (OL), Instructional Leadership (IL) and Culturally Responsive Practices (CRP)

    Science.gov (United States)

    Ylimaki, Rose; Jacobson, Stephen

    2013-01-01

    Purpose: The aim of this paper is to utilize successful leadership practices drawn from seven nations to improve leadership preparation. Design/methodology/approach: This study used a case study approach to gain a contextualized understanding of successful leadership across seven nations. Data sources primarily featured interviews with principals,…

  3. Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project.

    Science.gov (United States)

    Weech-Maldonado, Robert; Dreachslin, Janice L; Epané, Josué Patien; Gail, Judith; Gupta, Shivani; Wainio, Joyce Anne

    Cultural competency or the ongoing capacity of health care systems to provide for high-quality care to diverse patient populations (National Quality Forum, 2008) has been proposed as an organizational strategy to address disparities in quality of care, patient experience, and workforce representation. But far too many health care organizations still do not treat cultural competency as a business imperative and driver of strategy. The aim of the study was to examine the impact of a systematic, multifaceted, and organizational level cultural competency initiative on hospital performance metrics at the organizational and individual levels. This demonstration project employs a pre-post control group design. Two hospital systems participated in the study. Within each system, two hospitals were selected to serve as the intervention and control hospitals. Executive leadership (C-suite) and all staff at one general medical/surgical nursing unit at the intervention hospitals experienced a systematic, planned cultural competency intervention. Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status). In addition, we evaluated the impact of the intervention on diversity climate and workforce diversity. Overall performance improvement was greater in each of the two intervention hospitals than in the control hospital within the same health care system. Both intervention hospitals experienced improvements in the organizational level competencies of diversity leadership and strategic human resource management. Similarly, improvements were observed in the individual level competencies for diversity attitudes and implicit bias for Blacks among the intervention hospitals. Furthermore, intervention hospitals outperformed their respective

  4. Public-private partnerships. Managing organizational change for acquiring value creative capabilities

    Energy Technology Data Exchange (ETDEWEB)

    Immonen, M.

    2011-07-01

    The objective of the dissertation is to examine organizational responses of public actors to customer requirements which drive the transformation of value networks and promote public-private partnership in the electricity distribution industry and elderly care sectors. The research bridges the concept of offering to value networks where capabilities can be acquired for novel product concepts. The research contributes to recent literature, re-examining theories on interactions of customer requirements and supply management. A critical realist case study approach is applied to this abductive the research which directs to describe causalities in the analyzed phenomena. The presented evidence is based on three sources, which are in-depth interviews, archival analysis and the Delphi method. Service provision requires awareness on technology and functionalities of offering. Moreover, service provision includes interactions of multiple partners, which suggests the importance of the co-operative orientation of actors. According to the findings, portfolio management has a key role when intelligent solutions are implemented in public service provision because its concepts involve a variety of resources from multiple suppliers. However, emergent networks are not functional if they lack leaders who have access to the customer interface, have power to steer networks and a capability to build offerings. Public procurement policies were recognized to focus on a narrow scope in which price is a key factor in decisions. In the future, the public sector has to implement technology strategies and portfolio management, which mean longterm platform development and commitment to partnerships. On the other hand, the service providers should also be more aware of offerings into which their products will be integrated in the future. This requires making the customer's voice in product development and co-operation in order to increase the interconnectivity of products. (orig.)

  5. Social and psychological climate of educational institution as a measure of consistency of leadership style and type of organizational culture

    Directory of Open Access Journals (Sweden)

    M.L. Kotlyar

    2013-04-01

    Full Text Available We describe process and results of a study conducted on the basis of state educational institutions of Moscow (a secondary school and a school with advanced study of foreign languages. We demonstrate the possibility of using the analysis of social and psychological environment as an indicator of leadership style consistency and type of organizational culture of educational institution. We revealed an educational trend that the real organizational culture with a predominance of one type of its elements, the desired profile will tend to the mixed type. We mapped out a plan for further research on the topic.

  6. Leadership, organizational culture, knowledge productivity and value creation in four successful Korean companies: toward guidelines for people-oriented business leaders

    NARCIS (Netherlands)

    Kang, S.

    2015-01-01

    This study explores the relationships between leadership characteristics, organizational culture, knowledge productivity and value creation in leading Korean corporations. The empirical part of this study is based on the selection of four highly successful and leading companies, namely LG

  7. A study on relationship between ethical leadership and organizational trust between teachers and principals: A case study of high school employees in Shahre-Kord, Iran

    Directory of Open Access Journals (Sweden)

    Seyed Rasool Aghadavood

    2013-04-01

    Full Text Available The present study aims at investigating the relationship between the moral leadership style of mangers and organizational confidence of Shahre-Kord high school teachers. The population includes 590 teachers of district 1 , 2 in Shahre-Kord and 230 teachers are selected for the study sample. The model is based on the effect of moral leadership parameters on organizational confidence factors. The instruments used in this study is a moral leadership questionnaire based on the theory of North house comprising 30 questions for five parameters as well as an organizational confidence standard questionnaire based on Gidnez’s theory, which comprises 30 questions and five parameters . The content and face validity of the questionnaires are established through professors’ opinions. The reliability of the study was 82%, which was calculated through Cronbach Alfa formula. The findings show that the impact of moral leadership along with its parameters on the organizational confidence and its parameters are significant.

  8. Participative leadership and organizational identification in SMEs in the MENA Region : testing the roles of CSR perceptions and pride in membership

    OpenAIRE

    Lythreatis, Sophie; Mostafa, Ahmed; Wang, Xiaojun

    2017-01-01

    The aim of this research is to explore the process linking participative leadership to organizational identification. The study examines the relationship between participative leadership and internal CSR perceptions of employees and also investigates the role that pride in membership plays in the affiliation of CSR perceptions with organizational identification. By studying these relationships, the paper aspires to contemplate new presumed mediators in the association of participative leaders...

  9. To Understand the “Brazilian Way” of School Management: How National Culture Influences the Organizational Culture and School Leadership

    Directory of Open Access Journals (Sweden)

    Ana Maria de Albuquerque Moreira

    2018-06-01

    Full Text Available This study aims to identify characteristics of national culture in the culture of Brazilian school management and leadership. Considering the broad literature that deals with the peculiarities of Brazilian culture and its influence on Brazilian management, it is assumed that as an institution belonging to a particular society, the school offers internal dynamics that are organized under influences of historical and cultural determinants of this society. This work is an exploratory study that uses secondary data found in studies on the profiles of principals, leadership, climate, and organizational culture in schools and primary data from research applied in public secondary schools located in the Federal District, Brazil. The results demonstrate that the initial premise—national culture influences the organizational culture and school leadership—has been confirmed and aspects that merit further analysis are identified.

  10. When leaders harass: the impact of target perceptions of organizational leadership and climate on harassment reporting and outcomes.

    Science.gov (United States)

    Offermann, Lynn R; Malamut, Adam B

    2002-10-01

    Using cases of harassment by leaders, the authors examined the effects of target perceptions of leader responses to sexual harassment and whether leader implementation of harassment policies made a difference beyond the impact of the policies themselves. Results showed that women who perceived that leaders made honest efforts to stop harassment felt significantly freer to report harassment, were more satisfied with the complaint process, and reported greater commitment than did those viewing leaders as more harassment tolerant. Different leadership levels had different effects, with hierarchically proximal leaders generally having the greatest impact. Leadership mediated the relationship between organizational policy and outcomes, supporting the view that a key role for leaders is establishing an ethical organizational climate that reinforces formal harassment policies through actions.

  11. The Relationship between the Perception of Distributed Leadership in Secondary Schools and Teachers' and Teacher Leaders' Job Satisfaction and Organizational Commitment

    Science.gov (United States)

    Hulpia, Hester; Devos, Geert; Rosseel, Yves

    2009-01-01

    This study investigates the relation between distributed leadership, the cohesion of the leadership team, participative decision-making, context variables, and the organizational commitment and job satisfaction of teachers and teacher leaders. A questionnaire was administered to teachers and teacher leaders (n = 1770) from 46 large secondary…

  12. The Effect of Dimensions of Transformational, Transactional, and Non-Leadership on the Job Satisfaction and Organizational Commitment of Teachers in Iran

    Science.gov (United States)

    Sayadi, Yaser

    2016-01-01

    It has been found that transformational and transactional leadership is positively related to the effectiveness of the leader, the subordinate's effort, job satisfaction, and the subordinate's organizational commitment. The purpose of this study is to examine the effect of transformational, transactional, and non-leadership on job satisfaction and…

  13. Architecture of firm dynamic capabilities across inter-organizational activities: Explaining innovativeness in the context of nanotechnology

    Science.gov (United States)

    Petricevic, Olga

    In this dissertation I first develop a theoretical framework that explores different components of dynamic capabilities related to firm's boundary-spanning linkages across two different types of inter-organizational activities---alliances and networks. I argue that there are four different subsets of dynamic capabilities simultaneously at work: alliance opportunity-sensing, alliance opportunity-seizing, network opportunity-sensing and network opportunity-seizing. Furthermore, I argue that there are significant interaction effects between these distinctive subsets driving the firm's overall effectiveness in sensing and seizing of novel and innovative external opportunities. In order to explore potential interdependencies and draw distinctions among different dynamic capability subsets I integrate concepts from the two theoretical perspectives that often neglect the emphasis of the other---the dynamic capability view and the social network perspective. I then test the hypothesized relationships in the context of firms actively patenting in nanotechnology. Nanotechnology innovations are multidisciplinary in nature and require search and discovery across multiple inter-organizational, scientific, geographic, industry, or technological domains by a particular firm. The findings offer support for the conceptualizations of dynamic capabilities as consisting of distinct subsets of capabilities for the sensing and the seizing of external new-knowledge opportunities. The findings suggest that firm's innovativeness in an interdisciplinary scientific field such as nanotechnology is the function of the vector of multi-dimensional dynamic capabilities that are context-specific. Furthermore, the findings also suggest that there are inherent trade-offs embedded in different dimensions of dynamic capabilities when deployed across a wide range of inter-organizational relationships.

  14. Leadership and post-traumatic stress disorder: are soldiers' perceptions of organizational justice during deployment protective?

    Science.gov (United States)

    Elrond, Andreas F; Høgh, Annie; Andersen, Søren B

    2018-01-01

    Background : Soldiers' perception of leadership during military deployment has gained research attention as a potentially modifiable factor to buffer against the development of postdeployment post-traumatic stress disorder (PTSD). Within nonmilitary research, the organizational justice (OJ) framework, i.e. distributive justice, procedural justice (PJ) and interactional justice (IJ), has been found to relate to mental health outcomes. Aspects of OJ may, therefore, be protective against PTSD. Objectives : We examined the prospective relationship between aspects of OJ, namely the perceptions of PJ and IJ by subordinate soldiers without leadership obligations in relationship to immediate superiors and PTSD. Method : Participants were soldiers ( n =  245) deployed to Helmand Province in Afghanistan in 2009. Logistic regression procedures were used. The primary analysis measured PTSD cases using the Structured Clinical Interview for DSM-IV-TR Axis-I Disorder (SCID) 2½ years after homecoming. PJ/IJ was measured during deployment with a 6-item composite measure ranging from 0 to 12. Supplementary primary analyses were performed with PJ/IJ measured before and immediately after deployment. A secondary PJ/IJ analysis also tested against four postdeployment measures with the Post-Traumatic Stress Disorder Checklist Civilian (PCL-C) dichotomized at screening symptom levels. Results : Higher levels of perceived PJ/IJ for soldiers without leadership obligations during deployment had a prospective relation (OR = 0.86, 95% CI = 0.75-0.98) with PTSD on the SCID 2½ years after homecoming after adjustment for factors including predeployment PTSD symptoms, trauma and combat exposure, and state affectivity. Similar results were found by measuring PJ/IJ before (OR = 0.83, 95% CI = 0.71-0.95) but not immediately after homecoming (OR = 0.97, 95% CI = 0.85-1.11). A relationship with PTSD symptoms at the screening level at the four measurements of PCL-C was found, but only

  15. A Comparative Study of Organizational Climate and Campus Leadership at Bakersfield College, Based on the Roueche-Baker Community College Excellence Model.

    Science.gov (United States)

    Nusz, Phyllis Jane

    A study was conducted at Bakersfield College to identify the strengths and weaknesses of the college's organizational structure and to determine to what extent the institution possessed specific elements of organizational climate and campus leadership that research has identified to be vital to educational quality. The survey instrument used to…

  16. The Effect of Organizational Support, Transformational Leadership, Personnel Empowerment, Work Engagement, Performance and Demographical Variables on the Factors of Psychological Capital

    Directory of Open Access Journals (Sweden)

    Didem Rodoplu Şahin

    2014-03-01

    Full Text Available The relation with the work and the role of managers and organizational factors are effective on psychological capital and individual performance of employees. This article investigates the impact of the work engagement, performanmce, empowerment, organizational support and transformational leadership on psychological capital using survey data.

  17. The Effect of School Principals' Leadership Styles on Teachers' Organizational Commitment and Job Satisfaction

    Science.gov (United States)

    Aydin, Ayhan; Sarier, Yilmaz; Uysal, Sengul

    2013-01-01

    Researchers have conducted a number of studies in order to demonstrate the effects of leadership styles on school outcomes. In these research studies, particularly, the full range of leadership styles have been used. The impact of transformational leadership, transactional leadership and laissez faire stated in this model on job satisfaction and…

  18. Nurturing Democracy: The Contribution of Distributed Leadership to a Democratic Organizational Landscape

    Science.gov (United States)

    Woods, Philip A.; Gronn, Peter

    2009-01-01

    This article reviews the comparative merits of distributed leadership and democratic leadership as understandings of, and preferred alternatives to, the leadership of and in organizations. It is particularly concerned that, while distributed leadership may provide a welcome and worthwhile respite from and alternative to the kind of heroic…

  19. Executive Leadership and Physician Well-being: Nine Organizational Strategies to Promote Engagement and Reduce Burnout.

    Science.gov (United States)

    Shanafelt, Tait D; Noseworthy, John H

    2017-01-01

    These are challenging times for health care executives. The health care field is experiencing unprecedented changes that threaten the survival of many health care organizations. To successfully navigate these challenges, health care executives need committed and productive physicians working in collaboration with organization leaders. Unfortunately, national studies suggest that at least 50% of US physicians are experiencing professional burnout, indicating that most executives face this challenge with a disillusioned physician workforce. Burnout is a syndrome characterized by exhaustion, cynicism, and reduced effectiveness. Physician burnout has been shown to influence quality of care, patient safety, physician turnover, and patient satisfaction. Although burnout is a system issue, most institutions operate under the erroneous framework that burnout and professional satisfaction are solely the responsibility of the individual physician. Engagement is the positive antithesis of burnout and is characterized by vigor, dedication, and absorption in work. There is a strong business case for organizations to invest in efforts to reduce physician burnout and promote engagement. Herein, we summarize 9 organizational strategies to promote physician engagement and describe how we have operationalized some of these approaches at Mayo Clinic. Our experience demonstrates that deliberate, sustained, and comprehensive efforts by the organization to reduce burnout and promote engagement can make a difference. Many effective interventions are relatively inexpensive, and small investments can have a large impact. Leadership and sustained attention from the highest level of the organization are the keys to making progress. Copyright © 2016 Mayo Foundation for Medical Education and Research. Published by Elsevier Inc. All rights reserved.

  20. The influence of transformational leadership on organizational creative problem solving capacity

    Directory of Open Access Journals (Sweden)

    Stevanović Ana

    2015-01-01

    Full Text Available In order to successfully operate and remain in contemporary turbulent marketplace, organizations need to foster their employees' creativity, because it is a prerequisite of organizational innovation. As creativity is a precursor of innovation, and as innovation is an example of creative solutions implementation, there arenumerous situations which require creative behavior of employees and that can be labeled as 'problems'. Therefore, creative problem solving turns out to be relevant in understanding of creativity. The aim of this paper is to offer an answer to the question - how transformational leadership influences the improvement of the capacity for creative problem solving within the organization. On the basis of the relevant literature, but also numerous practical examples of successful companies, we realized that transformational leaders foster a creative attitude of the employees and help them to build capacity for creative problem solving. Also, we realized that many studies have neglected the psychological conditions under which this exchange takes place. As creative problem solving requires extensive and strenuous cognitive processes, we assumed that the role of psychological safety is necessary because employees need to feel free during proposing new creative solutions.

  1. Examining Organizational Learning in Schools: The Role of Psychological Safety, Experimentation, and Leadership that Reinforces Learning

    Science.gov (United States)

    Higgins, Monica; Ishimaru, Ann; Holcombe, Rebecca; Fowler, Amy

    2012-01-01

    This study draws upon theory and methods from the field of organizational behavior to examine organizational learning (OL) in the context of a large urban US school district. We build upon prior literature on OL from the field of organizational behavior to introduce and validate three subscales that assess key dimensions of organizational learning…

  2. Determining the Status of Organizational Agility Capabilities in complementary and convertor Agricultural Industries using the Fuzzy Approach

    Directory of Open Access Journals (Sweden)

    2014-03-01

    Full Text Available Manufacturing industries of agricultural products, which constitute a considerable part of different countries’ economies, are seeking new profitable opportunities by increasing competition at the international level. Organizational agility is new method and philosophy of production that seeks to react effectively to the variable and unpredictable environment and to utilize the changes as chances for organizational progress and profitability. In this regard, the present research aims to survey the capabilities of organizational agility in complementary and convertor agricultural industries. For this purpose, based on organizational agility literature, four variables- responsiveness, competency, flexibility, and quickness- were examined as the agility capabilities. The research method was descriptive, and the statistical population included 142 managers of Agricultural industries in East Azarbaijan Province during the year 2012. The study sample was calculated 117 using simple random sampling technique. For data collection, the questionnaire was designed by some scholars. The data was analyzed by means of descriptive statistics, inferential statistics and fuzzy set theory. The results showed that the complementary and the convertor agricultural industries of the province have obtained scores higher than the average for the capabilities of responsiveness, flexibility, and quickness but a lower one for the capability of the competency. With regard to the fact that compiling the strategic vision, technological ability, and introducing the new products are among the main components of achieving competency, it is suggested that managers of this sector should, in order to reinforce competency in agricultural industries, pay special attention to compiling the strategic vision, making use of information technology, and using the new opportunities of the market to introduce the new products.

  3. Transformational leadership, adaptability, and job crafting : the moderating role of organizational identification.

    NARCIS (Netherlands)

    Wang, H.; Demerouti, E.; Le Blanc, P.M.

    In this study, we aim to explore the link between transformational leadership and job crafting. We predict that transformational leadership will stimulate employee job crafting (seeking resources, seeking challenges, and reducing demands) by increasing their adaptability; but that transformational

  4. Lost in Translation? Emotional Intelligence, Affective Economies, Leadership and Organizational Change

    Science.gov (United States)

    Blackmore, Jill

    2011-01-01

    Not until the late 1990s did the rational/emotional binary embedded in mainstream literature on educational leadership and management come under challenge. Now the emotional dimensions of organisational change and leadership are widely recognised in the leadership, organisational change and school improvement literature. However, the dissolution…

  5. The Strategic Fitness Process: A Collaborative Action Research Method for Developing and Understanding Organizational Prototypes and Dynamic Capabilities

    Directory of Open Access Journals (Sweden)

    Michael Beer

    2013-04-01

    Full Text Available Organizations underperform and sometimes fail because their leaders are unable to learn the unvarnished truth from relevant stakeholders about how the design and behavior of the organization is misaligned with its goals and strategy. The Strategic Fitness Process (SFP was designed to enable leaders to overcome organizational silence about the misalignment with the environment and chosen strategy. By enabling an honest, organization-wide and public conversation, senior management teams, working collaboratively with scholar-consultants and organizational members, have access to valid data (the unvarnished truth, can conduct a valid diagnosis, and can develop a valid plan to change the structure, processes, and behavior of an organization while at the same time developing commitment that ensures execution. SFP is also a research method. By applying SFP iteratively to new and challenging situations, scholar-consultants can invent new organizational prototypes as well as learn if a standardized and institutionalized organizational learning process like SFP can enhance dynamic capabilities. The SFP model is illustrated with an application to Hewlett-Packard’s Santa Rosa Systems Division.

  6. Six Community College Presidents: Organizational Pressures, Change Processes and Approaches to Leadership

    Science.gov (United States)

    Malm, James R.

    2008-01-01

    A total of six Maryland community college presidents were guided through conversations to identify the organizational challenges and uncertainties that have forced organizational changes in their respective colleges. Another thrust of the research was to discover what organizational change processes these presidents have implemented to overcome…

  7. THE EFFECT OF ORGANIZATIONAL CULTURE, ENVIRONMENTAL WORK, LEADERSHIP STYLE ON THE JOB SATISFACTION AND ITS IMPACT ON THE PERFORMANCE OF TEACHING IN STATE COMMUNITY ACADEMY BOJONEGORO

    Directory of Open Access Journals (Sweden)

    Meithiana Indrasari

    2017-03-01

    Full Text Available Tri Dharma college task, namely implements education and teaching, research and community service. Some of the factors that can affect the performance of the lecturer are organizational culture, work environment, leadership style, and job satisfaction. For this study aims to assess the effect of organizational culture, work environment, leadership style on job satisfaction lecturers as well as to analyze the influence of organizational culture, work environment, leadership style to the performance of lecturers. This study took 64 samples through census methods, and data collected through questionnaires in the form of Likert scale research.  Results of analysis proving the hypothesis indicated that organizational culture, work environment, leadership style positive impact significant job satisfaction lecturer Bojonegoro State Community College. As well as organizational culture, work environment, leadership style, job satisfaction and positive effect significant the performance of lecturers Bojonegoro State Community College. Suggested to the management community college that faculty performance can be optimized, provide incentives for lecturers in order to work in the world of education through awards, strive to the increase salaries, keeping in touch, comfort, creation of competition, healthy  performance appraisal is fair, providing an opportunity to follow the scientific activities at a cost from the academy. Encourage to continue their education to a higher level. Motivate to do research, and community service to the relevant fields at the expense of the institution/college or grants.

  8. INFLUENCE OF ORGANIZATIONAL CULTURE AND LEADERSHIP STYLE ON THE PERFORMANCE OF EMPLOYEES (Studies in Human Capital Group PT Bank Syariah Mandiri, Tbk.

    Directory of Open Access Journals (Sweden)

    Hafiz Pradana

    2015-09-01

    Full Text Available The purpose of this study are: 1 To find a description of the organizational culture, leadership style, and performance of employees at PT Bank Syariah Mandiri, Tbk. 2 To test empirically the influence of organizational culture on employee performance at PT Bank Syariah Mandiri, Tbk. 3 To test empirically the influence of leadership style on the performance of employees at PT Bank Syariah Mandiri, Tbk. 4 To test empirically the influence of organizational culture and leadership style simultaneously on the performance of employees at PT Bank Syariah Mandiri, Tbk. The analysis of this study is descriptive and explanatory analysis. Research conducted on 63 employees of PT Bank Syariah Mandiri, Tbk., while the data collection techniques is used an observation, interview, and questionnaire, which are processed using by SPSS 16.0. The result of the hypothesis shows that there is a positive and significant influence between organizational culture on performance as well as a positive and significant influence of leadership style on performance. Organizational culture and leadership style also have an influence simultaneously positive and significant effect on performance.

  9. The Effect of Leadership Style and Organizational Culture Toward Teacher Motivation of MTs Arrohman Jombang in Academic of 2016/2017

    Directory of Open Access Journals (Sweden)

    Khudriyah Khudriyah

    2017-08-01

    Full Text Available Leadership style and organizational culture in an organization has big effect toward the growth of employee motivation to work. In education as well as, the school leadership style and  organizational culture have influence of teachers’ motivation in conducting their tasks. The study is aimed to describe how far the school leadership style and  organizational culture influence teachers’ motivation to work at MTs Arrohman Jombang. This study is quantitative and questionnaire as the instrument. The result shows that the leadership style and organizational culture partially or simultaneously influence significantly on the teachers’ motivation in MTs Arrohman Jombang in academic year of 2015/2016 proved by t-test results t test > t table (3,358 > 2,023 with a significant level of t < 5% (0,002 < 0,05 and Ftest of 79,228 and a significance level of F < 5% (0.000 <0,05. Whereas, the influence of variables of leadership style and organizational culture on the teachers’ motivation was 80,2% and the rest of 19,8% is influenced by other factors

  10. Analysis of Leadership Flexibility Capability of District/City Public Health Department in North Sumatra

    Directory of Open Access Journals (Sweden)

    Achmad Rifai

    2016-02-01

    Full Text Available Leadership has an important role in the organization as leader is in charge of supervising and controlling the course of an organization. Ability to lead in mobilizing and empowering employees will affect the performance of the organization. This behavior has a significant impact on the attitudes, behavior and performance of employees. The results of the study showed there is a significant relationship between characteristics such as age (p = 0.004, education(p = 0.034, work experience (p = 0.000, the experience of the organization (p = 0.000, and educational hierarchy (p =0.000 for leadership flexibility. Sex variable is not significant to the leadership flexibility (p = 0.801. There is a relationship with the flexibility of directive leadership style (p = 0.027, supportive leadership style (p = 0.046, and participative leadership style (p = 0.009 with the flexibility of leadership. There is aso a relationship between achievement-oriented leadership style and leadership flexibility (p = 0.000. There is a relationship between the individual characteristics of leadership style and versatility with variable: educational level of leadership (p = 0.021; OR = 19.265. The result suggests that we need more organized seminars / work shop / scientific studies that stimulate the realization of learning about leadership flexibility in improving the performance of the District/City Health Office and it is necessary to study theperformance of the head of the Department of Health assessment intensively and periodically

  11. Viewpoint discrimination and contestation of ideas on its merits, leadership and organizational ethics: expanding the African bioethics agenda

    Science.gov (United States)

    2013-01-01

    The 3rd Pan-African Ethics Human Rights and Medical Law (3rd EHRML) conference was held in Johannesburg on July 7, 2013, as part of the Africa Health Congress. The conference brought together bioethicists, researchers and scholars from South Africa, Zimbabwe, Kenya and Nigeria working in the field of bioethics as well as students and healthcare workers interested in learning about ethical issues confronting the African continent. The conference which ran with a theme of "Bioethical and legal perspectives in biomedical research and medical practice in Africa with a focus on: Informed consent, HIV-AIDS & Tuberculosis, leadership & organizational ethics, patients and healthcare workers rights," was designed to expand the dialogue on African bioethics beyond the traditional focus on research ethics and the ethical dilemmas surrounding the conduct of biomedical research in developing countries. This introductory article highlights some of areas of focus at the conference including issues of leadership, organizational ethics and patients and healthcare workers rights in Africa. We analyze the importance of free speech, public debate of issues, argumentation and the need to introduce the teaching and learning of ethics to students in Africa in accordance with UNESCO guidelines. This article also focuses on other challenges confronting Africa today from an ethical standpoint, including the issues of poor leadership and organizational ethics which are main contributors to the problems prevalent in African countries, such as poverty, poor education and healthcare delivery systems, terrorism, social inequities, infrastructural deficits and other forms of 'structural violence' confronting vulnerable African communities. We believe that each of the eight articles included in this supplement, which have been rigorously peer-reviewed are a good example of current research on bioethics in Africa, and explore some new directions towards broadening the African bioethics agenda as we

  12. Viewpoint discrimination and contestation of ideas on its merits, leadership and organizational ethics: expanding the African bioethics agenda.

    Science.gov (United States)

    Chima, Sylvester C; Mduluza, Takafira; Kipkemboi, Julius

    2013-01-01

    The 3rd Pan-African Ethics Human Rights and Medical Law (3rd EHRML) conference was held in Johannesburg on July 7, 2013, as part of the Africa Health Congress. The conference brought together bioethicists, researchers and scholars from South Africa, Zimbabwe, Kenya and Nigeria working in the field of bioethics as well as students and healthcare workers interested in learning about ethical issues confronting the African continent. The conference which ran with a theme of "Bioethical and legal perspectives in biomedical research and medical practice in Africa with a focus on: Informed consent, HIV-AIDS & Tuberculosis, leadership & organizational ethics, patients and healthcare workers rights," was designed to expand the dialogue on African bioethics beyond the traditional focus on research ethics and the ethical dilemmas surrounding the conduct of biomedical research in developing countries. This introductory article highlights some of areas of focus at the conference including issues of leadership, organizational ethics and patients and healthcare workers rights in Africa. We analyze the importance of free speech, public debate of issues, argumentation and the need to introduce the teaching and learning of ethics to students in Africa in accordance with UNESCO guidelines. This article also focuses on other challenges confronting Africa today from an ethical standpoint, including the issues of poor leadership and organizational ethics which are main contributors to the problems prevalent in African countries, such as poverty, poor education and healthcare delivery systems, terrorism, social inequities, infrastructural deficits and other forms of 'structural violence' confronting vulnerable African communities. We believe that each of the eight articles included in this supplement, which have been rigorously peer-reviewed are a good example of current research on bioethics in Africa, and explore some new directions towards broadening the African bioethics agenda as we

  13. CHARACTERISTICS OF MANAGEMENT AND LEADERSHIP IN ORDER TO EFFICIENTLY ACHIEVE THE ORGANIZATIONAL CHANGES PRODUCED BY THE ECONOMIC CRISIS

    Directory of Open Access Journals (Sweden)

    Iuliana Talmaciu

    2015-05-01

    Full Text Available Change has become the watchword of the present times. The dynamism of economic, social and political life is becoming more pronounced and it determines numerous organizational changes. In times of crisis and during the following periods, companies face major challenges, changes becoming even harder to anticipate and plan. The economic difficulties encountered by the business environment can be a decisive test for the leaders of companies. The main purpose of this article is to analyze the leadership characteristics which are necessary to efficiently manage and implement organizational changes during crisis. The research method used in this paper was based on the content analysis of works by both Romanian and foreign authors and on some studies conducted by different specialized companies. This paper is structured as follows: introduction, aspects regarding managers' role in change management, characteristics needed by the leaders involved in the change process, conclusions and biography.

  14. The Indirect Effects of Servant Leadership Behavior on Organizational Citizenship Behavior and Job Performance: Organizational Justice as a Mediator

    OpenAIRE

    Cemal Zehir; Bulent Akyuz; M.Sule Eren; Gulden Turhan

    2013-01-01

    The relationship between leader and followers plays a vital role, particularly in educational institutions where a keen understanding of human character and high level of social interaction ought to be facilitated. For this reason, in stark contrast to contemporary leaders who see people only as units of production or expendable resources in a profit and loss statement, servant leadership focuses on meeting the needs of followers, making them reach their maximum potential and so perform optim...

  15. Assessing organizational implementation context in the education sector: confirmatory factor analysis of measures of implementation leadership, climate, and citizenship.

    Science.gov (United States)

    Lyon, Aaron R; Cook, Clayton R; Brown, Eric C; Locke, Jill; Davis, Chayna; Ehrhart, Mark; Aarons, Gregory A

    2018-01-08

    A substantial literature has established the role of the inner organizational setting on the implementation of evidence-based practices in community contexts, but very little of this research has been extended to the education sector, one of the most common settings for the delivery of mental and behavioral health services to children and adolescents. The current study examined the factor structure, psychometric properties, and interrelations of an adapted set of pragmatic organizational instruments measuring key aspects of the organizational implementation context in schools: (1) strategic implementation leadership, (2) strategic implementation climate, and (3) implementation citizenship behavior. The Implementation Leadership Scale (ILS), Implementation Climate Scale (ICS), and Implementation Citizenship Behavior Scale (ICBS) were adapted by a research team that included the original scale authors and experts in the implementation of evidence-based practices in schools. These instruments were then administered to a geographically representative sample (n = 196) of school-based mental/behavioral health consultants to assess the reliability and structural validity via a series of confirmatory factor analyses. Overall, the original factor structures for the ILS, ICS, and ICBS were confirmed in the current sample. The one exception was poor functioning of the Rewards subscale of the ICS, which was removed in the final ICS model. Correlations among the revised measures, evaluated as part of an overarching model of the organizational implementation context, indicated both unique and shared variance. The current analyses suggest strong applicability of the revised instruments to implementation of evidence-based mental and behavioral practices in the education sector. The one poorly functioning subscale (Rewards on the ICS) was attributed to typical educational policies that do not allow for individual financial incentives to personnel. Potential directions for

  16. Leadership Epistemology

    OpenAIRE

    Bogenschneider, B

    2016-01-01

    The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation as the common epistemology is the necessary link between the various disciplines interested in leadership (e.g., organizational psychology, statisti...

  17. The effects of authentic leadership, organizational identification, and occupational coping self-efficacy on new graduate nurses' job turnover intentions in Canada.

    Science.gov (United States)

    Fallatah, Fatmah; Laschinger, Heather K S; Read, Emily A

    Nurses' turnover has a costly impact on organizations, patients, and nurses. Numerous studies have highlighted the critical role of nursing leadership in enhancing new nurses' retention. To examine the influence of authentic leadership on new nurses' job turnover intentions through their personal identification with the leader, organizational identification, and occupational coping self-efficacy. Secondary data analysis of a cross-sectional national study of Canadian new graduate nurses was conducted using structural equation modeling. Authentic leadership had a significant positive effect on nurses' personal identification with their leader and their organization. Personal identification mediated the relationship between authentic leadership and organizational identification. Organizational identification had a significant positive effect on occupational coping self-efficacy, which, in turn, had a negative effect on new graduate nurses' job turnover intentions. The findings demonstrate the vital role authentic leadership plays in retaining new graduate nurses. Authentic leaders foster personal and organizational identification among new graduate nurses, leading to increase in the confidence in their ability to manage work-related challenges, which subsequently results in positive outcomes in both new graduate nurses and the organization. Copyright © 2016 Elsevier Inc. All rights reserved.

  18. A Comparative Analysis of the Organizational Culture and Employee’s Motivation of Selected Cities in CALABARZON: Basis for Employee’s Motivation, Leadership and Innovative Management

    Directory of Open Access Journals (Sweden)

    Dr. Francis Kayode Ashipaoloye

    2014-10-01

    Full Text Available Organizational culture is ultimately defined and practiced according to assumptions, attitudes, beliefs and values of the larger society it is imbedded. Organizational culture varies from one organization to the other. Thus, a closer look at the Philippine public administration shows that the Filipino culture is a special kind of environment. The reason being that there are three major traits that showcase the Filipino behavior and decision-making: personalism, familism, and particularism or popularism. The city governments of Batangas, Lipa and Tanauan like any other City Government have their own unique culture. This distinctness is based on many factors such as: events, history, past leadership as well as current leadership that results in routines or the way things are done in their respective institution. This paper presents a comparative analysis of organizational culture and employee’s motivation of selected cities in CALABARZON: Basis for Employee’s Motivation, Leadership and Innovative Management. The descriptive correlation method of research was used to gather the needed information. The result revealed that the three cities all agreed as to the organizational culture and levels of motivation. Overall, working relationship was found to be the best predictor among the organizational culture. While the best motivator among employees, was their need for achievement. Lastly, a proposed program to further boost employee’s motivation/morale, leadership, and innovative management was tabled based on the significance of the findings of the research.

  19. Cultural Complementarity : Reshaping Professional and Organizational Logics in Developing Frontline Medical Leadership

    NARCIS (Netherlands)

    Noordegraaf, Mirko; Schneider, Magriet; Boselie, Paul; van Rensen, E.L.J.

    2016-01-01

    With the rise of clinical management, new skills of medical doctors stand out, including leadership skills. Medical doctors organize medical work and improve patient care. The training of frontline leadership skills, however, is weakly developed in residency programmes. Medical professional cultures

  20. An Analysis of the Relationship between Organizational Servant Leadership and Student Achievement in Middle Level Schools

    Science.gov (United States)

    Babb, Corbett A.

    2012-01-01

    The purpose of this exploratory quantitative research study was to determine if middle schools in which higher levels of servant leadership are evident perform better on school effectiveness measures than middle schools that exhibit lower degrees of servant leadership. Furthermore, it sought to identify contextual factors that were correlated with…

  1. Multidimensional relationships between paternalistic leadership and perceptions of organizational ethical climates.

    Science.gov (United States)

    Wu, Yu-Chi; Tsai, Ping Ju

    2012-10-01

    This study investigated how paternalistic leadership is linked to ethical climates based on a multidimensional construct perspective. This experimental study utilized the partial least squares (PLS) techniques to analyze the data. Participants were 258 civil servants working in various public sectors in Taiwan, who were asked to rate their leaders' paternalistic leadership behaviors and their perception of the ethical climates in their organizations using the Paternalistic Leadership Scale and the Ethical Climate Questionnaire. Using the unidimensional constructs of paternalistic leadership and ethical climates, prior research showed vidence of a positive relationship; however, in the current study, multidimensional relations among these constructs may be positive or negative. The findings of this study suggested that leaders may implement specific types of paternalistic leadership to enhance the intended ethical climate in their organizations.

  2. The Role of Leadership Capacity in Sustaining the School Improvement Initiative of Schoolwide Positive Behavior Supports

    Science.gov (United States)

    Combs, Christine; Martin, Barbara N.

    2011-01-01

    This article examines what occurred within schools successfully implementing and sustaining Schoolwide Positive Behavior Supports through the lens of leadership capacity. Leadership capacity, a broad-based, skillful participation in leadership, promotes the capabilities of many organizational members to lead. Researchers used quantitative analysis…

  3. EFFECTS OF PATERNALISTIC LEADERSHIP ON ORGANIZATIONAL IDENTIFICATION: MEDIATING ROLE OF TRUST IN LEADER

    OpenAIRE

    Ciraklar, Nurcan; Ucar, Zeki; Sezgin, Oytun

    2016-01-01

    Leadership as a topic holds an important place in literature in the area of organization and management. Despite the research on managerial approaches and practices based on the cultural characteristics of western societies is abundant, the research reflecting cultural characteristics of eastern societies in the same field is scarce. On the other hand, recent research has frequently demonstrated that the leadership model based on paternalism phenomenon which reflects the dominant cultural cha...

  4. When a Japanese subsidiary is not a Japanese subsidiary : Internationalization as changing organizational identity and capabilities

    NARCIS (Netherlands)

    Voisey, C.J.

    2010-01-01

    As multinational corporations (MNCs) have increasingly expanded abroad to seek out new assets and capabilities from different specialized locations, so they have sought to become embedded in diverse local social and cultural contexts. Several streams of work have examined the managerial challenges

  5. The Drivers of ERP Implementation and Its Impact on Organizational Capabilities and Performance and Customer Value

    Science.gov (United States)

    Hwang, Woosang

    2011-01-01

    In a constantly changing global business environment, firms have no other choice but to continually expand their capabilities and sharpen their competitive edge. Toward this goal, an increasing number of organizations are turning to Enterprise Resource Planning (ERP) systems. An ERP system utilizes various kinds of information processing…

  6. Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions.

    Science.gov (United States)

    Hartnell, Chad A; Kinicki, Angelo J; Lambert, Lisa Schurer; Fugate, Mel; Doyle Corner, Patricia

    2016-06-01

    This study examines the nature of the interaction between CEO leadership and organizational culture using 2 common metathemes (task and relationship) in leadership and culture research. Two perspectives, similarity and dissimilarity, offer competing predictions about the fit, or interaction, between leadership and culture and its predicted effect on firm performance. Predictions for the similarity perspective draw upon attribution theory and social identity theory of leadership, whereas predictions for the dissimilarity perspective are developed based upon insights from leadership contingency theories and the notion of substitutability. Hierarchical regression results from 114 CEOs and 324 top management team (TMT) members failed to support the similarity hypotheses but revealed broad support for the dissimilarity predictions. Findings suggest that culture can serve as a substitute for leadership when leadership behaviors are redundant with cultural values (i.e., they both share a task- or relationship-oriented focus). Findings also support leadership contingency theories indicating that CEO leadership is effective when it provides psychological and motivational resources lacking in the organization's culture. We discuss theoretical and practical implications and delineate directions for future research. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  7. Social Workers' Perceptions of Job Satisfaction, Interdisciplinary Collaboration, and Organizational Leadership.

    Science.gov (United States)

    Marmo, Suzanne; Berkman, Cathy

    2018-01-01

    To address job satisfaction, and therefore employment retention, of hospice social workers, this study examined how relationships with other members of the interdisciplinary hospice team and perceptions of hospice leadership may be associated with job satisfaction of hospice social workers. The sample of 203 hospice social workers was recruited by e-mailing invitations to hospice social workers identified by hospice directors in three states, use of online social media sites accessed by hospice social workers, and snowball sampling. Study measures included professional experience, hospice characteristics, interdisciplinary collaboration, perception of servant leadership, and intrinsic and extrinsic job satisfaction. Variables significant in the model for intrinsic satisfaction were perception of servant leadership, interdisciplinary collaboration, and feeling valued by the hospice physician. Variables significant in the model for extrinsic satisfaction were perception of servant leadership, interdisciplinary collaboration, feeling valued by the hospice physician, and number of social workers at the hospice. Interdisciplinary collaboration was more important for intrinsic job satisfaction and leadership style was more important for extrinsic job satisfaction. Profit status of the hospice, experience of the social worker, caseload size, and other variables were not significant in either model. These results support previous findings that leadership style of the hospice director and relationships with hospice colleagues are important for hospice social workers' job satisfaction. Such low-cost modifications to the hospice work environment, albeit not simple, may improve job satisfaction of hospice social workers.

  8. Towards a National Gang Strategy: A Meta-Policy Analysis of Leadership, Learning, and Organizational Change within the Law Enforcement Context

    Science.gov (United States)

    Richards, Maurice V.

    2010-01-01

    This study examines the process of change within law enforcement, focusing on the leadership, learning, and organizational change required to reduce crime, violence, and social disruption caused by criminal street gangs. The study tests the viability, results, and implications of a new policing model, the trans-jurisdictional task force, through…

  9. Community Opinion and Satisfaction with the Leadership at an Urban Community Educational Learning Center during an Organizational Transformation Process: A Frontline Perspective from Community Stakeholders

    Science.gov (United States)

    Lewis, Joseph Lee

    2013-01-01

    This study examined selected community stakeholders' perception of the current leadership at their local community educational learning center during an organizational transformation and cultural change process. The transition from a community college to an educational learning center, mandated in 2006 by the Accredition Commission and agreed on…

  10. The impact of the organizational transfer climate on the use of teacher leadership competences developed in a post-initial Master's program

    NARCIS (Netherlands)

    Snoek, M.; Volman, M.

    2014-01-01

    The transfer of learning outcomes of Master's programs for teachers is not self-evident. In this study, 18 teachers who recently graduated and their supervisors were interviewed on the transfer of leadership competences developed during their Master's program and on how the organizational transfer

  11. A Study of Birnbaum's Theory of the Relationship between the Constructs of Leadership and Organization as Depicted in His Higher Education Models of Organizational Functioning: A Contextual Leadership Paradigm for Higher Education

    Science.gov (United States)

    Douglas, Pamela A.

    2013-01-01

    This quantitative, nonexperimental study used survey research design and nonparametric statistics to investigate Birnbaum's (1988) theory that there is a relationship between the constructs of leadership and organization, as depicted in his five higher education models of organizational functioning: bureaucratic, collegial, political,…

  12. The Effect of Servant Leadership on Organizational Citizenship Behavior: A Study in Five Star Hotel Enterpris es i n İstanbul and Afyonkarahisar

    Directory of Open Access Journals (Sweden)

    Ahmet Baytok

    2013-12-01

    Full Text Available The aim of this study is to identify the effects of servant leadership qualities of managers on organizational citizenship behavior in hotel enterprises. In the scope of the research, the data was obtained from 513 employees in Istanbul and Afyonkarahisar in 2013 by employing questionnaire techniques. As a result of data analysis, a moderate positive relationship between servant leadershipand organizational citizenshipbehavior was detected. In this context, it is found that while empowerment, vision and trust behaviors influence employees’ organizational citizenship behavior positively, no positive impact of agapao love and altruism behavior on organizational citizenship behaviorwas detected. It is seen that, the perceptions of employees on the trust which is one of sub-dimensions of servant leadership and the level of organizational citizenship behavior perceptions in Istanbul is more positive than employees in Afyonkarahisar. In addition, while a significant difference is identified in employees’ servant leadership perceptions according to their education levels, no significant difference was observed in consideration with their other individual characteristics.

  13. Human and Organizational Risk Modeling: Critical Personnel and Leadership in Network Organizations

    National Research Council Canada - National Science Library

    Schreiber, Craig

    2006-01-01

    Network organizations offer learning, adaptive and resilient capabilities that are particularly useful in high velocity environments as these capabilities allow the organization to effectively respond to change...

  14. Understanding the emergence of state goal orientation in organizational work groups: the role of leadership and multilevel climate perceptions.

    Science.gov (United States)

    Dragoni, Lisa

    2005-11-01

    This article attends to a broad range of practically significant employee motivations and provides insight into how to enhance individual-level performance by examining individual-level state goal orientation emergence in organizational work groups. Leadership and multilevel climate processes are theorized to parallel each dimension of state goal orientation to cue and ultimately induce the corresponding achievement focus among individual work group members. It is argued that the patterns of leader behavior, which elucidate the leader's achievement priority, shape group members' psychological and work group climate to embody this priority. Resulting multilevel climate perceptions signal and compel group members to adopt the ascribed form of state goal orientation. The quality of the leader-member exchange relationship is viewed as a means to clarify leader messages in the formation of group members' psychological climate and internalize these cues in the emergence of state goal orientation. Considerations for future research and practice are discussed. ((c) 2005 APA, all rights reserved).

  15. Emotions and leadership. Reasons and impact of emotions in organizational context.

    Science.gov (United States)

    Siebert-Adzic, Meike

    2012-01-01

    Emotions as reasons for dissatisfaction, decreasing job performance or physical and mental strain at work are becoming more and more important. Especially psycho-social interactions with conflicts between employees and managers, caused by leadership behavior, as a source of negative emotions are relevant in this context. Which relevance emotions can have in order to influence human behavior and in order to influence work climate will be demonstrated by two qualitative field surveys in the automotive and the energy sector. The study in the energy sector will explain which leadership behavior fosters an improved employee behavior concerning occupational health and safety. A second study in the automotive industry shows that leadership behavior which causes positive emotions is essential for successful teamwork.

  16. Leadership Elasticity Enhancing Style-Flex for Leadership Equilibrium

    Science.gov (United States)

    Rajbhandari, Mani Man Singh

    2017-01-01

    Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness by followership's maintenance through appropriate expansion and contraction of relations and task behavioural…

  17. Forgiveness As A Leadership Feature And A Study O n Its Effects On Organizational Level

    Directory of Open Access Journals (Sweden)

    Emine Şener

    2015-12-01

    Full Text Available This study is focused on forgiveness notion, which is mainly related to the rel igion but has significant effects on organizational level. The frequency of the forgiveness studies on the organization and administration level in the Christian culture is more striking than the Muslim culture. But the rational aspect of this notion is addressed rather than the emotional and religious aspects and its personal and organizational effects are explained. The forgiveness notion which is found to be a feature of both transformationa l and servantleadership in the literature, the things to do to use it as an intervention agent on the organizational level are explained. In this study it is suggested that the reasons why forgiveness is not widely used in practice despite being one of the important element of our culture and qualitative and quantitative research on the use of forgiveness as a culture and intervention agent should be done.

  18. Diffusion of innovation: a social network and organizational learning approach to governance of a districtwide leadership team

    Directory of Open Access Journals (Sweden)

    Yi-Hwa Liou

    2016-04-01

    Full Text Available District and school leaders play particularly important roles in leading districtwide improvement, as they are increasingly held accountable for bringing about change and improvement for educational innovation and excellence.  While conventional districtwide governance places much of its focus on technical and administrative matters such as policy development, supervision, and monitoring progress. This technical focus often overlooks the fundamental aspect that drives the progress of improvement—the social infrastructure shaped by interpersonal relationship. Responding to recent scholarships that calls for a networked approach to governance, this study examined the change effort of a districtwide leadership team over three points in time drawing on social network theory and analysis focused on district governance.  Specifically, we focused on the type of interpersonal relationship in which leaders engaged with each other in sharing and exchanging innovative ideas as these efforts may support better governance. Additionally, we explored organizational learning as a way to examine climate in support of districtwide innovative efforts during change process. Our findings from leaders indicated increased innovative behaviors and perceived climate on organizational learning over time. The findings suggested that leaders increased connections around risk taking, regardless of their work level over time. This increased connectedness around innovation was coupled with an increase in leaders’ perception of the district’s learning climate, suggesting a cohesive approach to governance and improvement.

  19. Transitioning Normalcy: Organizational Culture, African American Administrators, and Diversity Leadership in Higher Education

    Science.gov (United States)

    Wolfe, Brandon L.; Dilworth, Paulette Patterson

    2015-01-01

    In this article, we present findings from a review and synthesis of historical and contemporary research to examine the concept of diversity leadership in higher education as it pertains to African American administrators at predominantly White colleges and universities. Through the use of critical race theory, we first argue that to understand…

  20. Participative Leadership and Change-Oriented Organizational Citizenship: The Mediating Effect of Intrinsic Motivation

    Science.gov (United States)

    Sagnak, Mesut

    2016-01-01

    Problem Statement: Scientists support that success cannot be achieved through schools with a bureaucratic structure in which top-down relation is emphasized but rather with a decentralized structure of authority. Scientists also posit that participative management is the best approach. Participation or participative leadership is defined as…

  1. Leadership and organizational performance : State of the art and research agenda

    NARCIS (Netherlands)

    Knies, E.; Jacobsen, Christian Bøtcher; Tummers, L.G.

    2016-01-01

    A large portion of the everyday discourse about leadership and leaders takes it for granted that leaders make a big difference in terms of performance. The football managers discussion is one clear example, the wider fascination with business leaders likewise marks this association – and so too the

  2. Improving Education in Confucian Countries through Analysis of Organizational Challenges, Leadership, and Responsibilities

    Science.gov (United States)

    Schenck, Andrew D.

    2015-01-01

    While common philosophical foundations influence instruction and leadership in East Asian nations, variable historical factors also significantly impact education within these countries. The current study was designed to holistically examine educational systems in different Confucian contexts, so that contemporary issues and necessary reforms may…

  3. Influence of cross-cultural leadership on organizational culture: Arcelormittal, Newcastle, a South African perspective

    Directory of Open Access Journals (Sweden)

    A Feldman

    2014-01-01

    Full Text Available The aim of this research was to determine the influence of cross cultural leadership on organisational culture. This is assessed by using the GLOBE project’s dimensions of culture which are an extension to Hofstede model of culture. These are; power distance, uncertainty avoidance, human orientation, individuality vs. collectivism, egalitarianism, assertiveness, long term orientation and performance orientation. As more organisations in South Africa become more culturally diverse, it is important to determine where the organisational culture stems from? This is essential in addressing cross cultural conflicts and in efforts to create a winning culture in the workplace. The case study involves Arcelormittal South Africa (AMSA, and will hopefully contribute positively in identifying salient cultural implications in managerial positions such as for example, high employee turnover and cultural clashes which hinder individual performance. A qualitative research design was used in this study to determine participants’ perspectives on organisational culture and leadership. Two instruments were used for primary data collection in this research. The first one was designed by the researcher to capture the demographics data for this particular study. The second instrument used was the GLOBE survey questionnaire which captured 8 dimensions of culture and was specifically designed to encompass questions relevant to the business environment. A convenience sampling methodology was used with a target population of 115 managers classified as middle management of AMSA. The research revealed that there is a general shift from a Eurocentric approach to leadership which is congruent with high individualism and low human orientation. The influence of cross cultural leadership is thus indicated by the preference for higher degree of human orientation and collectivism amongst managers, which is associated with the Afrocentric leadership style and the black ethnic

  4. The Impact of Catholic School Identity and Organizational Leadership on the Vitality of Catholic Elementary Schools

    Science.gov (United States)

    Hobbie, Marian; Convey, John J.; Schuttloffel, Merylann J.

    2010-01-01

    In order to fulfill their role of teaching children to receive Jesus and live out his call to create the Kingdom of God on earth and in heaven, Catholic schools need to possess and foster the distinctive characteristics of Catholic school identity. This study examined the relationship between Catholic school identity and organizational leadership…

  5. Pengaruh Kepemimpinan Spiritual Terhadap Perilaku Etis, Kualitas Kehidupan Kerja, Kepuasan Kerja, Komitmen Organisasional dan Kinerja Karyawan [Influence of Spiritual Leadership on Ethical Behavior, Quality of Work Life, Job Satisfaction, Organizational Commitment, and Employee Performance

    Directory of Open Access Journals (Sweden)

    Riane Johnly Pio

    2015-05-01

    Full Text Available This study aims to analyze and explain the influence of spiritual leadership to ethical behavior, quality of work life, job satisfaction, organizational commitment and employee performance. The sample in this study was 160 employees working at the Bank of North Sillawesi. Structural Equation Modeling was used as a tool of analysis in this study. The results showed that spiritual leadership had significant influence directly to ethical behavior, but no significant effect on the quality of work life, job satisfaction, organizational commitment and employee performance. Ethical behavior has a direct significant effect on the quality of working life, job satisfaction, and organizational commitment, and indirectly significant effect on employee performance. Quality of work life has a significant direct effect on job satisfaction, organizational commitment and employee performance. Job satisfaction has a direct significant effect on organizational commitment and indirectly has a significant effect on the perforrnance of employees. Organizational commitment has a direct significant effect on the performance of the employee. The findings in this study are the spiritual leadership affects the quality of work life, job satisfaction and organizational commitment through ethical behavior. Spiritual leadership affects the performance of employees through ethical behavior and organizational commitment. Ethical behavior influences employee performance through organizational commitment, and job satisfaction influence on employee performance through organizational commitment.

  6. Leadership

    OpenAIRE

    Eagly, A. H.; Antonakis, J.

    2015-01-01

    In this chapter, we review leadership research, with special attention to the questions that psychologists have addressed. Our presentation emphasizes that the phenomena of leadership can be predicted by a wide range of situational, social, and individual differences factors. Although not organized into a single, coherent theory, these bodies of knowledge are sufficiently related that we are able to piece together a moderately cohesive picture of leadership. This emergent understanding derive...

  7. Leadership

    Science.gov (United States)

    2003-04-07

    USAWC STRATEGY RESEARCH PROJECT LEADERSHIP by LIEUTENANT COLONEL RONALD D. JOHNSON United States Army Colonel David R. Brooks Project Advisor The...TITLE AND SUBTITLE Leadership Unclassified 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Johnson, Ronald D. ; Author... Leadership FORMAT: Strategy Research Project DATE: 07 April 2003 PAGES: 28 CLASSIFICATION: Unclassified This SRP shows that values and ethics are essential

  8. Organizational Change

    OpenAIRE

    Davis, MC; Coan, P

    2015-01-01

    This chapter examines how organizational change principles may be applied to promote organizational greening and employee pro-environmental behaviour. Four key areas of change management are focused upon: organizational culture; leadership and change agents; employee engagement; and the differing forms that change may take. The role of each factor in supporting environmental change is discussed, together with relevant research evidence drawn from the corporate sustainability; WPEB; management...

  9. Situational leadership styles, staff nurse job characteristics related to job satisfaction and organizational commitment of head nurses working in hospitals under the jurisdiction of the Royal Thai Army.

    Science.gov (United States)

    Intaraprasong, Bhusita; Potjanasitt, Sureporn; Pattaraarchachai, Junya; Meennuch, Chavalit

    2012-06-01

    To analyze the relationships between the situational leadership styles, staff nurse job characteristic with job satisfaction and organizational commitment of head nurses working in hospitals under the jurisdiction of the Royal Thai Army The cross-sectional analytical study was conducted in 128 head nurses working in hospitals under the jurisdiction of the Royal Thai Army. Data were collected by mailed questionnaires. A total of 117 completed questionnaires (91.4%) were received for analysis. Statistical analysis was done using Pearson's Product Moment Correlation Coefficient. It was found that situational leadership styles were not correlated with job satisfaction and organizational commitment of head nurses. Staff nurse job characteristics had a low level of positive correlation with job satisfaction and organizational commitment of head nurses at 0.05 level of significance (r = 0.202 and 0.189 respectively). The hospital administrators should formulate policy to improve working system, human resource management and formulate policies and strategies based on situational leadership. In addition, they should improve the characteristics of staff nurse job by using surveys to obtain job satisfaction and organizational commitment.

  10. Medical school deans' perceptions of organizational climate: useful indicators for advancement of women faculty and evaluation of a leadership program's impact.

    Science.gov (United States)

    Dannels, Sharon; McLaughlin, Jean; Gleason, Katharine A; McDade, Sharon A; Richman, Rosalyn; Morahan, Page S

    2009-01-01

    The authors surveyed U.S. and Canadian medical school deans regarding organizational climate for faculty, policies affecting faculty, processes deans use for developing faculty leadership, and the impact of the Executive Leadership in Academic Medicine (ELAM) Program for Women. The usable response rate was 58% (n = 83/142). Deans perceived gender equity in organizational climate as neutral, improving, or attained on most items and deficient on four. Only three family-friendly policies/benefits were available at more than 68% of medical schools; several policies specifically designed to increase gender equity were available at fewer than 14%. Women deans reported significantly more frequent use than men (P = .032) of practices used to develop faculty leadership. Deans' impressions regarding the impact of ELAM alumnae on their schools was positive (M = 5.62 out of 7), with those having more fellows reporting greater benefit (P = .01). The deans felt the ELAM program had a very positive influence on its alumnae (M = 6.27) and increased their eligibility for promotion (M = 5.7). This study provides a unique window into the perceptions of medical school deans, important policy leaders at their institutions. Their opinion adds to previous studies of organizational climate focused on faculty perceptions. Deans perceive the organizational climate for women to be improving, but they believe that certain interventions are still needed. Women deans seem more proactive in their use of practices to develop leadership. Finally, deans provide an important third-party judgment for program evaluation of the ELAM leadership intervention, reporting a positive impact on its alumnae and their schools.

  11. Participative Leadership and Change-Oriented Organizational Citizenship: The Mediating Effect of Intrinsic Motivation

    OpenAIRE

    SAGNAK, Mesut

    2016-01-01

    Problem Statement: Scientists support that success cannot be achieved through schools with a bureaucratic structure in which top-down relation is emphasized but rather with a decentralized structure of authority. Scientists also posit that participative management is the best approach. Participation or participative leadership is defined as deciding jointly or as the shared influence for deciding between superiors and subordinates. From this standpoint, participative management has focused on...

  12. Relationship between perceived organizational support, leadership behavior, and job satisfaction: An empirical study in Iran

    Directory of Open Access Journals (Sweden)

    Zainal Ariffin Ahmad

    2010-10-01

    Full Text Available As the second largest producer of cement after Egypt in the Middle East, Iran planned to increase production from 33 million ton/yr (Mt/yr currently to 70 Mt/yr by 2021 due to increase in local demand and also to compete in export markets (Dehqan, 2002. Thus, Iran is experiencing some changes in workforce participation in order to achieve high level of organisational performance and effectiveness. The objective of this study is to determine the impact of leadership behavior and perceived organisational support on the job satisfaction of Iranian employees. Data were collected through questionnaire from 136 employees working in Tehran Cement Company. Consideration leadership behavior was found to have significant impact on both intrinsic and extrinsic job satisfaction whereas perceived organisational support was significantly related to extrinsic job satisfaction. Interestingly, the interaction of leadership behavior and perceived organisational support were not significantly related to job satisfaction. The implications to human resource development for organizations that want to increase employee commitment is to focus on improving the quality of the supportive relationships between the employees and both the leader and the organisation.

  13. Informing Leadership Models: Nursing and Organizational Characteristics of Neonatal Intensive Care Units in Freestanding Children's Hospitals.

    Science.gov (United States)

    Toole, Cheryl A; DeGrazia, Michele; Connor, Jean Anne; Gauvreau, Kimberlee; Kuzdeba, Hillary Bishop; Hickey, Patricia A

    Neonatal intensive care units (NICUs) located in freestanding children's hospitals may exhibit significant variation in nursing and organizational characteristics, which can serve as opportunities for collaboration to understand optimal staffing models and linkages to patient outcomes. Adopting methods used by Hickey et al in pediatric cardiovascular critical care, the purpose of this study was to provide a foundational description of the nursing and organizational characteristics for NICUs located in freestanding children's hospitals in the United States. Clinical nurse leaders in NICUs located in freestanding children's hospitals were invited to participate in an electronic cross-sectional survey. Descriptive analyses were used to summarize nursing and organizational characteristics. The response rate was 30% (13/43), with 69.2% of NICUs classified as level III/IV and 30.8% classified as level II/III. Licensed bed capacity varied significantly (range, 24-167), as did the proportion of full-time equivalent nurses (range, 71.78-252.3). Approximately three-quarters of staff nurses held baccalaureate degrees or higher. A quarter of nurses had 16 or more years (26.3%) of experience, and 36.9% of nurses had 11 or more years of nursing experience. Nearly one-third (29.2%) had 5 or less years of total nursing experience. Few nurses (10.6%) held neonatal specialty certification. All units had nurse educators, national and unit-based quality metrics, and procedural checklists. This study identified (1) variation in staffing models signaling an opportunity for collaboration, (2) the need to establish ongoing processes for sites to participate in future collaborative efforts, and (3) survey modifications necessary to ensure a more comprehensive understanding of nursing and organizational characteristics in freestanding children's hospital NICUs.

  14. Leadership

    OpenAIRE

    anonymous

    2001-01-01

    Leadership in a community of 30,000 offers lessons to all of us on vision, responsibility and character. See how the leaders of Garden City, Kansas deal with challenges that many communities face. This issue also provides information about leadership and Community Affairs resources.

  15. Uncertainty reduction in the middle of organizational crisis: application of interpersonal communication and leadership communication

    OpenAIRE

    Pratami, Adinda Mahastri; Rusfian, Effy Zalfiana

    2017-01-01

    The changing or a dynamic organization structure is one of the dynamic things which always happen in an organization. It was being a focus, when an organization try to change the organization structure in repeated ways and it make a communication crisis in the internal of it. This kind of crisis could make an uncertainty to the worker who involved in the structure, the change of leadership who leads them and also the policy could also affect to the organization itself. This article will expla...

  16. Visualizing an Iterative, Dynamic Model for Improving Leadership-Employee Communication in the Organizational Change process

    DEFF Research Database (Denmark)

    Broillet, Alexandra; Barchilon, Marian; Kampf, Constance Elizabeth

    2012-01-01

    Change Management Literature addresses successful and unsuccessful change factors, but there is a conceptual gap that overlooks ways in which Leadership-Employee Communication can be operationalized. To deal with this concern, we address themes emerging from interviews focused on employees....../user metaphor from the technical communication field. These perspectives broaden Change Management to include production and reception of messages about change through a link to 1) sensemaking, 2) Change Management ethos and 3) cultural resources for action available in the organization. We use a series...

  17. The impact of ISO/TS 16949 on automotive industries and created organizational capabilities from its implementation

    Directory of Open Access Journals (Sweden)

    Bakhtiar Ostadi

    2010-12-01

    Full Text Available ISO/TS 16949 is an ISO Technical Specification. ISO/TS 16949 achieves the objectives which are continually to improve the production of automobile parts and related services, and to strengthen the international competition for the automotive industry and its suppliers. By applying this quality system standard, automotive manufacturers could offer superior products and good services to customers. The more the companies know about the benefits if quality management systems such as ISO/TS 16949, better they can seek interest and determine indices of these systems. So, this standard has been implemented in companies considering a number of benefits. In this paper, we carry out an empirical study in order to verify the importance these benefits and ranking them based on the value of importance. Finally, the study tends to provide a reference guide considering benefits assessment and created organizational capabilities from this standard for the automotive industry in pursuing ISO/TS 16949 and procuring maximum benefit from the results.

  18. Work motivation and leadership on the performance of employees as predictors of organizational culture in broadcasting commission of FIAU islands province, Indonesia

    Directory of Open Access Journals (Sweden)

    Chablullah Wibisono

    2018-05-01

    Full Text Available This paper presents a survey to measure the effects of work motivation and leadership on the performance of employees as predictors of organizational culture in broadcasting commission of Riau islands province, Indonesia. There are two dependent variables namely mediating variables (moderating variable consisting of Cultural Organization, and the dependent variable (dependent variable consisting of Employee Performance. Using a questionnaire designed in Likert scale, the survey distributes 120 questionnaires among the surveyed people and manage to collect 101 properly filled ones. Using structural equation modeling, the survey has confirmed the effect of work motivation to latent variable, Cultural Organization. The survey also confirms that the performance changes were affected by Motivation, Leadership, and Organizational Culture.

  19. Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.

    Science.gov (United States)

    Chiu, Chia-Yen Chad; Owens, Bradley P; Tesluk, Paul E

    2016-12-01

    The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  20. Effect of Leadership Styles, Social Capital, and Social Entrepreneurship on Organizational Effectiveness of Social Welfare Organization in Malaysia: Data Screening and Preliminary Analysis

    OpenAIRE

    Won, Ng Chun; Wan, Chong Yen; Sharif, Mohmad Yazam

    2017-01-01

    The purpose of this paper is to discuss the process of screening, editing and preparation of initial data before any further multivariate analysis of the study concerning effect of leadership styles, social capital and social entrepreneurship on organizational effectiveness of social welfare organization in Malaysia. It is vital to conduct data screening to identify any potential violation of the basic assumptions related to the application of multivariate techniques. Moreover, initial data e...

  1. The association of leadership styles and empowerment with nurses' organizational commitment in an acute health care setting: a cross-sectional study.

    Science.gov (United States)

    Asiri, Samirah A; Rohrer, Wesley W; Al-Surimi, Khaled; Da'ar, Omar O; Ahmed, Anwar

    2016-01-01

    The current challenges facing healthcare systems, in relation to the shortage of health professionals, necessitates mangers and leaders to learn from different leadership styles and staff empowerment strategies, so as to create a work environment that encourages nursing staff commitment to patients and their organization. This study intends to measure the effects of nurses' overall perception of the leadership style of their managers, and psychological empowerment on their organizational commitment in acute care units, in National Guard Health Affairs, Riyadh City, Saudi Arabia. This was a cross-sectional survey, where the data was obtained from nurses at King Abdulaziz Medical City. Hard copy questionnaires were distributed to 350 randomly selected nurses. Three hundred and thirty two (332) were completed, representing a response rate of 95 %. Three validated survey instruments were used to obtain the data: (1) The Multifactor Leadership Questionnaire (MLQ), formulated by Bass and Avolio (1997), (2) The Psychological Empowerment Scale developed by Spreitzer (1995) and (3) The Three-Component Model of Employee Commitment developed by Meyer and Allen (1997). A theoretical model that conceptually links leadership, empowerment, and organizational commitment was used. The SPSS program version 19 was employed to perform descriptive and inferential statistics including correlation and stepwise multiple regression analysis. Overall most nurses perceived their immediate nursing managers as not displaying the ideal level of transformational leadership (TFL) behaviors. Nurses' commitment appeared to be negatively correlated with TFL style and perceived psychological empowerment. However, commitment was positively correlated with the Transactional Leadership (TAL) style. Analysis, also, showed that commitment is significantly associated with the nurse's nationality by region: North American (P = 0.001) and Arab (p = 0.027). The other important predictors of

  2. Examining Practice Across International Policy Contexts: Organizational Roles and Distributed Leadership in the US and Denmark

    DEFF Research Database (Denmark)

    Hornskov, Søren; Bjerg, Helle; Kelley, Carolyn

    nations (Lingard et al., 2016). The similarities in policy content include an increased focus on accountability for school teachers and leaders, augmented testing programs for students, and changes to the working or professional culture for teachers, leaders and other professions often achieved through...... are having on their respective contexts. In Denmark, the Ministry of Education introduced a major school reform in Fall 2014. The reform was the latest initiative in more than a decade of national educational policy marked by the increased focus on accountability, international ranking systems...... the policies that the Ministry of Education has recently issued, and promoting the necessary changes in their school. This policy-driven focus on school leadership aims to realize a scenario in which school principals are expected not only to work closely within the team of formally designated leaders...

  3. Patient safety in organizational culture as perceived by leaderships of hospital institutions with different types of administration

    Directory of Open Access Journals (Sweden)

    Natasha Dejigov Monteiro da Silva

    2016-06-01

    Full Text Available Abstract OBJECTIVE To identify the perceptions of leaderships toward patient safety culture dimensions in the routine of hospitals with different administrative profiles: government, social and private organizations, and make correlations among participating institutions regarding dimensions of patient safety culture used. METHOD A quantitative cross-sectional study that used the Self Assessment Questionnaire 30 translated into Portuguese. The data were processed by analysis of variance (ANOVA in addition to descriptive statistics, with statistical significance set at p-value ≤ 0.05. RESULTS According to the participants' perceptions, the significant dimensions of patient safety culture were 'patient safety climate' and 'organizational learning', with 81% explanatory power. Mean scores showed that among private organizations, higher values were attributed to statements; however, the correlation between dimensions was stronger among government hospitals. CONCLUSION Different hospital organizations present distinct values for each dimension of patient safety culture and their investigation enables professionals to identify which dimensions need to be introduced or improved to increase patient safety.

  4. Evaluating the influence of perceived organizational learning capability on user acceptance of information technology among operating room nurse staff.

    Science.gov (United States)

    Lee, Chien-Ching; Lin, Shih-Pin; Yang, Shu-Ling; Tsou, Mei-Yung; Chang, Kuang-Yi

    2013-03-01

    Medical institutions are eager to introduce new information technology to improve patient safety and clinical efficiency. However, the acceptance of new information technology by medical personnel plays a key role in its adoption and application. This study aims to investigate whether perceived organizational learning capability (OLC) is associated with user acceptance of information technology among operating room nurse staff. Nurse anesthetists and operating room nurses were recruited in this questionnaire survey. A pilot study was performed to ensure the reliability and validity of the translated questionnaire, which consisted of 14 items from the four dimensions of OLC, and 16 items from the four constructs of user acceptance of information technology, including performance expectancy, effort expectancy, social influence, and behavioral intention. Confirmatory factor analysis was applied in the main survey to evaluate the construct validity of the questionnaire. Structural equation modeling was used to test the hypothetical relationships between the four dimensions of user acceptance of information technology and the second-ordered OLC. Goodness of fit of the hypothetic model was also assessed. Performance expectancy, effort expectancy, and social influence positively influenced behavioral intention of users of the clinical information system (all p < 0.001) and accounted for 75% of its variation. The second-ordered OLC was positively associated with performance expectancy, effort expectancy, and social influence (all p < 0.001). However, the hypothetic relationship between perceived OLC and behavioral intention was not significant (p = 0.87). The fit statistical analysis indicated reasonable model fit to data (root mean square error of approximation = 0.07 and comparative fit index = 0.91). Perceived OLC indirectly affects user behavioral intention through the mediation of performance expectancy, effort expectancy, and social influence in the operating room

  5. Are general and strategic measures of organizational context and leadership associated with knowledge and attitudes toward evidence-based practices in public behavioral health settings? A cross-sectional observational study.

    Science.gov (United States)

    Powell, Byron J; Mandell, David S; Hadley, Trevor R; Rubin, Ronnie M; Evans, Arthur C; Hurford, Matthew O; Beidas, Rinad S

    2017-05-12

    Examining the role of modifiable barriers and facilitators is a necessary step toward developing effective implementation strategies. This study examines whether both general (organizational culture, organizational climate, and transformational leadership) and strategic (implementation climate and implementation leadership) organizational-level factors predict therapist-level determinants of implementation (knowledge of and attitudes toward evidence-based practices). Within the context of a system-wide effort to increase the use of evidence-based practices (EBPs) and recovery-oriented care, we conducted an observational, cross-sectional study of 19 child-serving agencies in the City of Philadelphia, including 23 sites, 130 therapists, 36 supervisors, and 22 executive administrators. Organizational variables included characteristics such as EBP initiative participation, program size, and proportion of independent contractor therapists; general factors such as organizational culture and climate (Organizational Social Context Measurement System) and transformational leadership (Multifactor Leadership Questionnaire); and strategic factors such as implementation climate (Implementation Climate Scale) and implementation leadership (Implementation Leadership Scale). Therapist-level variables included demographics, attitudes toward EBPs (Evidence-Based Practice Attitudes Scale), and knowledge of EBPs (Knowledge of Evidence-Based Services Questionnaire). We used linear mixed-effects regression models to estimate the associations between the predictor (organizational characteristics, general and strategic factors) and dependent (knowledge of and attitudes toward EBPs) variables. Several variables were associated with therapists' knowledge of EBPs. Clinicians in organizations with more proficient cultures or higher levels of transformational leadership (idealized influence) had greater knowledge of EBPs; conversely, clinicians in organizations with more resistant cultures

  6. Health information exchange in the wild: the association between organizational capability and perceived utility of clinical event notifications in ambulatory and community care.

    Science.gov (United States)

    Vest, Joshua R; Ancker, Jessica S

    2017-01-01

    Event notifications are real-time, electronic, automatic alerts to providers of their patients' health care encounters at other facilities. Our objective was to examine the effects of organizational capability and related social/organizational issues upon users' perceptions of the impact of event notifications on quality, efficiency, and satisfaction. We surveyed representatives (n = 49) of 10 organizations subscribing to the Bronx Regional Health Information Organization's event notification services about organizational capabilities, notification information quality, perceived usage, perceived impact, and organizational and respondent characteristics. The response rate was 89%. Average item scores were used to create an individual domain summary score. The association between the impact of event notifications and organizational characteristics was modeled using random-intercept logistic regression models. Respondents estimated that organizations followed up on the majority (83%) of event notifications. Supportive organizational policies were associated with the perception that event notifications improved quality of care (odds ratio [OR] = 2.12; 95% CI, = 1.05, 4.45), efficiency (OR = 2.06; 95% CI = 1.00, 4.21), and patient satisfaction (OR = 2.56; 95% CI = 1.13, 5.81). Higher quality of event notification information was also associated with a perceived positive impact on quality of care (OR = 2.84; 95% CI = 1.31, 6.12), efficiency (OR = 3.04; 95% CI = 1.38, 6.69), and patient satisfaction (OR = 2.96; 95% CI = 1.25, 7.03). Health care organizations with appropriate processes, workflows, and staff may be better positioned to use event notifications. Additionally, information quality remains critical in users' assessments and perceptions. © The Author 2016. Published by Oxford University Press on behalf of the American Medical Informatics Association. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

  7. Climate Leadership Award for Supply Chain Leadership

    Science.gov (United States)

    Apply to the Climate Leadership Award for Supply Chain Leadership, which publicly recognizes organizations that are are at the leading edge of managing greenhouse gas emissions in their organizational supply chains.

  8. A Research on the Consequences of Authentic Leadership

    OpenAIRE

    Akif Tabak; Mustafa Polat; Serkan Cosar; Tolga Turkoz

    2013-01-01

    The present study examined the relationship between employees' authentic leadership perceptions and three relevant authentic leadership consequences, organizational trust, organizational commitment and organizational cynicism. With 371 employees in a Turkish firm, correlation analysis results showed that authentic leadership perceptions of employees were positively related to organizational trust and organizational commitment, but was negatively related with organizational cynicism. Moreover,...

  9. Organizational and leadership perceptions assessment: opportunities and challenges using the Baldrige companion surveys.

    Science.gov (United States)

    Colombo, Lisa M; Perla, Rocco J; Carifio, James; Bernhardt, Jean M; Slayton, Val W

    2011-01-01

    Combining the use of employee perception surveys with sound analytical techniques and models is critical to capturing high quality data from which effective decisions can be made in complex healthcare settings. This study used the Baldrige Award companion surveys with an analysis of variance (ANOVA) framework to identify discordant perceptions of hospital staff and leadership in the areas of customer focus, knowledge management, and results that were significant at the 0.05 and 0.01 levels. Senior leaders in the organization found the ANOVA framework helpful as they interpreted results from the Baldrige companion surveys and planned future improvement activities. During the execution of our study a number of difficulties and challenges arose that are not uncommon to survey administration in smaller settings, such as community hospitals, or in larger hospital settings with no research staff or research staff with relevant psychometric expertise. Our experience suggests that the Baldrige companion survey process would be enhanced by providing organizations with general guidance and protocols for optimal survey administration and data analysis. The purpose of this article is to outline the ANOVA model we used with the Baldrige companion surveys and to provide guidance related to the administration and analysis of these companion surveys for those that use them. © 2010 National Association for Healthcare Quality.

  10. 领导力与组织创造力研究进展%Research Progress of Leadership and Organizational Creativity

    Institute of Scientific and Technical Information of China (English)

    徐东升; 周文莉; 顾远东

    2017-01-01

    基于领导力特质理论、行为理论和权变理论框架,对近年来领导力和组织创造力的研究成果进行综述,提出未来研究方向.领导力与组织创造力的关系错综复杂,但研究表明,领导力是影响组织创造力的重要因素,领导特质、领导行为对组织创造力产生直接的或间接的影响,权变因素(如追随者个体因素、组织情境因素)调节领导特质、领导行为与组织创造力的关系.%On the basis of explaining the concept and research model of organizational creativity,this article reviews the researches of leadership and organizational creativity in recent years though a theory framework of leadership trait theory,behavior theory and contingency theory,and finally draws the conclusion and puts forward the views on the future research direction.Most studies show that leadership is an important factor in influencing organizational creativity;leader traits and behaviors have direct or indirect effects on organizational creativity;contingency factors,for examples,followers factors,organization environment factors,moderate the relationship of leader traits,leader behaviors and organization Creativity.

  11. DEBATING ABOUT SITUATIONAL LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Carmen CÎRSTEA

    2012-01-01

    Full Text Available In this paper we analyzed the cirumstances of every day life which requires the need to adapt the leadership style. Leadership needs a lot of abilities and skills, including the capability to communicate. The paper deals with leader’s need of changing the style of leading as organizational circumstances change. The process is efficient only when the leaders and the followers have the right climate. The importance of this process is reflected in the productivity of the organization. As the economic climate changes the leadership style needs to be changed and also the style of communication throughout the leader coaches, coordinates, evaluates and supervises. Leadership is about organizing a group of people to achieve a goal. The leader may or may not have any formal authority. Students of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence, among others. This paper describes the styles of leadership which the leaders must use and switch when is needed in comparison with what leadership is about.

  12. Organizational leadership: A study on the affects of certification to International Organization for Standardization (ISO)

    Science.gov (United States)

    Cowart, Jewel S.

    Compliance to requirements of ISO is an important leadership problem for the International Aerospace Quality Group (IAQG) and the Aviation, Space and Defense (AS&D) companies. Furthermore, the IAQG seeks to understand the valuation of ISO/AS9100 requirements (2009), audit practices, management functions, business performance, customer satisfaction, and potential future concepts for the standard to assure quality. Since the release of the AS9100C total certification growth surpassed 1,100,000 organizations in 2010 with ISO 9001 series adoption and implementation governing business operations (ASQ, 2012b; ISO, 2011; Bernardo, Llach, & Marimon, 2011). Historians such as Crosby, Juran, Deming, and others established the foundation for quality assurance. Several researchers explored the issues which complicate overall benefits of ISO certification (Iwaro & Mwasha, 2012; Karthi et al., 2012; Sampaio et al., 2009). This study examined the effects on AS&D industries from ISO compliance to identify the implications (of ever-changing requirements) through an online survey of 15,000 practitioners. The research illuminated how ISO affects AS&D industries with current and future requirements for certification. The data showed that 75% of survey respondents report implementation of the AS9100C requirements still has benefits that outweigh the cost. Findings suggest that AS&D industries perceive significant value in the AS9100C document as part of the overall ISO 9000 series. In general, the comments from the survey can provide insight into the affects of ISO certification. The study concludes by recommending continued research to learn of further impacts from ISO certification within AS&D industries to improve the AS9100 document requirements for quality management systems.

  13. Pengaruh Mindset, Kepemimpinan, dan Nilai Keluarga terhadap Budaya Organisasi Perusahaan Keluarga [Influence of Mindset, Leadership, and Family Values on the Organizational Culture of Family Firms

    Directory of Open Access Journals (Sweden)

    Maria Bella

    2018-05-01

    Full Text Available This research aims to find out how significant the mindset, leadership, and family values influence the organizational culture of family firms. This research is a quantitative research which uses questionnaires as the data collection method. The population of this research is the students of University of Ciputra who attend the Family Business class in the odd semester of 2016 Entrepreneurship subject. There are 59 respondents’ data which fit as samples of this research and the data is processed by using the Partial Least Square (PLS analysis method. The result of this research shows that (1 mindset significantly affects leadership, (2 leadership does not significantly affect the organizational culture of family firms, (3 mindset significantly affects family values, (4 family values significantly affect the organizational culture of family firms, (5 family values do not significantly affect leadership, (6 mindset does not significantly affect the organizational culture of family firms, and (7 the organizational culture of family firms can be formed by the leader’s mindset which are reflected through the family values believed and applied within the companies. Bahasa Indonesia Abstrak: Penelitian ini bertujuan untuk mengetahui seberapa signifikan mindset, kepemimpinan, dan nilai keluarga berpengaruh terhadap budaya organisasi perusahaan keluarga. Penelitian ini merupakan penelitian kuantitatif yang menggunakan kuesioner sebagai metode pengumpulan data. Populasi pada penelitian ini adalah mahasiswa Universitas Ciputra yang tergabung dalam kelas Family Business pada mata kuliah Entrepreneurship semester ganjil 2016. Terdapat 59 data responden yang dinyatakan layak untuk digunakan sebagai sampel penelitian dan data diolah dengan menggunakan metode analisis Partial Least Square (PLS. Hasil dari penelitian ini menunjukkan bahwa (1 mindset berpengaruh secara signifikan terhadap kepemimpinan, (2 kepemimpinan tidak berpengaruh secara signifikan

  14. Dependent Narcissism, Organizational Learning, and Human Resource Development

    Science.gov (United States)

    Godkin, Lynn; Allcorn, Seth

    2009-01-01

    Narcissistic leadership can benefit organizational performance. Aberrant narcissism can destroy the psychosocial health of groups, limiting performance. This article examines Dependent Organizational Disorder, a common form of narcissism, which infects leadership, thwarts performance, and interrupts organizational learning. Dependent…

  15. Ethical leadership

    NARCIS (Netherlands)

    den Hartog, D.N.

    2015-01-01

    High-profile cases of leaders’ ethical failure in different settings and sectors have led to increased attention to ethical leadership in organizations. In this review, I discuss the rapidly developing field of ethical leadership from an organizational behavior/psychology perspective, taking a

  16. Relationship between Paternalistic Leadership and Organizational Learning: the Mediate Role of Human Resource Management Practice%家长式领导推动组织学习的中介机制研究

    Institute of Scientific and Technical Information of China (English)

    于海波; 郑晓明

    2012-01-01

    为了对我国企业领导者领导组织学习提供指导,本文对人力资源管理实践在中国文化特色的家长式领导与组织学习关系中的中介机制进行了研究。通过问卷调查法在13家企业调研,获得461份有效问卷。在建构人力资源管理实践问卷的基础上,结构方程模型分析的结果显示,仁慈领导通过战略性培训、薪酬管理、员工参与决策三个具体人力资源管理实践的完全中介作用推动组织学习;德行领导通过战略性培训、薪酬管理的部分中介作用推动组织学习;威权领导则通过战略性培训、薪酬管理的完全中介作用推动组织学习。研究表明,我国企业的家长式领导可以通过建立和完善组织的人力资源管理实践来推动组织学习或创建学习型组织。%For Chinese enterprises ,the organizational learning capacity is the most important core competitive inthe future. But Chinese leaders don' t know how to lead organizational learning. To date, there was limited systematic empirical research directly linking leadership and organizational learning. Recent theoretical work systematically linked transformational and transactional leadership with organizational learning. Only few empirical study explored the relationship between transformational leadership and organizational learning, and the results showed that transforma- tional leadership could improve organizational leaning. The paternalistic leadership is based on the Chinese culture. However, there was no research to explore the effectiveness mechanism of the paternalistic leadership on or- ganizational learning in the context of Chinese culture. And the management practice in China need to know what and how leadershio could improve organizational leaning in order to improve their organizational core competitiveness One survey that contained organizational learning scale, paternalistic leadership scale, and human resource management

  17. Organizational Flexibility for Hypercompetitive Markets : Empirical Evidence of the Composition and Context Specificity of Dynamic Capabilities and Organization Design Parameters

    NARCIS (Netherlands)

    N.P. van der Weerdt (Niels)

    2009-01-01

    textabstractThis research project, which builds on the conceptual work of Henk Volberda on the flexible firm, empirically investigates four aspects of organizational flexibility. Our analysis of data of over 1900 firms and over 3000 respondents shows (1) that several increasing levels of

  18. Building a leadership brand.

    Science.gov (United States)

    Ulrich, Dave; Smallwood, Norm

    2007-01-01

    How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--cofounders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest in programs that help managers hone the right skills, by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long-term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become "leader feeders"--firms that regularly graduate leaders who go on to head other companies.

  19. Influence of Cultural, Organizational, and Automation Capability on Human Automation Trust: A Case Study of Auto-GCAS Experimental Test Pilots

    Science.gov (United States)

    Koltai, Kolina; Ho, Nhut; Masequesmay, Gina; Niedober, David; Skoog, Mark; Cacanindin, Artemio; Johnson, Walter; Lyons, Joseph

    2014-01-01

    This paper discusses a case study that examined the influence of cultural, organizational and automation capability upon human trust in, and reliance on, automation. In particular, this paper focuses on the design and application of an extended case study methodology, and on the foundational lessons revealed by it. Experimental test pilots involved in the research and development of the US Air Force's newly developed Automatic Ground Collision Avoidance System served as the context for this examination. An eclectic, multi-pronged approach was designed to conduct this case study, and proved effective in addressing the challenges associated with the case's politically sensitive and military environment. Key results indicate that the system design was in alignment with pilot culture and organizational mission, indicating the potential for appropriate trust development in operational pilots. These include the low-vulnerability/ high risk nature of the pilot profession, automation transparency and suspicion, system reputation, and the setup of and communications among organizations involved in the system development.

  20. Patient safety in organizational culture as perceived by leaderships of hospital institutions with different types of administration.

    Science.gov (United States)

    Silva, Natasha Dejigov Monteiro da; Barbosa, Antonio Pires; Padilha, Kátia Grillo; Malik, Ana Maria

    2016-01-01

    To identify the perceptions of leaderships toward patient safety culture dimensions in the routine of hospitals with different administrative profiles: government, social and private organizations, and make correlations among participating institutions regarding dimensions of patient safety culture used. A quantitative cross-sectional study that used the Self Assessment Questionnaire 30 translated into Portuguese. The data were processed by analysis of variance (ANOVA) in addition to descriptive statistics, with statistical significance set at p-value ≤ 0.05. According to the participants' perceptions, the significant dimensions of patient safety culture were 'patient safety climate' and 'organizational learning', with 81% explanatory power. Mean scores showed that among private organizations, higher values were attributed to statements; however, the correlation between dimensions was stronger among government hospitals. Different hospital organizations present distinct values for each dimension of patient safety culture and their investigation enables professionals to identify which dimensions need to be introduced or improved to increase patient safety. Identificar percepções das lideranças sobre as dimensões da cultura de segurança do paciente no cotidiano de hospitais de diferentes perfis administrativos: públicos, organizações sociais e privados, e realizar correlação entre as instituições participantes, de acordo com as dimensões da cultura de segurança do paciente utilizadas. Estudo transversal de aspecto quantitativo obtido por meio da aplicação do instrumento Self Assessment Questionnaire 30, traduzido para a língua portuguesa. Os dados foram tratados com análise de variância (ANOVA), além das estatísticas descritivas, considerando como de significância estatística valores de p-valor ≤ 0,05. Segundo a percepção dos participantes do estudo, as dimensões significativas para a cultura de segurança do paciente foram Ambiente de

  1. Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

    Directory of Open Access Journals (Sweden)

    Junwei Zheng

    2017-10-01

    Full Text Available With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

  2. Study on Impact of Paternalistic Leadership Style to Organizational Change%家长式领导风格对组织变革影响研究

    Institute of Scientific and Technical Information of China (English)

    尹晓峰; 王军

    2014-01-01

    China South Industries Group Corporation Leadership style theory has attracted more and more attention of scholars at home and abroad,especially domestic scholars and Chinese enterprises. Based on the study of the paternalistic leadership theory,after empirical research in the influence of paternalistic leadership style on organizational change through the form of questionnaire,we give the final conclusion:the authority leader under paternalistic leadership style has a significant negative effect on the prediction of cultural diversity,and benevolent leadership has positive prediction signifi-cantly on risky innovation,dynamic integration and cultural diversity,which can be used in practice to provide management consulting organization reform proposals for Chinese enterprises.%领导风格理论受到越来越多国内外学者的关注,家长式领导风格理论受到本土学者的认可和华人企业的重视,本文在基于学者对家长式领导风格理论研究的基础上,通过问卷调查的形式,实证研究了家长式领导风格对组织变革的影响,最终得出结论:家长式风格中的权威领导对文化多样性具有显著的负向预测效果;仁慈领导对风险创新性、动态整合性和文化多样性具有显著的正向预测效果。这一结论可在实践中为中国企业进行组织变革提供管理咨询的建议。

  3. Pengaruh Kepemimpinan Spiritual Terhadap Perilaku Etis, Kualitas Kehidupan Kerja, Kepuasan Kerja, Komitmen Organisasional dan Kinerja Karyawan [Influence of Spiritual Leadership on Ethical Behavior, Quality of Work Life, Job Satisfaction, Organizational Commitment, and Employee Performance

    OpenAIRE

    Riane Johnly Pio; Umar Nimran; Taher Alhabsji; Djamhur Hamid

    2015-01-01

    This study aims to analyze and explain the influence of spiritual leadership to ethical behavior, quality of work life, job satisfaction, organizational commitment and employee performance. The sample in this study was 160 employees working at the Bank of North Sillawesi. Structural Equation Modeling was used as a tool of analysis in this study. The results showed that spiritual leadership had significant influence directly to ethical behavior, but no significant effect on the quality of work...

  4. Shared leadership

    DEFF Research Database (Denmark)

    Ulhøi, John Parm; Müller, Sabine

    2012-01-01

    The aim of this paper is twofold. First, this paper comprehensively will review the conceptual and empirical literature to identify such critical underlying mechanisms which enable shared or collective leadership. Second, this article identifies the antecedents and outcomes of shared leadership...... according to the literature review to develop a re-conceptualised and synthesized framework for managing the organizational issues associated with shared leadership on various organizational levels. The paper rectifies this by identifying the critical factors and mechanisms which enable shared leadership...... and its antecedents and outcomes, and to develop a re-conceptualized and synthesized framework of shared leadership. The paper closes with a brief discussion of avenues for future research and implications for managers....

  5. RETRACTED: The Mediating Effect of Social Capital on the Relationship Between Public Health Managers' Transformational Leadership and Public Health Nurses' Organizational Empowerment in Korea Public Health

    Directory of Open Access Journals (Sweden)

    Soo Young Jun, MPH, RN

    2017-12-01

    Full Text Available This article has been retracted: please see Elsevier Policy on Article Withdrawal (https://www.elsevier.com/about/our-business/policies/article-withdrawal.The Editor-in-Chief and ANR editorial board have decided to retract this article because the scientific integrity of the content cannot be guaranteed. The article shows evidence of redundant publication and falsification of instruments.This article was a duplicate of a paper that had already been published in Journal of the Korean Data & Information Science Society Vol 29, No. 3, May 2017. doi 10.7465/jkdi.2017.28.3.585 The identical data collection period, study sample, variables, and instruments between these two papers show strong evidence of plagiarism. One of the conditions of submission of a paper for publication is that authors declare explicitly that their work is original and has not appeared in a publication elsewhere. Re-use of any data should be appropriately cited.This article is published based on a master’s thesis (Kim YE. The effects of the transformational leadership of managers perceived by public health nurses and their social capital on empowerment [master’s thesis]. Dague (Korea: Kyungpook National University; 2016. p. 1-57. and the author of this dissertation is deleted. Inappropriate use of master’s thesis without appropriate disclosure and/or citation was made.The instruments [Multifactor leadership questionnaire (Kim DW. The relationship between transformational leadership and quality of nurses' care Service with nurses' organization citizenship behavior as a moderator. Health Soc Welf Rev. 2011;31(2:206e36. Korean, social capital (Han JW, Woo HY, Ju ES, Lim SH, Han SS. Effects of nurses' social capital on turnover intention: focused on the mediating effects organizational commitment and organizational cynicism. J Korean Acad Nurs. 2013;43(4:517e25. https://doi.org/10.4040/jkan.2013.43.4.517. Korean, and Organizational empowerment (Oh EH, Chung BY. The effect of

  6. Regression in organizational leadership.

    Science.gov (United States)

    Kernberg, O F

    1979-02-01

    The choice of good leaders is a major task for all organizations. Inforamtion regarding the prospective administrator's personality should complement questions regarding his previous experience, his general conceptual skills, his technical knowledge, and the specific skills in the area for which he is being selected. The growing psychoanalytic knowledge about the crucial importance of internal, in contrast to external, object relations, and about the mutual relationships of regression in individuals and in groups, constitutes an important practical tool for the selection of leaders.

  7. Organizational leadership perspectives in implementation of the One Health approach: A case of the Zoonotic Disease Unit and core One Health implementers in Kenya

    Directory of Open Access Journals (Sweden)

    Thomas Manyibe Nyariki

    2017-10-01

    Full Text Available Aim: This study examined organizational leadership as a cross-sectoral collaboration factor in the implementation of the One Health (OH approach using Kenya’s Zoonotic Disease Unit and its core OH implementers as an example. Materials and Method: The study used a mixed methods research design. A semi-structured questionnaire was administered to 71 respondents, and key informants were interviewed using an interview guide. All the seven key informants and 53 (74% of the respondents participated in the study. Data were checked for consistency, coded, entered into the Statistical Package for the Social Sciences, and analyzed using descriptive and correlational statistics. Interview data were transcribed and analyzed thematically. Results: From the analysis, 41/53 (77.2% of the respondents were senior personnel, 51/53 (85% of them had worked for 5 years and above in their organizations, and 38/53 (71.7% had at least a Master’s degree. The study established that although most leaders in the organizations had embraced the OH approach, they were not actively involved in its implementation due to constraints such as inadequate funding. There were moderate and statistically significant positive correlations between participation in leadership roles in implementing the OH approach and the level of awareness (Rs (51=0.54, p<0.001 as well as level of sensitization (Rs (51=0.52, p<0.001. Majority (86% of respondents acknowledged that top government leaders were not well sensitized about the OH approach. Conclusion: Organizational leadership plays an important role in the implementation of the OH approach. However, sensitization of leaders about the OH approach needs to be enhanced and expanded.

  8. The impact of employees‟ personality traits in perceiving leadership styles and organizational attitude in Saudi Banking context

    OpenAIRE

    Almandeel, Seita Mandeel

    2014-01-01

    This thesis explores the influence of employees‟ personality types (Neuroticism (N), Openness to Experience (O), Conscientiousness (C), Agreeableness (A) and Extraversion (E)) on leadership styles (Transformational, Transactional and Avoidant) and on employees‟ attitudes to their organisation (Job Satisfaction and Turnover Intention) in banks in the Kingdom of Saudi Arabia. The objectives of this thesis are to identify the impact of personality traits on: perceptions of Leadership behaviour, ...

  9. An Investigation into the Relationship between Ethical Leadership and Organizational Commitment in Small to Medium Enterprises in India

    OpenAIRE

    Mendonca, Kenneth

    2013-01-01

    Ethical leadership has been receiving a lot of attention lately due to the rise in scandals, corruption and disasters which are present in every organization. Many large business organizations are implementing ethical culture and searching for leaders with a moral compass to lead. However, developing countries like India, where small to medium enterprises form a significant part of the economy do not have the benefit of formal leadership and training. The research is a...

  10. Leadership and Gender Differentiation

    OpenAIRE

    Catalina RADU; Marian NASTASE

    2011-01-01

    Leadership is clearly one of the main factors that influence organizational competitiveness. It means both science and art, both born and learned skills. Leadership and gender differentiation is a subject that leads to at least two main questions: (1) Do significant differences exist between men and women in terms of leadership styles? (2) What are the real determinants of differences between men and women especially looking at who assumes leadership positions and what is leadership behavior ...

  11. Exploring the potential of a multi-level approach to improve capability for continuous organizational improvement and learning in a Swedish healthcare region.

    Science.gov (United States)

    Nyström, M E; Höög, E; Garvare, R; Andersson Bäck, M; Terris, D D; Hansson, J

    2018-05-24

    Eldercare and care of people with functional impairments is organized by the municipalities in Sweden. Improving care in these areas is complex, with multiple stakeholders and organizations. Appropriate strategies to develop capability for continuing organizational improvement and learning (COIL) are needed. The purpose of our study was to develop and pilot-test a flexible, multilevel approach for COIL capability building and to identify what it takes to achieve changes in key actors' approaches to COIL. The approach, named "Sustainable Improvement and Development through Strategic and Systematic Approaches" (SIDSSA), was applied through an action-research and action-learning intervention. The SIDSSA approach was tested in a regional research and development (R&D) unit, and in two municipalities handling care of the elderly and people with functional impairments. Our approach included a multilevel strategy, development loops of five flexible phases, and an action-learning loop. The approach was designed to support systems understanding, strategic focus, methodological practices, and change process knowledge - all of which required double-loop learning. Multiple qualitative methods, i.e., repeated interviews, process diaries, and documents, provided data for conventional content analyses. The new approach was successfully tested on all cases and adopted and sustained by the R&D unit. Participants reported new insights and skills. The development loop facilitated a sense of coherence and control during uncertainty, improved planning and problem analysis, enhanced mapping of context and conditions, and supported problem-solving at both the individual and unit levels. The systems-level view and structured approach helped participants to explain, motivate, and implement change initiatives, especially after working more systematically with mapping, analyses, and goal setting. An easily understood and generalizable model internalized by key organizational actors is an

  12. THE LEADERSHIP WITHIN PUBLIC ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    BENTE CRISTIAN

    2010-09-01

    Full Text Available The main purpose of this article is to demonstrate the important role played by leadership in the managementof public organizations. Organizational culture can help to the clarification of many phenomena that appearin the organizations, can operate as brake or incentive for organizational effectiveness and the leadership playthe main role in the creation and the development of organizational culture.

  13. A Conversation with Peter Senge: Transforming Organizational Cultures

    Directory of Open Access Journals (Sweden)

    Riane Eisler

    2015-07-01

    Full Text Available Riane Eisler talks with Peter Senge, internationally renowned expert on management and organizational leadership, about transforming organizational cultures from domination to partnership.

  14. Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance.

    NARCIS (Netherlands)

    de Hoogh, A.H.B.; Greer, L.L.; den Hartog, D.N.

    2015-01-01

    Autocratic leader behavior is often seen as negative for team morale and performance. However, theories on social hierarchy suggest that autocratic leadership may also positively affect morale and performance through the creation of a psychologically appealing, hierarchically-ordered environment of

  15. Developing Sustainable Workplaces with Leadership: Feedback about Organizational Working Conditions to Support Leaders in Health-Promoting Behavior

    Directory of Open Access Journals (Sweden)

    Paul Jiménez

    2017-10-01

    Full Text Available Organizations should support leaders in promoting their employees’ health in every possible way to achieve a sustainable workplace. A good way to support leaders could include getting feedback about their health-promoting behavior from their employees. The present study introduces an instrument (Health-Promoting Leadership Conditions; HPLC that enables the provision of feedback about the leaders’ efforts to create health-promoting working conditions in seven key aspects: health awareness, workload, control, reward, community, fairness and value-fit. The instrument was used in employee surveys and in an online study, obtaining a sample of 430 participants. The results showed that all seven key aspects of health-promoting leadership can be assigned to a main factor of health-promoting leadership. In addition, the HPLC shows high construct validity with dimensions of stress, resources and burnout (Recovery-Stress- Questionnaire for Work [RESTQ-Work] and Maslach Burnout Inventory General Survey [MBI-GS]. The results indicate that the HPLC can be used as a basis on which to assess health-promoting leadership behavior with a focus on changing working conditions. By getting feedback about their leadership behavior from their employees, leaders can identify their potential and fields for improvement for supporting their employees’ health and developing a sustainable workplace.

  16. 关系导向型战略领导、人力资源柔性与组织绩效--基于转型经济下民营企业的实证研究%Relationship-oriented Strategic Leadership,Human Resource Flexibility and Organizational Performance:An Empirical Study Based on Private Enterprises in the Transition Economy

    Institute of Scientific and Technical Information of China (English)

    李召敏; 赵曙明

    2016-01-01

    The research of the relationship between relationship-oriented strategic leader-ship and organizational performance in private enterprises in China’s transition economy is in the startup stage.Based on dynamic capability theory,this paper attempts to probe the influ-ence of relationship-oriented strategic leadership on organizational performance,especially the mediating role of human resource flexibility in this relationship and the moderating role of environmental uncertainty.The results show that relationship-oriented strategic leadership is positively related to organizational performance,and human resource flexibility plays a partial mediating role in the relationship between relationship-oriented strategic leadership and or-ganizational performance;environmental uncertainty plays a positive moderating role in the relationship between relationship-oriented strategic leadership and human resource flexibility and does not play a moderating role in the relationship between human resource flexibility and organizational performance.It shows that the consideration of human resource flexibility and environmental uncertainty as two important factors can help to better explain the influ-ence of relationship-oriented strategic leadership on organizational performance in private en-terprises,and provide critical reference for the implementation of relationship-oriented strate-gic leadership and the improvement of human resource flexibility in private enterprises in the transition economy.%中国转型经济下有关民营企业关系导向型战略领导与组织绩效关系的研究正处于起步阶段。本研究以动态能力理论为基础,探讨了关系导向型战略领导对组织绩效的影响机制,尤其是研究了人力资源柔性在两者间的中介作用和环境不确定性的调节作用。本研究发现:关系导向型战略领导对组织绩效有正向影响作用,人力资源柔性在两者之间起部分中介作用

  17. Unconventional Leadership

    OpenAIRE

    Paul Marinescu; Sorin-George Toma

    2015-01-01

    From the perspective of leadership change symbolizes the existence of the organization.Most assuredly, this is not a matter of change at all costs, but rather of increasing organizational performance and training people. As leadership is a creative activity, in this paper, we aim to show that the unconventional is closely connected to creativity. From the perspective of interpersonal relationships the leader has to continually create contexts in which people can express themselves. On the one...

  18. Leadership and the Church: The Impact of Shifting Leadership Constructs

    Directory of Open Access Journals (Sweden)

    Douglas Gautsch

    2016-01-01

    Full Text Available The idea of leadership has been examined for millennia. Examples of leadership in action go back to Moses from the Bible and Xenophón from Greek history.  One of the key theories in early leadership is that of charismatic leadership. Although most scholars agree that a key concept of charismatic leadership is that of follower attribution, defining boundaries for charismatic is as difficult as defining leadership itself. This difficulty is accentuated in this work because of the shifting organizational structures and follower perceptions. The case details follower attributed charismatic leadership traits, and then provides a robust discussion on the impact of shifting organizational constructs.

  19. Leadership: Who Needs It?

    Science.gov (United States)

    Gronn, Peter

    2003-01-01

    Critique focuses on the discourse of leadership as a vehicle for representing organizational practice. Identifies a series of conceptual inadequacies, such as difficulties in distinguishing leadership from management. Embedded in each criticism is a claim that, if leadership is to retain its conceptual and practical utility, then it has to be…

  20. The Process of Leadership and the Organizational Knowledge Management: the practicy of the largest industries of Santa Catarina

    Directory of Open Access Journals (Sweden)

    Dante Marciano Girardi

    2012-04-01

    Full Text Available DOI: http://dx.doi.org/10.5007/2175-8077.2012v14n32p65 The aim of this article is to introduce the practices of leadership in the largest industries of Santa Catarina and their contribution to the Knowledge Management. The organization competitiveness is related to the people and to the capacity of the companies to improve the constant development of knowledge. Using the leadership, the managers and the People Management have created compromise and improved the results of the organizations. The adopted methodology followed the qualitative methodology, descriptive and applied research. There were interviewed the seven largest industries of the state of Santa Catarina, in number of collaborators. The data were analyzed by the technique of analysis of content. It has been observed that the leadership is present in the most of the studied companies, by the use of formal programs of development of leaders or of actions related to leadership. It is concluded that the companies have the focus in the people and in the knowledge, in bigger or smaller degree, but some of them are in phase of transition and revision of programs towards the development of their talents and of the Knowledge Management.