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An analysis of the leadership organizational styles
Jo?o Paulo Santos Sousa
Biblionline , 2010,
Abstract: Leadership has been the target of research aimed at organizational behavior since the thirties.This research conceptualizes and analyzes the styles of leadership in organizations, noting thatleadership is essentially equal in all functions of business. It was studied the democratic,autocratic and laissez faire styles. The research hás been based on concepts of renownedauthors, aiming to identify what leadership style is most appropriate at present within theorganizational context. Addressed the definitions of leadership, leader and their main characteristics. It is a basic research with no practical application, but in order to generateknowledge of universal interests. It was identified that the democratic style is the bestleadership one, proving that this is the most appropriate organizational space today.
Determinants of Transformational and Transactional Leadership Styles on Organizational Commitment among Top Management of Organizations in Malaysia
Jamilah Othman,Jeffrey Lawrence D`Silva,Kabeer Abdullahi Mohammed
International Business Management , 2012, DOI: 10.3923/ibm.2012.446.450
Abstract: The purpose of the study was to investigate the determinants of leadership styles and organizational commitment among top management across a range of organizations in Malaysia by utilizing Multifactor Leadership Questionnaire (MLQ) to measure transformational and transactional leadership styles. The research also utilized organizational commitment instrument developed by the researchers to measure organizational commitment. Simple random sampling technique was used to draw up the respondents consisting of 379 administrative employees and their supervisors in selected organizations in Malaysia. The result of correlation analysis revealed that the independent variables were statistically significant at 0.01 level of significance with organizational commitment. Besides, the result of multiple linear regression indicated that individualized consideration, management-by-exception and inspirational motivation were the significant predictors. Organizations need transformational and transactional leaders to be able to achieve their mission and vision. Therefore, organizations that have the capacity to change their top management approach to leadership styles will gain substantial support from their employees thereby increasing organizational commitment and performance among them.
The influence of national culture on organizational subcultures and leadership styles in Serbian enterprises: An empirical analysis
Moji? Du?an
Sociologija , 2003, DOI: 10.2298/soc0304317m
Abstract: The main intention of this study was to analyze cultural influences on leadership styles and organizational subcultures in Serbian enterprises. Hofstede's well-known research about national cultures has been used as the theoretical framework for examining the above-mentioned organizational phenomena. The results of the study confirmed earlier findings about national culture in Serbia, which is characterized by high Power Distance, high Uncertainty Avoidance, strong Collectivism and, mostly, "feminine" values. As for leadership, the study reveals that authoritative style is absolutely prevailing pattern of managerial behavior in Serbian enterprises.
The Effects of Perceived Leadership Styles and Organizational Citizenship Behaviour on Employee Engagement: The Mediating Role of Conflict Management  [cached]
Ahmad Zairy Mohd Soieb,Jamilah Othman,Jeffrey Lawrence D'Silva
International Journal of Business and Management , 2013, DOI: 10.5539/ijbm.v8n8p91
Abstract: In recent years, employee engagement has become a topic that keeps coming up and often debated by the top management particularly in the public sector agencies due to the differences in the work and leadership styles, commitment and job performances exhibited by the new officers that seem to generate mix perceptions and, to some extent, disrupt the good relationship between them and senior officers thus destabilizing the organizations. Although this scenario is particularly known to occur in the public sector, adequate research on employee engagement that is heavily influenced by the styles of leadership and organizational citizenship behavior are poorly executed. Meanwhile, conflict management which is believed to mediate the relationship is also misunderstood based on the resulting gap in Social Exchange Theory and Path Goal Theory. This review is part of a growing body of research on employee engagement and it is believed that it will contribute vastly to future research on similar topics.
Institutional Types, Organizational Climate And Job Satisfaction As Correlates Of Leadership Styles Of Colleges Of Education In Punjab
Rajesh Kumar
Indian Streams Research Journal , 2012,
Abstract: The main purpose of the study is to highlight the major findings. They tell us about the outcome of the study. These major findings are derived from the analysis and interpretation of the collected data. The present study was undertaken with the specific purpose of comparing the leadership styles of the principals in relation to the job satisfaction and Organizational Climate in Government/Aided and Self-Financed education colleges. The respondents of the present study have had their stay in the same education college for three or more number of years. As per the personal experience of the researcher within this period, the lecturers adapt themselves to the prevailing conditions. Most of them cannot afford to frequently change their job due to personal reasons. They try to adjust enough if the Leadership Style and Organizational Climate is unfavourable. As far as their own adjustments are made (arrangement for their children crutch or transport problem etc.; they do not mind to adapt in any kind of climate prevailing in the college. As it is people are very reluctant to work these days, so there is no question of mental satisfaction with their job.
Leadership Styles and Organizational Learning An Empirical Study on Saudi Banks in Al-Taif Governorate Kingdom of Saudi Arabia  [cached]
Wageeh A. Nafei,Nile M. Khanfar,Belal A. Kaifi
Journal of Management and Strategy , 2012, DOI: 10.5430/jms.v3n1p2
Abstract: This paper investigates how two important research streams, namely Leadership Styles (LS) and Organizational Learning (OL), might be related. In other words, LS and OL represent two rich lines of research: one is about how people lead and the other is about how people learn. Specifically, this contribution addresses two issues (1) the evaluative attitudes of the employees towards LS and OL and (2) the relationship between LS and OL. This study was conducted at Saudi banks in Al-Taif Governorate, Kingdom of Saudi Arabia. This research is practical, according to its purpose, and descriptive according to its data collection method. Three groups of employees at Saudi banks were reviewed. Of the 335 questionnaires that were distributed, 285 usable questionnaires were returned, a response rate of 85%. The finding reveals that there are differences among the three groups of employees regarding their evaluative attitudes towards LS and OL. Also, this study reveals that the aspects of LS have a significantly direct effect on OL. Accordingly, the study provides a set of recommendations that included the need for Transactional Leadership Styles (TALS) in general, and Transformational Leadership Style (TFLS) in particular, in order to achieve the best response to the needs and wishes of the workers at Saudi banks to increase their contribution to the achievement of OL on the one hand, and raise the level of their performance and enhance competitive advantage of these organizations on the other hand.
Can High-Tech Companies Enhance Employee Task Performance through Organizational Commitment?  [cached]
Li-Yu Tseng,Tian-Shyug Lee
International Journal of Business Administration , 2011, DOI: 10.5430/ijba.v2n2p94
Abstract: Prior studies about task performance within the high-tech industry have focused mainly on the relationship among working stress, working characteristics, employee motivation, and the compensation system. This study, however, examines whether employee personality, organizational culture, and different leadership styles have an impact on organizational commitment and hence increase the employee’s task performance. To study this issue, 304 employees from high-tech public companies in Taiwan were selected as illustrative example, and LISREL software was used as the analytic tool. The research findings indicate that high-tech companies whose employees exhibit personality characteristics such as competition and high ambition (typically “Type A”) have a positive effect on organizational commitment. Second, high-tech companies exhibiting an innovative and supportive culture also have significant impact on organizational commitment. Third, employees with more value commitment and effort commitment show increased task performance. In addition, organizational commitment acted as an intermediary role between employee personality characteristics, organizational culture, and task performance; that is, employee personality characteristics and organizational culture indirectly influenced task performance through organizational commitment.
Effects of information culture and job satisfaction on the organizational innovation – a study of different leadership styles as a moderatoritle  [PDF]
Li-Chu Tien,Hsieh Shin Chao
Advances in Management and Applied Economics , 2012,
Abstract: Organizational innovation plays a very important role in the process of Taiwan's economic miracle. In order to survive, the business organizations have to continually make drastic innovations in today's business environment. This study aimed to explore the impacts from information culture and employee satisfaction on the organizational innovation; as well as the interferences between leadership style and different cultures and employee satisfaction. A questionnaire survey was applied to domestic workers and semi-structured interviews to 5 field directors in technology, financial, manufacturing, service and other industries was also performed. Through descriptive statistics, factor analysis, regression analysis, single-variable variance analysis (ANOVA), our conclusions are: there is an impact on organizational innovation from information culture and job satisfaction; on the other hand, the compassion from different leadership style and institutional regulations play as moderating variables that interfere with the information cultural and job satisfaction. It eventually affects the organizational innovation.
Moderating Effects of Subordinates’Competency Level on Leadership and Organization Citizenship Behavior  [cached]
Kim Lian Lee,Abdul Latif Salleh
International Journal of Business and Management , 2009, DOI: 10.5539/ijbm.v4n7p139
Abstract: This paper seeks to examine the relationship between leadership styles and organization citizenship behavior within Malaysian companies. The main motivation for the study is to find out how a superior can achieve a greater understanding of the appropriateness of certain leadership styles when dealing with different subordinates’ competency level. Although there have been several studies that explored the relationship between leadership styles and citizenship behavior, hitherto there has yet a study carried out to examine the moderating effect of subordinates’competency level on such relationship. Based on the literature review the moderating effect of subordinates’ competency level is explored in order to develop the proposed framework of the study. Based on the framework, propositions linking leadership styles, subordinates’competency level and organizational citizenship behavior are developed.
Nurse Managers’ Leadership Styles in Finland  [PDF]
Soili Vesterinen,Marjo Suhonen,Arja Isola,Leena Paasivaara
Nursing Research and Practice , 2012, DOI: 10.1155/2012/605379
Abstract: Nurse managers who can observe their own behaviour and its effects on employees can adjust to a better leadership style. The intention of this study was to explore nurses’ and supervisors’ perceptions of nurse managers’ leadership styles. Open-ended interviews were conducted with 11 nurses and 10 superiors. The data were analysed by content analysis. In the study, six leadership styles were identified: visionary, coaching, affiliate, democratic, commanding, and isolating. Job satisfaction and commitment as well as operation and development work, cooperation, and organizational climate in the work unit were the factors, affected by leadership styles. The nurse managers should consider their leadership style from the point of view of employees, situation factors, and goals of the organization. Leadership styles where employees are seen in a participatory role have become more common. 1. Introduction Health care is changing dynamically in the 2010s. The economic recession and problems with recruiting professionals [1, 2], staff retention [3], creating healthy work environments [4, 5], and a growing demand for customer orientation [6] pose challenges for nurse managers’ work. More expertise in management is needed to respond to these issues. One essential area of nurse manager’s management skills is the use of different leadership styles [7]. Leadership styles can be seen as different combinations of tasks and transaction behaviours that influence people in achieving goals [8]. Earlier studies indicate that nurse manager’s effective leadership style is affiliated to staff retention [5], work unit climate [4], nurses’ job satisfaction [9, 10], nurses’ commitment [11], and patient satisfaction [12]. Transformational leadership style [5, 6, 13, 14] and transactional leadership [7] help to respond to these issues. Transformational leadership refers to the leader’s skills to influence others towards achieving goals by changing the followers’ beliefs, values, and needs [7]. Transactional leadership complements and enhances the effects of transformational leadership outcomes [15]. There are certain skills required from nurse managers so as to be able to use these effective leadership styles. The skills include the ability to create an organization culture that combines high-quality health care and patient/employee safety and highly developed collaborative and team-building skills [1]. Nurse managers also need to have the readiness to observe their own behaviour [16] and its effects on the work unit; as a result, employees can adjust to a better leadership style.
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