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A relationship between leadership style and perceived organizational effectiveness by directors and managers in organizations  [PDF]
Afsaneh Derakhshandeh,Reza Gholami
Management Science Letters , 2012,
Abstract: 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.
The Influence of Leadership Styles on Organizational Performance of Logistics Companies
Sarminah Samad,Zaini Abdullah
International Business Management , 2012, DOI: 10.3923/ibm.2012.374.383
Abstract: Empirical studies have highlighted that one of the organizational success factor is leadership. This suggests that leadership plays a key role for organizational performance. The purpose of this study was to examine the relationship between leadership styles and organizational performance. Further, the study determined the influence of leadership styles on organizational performance. Finally, the study examined the most important leadership style that influences organizational performance. Data in the study was collected from a sample of 150 managerial staff in Malaysian logistics companies. The obtained data were analyzed using SPSS Version 17. Descriptive and inferential statistics were employed to answer the objectives and hypotheses of the study. The study found that all of the leadership styles were related to organizational performance and contributed significantly to organizational performance. The study also revealed that transformational leadership style emerged as the most significant influence to organizational performance. The findings of the study provided empirical evidence that transformational leadership style has significantly enhanced the organizational performance in Malaysian logistic companies.
Business Strategy and Leadership Style: Impact on Organizational Performance in the Manufacturing Sector of Ghana  [PDF]
John Parker Yanney
American Journal of Industrial and Business Management (AJIBM) , 2014, DOI: 10.4236/ajibm.2014.412083
Abstract: This study sought to investigate the impact of leadership styles and business strategy on the organizational performance of small medium scale enterprises (SMEs) in the manufacturing sector of Ghana. This had become necessary due to the fact that available literature on the subject matter lacked precision in terms of the specific leadership style and strategy which could better be employed to improve performance in the chosen area of study. A field survey (by means of questionnaires) was conducted in Accra, involving 60 CEOs and senior managers drawn from 10 organizations, which were randomly sampled for the study. In addition, a time series data from 2008 to 2013 on sales, profits before tax and employment from the 10 organizations were collected to develop performance indices for the organizations. Regression and analysis of variance (ANOVA) were then run to examine the relationship between leadership, strategy and organizational performance. The study revealed that leadership and business strategy statistically and significantly impacted on organizational performance but strategy had greater influence. Again, transformational leadership style and cost leadership significantly influenced organizational behaviour (p = 0.000 < 0.01) but transactioanal leadership style, differentiation and focus strategies did not. The study recommends that SMEs should take advantage of transformational leadership style and cost leadership to enhance growth and induce greater organizational performance.
Leadership Effectiveness in the Chinese Context: A Meta-Analysis of Transformational Leadership, Leader-Member Exchange and Abusive Supervision

WANG Zhen,SUN Jian-Min,ZHAO Yi-Jun,

心理科学进展 , 2012,
Abstract: The leadership effectiveness in the Chinese context was examined through a meta-analytical review of 33517 employees from 92 samples.The study was conducted to investigate the relationship between two behavior-oriented(transformational leadership,and abusive supervision),one relationship-oriented leadership(leader-member exchange),three attitudinal(job satisfaction,affective commitment,and stay intention),and two behavioral criteria(task performance,and organizational citizenship behavior).Results indicated that:(1) Transformational leadership and leader-member exchange were positively,while abusive supervision was negatively related to all criteria.(2) Leader-member exchange showed greatest validity,followed by transformational leadership and abusive supervision in predicting follower attitudes,while in terms of follower behaviors,abusive supervision mattered most,followed by leader-member exchange and transformational leadership.(3) Relationship-oriented leadership partially mediated the association of behavior-oriented leadership with attitudinal and behavioral criteria.
An Exploration of the Relationship between Transformational Leadership and Organizational Commitment: The Moderating Effect of Emotional Intelligence: Case Study in Iran  [cached]
Majid Farahani,Marzieh Taghadosi,Mehdi Behboudi
International Business Research , 2011, DOI: 10.5539/ibr.v4n4p211
Abstract: Purpose: This research aims to explore the relationship between transformational leadership and organizational commitment. In addition, we intend to study the effect of emotional intelligence, which moderates the relationship of transformational leadership and organizational commitment. Research methodology/design: Insurance experts ( working in 6 branches of Social Security Organization of Qazvin province completed a measure of EI (Bar-On's self-report Emotional Intelligence Inventory), Multi Factor Questionnaire (MLQ), a measure of transformational leadership, and a questionnaire of organizational commitment. Findings: Correlational and regression analysis revealed that there is a direct and positive relationship between transformational leadership and organizational commitment. Also results show that emotional intelligence moderates the relationship between transformational leadership and organizational commitment. Originality/value: This paper establishes a link between transformational leadership and emotional intelligence. It, also, shows that follower's emotional intelligence moderates that relationship. One of the managerial applications of our result is that effectiveness of transformational leadership depends on follower's EI. It means that managers who have transformational leadership style are effective when their followers are high on EI. Keywords: Transformational leadership, Organizational Commitment, Emotional Intelligence
Organizational Perceptions, Leadership and Performance in Work Settings: Do they Interrelate?
Tziner,Aharon; Kaufmann,Rudi; Vasiliu,Cristinel; Tordera,Nuria;
Revista de Psicología del Trabajo y de las Organizaciones , 2011,
Abstract: an in depth review of literature shows that there is a pressing need to holistically understand how and why the organizational leadership process affects organizational behavior in outcomes (e.g. job performance) differently, depending on various national culture settings. one approach may seek to unveil the moderation of cultural values on the relationship between preferred as well as exhibited styles of leadership and behavioral organizational outcomes. an alternative approach may explore how and why cultural values affect the relationship between the quality of leader - subordinate relationships (lmx) and behavioral organizational outcomes differently. moreover, as we notice a constant growth of aged workers in the composition of the work force in the western world, these approaches should be addressed in relation to older managers and workers. the present paper attempts to reconcile these diametrically opposed approaches by conceiving a theoretical model synthesizing organizational justice, organizational leadership styles, lmx and behavioral organizational outcomes (i.e., job performance, organizational citizenship) as moderated by organizational culture in different national values settings and in relation to older employees. by conceptualizing the interrelationships of the various concepts, the paper provides a coherent basis for further research in this field.
Ispas Andreia
Annals of the University of Oradea : Economic Science , 2012,
Abstract: There is a need for more leadership research in the hotel industry. A reason is the better understanding of the effects and influences that manager-employee relationship can have. Further, this can improve employee performance at their work and clients would be more satisfied. Due to the emergent stage of this field of research, the leadership and employee performance relationship has a lot of potential for being investigated in the context of hotel industry. There are many types of leadership styles recommended to be used in managersa€ daily hotelsa€ activities. The most suggested is transformational leadership. Hotel industry is part of hospitality industry and is providing different services such as accommodation, food nbeverage, entertainment. This makes hotel industry very specific and the hotel products, services unique for each of client. Thata€ s why high standards of organizational performance, a good manager-employee relationship and a high perceived employee performance by the clients are the keys for a long and sustainable business. Leadership is important in getting people to do the right things at their job. More, it helps employee to work better, to be motivated, to strive for excellence and perform beyond expectations. The first objective of this paper is to analyze the main approaches of leadership styles applied in the context of hotel industry studies. The second objective is to explore, from a theoretical point of view, the direct and indirect relationship between leadership style and employee performance based on two mediator factors: job satisfaction and organizational commitment. These two mediators are the most used in organizational researches and have a high degree of validity. The methodology applied is based on documentary study review and critic analysis of the concepts used by the literature. The results of the conceptual paper are: the construction of the conceptual model of scientific research, new approach of the term a€ leadershipa€ in hotel industrya€ s relations. The paper suggests a future research the operationalization of the concepts used in the conceptual model and test them through statistics methods.
Syed Abir Hassan Naqvi,Dr.Muhammad Aamir Hashmi,Dr.Shaoukat Ali Raza,Dr.Ashi Zeeshan
Australian Journal of Business and Management Research , 2011,
Abstract: Due to forces of globalization organization are going to multinational. Severity of competition is forcing organizations to psychological empower their employees for maximum performance. In the presence of organizational learning culture and supportive leadership psychological empowerment of employee will lead to organizational commitment. This paper attempt to analyze the relationship among these variables in the context of existing literature. Present days managers face the challenges of motivating employees. Psychological empowerment is the one of the best tool to provide them felling of autonomy and self drive this conceptual development is presented here with the hope that future researchers will analysis these relationships more deeply for the performance optimization of the organization.
Examining the Relationship of Organizational Agility and Organizational Forgetting with Organizational Effectiveness  [PDF]
Gholamreza Mohammad Ghasemi, Hossein Jenaabadi
Journal of Service Science and Management (JSSM) , 2015, DOI: 10.4236/jssm.2015.83045
Abstract: This study aimed to investigate the relationship of organizational agility and organizational forgetting with organizational effectiveness among staff of the education administration of Zahedan. The population of this study included a total of 645 staff of the education administration of Zahedan who served in the 2013-14 school year. Using the Krejcie-Morgan table, 200 individuals were selected through applying stratified random method. To collect data, three questionnaires including Organizational Agility [1], Organizational Forgetting [2] and Organizational Effectiveness [3] were used. Content validity of these questionnaires was approved by the faculty members of the Department of Management and confirmatory factor analysis was used to ensure the results. In addition, Cronbach’s alpha for the scales of organizational agility, organizational effectiveness and organizational forgetting was calculated, which was 0.73, 0.74 and 0.76, respectively. The results showed that there was a significant positive correlation between organizational agility and organizational effectiveness. Moreover, there was a significant positive relationship between organizational forgetting and organizational agility. In addition, there was a significant positive relationship between organizational forgetting and the components of organizational effectiveness. Additionally, there was a significant positive correlation between organizational agility and the components of organizational effectiveness.
The relationship between servant leadership, affective team commitment and team effectiveness  [PDF]
Bright Mahembe,Amos S. Engelbrecht
South African Journal of Human Resource Management , 2013,
Abstract: Orientation: Value-based leadership practices play a critical role in teamwork in high-performance organisations.Research purpose: The aim of the study was to empirically validate a theoretical model explicating the structural relationships between servant leadership, affective team commitment and team effectiveness.Motivation for the study: The increased eliance on teams for production calls for an analysis of the role of follower-focused leadership practices in enhancing eam effectiveness.Research design, approach and method: A non-probabilityand multicultural sample consisting of 202 primary and secondary school teachers was drawn from 32 chools in the Western Cape Province of South Africa.Main findings: High levels of reliability were found and uni-dimensionality of the subscales was demonstrated through exploratory factor analyses. Good fit with the data was found for the measurement models through confirmatory factor analyses. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found amongst servant leadership, team effectiveness and affective team commitment. Standard multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness.Practical/managerial implications: The findings emphasise the central role played by servant leadership and affective team commitment in team performance. Servant leadership fosters team effectiveness if employees feel committed to their work team.Contribution/value-add: The servant leadership style alone may not be a sufficient condition for team effectiveness; other variables, such as affective team commitment, also play a role. The study suggested specific variables that may also combine with leadership to positively influence team effectiveness.
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