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Leadership behaviours: Effects on job satisfaction, productivity and organizational commitment
Abstract
Research in the west has shown that job satisfaction, productivity and organizational commitment are affected by leadership behaviours. The purpose of this study is to determine the effect of leadership behaviours on employee outcomes in Singapore. Very little research related to this subject has been done in health care settings in this country. The comparison of the results of the different types of settings and samples will allow a better understanding of the relationship between leadership behaviours and employee outcomes and thus help to determine if leadership is worth the extra effort.
The study explored the relationships between five leadership behaviours identified by Kouzes and Posner and the employee outcomes of registered nurses practising in the general wards, intensive care units and the coronary care unit in an acute hospital. Survey questionnaires were used to elicit responses from 100 registered nurses and 20 managers belonging to the organization. Data collected included demographic characteristics and the degree to which the five types of leadership behaviours were used as perceived by the nurse managers and the registered nurses. In addition, the level of nurse job satisfaction, the degree of productivity and the extent of organizational commitment are described.
The findings show a similar trend to the original studies in the United States of America. Use of leadership behaviours and employee outcomes were significantly correlated. The regression results indicate that 29% of job satisfaction, 22% of organizational commitment and 9% of productivity were explained by the use of leadership behaviours. Recommendations are made in the light of these findings.
... Various research e.g. (Loke 2001;Wang et al. 2012;Moneke and Umeh 2013) has been conducted to examine the influence of leadership behaviours on job satisfaction using the Leadership Practice Inventory and different scales for job satisfaction. These studies have found a positive association between transformational leadership behaviours and job satisfaction, organisational commitment and productivity. ...
... Moreover, a significant link was reported between enabling the heart, organisational commitment and job satisfaction. Similarly, Loke (2001) indicated a statistically significant association between transformational leadership behaviours including challenging the process, inspired a shared vision, enabling others to act, role modelling, encouraging the heart and employees' productivity, job satisfaction and organisational commitment. Managers perceived that they actively exercise enabling others to act while staff perceived that their managers keenly exercise modelling the way. ...
... This finding generally supports the work of other studies in this area linking role model leadership behaviour with effective leadership. Previous research shows that role modelling is positively associated with many organisational outcomes including job satisfaction, organisational commitment, productivity and staff retention in different settings including critical care (Loke 2001;Kanste 2008;Salanova et al. 2011;Abualrub and Alghamdi 2012;Wang et al. 2012;Zhang et al. 2012;Moneke and Umeh 2013;Bormann and Abrahamson 2014) and emergency departments (Ghorbanian et al. 2012). The findings of the present study suggest that role model leadership behaviour may lead to an increase in followers' compliance with departmental and organisational rules, better clinical decision-making, and increasing both their performance and the cooperative ties between emergency staff in order to encounter difficult situations. ...
Leadership behaviours play a key role in achieving organisational success. Leadership is commonly perceived as a world-wide concept throughout different countries; however, the way in which it is conceptualised and operationalised is viewed as culturally specific. Existing leadership research often overlooks the impact of context (Bryman et al. 1996; Denise and Yitzhak 2001; Osborn et al. 2002) and culture (Hofstede 2001; House et al. 2004) on leadership and its effectiveness. Leadership research is mainly the product of models and constructions developed in Western cultures, while little is understood about leadership in other cultures (Tsui 2004). Dickson et al. (2012) argue that most leadership models have a North-American bias, an orientation which has caused many academics to recognise the importance of investigating leadership approaches and characteristics in non-Western contexts. The current research aims to identify, characterise and explain the dynamics of leadership behaviours as these are understood and operationalised by the managers of hospital emergency departments in Saudi Arabia. A constructionist research philosophy is adopted in this research. This study employs qualitative research methods to investigate the leadership behaviours used by managers in hospital-based emergency departments. The research employed a purposive sampling method to recruit participants from five hospital emergency departments located in three urban cities in Saudi Arabia. A total of 30 participants were recruited for the study between May and September, 2015; data were gathered via semi-structured interviews. The participants were 15 managers and 15 medical staff. Managers included the heads of emergency departments, their deputies and head nurses. Medical staff included physicians and nursing staff. Data were analysed using thematic analysis techniques. The findings which emerge from this study are grounded in the data. The themes explored were: a) rewarding leadership, b) responsive leadership, c) role-modelling, d) democratic leadership, e) staff-development leadership, f) recognition leadership, g) supportive leadership, h) lenient leadership and i) strict leadership. Managers use these leadership behaviours to address several contextual factors in emergency departments, including pressure, stress, over-crowding, staff related conflicts, staff-patient-related conflicts, responding to unexpected situations and disciplining staff members who make mistakes that might harm staff or patients. It was found that these different leadership behaviours are mainly influenced by the context of the emergency department and the culture of Saudi Arabia, based on Islamic religion and social norms.
... This can affect their performance, productivity and professional behavior (Terzioglu et al., 2016). Also, such situations can affect the nurses mentally and decrease the level of organizational commitment (Top et al., 2013;Iqbal et al., 2020) and job satisfaction (Chiok Foong Loke, 2001;Erdogan and Yildirim, 2019;Penconek et al., 2021). Nurse managers have important responsibilities in such situations. ...
... Yang et al. (2014) found that nurses perceived greater work-related stress when their organizational commitment was low. Thus, TL can be applied to increase the efficiency and the organizational commitment of the nurses by improving their skills and abilities (Chiok Foong Loke, 2001). Turkey is a developing nation and a member of G-20, with an estimated population of 83 million, as of 2020. ...
... The OCS was developed by Porter et al. (1976), and the validity and reliability studies for its adaptation to Turkish were performed by Vatansever (1994). A total mean score higher than "4" indicated high organizational commitment (Chiok Foong Loke, 2001). In this study, Cronbach's alpha of the scale was 0.91. ...
Purpose:
This study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects of the TL practices on organizational commitment and job satisfaction of staff nurses.
Design/methodology/approach:
This cross-sectional and descriptive study was conducted with 153 nurses (17 nurse managers and 136 staff nurses) working in a university hospital. Data were collected from participants through a demographic questionnaire, leadership practices inventory (self/observer), organizational commitment scale and job satisfaction scale.
Findings:
The self-assessment of the TL practices of the nurse managers were more favourable than the assessment of the leadership practices made by staff nurses. The TL practices of the nurse managers accounted for 9% of the total organizational commitment and 24% of the total job satisfaction of the staff nurses.
Originality/value:
The results indicated that leadership practices by nurse managers need to show greater awareness of the effects of these leadership practices on the organizational commitment and job satisfaction of their staff nurses. Hospitals need to consider how they develop, support and encourage because of the positive impact TL has on health priorities and retention of staff.
... Men represented the minority (612; 18.67%). The age distribution was: 1.49% under 25 years old, 15.86% between [26][27][28][29][30][31][32][33][34][35]33.25% between [36][37][38][39][40][41][42][43][44][45]38.16% between 46-55, and 11.23% over 56. As far as the educational level is concerned, the majority was university graduates (59.55%), while 19.37% had post-graduate studies. ...
... The study confirmed that health professionals were dissatisfied with operating procedures (73.3%), the average level of job satisfaction being 2.82 (Doctors 2.81, Nurses 2.86, Other Health Professionals 2.72). Robbins (2009) defines operating procedures as the organization policy and the work itself (28)(29)(30). Additionally, professionals reported ambivalence concerning only for the communication domain. ...
Background and aim:
To investigate the level of job satisfaction of health care professionals in the public hospitals of the 1st Regional Health Authority of Attica and further to assess its determining factors.
Methods:
The Job Satisfaction Survey questionnaire was administered to health professionals in thirteen hospitals. The 36 items of the questionnaire are expressed on a Likert scale and are divided into nine dimensions. Additional questions were added covering the demographic and socio-economic characteristics.
Results:
The reliability of the tool was: α Cronbach = 0.89. The response rate was 81.95%, 3,278 questionnaires were collected overall, of which 52,96% (n=1,736) originated from the nursing staff, 24.50% (n=803) from the medical staff and 22.54% (n=739) from other health employees. The average overall job satisfaction is moderate (3.33 out of 6). The category with the lowest score in job satisfaction was that concerning salaries (2.12). Questions related to promotion (2.45), additional benefits (2.67), operating procedures (2.82) received low job satisfaction rates. Instead, the categories that garnered positive job satisfaction concerned questions related to the supervision (4.66), the nature of work (4.34), and co-workers (4.25). Questions related to communication received 3.79.
Conclusions:
The findings showed lowest satisfaction levels in pay, fringe benefits, contingent rewards, promotion and operating procedures dimensions of job satisfaction. Participants were more satisfied with the nature of work, supervision and co-workers. The findings can be used as a set of reference levels and indicators for the human resources development component of the quality management system in the public hospitals.
... As a result of all these studies, it has been determined that leader support increases job satisfaction. According to Chiok (2001), the leader's job satisfaction enhancing features are to appreciate and thank, to meet the needs of the employees, to help and guide the employees, to use leadership skills to meet the needs of the unit and to support the teams. Based on these explanations, the H3 hypothesis was developed: ...
... On the other hand, perceived subclinical psychopathy of the leader negatively affects the organizational commitment and job satisfaction of subordinates (Sanecka, 2013). Chiok (2001) determined that leader behaviors were positively associated with job satisfaction (29%), productivity (9%) and organizational commitment (22%) in the study with nurses and their managers in Singapore. According to Lam, Zhang and Baum (2001), leaders are effective in employees' organizational commitment and job satisfaction. ...
... All previous research on job satisfaction and choices has established a relationship between these two factors and revealed that the choice of job impacts the employee's happiness or otherwise unhappy states. [9][10][11] Researchers suggest that career choice largely determines the degree to which job satisfaction is achieved. 12 Job satisfaction refers to the happiness with one's current work situation and depends on many factors, including the market, working conditions, place of work and other dynamic factors. ...
Background: During the COVID-19 pandemic, enormous pressure on health care services resulted in a significant shift of work force from different departments of the hospital to the intensive care unit. Objective: To study the impact of redeployment on doctors and to focus on the factors affecting their satisfaction levels. Study Design: Cross-sectional study Place and Duration of Study: Riyadh First Health from 1st April 2021 to 30th September 2021. Methods: Sixty-six respondents were included. Results: Most physicians (59.1%) had no choice before being redeployed to the ICU. The proportion of happy and very happy doctors was 45.5%. A total of seven participants felt very unhappy when they were deployed to the ICU, six of them had no choice and only one had the option to redeploy. Prior to redeploy to the ICU, 37 (56.1%) doctors received orientation, among them 54.05% found it useful. Thirteen participants indicated that they were unclear about their role and 8 (61.5%) of them did not attend the orientation course. 68.2% of doctors worked more than 36 hours a week and 63.6% complained that the number of hours was greater than that of the previous department. 69.7% of doctors found their deployment useful for patient care, while 22.7% were neutral. 62.1 % doctors felt the deployment was beneficial for them and 59.1% felt satisfaction in fulfilling their role and 27.3% were neutral. Forty two (50%) were satisfied with their ICU redeployment and 33.3 % was neutral. Conclusion: By opting few measures, satisfaction levels of redeployed doctors can be boosted. This includes adequate administrative support, a well-organized orientation that clarifies the role of physicians and helps to elevate their morale. Before redeployment physicians should be given a choice so that they can freely join the ICU.
... Leadership is a people's function, which involves significant social interaction by influencing and motivating employees to achieve the organizational goals (Skansi, 2000). There has been enough evidence through several studies in different regions that confirm the positive relationship between leadership and the job satisfaction of health care providers (Berson & Linton, 2005;Chiok Foong Loke, 2001;Dunham-Taylor, 2000;Herspanhol et al., 1999;Lowe et al., 1996;Martin, 1990;Morrison et al., 1997;Seo et al., 2004;Stordeur et al., 2000;Vance & Larson, 2002). Leadership style comprises a leader's attitudes, behaviors, characteristics, and skills that affect an employee's job satisfaction, commitment, and productivity. ...
Current business organizations want to be more efficient and constantly evolving to find ways to retain talent. It is well established that visionary leadership plays a vital role in organizational success and contributes to a better working environment. This study aims to determine the effect of visionary leadership on employees' perceived job satisfaction. Specifically, it investigates whether the mediators meaningfulness at work and commitment to the leader impact the relationship. I take support from job demand resource theory to explain the overarching model used in this study and broaden-and-build theory to leverage the use of mediators. To test the hypotheses, evidence was collected in a multi-source, time-lagged design field study of 95 leader-follower dyads. The data was collected in a three-wave study, each survey appearing after one month. Data on employee perception of visionary leadership was collected in T1, data for both mediators were collected in T2, and employee perception of job satisfaction was collected in T3. The findings display that meaningfulness at work and commitment to the leader play positive intervening roles (in the form of a chain) in the indirect influence of visionary leadership on employee perceptions regarding job satisfaction. This research offers contributions to literature and theory by first broadening the existing knowledge on the effects of visionary leadership on employees. Second, it contributes to the literature on constructs meaningfulness at work, commitment to the leader, and job satisfaction. Third, it sheds light on the mediation mechanism dealing with study variables in line with the proposed model. Fourth, it integrates two theories, job demand resource theory and broaden-and-build theory providing further evidence. Additionally, the study provides practical implications for business leaders and HR practitioners. Overall, my study discusses the potential of visionary leadership behavior to elevate employee outcomes. The study aligns with previous research and answers several calls for further research on visionary leadership, job satisfaction, and mediation mechanism with meaningfulness at work and commitment to the leader.
... Pemimpin dapat memilih gaya kepemimpinan yang berbeda berdasarkan tantangan dan situasi yang dipresentasikan. Tingkat kebahagiaan seorang karyawan terhadap pekerjaannya ditentukan oleh kepemimpinan (Loke, 2001). Jenis kepemimpinan juga dapat mempengaruhi kepuasan kerja (Swearingen, 2004;Wu, 2009). ...
This study seeks to understand and explore field leadership as a brand image in military organizations by analyzing the experiences and perceptions of senior military personnel who have experienced military officers who have led teams, units or combat units. This type of research is descriptive qualitative research with an exploratory study approach. All data collected in this study were obtained by conducting interviews, supported by the experience of researchers and direct observation at the military command headquarters and strengthened by limited and confidential published military literature studies. The results of this study indicate that the implementation of field leadership as a brand image at Kodim 0732/Sleman identified through its indicator aspects has been well implemented. This explains that good military leadership is able to represent the brand image of the organization. Leaders who care and leaders who promote exemplary are the keywords for the success of every military officer in successfully forming a positive brand image both individually and organizationally within the Indonesian National Armed Forces.
... La influencia de los jefes sobre los resultados organizacionales, como la satisfacción con el trabajo, ha demostrado ser significativa (Foong, 2001; Pezeshki Rad, Golshiri Esfahani & Zamani Miandashti, 2008), pero esta relación "debe atender a las necesidades del momento y evaluar qué estilo/s es el más eficaz para esa situación en especial" (Cuadra Peralta & Veloso Besio, 2007). También se ha investigado la relación líder -seguidor y su influencia sobre la satisfacción laboral (Golden & Veiga, 2008), y se ha demostrado, que la confianza de los seguidores hacia el líder se relaciona positivamente con dicha variable. ...
El objetivo de la presente investigación fue analizar la satisfacción laboral en los empleados de una empresa pequeña de Tampico, Tamaulipas. Se aplicó un instrumento de medición al total de sus empleados. Se realizó un análisis de fiabilidad y un análisis de datos mediante estadística descriptiva e inferencial. Al comparar los datos mediante regresión lineal múltiple se identificó la validez de los modelos. Este trabajo evidencia que el ambiente laboral no influye positivamente en el desarrollo organizacional para tener una satisfacción laboral adecuada, por lo tanto, es necesario fortalecer el ambiente laboral para conseguir una mejora en competencias y desempeño en el puesto de trabajo, y a la vez, fortalecer la situación competitiva de la empresa y de sus empleados.
... "Organizational leadership and supervision directly impacts employees' satisfaction levels" (Bass and Avolio, 2000;Yousef, 2000;Loke, 2001;Shim et al., 2002;Erkutlu, 2008;Thompson, 2008). The broad and diverse literature on transactional and transformational leadership has "acknowledged their direct relationships with a variety of organizational outcomes, including job satisfaction" (Piccolo and Colquitt, 2006;Purvanova et al., 2006), 'intrinsic motivation' (McColl-Kennedy and Anderson, 2002;Bono and Judge, 2003), 'creativity' (Howell and Avolio, 1993), 'work engagement, behaviour toward organisational citizenship' (Fuller et al., 1995;Walumbwa et al., 2008) and 'low turnover rates' (Keller, 1992;Conger et al., 2000). ...
... Bu çarpıcı sonuçlar göstermektedir ki yönetici davranışlarının türü, iş doyumunun büyük bir oranının tek başına nedeni durumundadır. Araştırmamızı destekler nitelikte çalışmalardan olan ve Singapur'da yapılan bir alan araştırmasına göre yönetici davranışlarının, iş doyumunun %29'unu açıklandığı belirtilmiştir (Loke, 2001). Tsai (2011) Tayvan'daki bir hastanede hemşireler üzerinde yaptığı çalışmada, yönetici davranışları ile iş doyumu arasında pozitif yönlü doğrusal bir korelasyon olduğunu tespit etmiş çalışmamızla benzer sonuçlar elde etmiştir. ...
The aim of this study is to examine the effect of the behaviours exhibited by managers working in health institutions on employee job satisfaction. In this descriptive study, quantitative research design was used. In data collection, Minnesota Satisfaction Questionnaire, developed by Weiss et al. (1967) and adapted to Turkish by Baycan (1985) and Management Behaviors Scale of Managers scales developed by Terzi and Kurt (2005) were employed. The study was carried out by using face-to-face survey technique on 261 staff working in Kırşehir Training and Research Hospital and agreeing to participate in the research. The data were analyzed using SPSS 22 program. Descriptive statistics, independent t-test, one-way analysis of variance, correlation and regression analysis were performed on the collected data. It was observed that there is a significant relationship between democratic manager behaviours and employee job satisfaction r=0.73: p<0.05, and indifferent manager behaviours negatively affect employee job satisfaction. It is considered that managerial behaviours are an important factor affecting employee job satisfaction, and the development of managerial behaviours will positively affect employee job satisfaction and motivation, and as a result, the quality of healthcare provided will increase.
... Subordinates' satisfaction with their supervision in organisations is related to the leadership behaviour used by managers. Loke (2001) concluded that there was a strong positive correlation between all the components of transformational leadership and subordinate satisfaction with supervision. ...
The purpose of this study is to investigate the impact of the transformational leadership style on job satisfaction and organisational commitment. It was proposed that a transformational leadership style was a significant predictor of front office employees' satisfaction and organisational commitment. A quantitative approach was used by using a survey tool to gather data from front office employees in four and five-star hotels in Cairo. A stratified random sample of 18 hotels (300 employees) was selected, representing 33.3% of the 54 hotels' population, giving a response rate of 60.3% (181 employees). A series of regression analyses were conducted to examine the direct impact of transformational leadership on employee satisfaction and organisational commitment. The current study findings revealed that the transformational leadership style revealed a significant and positive impact of transformational leadership on job satisfaction and organisational commitment. The study finally presented implications such as designing suitable curricula for academe, the application of transformational leadership for hotel management, transformational behaviours that could be incorporated into the training courses for human resource management, and making comprehensive plans to assist hospitality operations to obtain capable and professional leaders for concerned authorities. Several limitations could be future research topics.
... In general terms, management is about dealing with complexity and managing things, while leadership is about coping with change and influencing people's behavior (Algahtani 2014). Ignoring this distinction, it seems apparent that both management and leadership play an important role in the productivity of employees (Akpoviroro et al. 2018;Chiok Foong Loke 2001;Nasution et al. 2016). Management is, in fact, the leading agent when it comes to setting standards for performance, measuring against these standards, and reacting to the results. ...
The purpose of this research was to portray productivity in a larger context than has previously been presented, using system analysis. The result was a single causal loop diagram describing productivity in a work setting. Information on the components affecting productivity and how they interact was gathered from the industrial and organizational psychology (I-O psychology) literature as researchers in that field have spent a great deal of effort on shedding light on the subject. Articles from well-known I-O psychology journals were selected for further analysis through a systematic literature search. From these articles, 45 causal loop diagrams (CLDs) were constructed based on the causalities described in their theoretical background sections and results. These CLDs were subsequently synthesized in two steps to create a single CLD describing productivity. The resulting CLD provides an opportunity to view productivity in the workplace in a wider context.
... In addition, a moderate and positive significant relationship is determined between teachers' perceptions of organizational justice and their internal and external job satisfaction. In the literature, it has been revealed that job satisfaction is related to different leadership styles (Chiok Foong Loke, 2001;Rad and Yarmohammadian, 2006;Rumph, 2012). Concordantly, agile leaders establish strong communication with employees, exhibit a collaborative approach, receive feedback from employees, and perceive employees' different ideas as a development tool (Scott et al., 2003;Joiner and Josephs, 2007;Taylor, 2017). ...
Teachers with high job satisfaction become more effective and productive by showing
high performance and positively affecting student and school outcomes. This study
investigates the relationship between school principals’ agile leadership characteristics,
organizational justice, and job satisfaction, and sheds light on the role of organizational
justice in the relationship between agile leadership and job satisfaction. To achieve
this aim, a theoretical model has been put forward and this model has been tested
with the data collected from 409 teachers working in public schools in Istanbul.
The results show that school principals with high agile leadership characteristics and
organizational justice are associated with teachers’ job satisfaction. The analyses also
indicate that organizational justice strongly contributes to the relationship between agile
leadership and job satisfaction and plays an important role in the relationship between
the two determinants.
... Revealing one's true self to their followers, one built trust and camaraderie, promoting teamwork and cooperation 18 . Furthermore, RT requires a willingness to keep oneself open to inspection and feedback, and is therefore also an essential component of the learning process [23]. A positive relationship between RT and JS was confirmed by Walumbwa et al [30]. ...
... Management Method is one of the principal tasks of manager and the process of effecting and directing the activities related to the members job. Loke [13] stated that Management is one of the significant factors influencing on efficiency, productivity and effectiveness. Sulo, Kendagor [14] introduced academic qualifications and funding as two other factors effecting on academic staff productivity. ...
Productivity of university members has been defined in different forms; however, no specific definition is presented to evaluate factors that determine the productivity of university members. This study intends to provide a certain definition for the productivity of university members including five major constructs that impact productivity and employs an Exploratory Factor Analysis Approach to propose a conceptual model for evaluation of the impact of these factors on the productivity of the staff in university.
... These circumstances made essential the understanding of and solving the employees' grievance effectively and efficiently. Theoretical inputs of the human resource management body of knowledge suggest that the EWP can be uplifted via an effective grievance management system (Loke, 2001;Sharkey & Davis, 2008;Armstrong, 2009;Al-Taweel, 2021). This theoretical argument was tested by many scholars in different contexts (tourism, health, banking, & apparel) and reported a positive influence of GHM on EWP. ...
The study aimed at investigating the effect of the Grievance Handling Mechanism (GHM) on the Extra-Work Performance (EWP) of shop floor employees in the Sri Lankan biscuit manufacturing industry. The deductive reasoning deployed the quantitative approach to test the theoretical arguments. Key attributes of an effective grievance handling system, namely, top management commitment, perceived justice, informal procedure, simplicity, and prompt actions were tested for their capacity to influence the EWP of employees. Pre-tested instruments quantified the independent variables while the average extra production volume of an individual employee measured the EWP. A representative sample (n = 156) of shop floor employees of three leading Sri Lankan biscuit brands was surveyed using a self-administered questionnaire in which the responses are scaled on a five-point Likert scale. Multiple regression analysis was used to analyze the data. The findings discovered that all predictors possess a statistically significant capacity to impact the EWP, among which perceived justice and top management commitment found the leading predictors of shop floor employees' EWP. Addressing the contextual gap and the confirmation of the existing findings of identical nature are believed to be the theoretical implications of the study. Additionally, it revealed that the weights of each aspect of the GHM over the EWP of operational-level employees. The practical implications highlight the necessity for maintaining an effective grievance managing mechanism to ensure sustainable business performance and to tailoring the GHM of shop floor workers because of the weights of different aspects of it to affect the EWP.
... The impact of disability and meaning on the job index is considered to be a negative relationship to the organizational commitment and work effort. The studies have shown that the decline in career empowerment, leaders who cannot work, and concepts closely related to disability are negatively related to the commitment Organization and work efforts [24]. In fact, control or power in the way of work is seen as an important source of work that not only enables people to deal with labor demands, but also meets a basic human need for autonomy [14]. ...
... However, this relation is not sensible in second selection style to impression. In fact, these findings are the same as theoretical leading study of Hersey & Blanchard on the basis of not having the best leading style in organizational situation (Van Vliet, 2012), and also by Zoovin (2001) and Marteen (2001). ...
The aim of study is Investigating the leadership style of managers in the physical education unit of the Education Department of Babol city and its relationship with organizational effectiveness. Statistical society includes all PE teachers in Physical Education Department of Education office about 195 persons. Sample volume has been determined by Cochran's formula about 131 persons. Study method is of descriptive- correlation one. Research type is by applicable and method of gathering data is field one. We have used of questionnaire instrument to gather information. Above questionnaire narration has been approved by some professors in management and sport management field. Questionnaire stability after gathering 20 questionnaires of above society for leading style is (α=0.82) and organizational impression (α=0.85). Data analysis has been done in the two levels of descriptive and inferential and by the aid of SPSS22 software. Also, we have used of inferential test Pearson test, regression. The result of study shows, there is positive and meaningful relation among leading style and organizational impression (p
... Yöneticilerin liderlik davranışı, çalışanların iş tatmini ve bağlılığında kritik bir rol oynamaktadır (Chiok Foong, 2001;Mosadeghrad ve Yarmohammadian, 2006;Wu, 2006). Organizasyonların en önemli fonksiyonu olan liderlik genel olarak hem insan kaynakları hem de örgüt içinde ve dışındaki sosyal etkileşim ile doğrudan ilişkilidir. ...
... Management Method is one of the principal tasks of manager and the process of effecting and directing the activities related to the members job. Loke [13] stated that Management is one of the significant factors influencing on efficiency, productivity and effectiveness. Sulo, Kendagor [14] introduced academic qualifications and funding as two other factors effecting on academic staff productivity. ...
... Leadership is needed by humans because of certain limitations in humans (Mu'ah, 2002). This research is not in line with research conducted by: : (Boamah et al., 2018), (Chang & Lee, 2007), (Pancasila et al., 2020), (Loke, 2001), (Madlock, 2008), (Shibru, 2011), (Voon et al., 2011), (Kim & Brymer, 2011), (Yun et al., 2007), (Paracha et al., 2012) which states that there is a relationship between leadership and job satisfaction. While the research that is in line is the research conducted by (Lok & Crawford, 2004) which states that leadership has no impact on job satisfaction. ...
Early 2020 was marked by the outbreak of the Covid 19 pandemic throughout the world in general and Indonesia in particular. All parties work together to be able to cope with the Covid 19 pandemic outbreak. One of the institutions that has an important role in handling the Covid 19 pandemic is an institution engaged in the health sector, such as independent practice places for health workers, community health centers, clinics, hospitals, pharmacies, blood transfusion units, health laboratories, optics, service facilities. Medicine for legal purposes, and traditional health care facilities (PP No. 47/2016 Article 4). All health facilities are making every effort to be able to provide assistance to reduce the spread of the COVID-19 pandemic. The purpose of this study is to analyze and determine the impact of leadership, organizational citizenship behavioral and work environment on employee job satisfaction at Dr. Rawap Inap Clinic. M. Suherman, University of Muhammadiyah Jember. The study population was all employees of the Rawap Inap Clinic dr. M. SUherman Universitas Muhammadiyah Jember, amounting to 70 employees consisting of doctors, nurses and administrative staff as well as office boys. The number of samples in this study were 34 respondents who had filled out a questionnaire sent by google form. The data analysis method used is multiple linear regression analysis. The results showed that the work environment has an effect on employee job satisfaction. Leadership and organizational citizenship behavioral do not have a significant effect on employee satisfaction.
... While it may be difficult to establish a clear causal relationship between leadership and macro indicators such as for instance economic performance or medical quality, leadership may still make an important difference at the individual level [16,17]. Previous studies have therefore investigated the role of various aspects of leadership, such as support, encouragement, respect, acknowledgement, collaboration, motivation and innovation [17][18][19][20][21][22][23][24]. Unsurprisingly, the research shows that such leadership skills are favourable for quality, organisational commitment, job satisfaction, burnout and stress. ...
Background
Health systems across the world have implemented reforms that call for a reconsideration of the role of management in hospitals, which is increasingly seen as important for performance. These reorganisation efforts of the hospitals have challenged and supplemented traditional profession-based management with more complex systems of management inspired by the business sector. Whereas there is emerging evidence on how medical professionals in their role as leaders and managers adapt to the new institutional logics of the health care sector with increasing demands for efficiency and budgetary discipline, no previous studies have investigated whether leaders’ emphasis on clinical or financial priorities is related to how hospital physicians’ view their working situation. The purpose of this study was therefore to examine the relationship between leadership style and hospital physicians’ organisational climate.
Methods
We utilised data from a survey among 3000 Norwegian hospital physicians from 2016. The analysis used three additive indexes as dependent variables to reflect various aspects of the organisational climate: social climate, innovation climate and engagement at the workplace. The variables reflecting leadership style were based on an item in the survey asking the respondents to rate the leadership qualities of their proximate leaders (department chair) on 11 specific dimensions. We used factor analysis to identify two types of leadership styles: a traditional profession-based leadership style that emphasises the promotion of professional standards and quality in patient treatment, and a leadership style that reflects the emerging management philosophy with focus on economic administration and budgetary control. Controlling for demographic background, leader role, foreign medical exam and specialty, the empirical model was estimated via multivariate regression.
Results
The results documented a clear relationship between leadership style and organisational climate: a ‘professional-supportive’ leadership style is associated with better social climate, innovation climate and engagement at the workplace, while an ‘economic-operational’ leadership style is associated with a poorer social climate.
Conclusions
The cross-sectional study design makes it impossible to draw inferences about direction of causality and causal pathways. However, the positive relationship between professional-supportive leadership and organisational climate is a matter, which should be seriously considered regardless of direction of causality.
... These circumstances made essential the understanding of and solving the employees' grievance effectively and efficiently. Theoretical inputs of the human resource management body of knowledge suggest that the EWP can be uplifted via an effective grievance management system (Loke, 2001;Sharkey & Davis, 2008;Armstrong, 2009;Al-Taweel, 2021). This theoretical argument was tested by many scholars in different contexts (tourism, health, banking, & apparel) and reported a positive influence of GHM on EWP. ...
The study aimed at investigating the effect of Grievance Handling Mechanism (GHM) on the Extra-Work Performance (EWP) of shop floor employees in the Sri Lankan biscuit manufacturing industry. The deductive reasoning deployed the quantitative approach to test the theoretical arguments. Key attributes of an effective grievance handling system, namely, top management commitment, perceived justice, informal procedure, simplicity, and prompt actions were tested for their capacity to influence the EWP of employees. Pre-tested instruments quantified the independent variables while the average extra production volume of an individual employee measured the EWP. A representative sample (n = 156) of shop floor employees of three leading Sri Lankan biscuit brands was surveyed using a self-administered questionnaire in which the responses are scaled on a five-point Likert scale. Multiple regression analysis was used to analyse the data. The findings discovered that all predictors possess a statistically significant capacity to impact the EWP, among which perceived justice and top management commitment found the leading predictors of shop floor employees' EWP. Addressing the contextual gap and the confirmation of the existing findings of identical nature are believed to be the theoretical implications of the study. Additionally, it revealed that the weights of each aspect of the GHM over the EWP of operational-level employees. The practical implications highlight the necessity for maintaining an effective grievance managing mechanism to ensure sustainable business performance and to tailoring the GHM of shop floor workers in view of the weights of different aspects of it to affect the EWP.
... Toxic leaders are people who permanently harm their followers, the organization and their relatives. Loke (2001) also revealed that there is a significant correlation between leadership behavior and job satisfaction, explaining job satisfaction 29%. Skinner (1969) found a positive relationship between leadership behavior and job satisfaction. ...
Toxic leadership refers to the sum of the negative aspects of leaders within their leadership traits. Narcissistic leadership is a multidimensional structure that includes charismatic leadership and authoritarian leadership types. Toxic leaders can harm the organization, employees and society in which they work. This research aims to determine the toxic characteristics of leaders working in public universities and to extract the attribute of organizational trust in job satisfaction. Turkey's Istanbul made the data collected through face to face survey research methods in 470 people working in the public university hospital in the province were analyzed by analysis methods used in social sciences. As a result of the analysis, a negative significant relationship between toxic leadership and organizational trust, a negative significant relationship between toxic leadership and job satisfaction and its sub-dimensions, and a positive significant relationship between organizational trust and job satisfaction and its sub-dimensions were found. Toxic leadership affects managerial job satisfaction and company policy-based job satisfaction through the full set of organizational trust. In addition, toxic leadership has also been found to be effective on job satisfaction arising from employees through partial organizational trust.
... According to a research done among nurses in Malaysia, communication is the dominant variable that has a significant effect on employees' commitment (Boon et al., 2006). Further, several studies concluded that there is a positive relationship between the leadership styles and the organizational commitment (Lai, 2004;Tseng et al., as cited in Lee, Lee and Lin, 2014;Loke, 2001). ...
The study was motivated by the problem of high employee turnover rate in the Nigerian banking industry. The study sought therefore, to assess the effect of organizational climate on employee commitment in the Nigerian Banking sector. The study was restricted to employees of Nigerian Banks in the Abuja regional offices. The study adopted the survey research design, primary data was used for the study and collected electronically through a structured questionnaire coded into Google forms. Regression technique was used to analyze the data collected. From a purposively selected sample of 384 respondents. The study found that organisational commitment has a positive and significant effect on employee commitment in the Nigerian banking sector and recommends that collaborative work climate, open communication channels across the firm, and employee engagement in decision making in order to boost commitment of the employees in the organization.
... Nursing leadership practices and their impact on the profession have been well-studied (Chiok Foong Loke, 2001;Fallis & Altimier, 2006;Regan et al., 2016). For instance, across the years researchers have shown that leadership has a direct influence on staff satisfaction, performance, and intentions to leave (Laschinger et al., 2012;Medley & Larochelle, 1995;Robbins & Davidhizar, 2007;Wan et al., 2018). ...
Background: In many developing countries, the principles of leadership in nursing remain elusive. Leadership in the work setting is primarily associated with working conditions and nurses’ performance. In Indonesia, information on and research into how Indonesian nurses perceive and experience leadership and leadership roles is limited.
Aims: This study was designed to identify Indonesian nurses’ perceptions and experiences of leadership and nurse leadership roles in the hospital setting.
Design: A qualitative study with semi-structured interviews.
Methods: The study was conducted in a large, urban hospital in Indonesia. Twenty nurses who had worked in this hospital for more than a year were interviewed. Purposive sampling included nurses of different ages, work settings, and years of experience. Semi-structured interviews were conducted, and a thematic approach was used for data analysis. This study is conducted and reported according to the SRQR checklist.
Results: The participants’ perceptions and experiences of leadership were organized within three themes: searching for a description of leadership, viewing leadership and management as the same, and experiencing limited leadership opportunities.
Impact statements: The research findings underlined the importance of nursing leadership in the hospital setting. Meaningful opportunities for leadership may remain limited for the nurses in the country due to stringent view of leadership and less chances made available for them to exercise leadership. The study revealed little evidence that nurses were being empowered to provide leadership within the organization. Although nurses in many developed countries now serve on governing boards, this is not immediately foreseeable for nurses in Indonesia.
Conclusions: The participants’ view of leadership in nursing was not overtly critical. Perhaps they did not understand that leadership is a dynamic concept and that it might be perceived differently depending on the context.
... Proposals and actions taken to minimise problems of staff turnover, attrition, shortages, productivity, job satisfaction, and organisational commitment are varied and have been the subject of research. Some studies have focussed on the leadership styles of managers and leaders, where different behaviours and strategies for empowering staff have been analysed [22][23][24]. The connection between the psychological contract and organisational and professional commitment has also been addressed by researchers [25][26][27]. ...
Business organisations are subject to high pressure to ensure their sustainability and competitiveness. In the case of healthcare institutions, moreover, there are unique characteristics where human resource management is of vital importance. The workforce in these institutions is at a critical moment where the shortages of qualified staff, burnout, or job dissatisfaction represent some of the detrimental aspects for the performance of the organisation, and more importantly, they diminish the quality of patient care. The promotion of organisational commitment is positioned as one of the tools that organisations have to face this problem. This paper aims to increase knowledge about research trends that analyse organisational commitment in healthcare institutions. To this end, using bibliometric techniques, a sample of 448 publications on this subject from journals indexed in Web of Science between 1992 and 2020 is analysed. The results obtained suggest a growing interest in this subject and a visible concern for the management of human resources in these institutions. Research has focussed mainly on organisational factors related to nursing staff. The most analysed topics have been job satisfaction, the implications of stress and high turnover, burnout syndrome, and the possibility of leaving the job. On the other hand, issues emerged such as empowerment in the workplace and others related to organisational management such as quality of service or performance. Finally, there is a lack of research that deals more deeply with other groups working in health centres, such as doctors or administrative staff. There is also a need for further development in the analysis of the implications of the ideological psychological contract in relation to normative organisational commitment in the field of healthcare organisations. The contribution of this work focusses on expanding knowledge about commitment in healthcare organisations and creating points of support for future research as well as helping healthcare managers make decisions in HR management.
... Thus effective leadership and teachers' job satisfaction are two factors that are regarded as fundamentals for the success of educational organizations. Notable researchers (Loke &Craroford 2001, Red andYarnohanmadian, 2006) in their studies found that leadership style has significant impact on the job performance of employees. Kozaala (2012) in the same vein asserted that leadership styles influence teachers' job performance. ...
Education has been adjudged the most effective instrument for national development. This could only be
actualized if the educational institutions produce qualitative graduates which majorly on the quality of teachers.
This paper examines the issue of quality in education and teachers' quality. It also looks into the factors inhibiting
quality assurance among teachers in the South West Geo-Political Zone of Nigeria. Based on this, the paper
suggested strategies that could promote quality assurance among teachers in the zone. These include
improvement of inspection of school activities, improvement on the supervision of teachers' activities and
employment of qualified teachers and their training and retraining.
... This study suggested that there is a significant relationship between consideration of individuals and EM, and this finding is consistent with the research suggesting a significant positive relationship between TRFL and EM (Avolio, 1999;Bass, 1998;Chiok Foong Loke, 2001;Shim et al. 2002;Waldman et al 2001). With this study, TRFL was found to have a significant relationship with work motivation. ...
This paper aims to explore if there is any significant relationship between the perceived leadership styles and employee motivation within the hotel context in Turkey. Survey technique was used in the data collection process of the research. The link of the online questionnaire was delivered to the accessed employees working in the five-star hotels in Turkey and 385 questionnaires were filled appropriately. The items on the questionnaire were about the examined leadership styles and employee motivation. It was found in the study that there is a significant relationship between transformational leadership and employee motivation whereas no significant relationship was found between transactional, Laissez-faire and employee motivation. Relevant recommendations have been provided for the role of leadership styles within the hospitality organisations for their effective management in the future.
... • Organisational culture (OC): OC factor is defined using nine attributes. These attributes are team work (Tohidi, 2011), leader's support (Loke, 2001), two-way communication (Cecala, 1989), work timing (Costa, 2010), competition (Baghdasaryan and La Cour, 2012), financial incentive (Wygant, 2002), training (Black and Lynch, 1996;Hoffman and Mehra, 1999) and absenteeism (Jayasinghe, 2005), performance appraisal (Sanyala and Biswasb, 2014). ...
... • Organisational culture (OC): OC factor is defined using nine attributes. These attributes are team work (Tohidi, 2011), leader's support (Loke, 2001), two-way communication (Cecala, 1989), work timing (Costa, 2010), competition (Baghdasaryan and La Cour, 2012), financial incentive (Wygant, 2002), training (Black and Lynch, 1996;Hoffman and Mehra, 1999) and absenteeism (Jayasinghe, 2005), performance appraisal (Sanyala and Biswasb, 2014). ...
Background: Football has surpassed the borders of countries and established an integral relationship with national pride. Objectives: The purpose of the current study was to investigate the association between leadership style and the personality type of Tehran club pro members, first, second, and third leagues, and their performance. Methods: This descriptive, analytic, inferential, and cross-sectional study was conducted on three hundred and sixty-two members of Tehran Football Leagues’ staff, captains, supervisors, and medics. The data were collected by five questionnaires with tested validity and reliability. Results: Based on the leadership style, the majority of members had the training and exercising style. Considering the personality type, many of the members were inclined towards type B and types one, two, five, and seven of the Enneagram. A significant relationship was observed between the personality type and performance of the football teams in arenas of maintenance, knowing the team, financial issues, and team performance (P < 0.05). Besides, there was a significant relationship between the leadership style of training and exercising, and the personality types one, two, five, and seven (P = 0.039). Finally, the social support style and personality types one, two, five, and seven showed a significant relationship (P = 0.04). Conclusions: The staff, captains, supervisors, and medics preferred the leadership style of training and exercising as well as the humanitarian aspect. They mostly had personality types B, one, two, five, and seven of the Enneagram. Therefore, it is emphasized to pay attention to personality type A and other types of Enneagram for different professions.
The present study was conducted to investigate the effect of work-life balance on psychological safety of staff with the mediating role of organizational optimism. The study in terms of purpose is practical and in terms of methods of data collection is survey from group of descriptive researches. The statistical population are female faculty members in the faculties and research institutes of Shahid Beheshti University including 163 persons, The number of statistical samples obtained is 65 people. The tool of data collection are questionnaire of work-life balance provided by Agha et al. (2017) and questionnaire of optimism provided by Carver et al. (2010) and questionnaire of psychological safety of staff provided by Maslow (2004). Data analysis was performed with Structural Equation Modeling approach (SEM) with partial least squares method through Smart-PLS 3 software. The findings of this study show that proposed research model is validated and based on it; Work-life balance has led to organizational optimism and this has an impact on psychological safety of staff. Also, organizational optimism variable plays an intermediary role in the relationship between work-life balance and psychological safety of staff.
Inducing the employees to get the work done has become one of the prevalent challenges for organizations. The feeling of association and belongingness impels the employees to put in effort for the organization. Hence, the study aims to evaluate the relationship between job satisfaction (JS) and Organizational Commitment (OC) through the investigation of moderating effects. An analysis of a systematic review of 2,702 studies is conducted wherein the process results in the analysis of the filtered 27 studies. Meta-analysis has unveiled the hidden layers of the relationship between job satisfaction and organizational commitment. Through the application of moderator analysis, interesting findings are witnessed. Contrary to the expectations, the results of meta-regression have denied the influence of age on the discussed relationship while gender and work experience have successfully qualified as moderators. Integration of the demographic inclusions and a viewpoint defining the role of work experience has provided a needed re-specification to the literature. Thus, the present study will provide new insights for academicians and researchers.
This study aims to examine the effect of the work environment, organizational learning, and adaptive behavior on the work productivity of health workers. Work productivity is important for the hospital in producing an output or work result in accordance with the specified quality. Data obtained through a questionnaire distributed to health workers. The research sample used was 200 This study used purposive sampling. In Surakarta. Hypothesis testing uses multiple linear regression. The first and third hypotheses are supported and the second hypothesis is not supported. Keywords: Work Environment, Organizational Learning, Adaptive Behavior, and Work Productivity
This research aims to explore the role of job satisfaction and motivation on administrative staff within the context of King Fahd Central Hospital in Jazan, Saudi Arabia. The literature review of this research highlighted a number of relevant theories of McGregor's theory and Maslow's hierarchy of needs, and Herzberg's two-factor theory to understand factors that affect motivation and satisfaction amongst employees. In order to fulfil such aim, this study adopted qualitative research and collected data through conducted online interviews with 12 administrative staff from the aforementioned hospital. The determined participants included four administrators, four secretaries and Four more receptionists. The results refer to interpersonal relationships with various management team members, financial rewards and compensations are factors that support work motivation. The findings indicate that positive working environment, the value of honest and transparent communication, job security, and open communication are factors that stimulate motivation amongst workers. A main limitation of this study is that the results cannot be generalised to the whole population reliably due to sample size.
The main purpose of this book, which has been completed in hospitals that
undertake most of the service production in the health sector, is to review the
relationship between organizational structure and job satisfaction.
Businesses give importance to organizational behavior issues in order to have positive business outcomes in today's world. Leadership, job satisfaction and trust are among these issues. In this context,
firstly, information about authentic leadership, job satisfaction and organizational trust issues are included in the study. The aim of the study is to determine the relationships between authentic leadership, job satisfaction and organizational trust, as well as to reveal the mediating role of organizational trust in the relationship between authentic leadership and job satisfaction. The data of the study were obtained from 237 employees in a production company operating in the province of Şanlıurfa. In the study, the survey method was used as
the data collection technique, and correlation and regression analyzes were carried out in order to test the hypotheses and determine the relationships between these variables. According to the findings, authentic leadership has a significant and positive effect on job satisfaction and organizational trust. As authentic leadership behaviors increases in organizations, job satisfaction increases and by increasing authentic leadership behaviors, trust in the organization also increases. In addition, it has been revealed that organizational trust has a significant and positive effect on job satisfaction. It has been concluded that as the level of trust of the employees in their organizations increases, their job satisfaction will also increase. In
addition, another finding of this research is that organizational trust has a mediating role in the relationship between authentic leadership and job satisfaction. It contributes to the strengthening of the relationship between authentic leadership and job satisfaction by providing a social change mechanism in the relationship between organizational trust, authentic leadership and job satisfaction
The leadership style of a leader will not only affect to achievement organizational goals, but also employee performance.
Background: Human resource is the most important criteria of today organizations. In considering a human resource, performance and productivity are very fundamental. One of the most important criteria that affect human resources is leadership style. Aims: This study aimed to assess the effect of leadership style (Autocratic, Democratic, and Laissez-faire) on productivity that in this relationship two phenomena (job promotion opportunity and job description) plays the roles of moderating variable. Methods: The data were collected through the distribution of standard questionnaires among 170 employees of a hospital in Tehran and analyzed with structural equation methods with smart PLS software. The reliability and validity of questionnaires are confirmed through software examination and elites' opinions. For examining the hypothesis, factor loading and path coefficient are considered. Results: Democratic and laissez-faire styles have a significant effect on productivity (with 5.51 and 2.65 loading factor and positive path coefficient), but the autocratic style has a negative effect (due to 5.54 loading factor and -0.35 path coefficient) on productivity. Neither job promotion opportunity nor job description plays the role of moderating variables according to the results of the analyzes. Conclusion: Leadership style has a significant impact on productivity. The autocratic style has a negative effect on productivity, but democratic and laissez-faire have a positive effect. Job promotion opportunities and job descriptions don’t play a moderating role in leadership style and productivity relationships.
The service industry has received considerable critical attention in countries around the globe to cope with the increasing challenges of developing economies. To make the service industry competitive, enhancing workplace productivity is essential. This paper aims to address the relevance of workplace productivity with the productivity of banking services. The paper reports on a study conducted on Bangladesh’s reputed public and private banks. We adopt quantitative research using a questionnaire-based survey methodology that includes employees working in selected banks through convenience sampling. A total of 182 responses have been recorded, and SPSS v25 was used for data analysis. This study demonstrates that the strength and direction of the linkage between identified components and workplace productivity played an essential role in the productivity improvement of banking services. This study will help the practitioners manage the productivity determinant factors, enhancing the overall productivity of banks and other service-oriented businesses.
This article explores how Multi-Method qualitative research supports in-depth qualitative research, the positive and negative implications of the Multi-Method qualitative process in research and discusses the advantages, challenges, and limitations. Furthermore, this article has used a systemic literature review to show the triangulation of the data to validate and provide credibility by complementing the research results. These article further offers insights to the researchers who plan to conduct a Multi-Method qualitative study despite the critics in this field. For the Literature review, the researcher referred to 25 existing journal articles available digitally in the related area and carefully analysed them using descriptive research to develop this article with available data collected. This study concluded that the multi-method approach is a worthwhile procedure to overcome barriers in Mono-Method qualitative study, which mainly comprises analysing only one area of an issue. Therefore, Multi-Method enhances the validity of qualitative research on a management discipline research work.
Keywords: Multi-Method Approach, Qualitative Study, Triangulation
This article explores how Multi-Method qualitative research supports in-depth qualitative research, the positive and negative implications of the Multi-Method qualitative process in research and discusses the advantages, challenges, and limitations. Furthermore, this article has used a systemic literature review to show the triangulation of the data to validate and provide credibility by complementing the research results. This article further offers insights to the researchers who plan to conduct a Multi-Method qualitative study despite the critics in this field. For the Literature review, the researcher referred to 25 existing journal articles available digitally in the related area and carefully analyzed them using descriptive research to develop this article with available data collected. This study concluded that the multi-method approach is a worthwhile procedure to overcome barriers in Mono-Method qualitative study, which mainly comprises analyzing only one area of an issue. Therefore, Multi-Method enhances the validity of qualitative research on a management discipline research work.
Keywords: Multi-Method Approach, Qualitative Study, Triangulation
Background
Improving quality of relationship among hospital staff and leaders is a necessity to increase levels of job satisfaction and organisational commitment. Transformational leadership style has become an ideal practical solution that can resolve these dilemmas and enhance the quality of healthcare services and patients’ safety. This study aims to examine the impact of transformational leadership on job satisfaction and organisational commitment among hospital staff.
Methods
The research strategy for this systematic review involves four electronic databases. Empirical peer-reviewed studies that uses quantitative design and that examines the relationship among transformational leadership, job satisfaction and organisational commitment among hospital staff, are included. Studies are evaluated by using a quality assessment tool, and the data extraction table and analysis are completed on the entire included studies.
Results
A total of 367 titles and abstracts are screened, yielding 26 studies that are included in this review. The collected variables are analysed to determine the effect of transformational leadership style on job satisfaction and organisational commitment. A total of 19 studies examining the relationship between transformational leadership and job satisfaction ( n = 15) are found to have a positive relationship, while 13 studies examining the relationship between transformational leadership and organisational commitment ( n = 11) are found to have a positive relationship.
Conclusion
The results of the review provide evidence that transformational leadership has a great effect on hospital staff and the hospital environment. The transformational leadership style should be universally used in hospitals to increase medical staff job satisfaction and organisational commitment, which may lead to increased productivity, quality of healthcare services and patients’ safety.
Z: Çalışan ses verme davranışı üzerinde liderlik etkileri anlayışını arttırmak için yürütülen bu çalışma, kişisel güç mesafesi yönelimi üzerinde odaklanmıştır. Amacı yardımsever liderlik ve çalışan ses verme davranışı arasındaki ilişkide kişisel güç mesafesi yöneliminin düzenleyici etkisini araştırmak olan bu çalışma 286 ÇAYKUR çalışanından oluşan bir örneklem üzerinde yürütülmüştür. Hiyerarşik regresyon modellemesinden elde edilen sonuçlar, yardımsever liderlik ve çalışan ses verme davranışı arasındaki ilişkide kişisel güç mesafesi yöneliminin pozitif yönde düzenleyici etkiye sahip olduğunu göstermektedir.
ABSTRACT: To enhance the understanding of leadership effects on employee voice behavior, this study focused on individual power distance orientation. The study was carried out on the sample of 286 ÇAYKUR employees. The aim of the study was to explore the moderator effect of individual power distance orientation in the relationship between benevolent leadership and employee voice behavior. The results from hierarchical regression modeling indicated that, in the relationship between benevolent leadership and employee voice behavior, individual power distance orientation was a positive moderator.
Japanese companies have a large gap between the development and design departments, and therefore, design is not utilized in corporate management. In contrast, Apple and Dyson have integrated development and design to create products and services with excellent values. The following factors are responsible for effective design use: appointment of a design manager, incorporation of design into a company-wide strategy, and strengthened authority of the design department. However, there are various cultural differences depending on the size of the company, and these factors do not take these differences into consideration. In this study, we evaluated the characteristics of large and small businesses in which the design manager participates in management. The results showed that large businesses tend to employ design organizations that are responsible for formulating visions and instilling designs within the company. Conversely, small businesses tend to utilize more concrete methods, such as activating discussions with prototypes and introducing agile processes into usability testing. Thus, in order to utilize design, it is necessary to use appropriate approaches based on the scale of the organization.
Purpose of the study: Twenty-first century has brought some fundamental changes in all types of organizations. Higher education is one being the most effected. The purpose of the current study was to explore such Work Climate dimensions that contribute towards job satisfaction in higher education institutes of Pakistan. Methodology: Descriptive statistics were selected for data collection through two adapted questionnaires. These questionnaires were about Job Satisfaction named as Mohrman- Cokke-Mohrman Job Satisfaction Scale (MCMJSS) and Organizational Climate Questionnaire (OCQ). A sample of 386 Private Universities’ Staff was randomly selected from the five provinces of Pakistan. The data was analyzed in SPSS through Pearson correlation. Main Findings: It revealed that all the Work Climate Dimensions were significantly correlated with job satisfaction. However, dimensions of respect, communication, innovation, direction, training, and learning were least significantly correlated as compared to the dimensions role clarity, reward system, career development, commitment, and moral, and lastly, teamwork and support. These have the highest level of correlation with job satisfaction. Applications of this study: This research will help to improve the standards of Higher Education Institutes in Pakistan in terms of job satisfaction of the employees. Considering the findings of the study, administrators can help improve their employees' satisfaction. It is also suggested that in-depth research may be carried out involving the same variables for extensive understanding. Novelty/Originality of this study: Educational organizations have always been an important part of the society as they provide society with the future workforce. Though such kind of studies have been conducted on other organizations, it is the first of its kind conducted in higher education institutes especially an education-wise developing country like Pakistan.
If the concept of organizational commitment is to have any analytical utility, it must be differentiated from the concept of expectancy. Viewing commitment and expectancy as two independent behavioral forces makes it possible to explain instances of commitment not explicable according to exchange or expectancy theories, such as remaining with an organization despite reward valences being reduced, inequity developing, and expectations not being met. Commitment defined as a force that maintains behavioral direction when expectancy/equity conditions are not met has at least four sources: investments, reciprocity, lack of alternatives, and identification.
We describe the construction of a Job in General (JIG) scale, a global scale to accompany the facet scales of the Job Descriptive Index. We applied both traditional and item response theory procedures for item analysis to data from three large heterogeneous samples (N = 1,149, 3,566, and 4,490). Alpha was .91 and above for the resulting 18-item scale in successive samples. Convergent and discriminant validity and differential response to treatments were demonstrated. Global scales are contrasted with composite and with facet scales in psychological measurement. We show that global scales are not equivalent to summated facet scales. Both facet and global scales were useful in another organization (N = 648). Some principles are suggested for choosing specific (facet), composite, or global measures for practical and theoretical problems. The correlations between global and facet scales suggest that work may be the most important facet in relation to general job satisfaction.
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This article presents the results of a research project designed to determine the impact of specific types of supportive communication on burnout, organizational commitment, and retention for practicing nurses. Hypotheses regarding the influence of informational, emotional, and instrumental social support were tested with survey data gathered from a large group of employed nurses. Results indicate targeted effects of instrumental and informational support, but broader effects for emotional support in organizational outcomes. Although significant relations were found for supportive communication and personal control, results indicate that other rationales explaining the link between social support and burnout may be warranted. The implications for theory and research are discussed.
An instrument to measure the behaviors of leaders was developed using a variety of samples of managers and their subordinates employed in both public and private sector organizations. Factor analyses supported the underlying conceptual framework and investigations of differences by public and private sector organizational affiliation, American and international origins, and gender revealed few significant differences. Discriminant analysis results suggested good predictive validity in terms of leaders' effectiveness and behavior.
This study examined the relationship of managerial strategy and nursing commitment in Australian hospitals The general principles of managerial strategy and employee response were illustrated and the meaning of commitment and resistance were defined Data were collected by questionnaire survey and interviews The result demonstrated that the middle manager/nurse unit manager played an important role in generating nursing commitment in the workplace Trust and identification were the most relevant components of nursing commitment However, the study also found that there was still a high degree of distrust between senior management and nurses Change strategies which nurse managers could apply to promote greater organizational commitment in nursing are discussed
Cross-study differences in the contributions of work attitudes to the turnover process led us to (a) estimate the six relations among job satisfaction, organizational commitment, turnover intention/withdrawal cognitions, and turnover using meta-analysis; (b) assess the effects of several psychometric moderators on those relations; and (c) compare the influences of satisfaction and commitment in the turnover process by applying path analysis to the meta-analytic correlations. Based on aggregations involving a total of 178 independent samples from 155 studies, results showed that (a) satisfaction and commitment each contribute independently to the prediction of intention/cognitions; (b) intention/ cognitions are predicted more strongly by satisfaction than by commitment; (c) intention/cognitions mediate nearly all of the attitudinal linkage with turnover; and (d) attitudinal contributions to the turnover process vary with the use of single- versus multi-item scales, the 9-versus 15-item version of the Organizational Commitment Questionnaire, and turnover intention versus withdrawal cognition scales. [ABSTRACT FROM AUTHOR] Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Many nursing executives ponder the repeated problems at the unit level and occasionally surmise that effective supervision at that level holds the key to quality patient care. These pragmatic concerns, while commonplace, have yet to be explored empirically. The relationship of head nurse direction and support on subordinate job satisfaction and performance is not clearly understood. This study examines these relationships in the context of three moderating factors--role clarity, job anxiety, and unit size. Additionally, head nurse support is examined as a moderator of relationships between head nurse direction and subordinate satisfaction and job performance. Using a sample of 103 registered nurses in a medium-capacity metropolitan general hospital, the results show some significant correlations between head nurse behavior and job satisfaction and performance, and in moderating the effects of job anxiety, unit size, and support. The study highlights the need for replication in other settings. Additionally, other variables relevant to job satisfaction and performance such as life stressors (death or illness in the family) require investigation. The findings of this study reveal implications for management at the unit level and the importance of understanding subordinate behaviors in the context of head nurse support and direction.
A useful way to measure, track, and control nursing productivity is available, in addition to techniques for establishing productivity objectives and visualizing and displaying daily productivity performance. Many incentives for productivity improvement are available as well.
Social support is a group dynamic, but studies have not identified specific strategies for managers to use as direct environmental resources. The authors discuss a study that explored group social support as a component of job morale for bedside care givers. Specific unit-based factors are identified for managers to develop focused staff social support activities. These include means of universal recognition, use of common space, methods to develop team culture and styles, and methods of communication.
A meta-analytic study investigated the causal relationships among job satisfaction, behavioral intentions, and nurse turnover behavior. A theoretical model was proposed in which behavioral intentions were viewed as a direct antecedent to turnover behavior. Job satisfaction was expected to be indirectly related to turnover by virtue of the mediating role of behavioral intentions. Consistent with these expectations, a strong positive relationship was indicated between behavioral intentions and turnover; a strong negative relationship between job satisfaction and behavioral intentions; and a small negative relationship between job satisfaction and turnover. The results of the modifier analysis suggested that effect sizes are fairly robust to differences in study designs, response rates, and methods of measuring job satisfaction, but the manner in which behavioral intentions were operationalized appeared to moderate the relationship between behavioral intentions and turnover and job satisfaction. Of variables related to nursing job satisfaction, work content and work environment had a stronger relationship with job satisfaction than economic or individual difference variables.
Nurse executives have been striving for the means to equalize the power base in healthcare settings. They also have been seeking ways to overcome the perceived powerlessness of their staffs. Empowerment and increased autonomy in the work setting often are described as mechanisms to achieve these goals. This study, based on Kanter's theory of the structural determinants of behavior in organizations, examined formal and informal power as predictors of job-related empowerment and autonomy. Results of the study lend support to the use of the theory in healthcare settings as a way for nurse executives to develop increased access to the sources of job-related empowerment for their staffs.
When healthcare managers use certain leadership behaviors, does it really make a difference in employee outcomes? Is there an impact on job satisfaction, productivity, and organizational commitment? The author compares the findings in two research studies conducted in different hospital settings. She then describes practical application of the findings for the nursing administrator.
Nurse executives are responsible for ensuring a therapeutic work environment in their organizations. Understanding how staff members perceive their environment is the first step in creating such an environment. In this study, perceptions of the work environment between staff nurses and home health aides in home health agencies were compared. The results suggest that nurse executives need to foster home health aides' job commitment and support for one another and increase opportunities for staff nurses to be innovative and autonomous in their practice.
In this study, Rosabeth Kanter's structural theory of organizational behavior was tested in a nursing population by examining the relationship between 161 staff nurses' perceived job empowerment and their commitment to the organization. Data were collected using the Organizational Description Opinionnaire, the Organizational Commitment Questionnaire, a modified version of the Conditions for Work Effectiveness Questionnaire, and a demographic questionnaire. Consistent with Kanter's theory, a strong positive relationship was found between nurses' perceptions of power and opportunity and their commitment to the organization. In addition, overall empowerment was correlated positively with nurses' perceptions of their immediate managers' power. The results suggest that nurse administrators can empower their staff and improve organizational commitment by manipulating the structures in the work environment to allow greater access to the power and opportunity structures that Kanter maintains are important to overall work effectiveness.
The purpose of this study was to assess the validity of the McCloskey/Mueller Satisfaction Scale (MMSS) in the West Bank, a dissimilar society and culture from the United States, where the instrument was developed. A second purpose was to measure the correlation between the MMSS total score and a single-item measure of job satisfaction. In contrast to the 31-item scale with eight factors of Mueller and McCloskey, four factors emerged in the current study: Interaction, Extrinsic Rewards, Control Over Work Environment, and Professional Participation. The resulting model is more similar to the original 1974 McCloskey conceptual framework than the 1990 eight-factor model.
The objective of the study was to measure the effect of an enhanced professional practice model on perception of work groups and nurse leaders.
Previous studies of staff nurse perception of work environment and nurse leaders were used to guide development of the professional practice model and the selection of variables. Implementation of the model was expected to result in more favorable perceptions of the work group and a desire for facilitative leadership style.
A quasi-experimental design was used to compare change over time in five-hospitals--an urban medical center, two community hospitals, and two rural hospitals.
Introduction of the model resulted in more favorable perceptions about the work group and a desire for a more facilitative nurse leader.
Change in perception of work group and leader rather than job satisfaction may be an early indication of favorable outcome of planned change. Changes in nurse satisfaction may be a late outcome, which may be the reason findings from previous studies are mixed.
This quasi-experimental study examined the effects of shared governance on nurse/non-nurse perceptions of work and work environment. Initiating shared governance did not significantly influence job satisfaction, anticipated turnover, and perceived effectiveness. Increases in autonomy were not sustained over time.
As organizations struggle to deliver the same level and quality of services with fewer resources, administrators are challenged with redesigning workplaces to maximize nurses' commitment. This study used Kanter's Structural Theory of Organizational Behavior to examine the relationship between job-related empowerment perceptions of staff nurses and their commitment to the organization. Strategies for creating more empowered work environments are discussed.
Kanter's structural theory of organizational behavior was used as framework to explore the relationship between perceptions of power and opportunity and level of burnout in a sample of 87 hospital staff nurses. Data were collected using a modified version of the Conditions for Work Effectiveness Questionnaire (Chandler, 1986) and the Human Services Survey (Maslach & Jackson, 1986). Consistent with Kanter's theory, perceived access to power and opportunity was significantly related to the three aspects of burnout: level of emotional exhaustion and depersonalization (r = -.3419, p = .004; r = -.2931, p = .02), and personal accomplishments (r = .3630, p = .002). The results of this study are useful for nurse administrators positioned to create organizational structures than empower staff nurses and subsequently decrease burnout.
Nurse administrators are seeking ways to create organizational work environments that empower nurses to exercise more control over the content and context of their practice. This study used Rosabeth Kanter's Structural Theory of Organizational Behavior to examine relationships between staff nurses' perceptions of work empowerment, and control over nursing practice, and subsequently, job satisfaction and perceived work effectiveness. Implications for nurse administrators are discussed.
This study examines the relationship between job satisfaction of nursing faculty and the organizational characteristics of the institutions and nursing programmes in which they teach. A stratified random sample of 48 baccalaureate nursing programmes throughout the United States was selected for the study, of which 25 (52%) of the programme deans agreed to participate. Two questionnaires were used in data collection: (a) The Job Descriptive Index (Revised), which was sent to 576 nursing faculty at the participating programmes, resulting in 327 (57%) usable questionnaires; and (b) The Organizational Characteristics Questionnaire which was completed by the nursing programmes deans. Dimensions of job satisfaction measured were: work on present job, present pay, opportunities for promotion, supervision, coworkers and job in general. The organizational characteristics examined were: institutional control (public, private), size (student enrolment), nursing degrees offered, programmes offered (undergraduate, graduate), number of nursing faculty, number of nursing students, budget, tenure and salary. Although nursing faculty tended to be satisfied with their jobs, correlation and multiple regression analyses indicated weak to negligible relationships between job satisfaction and the organizational characteristics examined. Further study of the dimensions of job satisfaction within the academic environment is needed to understand the complexity of these relationships fully.
The authors explore the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center.
Several empirical studies on transformational leadership-found that transformational leadership behaviors were positively related to work team success and leadership effectiveness. Transformational leadership processes have also been suggested to enhance followers' work-oriented values and shape the self-efficacies of followers. Employee empowerment may be influenced by the perception that the organization cares about its employees' well-being and that their work is valued. Empowering nurses may increase job satisfaction and improve patient care. Leadership style and empowerment influence job satisfaction among workers.
All nursing department staff were invited to complete a self-report questionnaire with no identifying information. Leadership style was measured using Bass's Multifactor Leadership Questionnaire, empowerment was measured with items from Spreitzer's Psychological Empowerment instrument, and job satisfaction was measured by Warr, Cook, and Wall's job satisfaction questionnaire.
Both transformational and transactional leadership were positively related to job satisfaction, as was empowerment. Differences in the contributions of empowerment and leadership style in predicting job satisfaction for licensed and unlicensed workers was evident.
Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors.
Occupational mental health has been linked to productivity and other desired organizational outcomes, such as commitment and satisfaction. Kanter's model of work empowerment was used to examine the relation between 62 staff nurses' perceptions of empowerment in their work settings and their occupational mental health. The authors discuss their findings and suggest organizational interventions that can be used by nurse administrators to ameliorate work stress and improve work effectiveness.
How do managers influence their nurses job satisfaction, productivity, and commitment to the organization? The author discusses the findings of her study drawing comparisons to other studies and suggesting implications for improving managerial supervision, organizational performance and outcomes.
This study proposes and tests a preliminary model concerning the antecedents and outcomes of employee commitment to organizations using a cross-validational framework. The study was carried out among 382 hospital employees and 119 scientists and engineers. It was found that for both samples personal characteristics, job characteristics, and work experiences influenced commitment. Moreover, commitment was found to be strongly related to intent and desire to remain for both samples and moderately related to attendance and turnover for one sample. Performance was generally unrelated to commitment. Results are compared with earlier findings and implications for future research are discussed.
This paper argues that current, global conceptions of organizational commitment may be deficient in several respects. A review of macro approaches to the nature of organization, as well as research on reference groups and role theory, indicates that a multiple commitments approach may be more precise and meaningful. It is suggested here that employees experience several different commitments to the goals and values of multiple groups. Some implications of this perspective are presented.
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