No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
The impact of leadership on workgroup climate and performance in a non-profit organization
Leadership & Organization Development Journal
Abstract
Purpose
The purpose of this exploratory study is to examine the impact of leadership on workgroup climate and performance in a religious/church‐based non‐profit organization.
Design/methodology/approach
The impact of leadership is investigated using a questionnaire comprised of established scales such as the transformational leadership scales (TLS), team climate inventory questionnaire (TCI), team effectiveness, workgroup cohesion, and interdependence scales. This is a context based study that considers the unique culture comprised of social, political, economic, technologic, personnel, and personal concerns. Descriptive, correlation, hierarchical regression, and SPSS macro developed by Preacher and Hayes were used as statistical techniques to assess the indirect effects (Sobel Tests) of variables.
Findings
Transformational leadership was identified as a key variable for the functioning of workgroup performance whilst transactional leadership was identified as a key influencing factor of workgroup climate. In addition, the study found a significant and positive large effect of workgroup climate on workgroup performance whilst both transformational and transactional leadership did not influence workgroup performance through workgroup climate. This finding provides areas in need of further research.
Research limitations/implications
There is likely to be posing risks of method variance or response biases as all data were drawn from employee surveys. There is also likely to be selection bias as the authors could not directly compare respondents with non‐respondents. The fact that there may be operational differences in other as well as smaller organizations, based on the limited size and the ability to allocate job functions, could limit the generalization of this result to other organizations.
Originality/value
This study makes a significant contribution to both scholarly theory and workplace practice in the non‐profit sector as the findings indicated that the influence of workgroup climate on workgroup performance provided an enabling context for the delivery of leadership in a religious/church‐based non‐profit organization.
... As pointed out by [4] that leaders tend to effectively use two different forms of communication that are task and relational when interacting with subordinates. [6] argues that the concept of transformational leadership initiated by Burns (1978) and expanded by many scholars, notably Bass in 1990, explains that transformational leadership as a practice of identifying the motivations, values and needs of superiors and subordinates with the aim to satisfy the whole group. Furthermore, the research of [6] explains that transformational leaders as the basic masters of leaders to values, vision, charity and genuine concern for others in the organization. ...
... [6] argues that the concept of transformational leadership initiated by Burns (1978) and expanded by many scholars, notably Bass in 1990, explains that transformational leadership as a practice of identifying the motivations, values and needs of superiors and subordinates with the aim to satisfy the whole group. Furthermore, the research of [6] explains that transformational leaders as the basic masters of leaders to values, vision, charity and genuine concern for others in the organization. Furthermore, [6] reveals that transformational leaders are committed to leading with an understanding of ethics, believing that the organization has been well served through the fulfillment of needs and satisfying the widest range of its constituents. ...
... Furthermore, the research of [6] explains that transformational leaders as the basic masters of leaders to values, vision, charity and genuine concern for others in the organization. Furthermore, [6] reveals that transformational leaders are committed to leading with an understanding of ethics, believing that the organization has been well served through the fulfillment of needs and satisfying the widest range of its constituents. ...
... Additionally, there are other findings (e.g. Podsakoff et al., 1990;McMurray et al., 2012) that even report a negative effect of intellectual stimulation on employees' attitudes and behaviors. I suggest that organizational culture, as a boundary condition, might help to explain these puzzling results. ...
... These results expand our knowledge about the effect of this important leadership behavior. Although intellectual stimulation has, on the long run, a positive impact on organizational functioning; on the short run, it puts the follower out of his comfort zone and increases ambiguity that can undermine the followers' attitude and behaviors (Podsakoff et al., 1990;McMurray et al., 2012). If a focal employee already experiences ambiguity because he/she wants a different organizational culture than the people around her/him, a supervisor's high intellectual stimulation might be the straw that breaks the camel's back. ...
Purpose: This study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.
Design/methodology/approach: Data were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.
Findings: Current-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.
Research limitations/implications: The author relied on self-reported cross-sectional data.
Practical implications: Actions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.
Originality/value: The author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.
... Sementara itu, Rowold (2011) dalam Rante (2014) menyimpulkan bahwa kepemimpinan berdasarkan struktur berpengaruh signifikan terhadap kinerja. Lebih lanjut, McMurray et al. (2012) meneliti tentang dampak kepemimpinan terhadap iklim kerja dan ki-nerja organisasi non profit. Hasil penelitiannya menunjukkan adanya pengaruh signifikan kepemimpinan terhadap kinerja. ...
... Hasil penelitiannya menunjukkan adanya pengaruh signifikan kepemimpinan terhadap kinerja. Penelitian yang dilakukan oleh Ogbonna dan Harris (2000) dalam Budiyono (2016, Yousef (2000) dalam Rante (2014, Elenkov (2002), Rowold (2011) dalam Rante (2014), dan McMurray et al. (2012) menunjukkan bahwa adanya keterkaitan antara kepemimpinan dengan kinerja. Hasil yang berbeda ditunjukan oleh penelitian yang dilakukan Suryo (2010) di Panti Asuhan di Kota Tomohon dan Kabupaten Minahasa. ...
In this study aims to determine whether there is an influence between leadership style, work discipline and decentralization policy on managerial performance in regional work units (SKPD) in East Lombok. Using the Saturated Sample method, 30 SKPD were taken. The analysis technique used is multiple linear regression, performs the classic assumption test (prerequisite) which includes normality test, autocorrelation test, heteroscedasticity test and multicollinearity test. After that also hypothesis testing using t-statistics to test the partial regression coefficient, and F-statistics to test the effect together with the level of 5% (0.05).Based on normality test, autocorrelation test, multicollinearity test and heteroscedasticity test, all independent variables are free from disturbances and no variables deviate from the classical assumptions (Prerequisites). This shows that the available data fulfills the requirements to use multiple linear regression equation models. From the results of the analysis show that leadership style has a positive effect on managerial performance, decentralization policy has no effect on managerial performance, and work discipline has a positive effect on managerial performance.Keywords : leadership style, work discipline, decentralization policy and managerial performance
... The paucity of research on climate-related factors in academia points out another gap that we hope future research will address: the effects of factors such as actions and messaging from university leadership, institutional finances, and the mission of the university on department-level climate. Although research on nonprofits (e.g., McMurray et al., 2012) makes it clear that leadership can have meaningful impacts on work group climate, if and how those effects might change as we examine academic institutions remains unclear. For example, the context in which the present work occurred included significant strains and changes at the university level. ...
Departmental culture and climate significantly impact the experiences and success of doctoral trainees, especially those from underrepresented groups. Considering increasing stress among faculty and students alongside significant societal and sociopolitical changes, fostering a supportive environment may enhance academic persistence and reduce burnout. Here, we review relevant literature on departmental culture and provide a framework for proactively addressing these issues. We then describe efforts to improve departmental culture and climate in a Clinical Psychology doctoral program at Xavier University. A climate survey based on Shore et al.’s (2018) inclusive workplace model assessed six domains among doctoral psychology students: authenticity, psychological safety, respect, inclusion, and recognition of diversity. Data from the 2020 and 2023 surveys were analyzed, revealing improvements in key areas, including respect from peers, faculty openness to diversity dialogue, and awareness of diversity-related events. Following the 2020 survey, the department initiated several culture-enhancing actions, including faculty-student discussions, the creation of a departmental Culture Committee, and student-led initiatives. We conclude by providing recommendations for other doctoral programs seeking to address similar cultural issues.
... The workplace climate, as well as the attitudes, behaviors, and well-being of employees, were found to be influenced by the behaviors and attitudes of leaders (McMurray et al., 2012;Yukl, 2009;Mumlu Karanfil, 2021;Yukl & Gardner, 2019), which means that leadership style may also cause work stress. According to Kopelman et al.'s (1990) organizational climate model, leadership plays a crucial role in fostering an atmosphere that supports effective group interaction and the achievement of group-related goals, which highlights the significance of leadership in establishing the clarity of and focus on goals and means within organizational groups. ...
Work stress negatively impacts employees’ physical and mental health, contributing to conditions like burnout, anxiety, depression, and reduced productivity. This cross-sectional study examines how Charismatic, Autocratic, Democratic, and Laissez-Faire leadership styles influence work stress and feelings of entrapment, with workplace climate as a mediating factor. Data (N = 523) were collected using an online survey and analyzed via structural equation modeling with SmartPLS version 3.2.9. Findings reveal that Charismatic leadership improves workplace climate, reducing stress and entrapment. Democratic leadership indirectly reduces stress through its effect on workplace climate, while Autocratic leadership increases cooperation but elevates stress and entrapment. Laissez-Faire leadership harms workplace climate but does not significantly affect stress levels. The practical implications of these results are that organizational leaders and human resources professionals should consider adopting leadership styles that foster positive workplace climates to mitigate stress and improve employee well-being. However, the study is limited by its cross-sectional design and use of self-reported data, suggesting the need for future studies that adopt longitudinal research methods.
... They comply with work procedures and standards, which makes their work results more stable and of higher quality, and more reliable for the company. These results strengthen the results of the study by McMurray, et al. (2012) that work discipline has a positive and significant effect on employee performance. ...
Employee performance plays an important role in improving the quality of an educational institution. There are several factors that influence employee performance, including organizational climate, work ethic and work discipline. This study aims to: test the influence of organizational climate and work ethic on work discipline; test the influence of organizational climate, work ethic and work discipline on employee performance; and test the influence of organizational climate and work ethic on employee performance through work discipline. The population of the study was 202 personnel of the East Java Regional Police State Police School. The number of samples was set at 41 people, while the sampling technique used purposive random sampling. Data collection used questionnaires that were distributed directly to respondents. The data analysis technique used SEM PLS. The results of the study concluded that as independent variables, it was proven that work climate, work ethic and work discipline had a positive and significant effect on employee performance. When the work climate is conducive, work ethic and work discipline increase, employee performance also increases. However, work discipline as a mediating variable for the influence of work climate and work ethic on employee performance cannot play an optimal role.
... By fostering motivation and collective orientation towards group performance, transformational leaders build a work group environment supporting high performance. In this way, the workgroup climate is an essential contributor to the effectiveness, cohesion, and interdependence of work groups (McMurray et al., 2012) Several research studies confirmed that the relationship between employees and the organizational climate are key to success (Iljins et al., 2015). Rusu and Avasilcai (2014) argue that the trend in new project management focuses on technical matters, but issues such as organizational climate and culture are also recognized as essential for analysis. ...
... A leader has an important place in the activities of non-profit organisations. Quite different from profit-oriented organisations, the leader in a non-profit organisation is service-oriented, which has a positive impact on the ultimate performance of the organisation he or she leads (McMurray et al. 2012;Hernández-Perlines and Araya-Castillo 2020). In this context, we must also not forget the volunteers working within the ministry of churches and carrying out charitable activities (Wymer 1998;DiGuiseppi et al. 2014). ...
The issue of the use of marketing tools by religious organisations is a research problem because for moral reasons, churches declare that they do not use marketing communication explicitly. In religious circles, marketing tends to be associated with unethical practices, especially public relations, which in practice can be associated with propaganda. A careful analysis of the activities carried out by churches shows that many marketing communication methods and tools are used by religious organisations. To be successful, companies must identify the basic elements determining customer satisfaction and meet them more effectively than their competitors. At the same time, it is not about one-off transactions, but about building long-term relationships. This model is also slowly finding acceptance in religious circles, despite arguments that satisfying individual needs will be at the expense of church doctrine or will result in long-standing church traditions being abandoned and replaced by pop-cultural attitudes. The article discusses the specificity of building the brand image of the Catholic Church in Poland and the use of modern marketing tools in this process. It also presents the results of the authors’ research, which leads to the final conclusions verifying the research hypotheses set out in the research methodology. The article aims to initiate a wider discussion on the controversial topic of implementing commercial marketing tools into the image management processes of the Catholic Church. The conducted research results indicate the need for a change in the perception of the Catholic Church in Poland of the communication processes leading to the building and strengthening of its image. A major challenge for the Catholic Church in Poland seems to be changing the attitudes of non-believers towards the Catholic Church.
... By fostering motivation and collective orientation towards group performance, transformational leaders build a work group environment supporting high performance. In this way, the workgroup climate is an essential contributor to the effectiveness, cohesion, and interdependence of work groups [26]. When people experience a high-level climate of cooperation within an organization, they are more likely to make interactive relationships with each other. ...
This study aims to analyze the role of transformational leadership and its relationship with organizational climate, job satisfaction, and team performance. Here, the empirical study was conducted with a questionnaire applied to a sample of 170 team work leaders from Indonesian companies that are members of the retail store sector. The hypothesis was tested by Structural Equation Modeling (SEM) with the Lisrel program used in this study. The results showed that transformational leadership had a positive effect on job satisfaction and organizational climate on work teams. It was also found that job satisfaction has a positive influence on organizational climate, and the two constructs positively affect team performance. This study analyzes the strategic role of transformational leadership in organizational outcomes derived from teamwork to the extent that such leadership styles promote a positive organizational climate and a high level of employee satisfaction. Organizations can improve their performance through practices that promote this leadership style in their managers. This study extends the literature on transformational leadership by presenting empirical evidence on the relationship between leadership style, organizational climate, job satisfaction, and team performance in the specific context of an emerging economy such as Indonesia.
... [95,96]). A considerable literature has looked specifically at the relationship between leadership and organisational climate [97][98][99][100][101][102][103]. The contribution of this study is to investigate the relationship between leadership style and organisational climate as viewed by hospital physicians. ...
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.
... The organization's success is also highly dependent on the motivation of its employees (Osabiya, 2015). Technically, the elements that enable employees to carry out their respective responsibilities and activities are also influenced by work teams and groups, leadership, and management (McMurray et al., 2012). Several previous researchers have examined the effect of motivation, leadership, and work environment on employee performance (Darojat et al., 2019;Muchtar, 2016), but there were only a few to examine the power size effect of each independent variable on employee performance. ...
The performance of the Yapen Island Regency's Agriculture and Food Security Agency, as the responsible local government agency in developing the local agriculture sector, is still far from optimal, as seen from the decrease in its budget absorption. This study aims to determine and analyze the influences of work motivation, leadership, and work environment on employee performance at the mentioned local government agency. This quantitative research used a survey employing a questionnaire as a research instrument. Of 108 public officers became the sample. Multiple regression tests analyzed data with the help of SPSS software. The results showed that 1) there was a significant influence of motivation on employee performance, 2) there was a significant effect of leadership on employee performance, 3) there was a significant effect of the work environment on employee performance, and 4) motivation was the most dominant factor in affecting employee performance at the observed local government agency.
... By fostering motivation and collective orientation towards group performance, transformational leaders build a work group environment supporting high performance. In this way, the workgroup climate is an essential contributor to the effectiveness, cohesion, and interdependence of work groups (McMurray et al., 2012) Several research studies confirmed that the relationship between employees and the organizational climate are key to success (Iljins et al., 2015). Rusu and Avasilcai (2014) argue that the trend in new project management focuses on technical matters, but issues such as organizational climate and culture are also recognized as essential for analysis. ...
Purpose: The purpose of this paper is to analyze the role of transformational leadership and its relationship with organizational climate, job satisfaction and work team performance. Design/Methodology/Approach: An empirical study was conducted with questionnaires applied to a sample of 185 leaders and work team collaborators from Colombian companies belonging to the construction sector. The hypotheses were tested using Structural Equation Modeling (SEM). Findings: The results showed that transformational leadership positively influences job satisfaction and organizational climate in work teams. It was also found that job satisfaction has a positive influence on organizational climate, and that both constructs positively influence teamwork performance. Practical Implications: This study analyzes the strategic role transformational leadership plays in organizational results stemming from work teams, to the extent that such leadership style promotes a positive organizational climate and high employee satisfaction levels. Organizations could enhance their performance through practices that promote this leadership style in their managers. Originality/Value: This research expands the literature on transformational leadership by presenting empirical evidences on the relationship between this leadership style, organizational climate, job satisfaction, and team performance in the particular context of an emerging economy such as Colombia.
... Several studies have emerged the influence of dimensions on knowledge transfer and sharing. Top management support is one of these dimensions which was reported to have a link to knowledge transfer and sharing (McMurray et al., 2012). Means that top management support plays different roles in creating new positive knowledge in an organization such as top management have to encourage and support learning among individuals and groups in the organization. ...
Purpose: This paper examines the relationship between top management support and knowledge transfer and sharing in Multimedia Super Corridor MSC status organizations, using trust as a mediator. A theoretical model was tested through a survey carried out by 132 middle managers in MSC status organizations in Malaysia. Methodology: Partial Least Squares Structural Equation Modelling (PLS-SEM) was employed for data analysis. Results: The obtained results show that the top management support will facilitate knowledge transfer and sharing. Implications: The empirical evidence confirmed that the direct and indirect relationships between top management support, trust and knowledge transfer, and sharing were found to be fully supported, including the relationship between trust and knowledge transfer and sharing. Finally, trust fully mediates the relationship between top management support and knowledge transfer and sharing.
... The role of a church minister is a multi-faceted one (Madden et al., 2015), often requiring leadership (spiritual, pastoral, strategic and operational) of staff, volunteers, ordinary members of the congregation and conceivably board members too. In surveying employees in a church-based organization, McMurray et al. (2012) found that transformational leadership was a key factor in performance while the more mundane transactional leadership influenced climate. In addition to paid staff, there are often a core of volunteers, and in religious settings, these are usually made up of denominational members. ...
Purpose
This paper aims to explore the experiences of church ministers who played the role of transitional leaders in congregational situations involving conflict.
Design/methodology/approach
Grounded theory was chosen as a suitable approach to investigate phenomena that occasionally penetrate religious publications and even less frequently scholarly management journals. Accordingly, in-depth interviews were conducted with six church ministers who had been transitional leaders in one Christian denomination in New Zealand.
Findings
Participants indicated that the drivers of transitional ministry were conflict, dysfunction and loss of direction; the goals were to heal the damage caused by conflict and restore functionality and well-being; the process, underpinned by a leadership philosophy of affirmation, trust-building, engagement and communication, involved working with church members to instil hope, establish operational structures, identify and resolve dysfunction, envision a future and ultimately recruit a permanent minister.
Research limitations/implications
The limitations of a small sample size in one Christian denomination could be addressed by using wider samples in other contexts. It is suggested that insights into transitional leadership after conflict will be of interest to researchers as well as practitioners in other religious organizations, the wider non-profit sector and the private sector. Future research into the impact of transitional leadership, against a background of conflict and organizational change, will add to this empirical foundation.
Originality/value
The model of transitional ministry is a unique contribution to religious literature and practice. It also offers insight into how other types of organization could deal with the exit of its permanent leader, in circumstances of conflict, and manage the transition phase of a temporary replacement, so that the organization returns to a state of well-being with a renewed sense of purpose.
... Organizational culture perceived by nurses had a direct effect on increasing psychological capital, which is consistent with the study result on service workers [17], suggesting that positive organizational culture perceived by nurses can increase psychological capital in the nursing organization as well. The result that authentic leadership had a direct effect on enhancing leader-member exchange is the same result as the study [18] on corporate employees, supporting the argument of Henderson et al. [5]. ...
... 15 Within organizations, workgroups are building blocks that consist of interdependent individuals who share common goals and are responsible for accomplishing specific organizational tasks (McMurray, Islam, Sarros, & Pirola-Merlo, 2012;Sundstrom, De Meuse, & Futrell, 20 1990). Use of workgroups has consistently increased within organizations because workgroups have the potential to provide higher levels of performance effectiveness, creativity, and adaptability when compared to employees working alone (Gladstein, 1984;Hackman, 25 1987;Nesterkin, Porterfield, & Li, 2016). ...
This article examines how technology and structural guidance influence the development of workgroups using computer-mediated communication (CMC). The results of two experiments support the notion that CMC workgroups develop over time in a similar manner to face-to-face groups. Technology availability had minimal, fleeting effects on group development. Structural guidance had a more pronounced effect, increasing feelings of belonging and goal commitment in newly formed groups, but lowering feelings of trust in maturing groups.
... It is also possible for exhaustion to trigger less dedication, rather than the other way around. In addition, we did not obtain measures to assess the role and effect of peer and collegial support at work (see McMurray, Islam, Sarros, and Pirola-Merlo, 2012). As most student unions are relatively small and employ very few permanent employees, our results were based on cross-sectional information from employees working for a number of different student unions. ...
Full text can be accessed here: https://www.jhrm.eu/wp-content/uploads/2018/11/HRM-02-2018-03-clanok.pdf
Building on previous leadership and well-being research, the aims of the present study were to investigate the relationship between ethical leadership and employee well-being (work engagement and emotional exhaustion) within student unions. We also considered the role of trust as a potential mediator in this relationship. Survey data was collected from 137 full-time employees working at student unions in the UK. Path model analysis revealed that trust in one’s manager partially mediated the effects of ethical leadership and work engagement and emotional exhaustion. While trust increased work engagement and reduced emotional exhaustion, ethical leadership also had a significant indirect effect on both outcomes. An interaction between employee dedication and ratings for manager’s ethical leadership suggested that more dedicated employees are less emotionally exhausted if their managers scored highly on ethical leadership. However, when the employees felt less dedicated to the job, managers’ ethical leadership behaviours did not reduce employees’ emotional exhaustion.
Originality: The study examined the effect of ethical leadership in student unions, adding to the very sparse research on the experience of full-time employees working for student unions.
... Charbonnier-Voirin, Akremi, and Vandenberghe (2010) were also interested in the relationship between transformational leadership and follower performance but instead chose to statistically control for follower demographic factors (i.e., follower age, sex, educational level, and tenure). Still other scholars investigating the relationship between transformational leadership and follower performance forewent control variables altogether (e.g., Choudhary, Akhtar, & Zaheer, 2013;McMurray, Islam, Sarros, & Pirola-Merlo, 2012). As discussed above, these analytic choices have the potential to adversely affect what we know about leadership insomuch as inconsistent practices hinder replicability and fail to guide future research endeavors (Aguinis & Vandenberg, 2014). ...
This study aims to analyze the role of job satisfaction as a mediator of the influence of leadership and work motivation on the performance of labor inspectors at Korwil II Malang, East Java Province. The research method used is quantitative with an explanatory research approach, involving a population of 32 labor inspectors with saturated sampling techniques. Data were analyzed using path analysis. The results show that leadership and work motivation significantly influence job satisfaction and employee performance. Furthermore, job satisfaction mediates the influence of leadership and work motivation on employee performance. The implications of this study emphasize the importance of participative leadership styles and the provision of extrinsic motivation to increase job satisfaction, which ultimately leads to improved performance of labor inspectors.
This study aimed to determine whether the father factor in the family effectively identifies individuals who are members of an organization based on volunteerism. For this purpose, the reason individuals identify with the organization has been examined from the perspective of Social Psychology. The questionnaire was used as a data collection tool in the study. First, the frequency, percentage values of the data were calculated using SPSS 22 program. Then the cart (classification and Regression Tree) technique, one of the algorithms of explanatory factor analysis, ANOVA test and Decision Trees, was used to calculate the research data. Finally, fieldwork was carried out on the fans of Turkey's three leading sports clubs, where the membership is voluntary. In this context, the study, regarded as the big three in Turkey, 656 Fenerbahce, 710 Galatasaray, and 602 Besiktas Sports Club, participated in 1968 individuals, including supporters. The working group was formed by taking into account different demographics employing the easy sampling method. According to the study, when fans in the sample were divided according to the teams they kept, it was found that fans who kept the same team as their father had higher team identification scores compared to fans who did not keep the same team as their father. In other words, it is revealed that the father factor underlies the identification of the fans with the team.
This study aims to gain a comprehensive explanation and understanding of the internal issues and problems faced by cooperative management that may affect the performance of cooperatives in Malaysia. The objective of this study is to determine whether the factors of cooperative management leadership, cooperative organizational culture, and the effectiveness of the cooperative s internal audit committee affect the cooperative s governance performance. A total of 420 questionnaires were distributed, and 144 questionnaires were obtained. The results of the analysis found that there is a non-significant relationship between management leadership and cooperative organizational culture with cooperative governance performance. However, the study s results found that the effectiveness of the cooperative s internal audit committee has a significant relationship with the cooperative s governance performance. The limitation of the study is that the study only focuses on large cluster cooperatives. Therefore, the findings of this study describe the governance system in large cluster cooperatives only. cooperatives cannot be compared. Future research can be done by considering medium-and small-sized cooperatives. In addition, other independent variables can be added to the study model. This study has developed a cooperative governance performance model based on core values that can be used by the cooperative, especially as a guide to obtaining excellent cooperative governance.
Introduction: In recent years, organizations have increased their reliance on knowledge capital from their employees. This internal knowledge is the main factor of success and survival in today's business environment. Knowledge-oriented organizations consider knowledge sharing as an important learning strategy to achieve innovative performance. With the increasing dependence of the economy on knowledge, today knowledge is considered as the most important factor in gaining competitive advantage and achieving greater performance and profitability. All organizations -both large and small ones- consider knowledge as an essential resource in gaining a competitive advantage. Of course, Knowledge will be effective when it is shared among the employees of the organization and finally used in practice. Therefore, knowledge sharing not only makes employees share their previous knowledge with others, it also helps them to gain valuable new knowledge; It helps to create, improve, and implement innovative ideas. This research aims to develop the argument that knowledge sharing strengthens the effect of the role of organizational climate on innovative work behavior; It examines the effect of organizational climate on the innovative behavior of employees and the mediating role of knowledge sharing in knowledge-based companies in Fars province, in order to properly understand the type of relationship and how organizational climate and knowledge sharing influence the innovative performance of employees in knowledge-based companies. Managers find the possibility to plan and manage more appropriate measures for the development of innovation in the company, in line with the greater productivity of the organization.
Method: The current research is an applied research. which investigated the effect of organizational climate on knowledge sharing and innovative work behavior of employees of knowledge-based companies in Fars province in the year 2021 with an experimental method. According to Cochran's formula, the statistical sample size is 190 people. Due to the possibility of non-cooperation of some statistical samples in completing the questionnaire, the questionnaire was sent to 250 people from the statistical population. 235 questionnaires were completed by employees of knowledge-based companies. In order to cover the objectives of the research, a combined questionnaire was used, including the organizational climate questionnaire of Jane, Farmer, Pichatka, Frederick, and Lukas (2015), the knowledge-sharing questionnaire of Jane et al. (2015), and the innovative behavior questionnaire of Janssen (2004). In order to analyze the data and respond to the research hypotheses, SmartPLS software used confirmatory factor analysis and structural equation modeling. Formal and content validity methods were used to check the validity of the questionnaire. In this way, the questionnaire was given to 5 experts in the field of entrepreneurship, and they were asked for their opinions on the questions and the evaluation of the hypotheses, and they unanimously approved the questionnaire. Also, a confirmatory factor analysis was carried out using SmartPLS software, and its validity checked out. In order to calculate the reliability of the questionnaire, Cronbach's alpha coefficient was calculated. The partial least squares method was used to validate the model. The results of running the model in the standard estimation mode show the direction and intensity of the relationship between the variables. In order to check the significance of the relationships between the variables of the model, the bootstrap method was used. In this research, convergent validity, composite reliability, Cronbach's alpha and divergent validity were used to fit the external model.
Findings: In the case of all constructs, the average variance extracted is greater than 0.5, so there is a convergent validity. Cronbach's alpha of all variables is greater than 0.7, so the reliability is confirmed. The combined reliability value is also greater than the extracted average variance and, in all cases, it is greater than the threshold of 0.7, so the third condition is also met. The coefficient of influence of organizational climate on innovative behavior was obtained as 0.409. Also, the value of t statistic is 4.160. Therefore, it can be claimed with 95% certainty: organizational climate has a positive and significant effect on innovative behavior. The coefficient of influence of the organizational atmosphere on knowledge sharing was obtained as 0.854. Also, the value of the t-test is 9.522. Therefore, it can be claimed with 95% confidence that organizational climate has a positive and significant effect on knowledge sharing. The effect coefficient of knowledge sharing on innovative behavior is 0.396. Also, the value of the t-test was 2.575. Therefore, it can be claimed with 95% confidence: that knowledge sharing has a positive and significant effect on innovative behavior.
Conclusion: Based on the results obtained in this research, the organizational climate has a positive and significant effect on the knowledge sharing of employees in knowledge-based companies. Examining the relationship between knowledge sharing and innovative work behavior confirms the positive and significant effect of knowledge sharing on innovative behavior among employees of knowledge-based companies. The innovative behavior of employees is a type of motivating behavior; on the other hand, sharing knowledge is a behavior beyond the actual role of employees in the organization. Therefore, considering this fact, it can be expected that when the level of knowledge and information exchange in the organization is higher, the motivation of employees for innovative activities will increase. Therefore, the increase of information resources resulting from knowledge sharing can be considered as one of the factors of innovative work behavior in the organization. The general results of this research show the direct and indirect effect of the organizational climate (through knowledge sharing) on the innovative work behavior of employees of knowledge-based companies in Fars province. Knowledge sharing increases the effect of organizational climate on innovative work behavior. Based on this, it can be concluded that knowledge-sharing behavior has a decisive role in the emergence of innovative work behavior.
Tujuan dari penelitian ini adalah untuk menganalisa mengenai pengaruh kepemimpinan transaksional, pemberdayaan psikologis, dan budaya organisasi terhadap kinerja karyawan PT Gratia Husada Farma Semarang. Sampel dalam penelitian ini berjumlah 81 responden dengan menggunakan teknik sampling purposive sampling atau bisa disebut teknik penentuan sampel dengan pertimbangan tertentu. Data primer diperoleh melalui kuesioner yang diolah menggunakan software SPSS 25. Dan hasil olahdata menunjukkan bahwa instrumen penelitian valid dan reliabel. Uji R2 mengindikasikan kemampuan variabel bebas mempengaruhi variabel terikat dengan kotribusi sebesar 75,6%. Uji F dengan nilai 29,016 dengan nilai signifikansi 0,000 < 0,05 yang menunjukkan bahwa model layak untuk dianalisa lebih lanjut. Dan berdasarkan regresi Uji t, dapat disimpulkan bahwa kepemimpinan transaksional tidak berpengaruh signifikan terhadap kinerja karyawan, pemberdayaan psikologis berpengaruh signifikan terhadap kinerja karyawan, dan budaya organisasi berpengaruh signifikan terhadap kinerja karyawan PT Gratia Husada Farma Semarang.
What began as a movement of Northern Baptists in the United States in the 1800s splitting from Southern Baptist affirmation of slavery and missional funding structures, the American Baptist Churches became one of the Seven Sister Churches of Mainline Protestantism in the early to mid-1900s. Much like their Protestant counterparts, the American Baptist Churches USA developed into a democratic, hub-and-spoke judicatory religious system and highly corporate in its structure and model in Baptist life. As denominations continue to lose members in the twenty-first century, the American Baptist Churches USA is left with the difficult task of re-visioning to fulfill spiritual directives and missional activity. Changes in American religious identification and congregational affiliation have left American Baptists struggling with a solution to better mobilize and formulate their coordinated efforts to be a Baptist witness of Jesus Christ in the twenty-first century. As society’s culture and attitudes towards religious communities shift and evolve with massive cultural shifts and attitudes toward religious communities, American Baptists must create new models, paradigms, behaviors, expressions, and patterns of theological, spiritual, and missional engagement with the broader American culture.
Several shifts have occurred in American Baptist theology, spirituality, ecclesiology, and missiology. This research will seek to identify, analyze, and contextualize these crucial shifts in American Baptist denominational life for fruitful spiritual, ecclesial, theological, and missional vitality. First, Baptists historically were motivated by a missional spirit of the Great Commission. Articulating and discovering Missional Church theology gives American Baptists a new purpose and mission. Second, the shift of denominationalism from the twentieth century to a new model of networked missional platforms is needed and contextualized for American Baptists. Emerging vi missional church scholarship makes the case that most American denominations have lost their theology of mission and built structures and systems. Instead, leading missional church scholars propose a different framework of Christian ministry, spirituality, and expression. An exploration of a missional church theology is required in order to provide a renewed theological basis for American Baptist spiritual witness for the twenty-first century. Third, historically, American Protestants coopted corporate leadership practices into ecclesial leadership systems, and American Baptists followed this structure as a means of efficient corporate denominationalism. In the twenty-first century, these structures no longer serve their ecclesiastical purpose because of broader cultural shifts in religious affiliation. Instead, American Baptists can move from such ecclesiastical technical strategies to ecclesiastical adaptive change leadership paradigms for a vibrant mission. Fourth, much of the theory and theological assumptions of leadership for national, judicatory, and local church practice followed twentieth-century business corporate leadership models. By examining how missional church theology spiritually frames adaptive leadership models, American Baptists can pivot away from corporate leadership theory and embrace ecclesiastical leadership that is reflective of New Testament apostolic behaviors of leadership. Fifth, Baptists mainly subscribed to a nineteenth-century theology and language of “ordinance” around baptism, communion activity, and spiritual nourishment. However, early Baptist theology for baptism and communion was more closely aligned with “sacrament.” American Baptist identity and spirituality can access a historical sacramentality (or as I term it for those Baptists uncomfortable with sacramental language, “sacred-ment”) that produces a vibrant faith expression. Sixth, early and mid-century American Baptists were active in expressions of Christian catholicity and ecumenism. By exploring modern scholarship of the Baptist Catholicity, twenty-first-century American Baptists can experience a vibrant and robust faith expression by participating in the greater community of saints found in a Christianity that is connective and catholic with Christians worldwide, rather than separating themselves from the Church Universal. These revisitations and shifts occurring within Baptist life give American Baptists new hope and future for their theological, spiritual, and missional impact upon the world.
This article focuses on leadership and the role of managers in the field of non-profit sports organisations, knowing that this area of activity is still largely neglected by research. The main goal of this research was to find out what roles managers currently play in the management of non-profit organisations in the field of sports. The method of a quantitative questionnaire survey was applied and the respondents were 270 non-profit sports organisation managers. The research shows that the roles of managers of non-profit sports organisations have significantly affected interpersonal activities to fulfil the mission of these organisations more than to strengthen their economic performance. The overshadowing of some managerial roles creates an incentive to focus on the creation of educational offers aimed at strengthening leadership, management of subsidies from public sources, and the possibility of using marketing in the field of creating their own financial resources.
This study aims to examine the impact of transformational leadership on human resource performance through organizational climate and organizational commitment in the Morowali Regency Government, using a sample of 77 respondents and data collected through questionnaires and analyzed using PLS (Partial Least Square) software. The findings of this study indicate that there is a significant influence of transformational leadership on organizational climate and organizational commitment and that organizational climate has a significant influence on employee performance. At the same time, organizational commitment had no significant effect on employee performance in the Morowali Regency Government.
Individuals spend most of their time as a member of an organization in a social, cultural, or economic context. Individuals in these organizations; are involved in organizational activities by taking on various roles, sometimes as employees, volunteers, students, or customers. Individuals communicate with or are affected by organizations at every moment of their daily lives and for various reasons. The concept of organization is defined as communities in which individuals systematically cooperate with others to achieve the goals they cannot achieve alone (Eren, 2003: 203-204). Organization reflects an open system in which social and physical resources are brought together harmoniously (Budak and Budak, 2004: 21). Organizations that produce goods and services and engage in economic activities to meet the needs of individuals are classified as for-profit organizations and non-profit organizations according to their purposes (Aydın, 1992: 235). The most common type of organization is a for-profit organization established to generate income and achieve commercial goals (Ülgen and Mirze, 2013: 22). Non-profit organizations, on the other hand, are organizations that work for the benefit of society without the intention of making a profit and developing an understanding of participation and solidarity in solving the problems in society (Andrei et al., 2018: 215-216; Morrison, 2016: 236). The rapid progress in economy, technology, and world politics in the recent period complicates organizational environments and increases organizations' uncertainty levels. In addition, organizations face various risks, both from within their organizations and the external environment, beyond the traditional risks. As a result, managing and controlling business risk became more challenging (Alshirah et al., 2020: 219). In such an environment, the board of directors' roles in organizations is becoming increasingly important. Boards of directors in for-profit and non-profit organizations receive great attention as the final decision-makers because of their significant contribution to the success of organizations. In particular, the board of directors' advisory, monitoring, and networking/resource acquisition duties directly affect the organization's effectiveness (Jaskyte, 2017: 453). Therefore, the board of directors is considered a tool for dealing with the organization's environment. Boards of directors should fulfill their legal responsibilities, serve as boundary setters, monitor organizational managers, and increase corporate social performance (Wang and Dewhirst, 1992: 115). Previous studies provide evidence that the board plays a vital role in determining an organization's social performance and that board characteristics are associated with social performance (Huse et al., 2009; Bear et al., 2010; Jo and Harjoto, 2011). This shows that the board of directors is a significant governing body for an organization. A unique asset that genuinely adds value to an organization, the board of directors collaborates closely with the organization's management. The link between a board of directors actively partnering with management, especially in strategy development, and the success of an organization has been known for some time (Davis, 2013: 30). The board of directors is seen as more important than the organization's management. If organizational governance is not well organized, it is impossible to obtain adequate control. From this point of view, it is necessary to know the importance and duties of the board of directors, which is the top management body and directs the activities of profit-oriented and non-profit organizations. However, there is a notable knowledge gap in the management literature stream. Examination of the management literature determined that preliminary studies examine for-profit (commercial enterprises) and non-profit organizations together and simultaneously deal with the boards of directors of these organizations. This study aims to fill this knowledge gap. In addition, this study provides comprehensive information about both types of organizations and the boards of directors of these organizations are examined. More importantly, this study compares the similarities and differences between two different types of organizations and the boards of directors of these organizations.
Management literature states that board directors are involved in for-profit and non-profit organizations. To better reflect the impact and effectiveness of the board of directors, first of all, information about for-profit and non-profit organizations is given in this study. Then, the boards of directors in both types of organizations are examined in detail.
Bu çalışmanın amacı liderlik tanımlarını etkileyen yaklaşımların gelişim süreçlerine değinerek işbirlikçi liderlik kavramını açıklayıp işbirlikçi liderin organizasyon başarısına etkilerini ortaya koymaktır. Çalışmada yönetim, yönetici ve lider, liderlik tanımlarını etkileyen yaklaşımlar olan özellikler, davranışsal, durumsal ve modern yaklaşımlar olmak üzere gelişim süreci, işbirlikçi liderliğin anlamıyla ilgi tanımsal açıklamalar hakkında bilgi verilmiştir. Sonuç olarak işbirlikçi liderin organizasyon başarısı üzerinde etkisi ile ilgili önerilerde bulunulmuştur.
Purpose
The purpose of this paper is to identify, through an exploratory meta-analysis, which process- and outcome-related antecedents have the strongest relationship to overall team performance. The secondary objective is to create an understanding of the extent to which relative research interest in each construct to date has aligned with its reported effects.
Design/methodology/approach
This study uses a random-effects meta-analysis on studies that have measured the relationship between at least one process or outcome factor and overall team performance. The number of studies, effect size and between-study variances are captured and analyzed for each process/outcome factor. Prior literature has explored relationships between various process/outcome factors and overall team performance. This study expands on previous literature by examining a comprehensive set of process/outcome factors and their relative impact on overall team performance.
Findings
A meta-analysis of 190 effect sizes extracted from 52 empirical studies over the past two decades (1999–2020) showed the specific process and outcome factors that most strongly contributed to overall team performance were efficiency, schedule and innovation. In addition, only a weak correlation was found between process and outcome factors’ relationships with overall team performance and how often they are studied in the research community.
Originality/value
This study contributes to the body of knowledge on team performance by examining prior research to identify the relevant impact of various process and outcome factors on overall team performance. In addition, this study also assesses the extent to which research interest in these factors has appeared to match their relative impact. Analyzing the relative impact of various process and outcome factors allows researchers and practitioners to better identify methods to create improvement in overall team performance. Based on the findings, prioritizing efficiency, schedule and innovation may promote overall team performance.
This study analyzes the impact of leadership style on Indonesian Early Childhood Teachers Performance. The focus is on six main leadership styles namely transformation, transactional, autocratic, charismatic, bureaucratic and democratic. This research has provided in-depth insights on democratic, transformational, bureaucratic and autocratic leadership styles that have a positive impact on the performance of, in this study using analysis Primary data and data were obtained from an online survey stationary of 200 respondents from 15Early Childhood Teachers in Jakarta. The method of selecting respondents using a snowball sampling system, analysis using quantitative approaches and questionnaire data was processed using SPSS. The results of this study are suggesting a charismatic, bureaucratic and transactional leadership style has a negative relationship with manufacturing performance. Transformational, autocratic, and democratic leadership styles, in contrast, have a positive relationship on Early Childhood Teachers Performance.
This study examined the multilevel model that explains how the interaction effect of resonant leadership and gender identity influences proposed outcomes through the mediating role of psychological capital. We performed a multilevel analysis by conducting an online survey using multisource data from the 104 team/project leaders and 527 team members of nine major Indian IT companies. The results demonstrated that psychological capital positively and significantly mediated the relationship between resonant leadership and work performance. The mediation role was stronger when androgynous identity attenuated the relationship between resonant leadership and psychological capital at a higher level. The study adds a unique lens to the literature of resonant leadership and proposes outcomes by validating it through the hierarchical linear modelling principle and efficient statistical procedures. This is the first study to empirically confirm the multilevel moderation mediation process wherein psychological capital mediates the relationship between resonant leadership and work performance, subject to the leader’s androgynous identity level.
Bu araştırmanın amacı, okul yöneticilerinin liderlik stilleri ile girişimcilik özellikleri arasındaki ilişki düzeyini belirlemektir. Bu araştırma, betimsel nitelikte ilişkisel tarama modelindedir. Araştırmanın örneklemini, 2019-2020 eğitim öğretim yılında Ankara ilindeki resmi okullarda görevli toplam 395 okul yöneticisi oluşturmaktadır. Çalışmada, okul yöneticilerinin liderlik stilleri ile girişimcilik özellikleri arasındaki ilişki düzeyini belirlemeye yönelik iki farklı ölçek kullanılmıştır. Araştırmada kullanılan ölçme aracı, 2019-2020 eğitim öğretim yılı eğitim öğretim yılı 9-13 Aralık 2019 tarihleri arasında, Ankara ilinde görevli 395 okul yöneticisine araştırmacı tarafından gerekli ön açıklama yapılmak suretiyle uygulanarak veriler toplanmıştır. Okul yöneticilerinin liderlik ve girişimcilik düzeyine ilişkin algılarının bazen düzeyinde olduğu belirlenmiştir. Değişkenler arası orta düzeyde pozitif yönlü ilişkilerin olduğu belirlenmiştir. Ayrıca dönüşümcü, etkileşimci ve serbestlik tanıyan liderlik değişkenleri birlikte, girişimcilik ile yüksek düzeyde ve anlamlı bir ilişki vermiştir. Okul yöneticilerinin liderlik ve girişimcilik becerilerinin geliştirilmesine yönelik olarak yöneticilere hizmet öncesi ve içi eğitimlerin Milli Eğitim Bakanlığı ve üniversitelerin işbirliği ile verilmesi sonucu, okullarda yöneticilerin liderlik ve girişimcilik becerilerinden daha etkin bir biçimde faydalanılabilir.
Celem artykułu jest analiza znaczenia i roli przywódców organizacji pozarządowych w kontekście kryzysów organizacyjnych, ze szczególnym uwzględnieniem pandemii COVID-19. W artykule przedstawiono zagadnienia związane z przywództwem organizacyjnym w kontekście organizacji pozarządowych, a także omówiono zagadnienia związane z kryzysem w tych organizacjach i roli ich liderów w radzeniu sobie z nimi. W dalszej części pracy przedstawiono wyniki badań empirycznych przeprowadzonych na próbie 115 organizacji pozarządowych w Polsce w kwietniu i maju 2020 roku. Wyniki te wskazują, że najważniejsze wyzwania przywódcze organizacji pozarządowych są przede wszystkim związane z zarządzaniem zdalnym zespołem oraz finansowaniem działalności, a także z zachowaniem właściwych relacji z zewnętrznymi interesariuszami. W zależności od tego, czy i jakie wyzwania przywódcze dostrzegali liderzy, ich ocena sytuacji organizacji była zróżnicowana. Organizacje także rozmaicie oceniały swoje szanse przetrwania, przy czym te, dla których finanse oraz relacje z interesariuszami są największym wyzwaniem, oceniały swoją sytuację jako najtrudniejszą
Karaman il genelinde faaliyet gösteren konaklama işletmelerinde çalışan personelin dönüşümcü ve etkileşimci liderlik algılarının yenilik performansı algılarına etkisinin belirlenmesi amacıyla kesitsel tipte planlanan bu araştırma toplam 82 kişi ile yürütülmüştür. Araştırma nicel araştırma desenindedir. Araştırmada veri toplama formu olarak demografik bilgileri içeren 6 soru, dönüşümcü liderlik ölçeği (20 soru), etkileşimci liderlik ölçeği (16 soru) ve yenilik performansı ölçeği (5 soru) uygulanmıştır. Veriler frekans, açıklayıcı faktör analizi, doğrulayıcı faktör analizi, korelasyon analizi ve çoklu regresyon analizlerine tabi tutulmuştur. Sonuç olarak dönüşümcü liderlik ve yenilik performansı algıları arasında pozitif yönde bir ilişkiye rastlanırken etkileşimci liderlik algısı ile yenilik performansı algısı arasında herhangi bir ilişkiye rastlanılmamıştır. Buradan hareketle konaklama işletmelerinde dönüşümcü liderlik tipinde yöneticilerin istihdamına ağırlık verilmesi gerektiği önerilebilir.
Bu çalışmada, bir örgüte gönüllülük esasıyla üye olan bireylerin özdeşleşmelerinde ailede baba faktörünün etkili olup olmadığını tespit etmek amaçlanmaktadır. Bu amaç doğrultusunda, bireylerin örgütle özdeşleşme nedeni sosyal psikoloji perspektifinden mercek altına alınmıştır. Çalışmada veri toplama aracı olarak anket kullanılmıştır. Araştırma verilerinin hesaplanmasında SPSS 22 programı kullanılarak verilerin frekans, yüzde değerleri hesaplanmış ve ardından açıklayıcı faktör analizi, Anova testi ve karar ağaçlarının algoritmalarından biri olan CART (Sınıflama ve Regresyon Ağacı) tekniği kullanılmıştır. Gönüllülük ilkesi kapsamında üyelik edilen bir örgüt olarak Türkiye'nin önde gelen üç spor kulübünün taraftarları üzerinde bir saha çalışması yürütülmüştür. Bu kapsamda çalışmaya, Türkiye'de üç büyükler olarak nitelenen 656 Fenerbahçe, 710 Galatasaray ve 602 Beşiktaş Spor Kulübü taraftarları olmak üzere toplam 1968 taraftar katılmıştır. Çalışma grubu, kolayda örnekleme yöntemine göre farklı demografik özellikler dikkate alınarak oluşturulmuştur. Araştırma sonuçlarına göre, örneklemde yer alan taraftarlar, tuttukları takımlara göre ayrılıp incelendiğinde babasıyla aynı takımı tutan taraftarların, babasıyla farklı takım tutan taraftarlara göre takımla özdeşleşme puanlarının daha yüksek olduğu tespit edilmiştir. Diğer bir deyişle, taraftarların takımla özdeşlemelerinin altında baba faktörünün olduğu sonucu ortaya çıkmaktadır.
--
This study aimed to determine whether the father factor in the family effectively identifies individuals who are members of an organization based on volunteerism. For this purpose, the reason individuals identify with the organization has been examined from the perspective of Social Psychology. The questionnaire was used as a data collection tool in the study. First, the frequency, percentage values of the data were calculated using SPSS 22 program. Then the cart (classification and Regression Tree) technique, one of the algorithms of explanatory factor analysis, ANOVA test and Decision Trees, was used to calculate the research data. Finally, fieldwork was carried out on the fans of Turkey's three leading sports clubs, where the membership is voluntary. In this context, the study, regarded as the big three in Turkey, 656 Fenerbahce, 710 Galatasaray, and 602 Besiktas Sports Club, participated in 1968 individuals, including supporters. The working group was formed by taking into account different demographics employing the easy sampling method. According to the study, when fans in the sample were divided according to the teams they kept, it was found that fans who kept the same team as their father had higher team identification scores compared to fans who did not keep the same team as their father. In other words, it is revealed that the father factor underlies the identification of the fans with the team.
Nonprofit organizations are increasingly becoming more business-like in their approaches to leadership and management across the board. This has a number of effects, but perhaps one of the most important is that it has made business theories more applicable to the nonprofit sector. This is an opportunity to both expand on important business theory and provide insight into how nonprofits can improve leadership and management. Accordingly, the business leadership theory of leader–member exchange (LMX) was applied to the nonprofit context, specifically to human services nonprofits that serve people with disabilities. Through qualitative interviews and document collection, this study examined how LMX could be perceived to affect employee performance and how it could be perceived to affect leader–follower relationships. Three themes emerged for each of these questions: of loyalty, respect, and communication for the first and mutual respect and understanding, positive interactions, and communication for the second. These themes and their implications are discussed.
With an effective population of nearly 1.25 billion, India is the world’s largest democratic country. In India women technical and higher education has a major preoccupation in both the government and civil society as educated women can play a very important role in the development of the country. In present scenario it is milestone of women empowerment because it enables them to respond to the challenges, to confront their traditional role and change their life. In reference to women empowerment we can’t neglect its importance. It is the most powerful tool to change the position in society. It also brings a reduction in inequalities and functions as a means of improving their status within the family and develops the concept of participation.
Keywords: Technical & Higher Women Education, India, Preoccupation, Empowerment and Participation etc.
This study analyzes the impact of leadership style on Indonesian Manufacturing. The focus is on six main leadership styles namely transformation, transactional, autocratic, charismatic, bureaucratic and democratic. This research has provided in-depth insights on democratic, transformational, bureaucratic and autocratic leadership styles that have a positive impact on the performance of Indonesian Manufacturing, in this study using analysis Primary data and data were obtained from an online survey stationary of 300 respondents from 15 manufacturing managers in Indonesia. The method of selecting respondents using a snowball sampling system, analysis using quantitative approaches and questionnaire data was processed using SPSS. The results of this study are suggesting a charismatic, bureaucratic and transactional leadership style has a negative relationship with manufacturing performance. Transformational, autocratic, and democratic leadership styles, in contrast, have a positive relationship with manufacturing performance. The novelty of this study is a new leadership model for manufacturing in Indonesia that can be a reference for decision making by owners and manufacturing management and can be a reference for future researchers.
This study analyzes the impact of leadership style on Indonesian Manufacturing. The focus is on six main leadership styles namely transformation, transactional, autocratic, charismatic, bureaucratic and democratic. This research has provided in-depth insights on democratic, transformational, bureaucratic and autocratic leadership styles that have a positive impact on the performance of Indonesian Manufacturing, in this study using analysis Primary data and data were obtained from an online survey stationary of 300 respondents from 15 manufacturing managers in Indonesia. The method of selecting respondents using a snowball sampling system, analysis using quantitative approaches and questionnaire data was processed using SPSS. The results of this study are suggesting a charismatic, bureaucratic and transactional leadership style has a negative relationship with manufacturing performance. Transformational, autocratic, and democratic leadership styles, in contrast, have a positive relationship with manufacturing performance. The novelty of this study is a new leadership model for manufacturing in Indonesia that can be a reference for decision making by owners and manufacturing management and can be a reference for future researchers.
Today, non-governmental organisations (NGOs) are among the most important stakeholders in terms of global governance and business operations. The aim of this thesis is to investigate the external and internal influential factors of the operational efficiency of non-governmental organisations (NGOs) in China. By introducing the extended resource-based view (ERBV) into the context of NGO operations, a proposed conceptual model with 14 indicators is tested. In this study, based on the panel data collected on the Chinese Research Data Services Platform (CNRDS) and ERBV, a multiple regression analysis is performed to test the 14 influential factors identified in the dataset. By adopting ERBV, it is concluded that both intra- and inter-organisational resources are interacted and make a significant and positive association with NGOs’ operational efficiency. In particular, it is found that the availability of financial resources, political connections and NGO professionalism are all crucial factors to improve NGO operational efficiency in China. In addition, this thesis also made several contributions. First, in terms of the theoretical contribution, it may be the first study introducing the ERBV into the context of NGO, which extended several concepts (e.g. professionalisation, and interactions between internal and external resources) into the NGO context; Second, this study contributes to practitioners, such as managers in NGOs and corporates (e.g. the different roles of volunteers and paid staffs in fundraising); Also, this study makes social contributions, including implications for policymakers in China. By the end of this research, several limitations and research directions are presented for studies in the future.
Decision-making about career
direction is an important part of an individual’s
life, which requires careful
consideration and adaptability in order
to meet specific career expectations
and needs. Therefore, it is imperative
to look for factors that can influence
career adaptability. Guided by career
construction theory, this research study
explored the impact of a proactive
personality on career adaptability. The
mediating effect of resilience between
proactive personality and career adaptability,
the mediating effect of cultural
intelligence between intentions on
expatriate career and career adaptability,
and the moderating role of gender
between intentions for an expatriate
career and career adaptability were
examined. Findings revealed useful
insights for understanding the relationships
between career adaptability and
intentions for pursuing an expatriate
career.
Purpose: This study aims to examine the direct and indirect effect of transformational leadership on performance with job satisfaction as a mediator of the educational staff at the University of X Yogyakarta, and the direct effect of job satisfaction on the performance of educational staff at the University of X Yogyakarta. Methodology: The population of this study was the educational staff at the University of X. The sampling technique used in this study was stratified random sampling, involving a total of 50 educational staff as samples. Data collection was done using a performance scale, job satisfaction scale, and transformational leadership scale. The data were analyzed using the path regression ordinary least square technique. Main Findings: The results showed that transformational leadership has a significant effect on job satisfaction of educational staff, transformational leadership does not effect on performance of educational staff, job satisfaction has a significant effect on performance of educational staff and transformational leadership has a significant effect on performance through job satisfaction as a mediator of educational staff. Thus, job satisfaction can play a good role as a mediator. Applications of this study: Satisfaction has an important role in increasing work productivity which includes quantity and quality of work, timeliness of work, work effectiveness, independence, and commitment. Leaders in implementing a transformational leadership style must be accompanied by efforts to create a work environment that supports the realization of the job satisfaction of its employees. Regardless of employee job satisfaction, the leader’s transformational leadership style will be in vain. Novelty: To the best of our knowledge, research on job satisfaction as a mediating variable in the effect of transformational leadership on the performance of educational staff is still rarely done both in Indonesia and abroad. Previous studies only positioned job satisfaction as an independent variable that affects performance and not as a mediator variable. This study focuses on job satisfaction as a mediator the effect of transformational leadership on the performance of educational staff.
Prestasi koperasi yang baik khususnya dari segi tadbir urus adalah amat penting bagi menggalakkan orang awam untuk terlibat dalam sektor koperasi. Bagaimanapun, prestasi tadbir urus koperasi terutamanya di Malaysia masih pada tahap tidak memuaskan. Ini berikutan dengan fenomena salah laku, penyalahgunaan kuasa dan penyelewengan dalam kalangan pihak pengurusan dan anggota lembaga koperasi yang sering diperdebatkan oleh banyak pihak seperti masyarakat awam, ahli akademik dan agensi-agensi kerajaan. Walaupun pelbagai faktor yang mempengaruhi tadbir urus dicadangkan dalam literatur, namun, model kajian yang menumpukan kepada isu ini adalah sangat terhad. Justeru, kertas ini adalah bertujuan untuk mencadangkan model kajian bagi mengenalpasti faktor-faktor yang mempengaruhi prestasi tadbir urus koperasi di Malaysia. Kaedah sorotan literatur yang meluas telah dilakukan bagi mengenalpasti dan menganalisis literatur yang relevan dalam mencadangkan model kajian. Kertas ini mengenalpasti lima faktor daripada literatur dan satu faktor baru ditambah dengan justifikasi tertentu. Lima faktor tersebut adalah kepimpinan pengurusan, budaya organisasi, pengurusan sumber, fokus pekerja dan fokus pemegang kepentingan. Keberkesanan jawatankuasa audit dalaman adalah faktor baru yang ditambah dalam model kajian. Kajian secara empirikal akan dijalankan pada masa hadapan bagi menyediakan bukti dan mengesahkan model kajian yang dicadangkan. Implikasi teoritikal dan praktikal kertas ini serta cadangan kajian pada masa hadapan turut dibincangkan. Kata Kunci: Faktor-faktor; prestasi tadbir urus; koperasi; Malaysia.
Leadership styles have received enormous attention in a competitive business environment. It has become very popular facet to standardize human resources management agenda. An organization may be able to achieve the vision if there is a relevant and defined process to be practiced in leadership activities. Research too argued that leadership style is a strong navigator of employee job performance. The core attempt of the research is to unleash the practices of leadership style (Participative, Supportive, and Autocratic) that influence employee job performance and study the relationship between leadership styles and employee job performance. To attain the goal of the paper a number of 118 employees of mobile telecommunication industry has been purposively selected to collect primary data and a self-administered questionnaire designed using Likert 5-point scale. Research tools such as descriptive, inferential statistics, correlations, regression; ANOVA have been used to analyze the data using SPSS version 20.0. The result of the research evidence that there is a statistically significant positive correlation between leadership styles and employee job performance and the styles of leadership strongly influence employee performance except for the autocratic style that needs to be addressed by the policymakers, practitioner to ensure the employee job performance especially in mobile telecommunication industry of Bangladesh.
This research was conducted at the Coca-cola Amatil Indonesia Central Sumatra office to see an overview of the influence of organizational culture, leadership and compensation on employee engagement. The population of this study was conducted 199 respondents with a total sample of 133 respondents. The results of the study showed that Compensation and leadership had a significant and positive effect on the employee engagement of Coca-cola Amatil Indonesia Central Sumatra. Organizational Culture has no significant effect on employee engagement. Organizational culture has a significant and positive influence on the leadership of Coca-cola Amatil Indonesia Central Sumatra.
Motivation is the process that directs an individual to indulge in goal directed behavior and show persistent efforts. A leader is the one holding a dominant position in a group of individuals realizing a common goal, strategies and directing actions towards the goal coherently. The purpose of this study is to realize the correlation between intrinsic motivation and leadership skills, and to recognize if it is responsible for attaining one's goals, tasks and challenge as a leader. The hypothesis seeks for a positive correlation between intrinsic motivation and leadership skills in an individual. The sample comprises 60 students from a university setting within the age group of 18-25 years. The tools used for the study are-(1) Self-Motivation Inventory developed by Milana Leshinsky and Larina Kase, and (2) Leadership Assessment Scale by John C. Maxwell.
Tujuan dari penelitian ini adalah untuk mempelajari pengaruh kepemimpinan, budaya organisasi dan iklim organisasi terhadap program tata kelola perguruan tinggi di sektor swasta di Kota Pekanbaru, Provinsi Riau. Penelitian ini menggunakan pendekatan kuantitatif dengan metode survei dan teknik analisis jalur. Data dikumpulkan dari 251 dosen sebagai responden dalam 109 sampel program studi. Finding Show: kepemimpinan memiliki efek langsung positif terhadap tata kelola, nilai t-statistik 3,26> 1,64 atau nilai sig 0,00 <0,05, dan nilai koefisien jalur (p) 0,15, (2) budaya organisasi memiliki pengaruh langsung positif terhadap tata kelola, nilai t-statistik dari 6,99> 1,64 atau nilai sig 0,00 <0,05, dan nilai koefisien jalur (p) 0,48, (3) iklim organisasi memiliki pengaruh langsung positif terhadap tata kelola, nilai t -statistic 3,79> 1,64 atau nilai sig 0,00 <0,05 , dan nilai koefisien jalur (p) 0,26, (4) kepemimpinan memiliki efek langsung positif terhadap iklim organisasi, nilai t-statistik 2,86> 1, 64 atau nilai sig 0,00 <0,05, dan nilai koefisien jalur (p) 0,12, dan (5) budaya organisasi berpengaruh langsung positif terhadap iklim organisasi, nilai t-statistik 18,85> 1,64 atau nilai sig 0, 00 <0,05, dan nilai koefisien jalur (p) 0,77. Tata pemerintahan dengan meningkatkan kepemimpinan, budaya organisasi dan terus meningkatkan. iklim organisasi.
This study primarily investigated leadership and market orientation behaviours which influence Botswana's small firm's performance. Snowball sampling was used to select 262 owner managers of small firms in Gaborone and Francistown. In addition, factor analysis, correlation coefficient, and regression analysis were used to examine the data collected. It was found that there is a positive relationship between laissez fair, transformational, democratic leadership behaviour and market orientation. Inter-functional coordination and competitor orientation were found to be positively related to business performance and customer orientation, as well as competitor orientation on employee commitment and customer consequences for small firms in Botswana. This paper contributes to the extant literature by extending the strategic research direction, which provides small firms' managers and policy makers with a more understandable guide to leadership behaviour and market oriented activities in the context of small firm's performance in Botswana.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Recent research has usefully documented the contribution that nonprofit organizations make to “social capital” and to the economic and political development it seems to foster. Because of a gross lack of basic comparative data, however, the question of what it is that allows such organizations to develop remains far from settled. This article seeks to remedy this by testing five existing theories of the nonprofit sector against data assembled on eight countries as part of the Johns Hopkins Comparative Nonprofit Sector Project. The five theories are: (a) government failure/market failure theory; (b) supply-side theory; (c) trust theories; (d) welfare state theory; and (e) interdependence theory. The article finds none of these theories adequate to explain the variations among countries in either the size, the composition, or the financing of the nonprofit sector. On this basis it suggests a new theoretical approach to explaining patterns of nonprofit development among countries—the “social origins” approach—which focuses on broader social, political, and economic relationships. Using this theory, the article identifies four “routes” of third-sector development (the liberal, the social democratic, the corporatist, and the statist), each associated with a particular constellation of class relationships and pattern of state-society relations. The article then tests this theory against the eight-country data and finds that it helps make sense of anomalies left unexplained by the prevailing theories.
Resulting from the Johns Hopkins Comparative Nonprofit Sector Project, this volume presents a comprehensive country-by-country analysis of the scope, size, composition, and financing of the civil society sector in 22 countries around the world.
This article provides an overview of the literature concerning successful school leadership. It draws on the international literature and is derived from a more extensive review of the literature completed in the early stage of the authors’ project. The prime purpose of this review is to summarise the main findings from the wealth of empirical studies undertaken in the leadership field.
All organizations benefit from committing themselves to a strategy that describes the value that an organization intends to produce, the means it will rely on to produce that value, and how it will sustain itself in the future. The most well-developed and commonly relied upon models for developing organizational strategies come from the private sector. Yet, these models fail to take account of two crucially important features of the strategic problem faced by nonprofit organizations and governmental bureaucracies: first, that the value that these organizations produce lies in the achievement of social purposes for which no revenue stream is readily apparent rather than in creating wealth for shareholders or satisfaction to customers, and second, that nonprofit and governmental organizations receive revenues from sources other than customer purchases of products and services. An alternative strategy model developed for use with government organizations focuses the attention of managers on three key issues: public value to be created, sources of legitimacy and support for the organization, and operational capacity to deliver the value. This alternative strategy model seems to resonate powerfully with the experience of nonprofit managers precisely because it focuses attention on social purpose and on the ways in which society as a whole might be mobilized to contribute to social purposes rather than on the financial objectives that can be achieved by selling products and services to markets.
Incorporating team context into research and practice concerning team effectiveness in multinational organizations is an ongoing challenge. The authors argue that a common measure of team effectiveness with demonstrated equivalence across contexts expands current theoretical developments and addresses team implementation needs. To this end, the article describes methods, techniques, and results obtained in developing a comprehensive team effectiveness survey across six multinational organizations in four geographic regions. The authors discuss inductively deriving dimensions of effectiveness using interview data, translation procedures with innovative bilingual pilot testing, and multiple constituency validation. The study concludes with implications for future cross-cultural research on team effectiveness and beyond in other areas of international management.
This study examines the impact of transformational and transactional leader behaviors on the sales performance and organizational
citizenship behaviors of salespeople, as well as the mediating role played by trust and role ambiguity in that process. Measures
of six forms of transformational leader behavior, two forms of transactional leader behavior, trust, and role ambiguity were
obtained from 477 sales agents working for a large national insurance company. Objective sales performance data were obtained
for the agents, and their supervisors provided evaluations of their citizenship behaviors. The findings validate not only
the basic notion that transformational leadership influences salespeople to perform “above and beyond the call of duty” but
also that transformational leader behaviors actually have stronger direct and indirect relationships with sales performance
and organizational citizenship behavior than transactional leader behaviors. Moreover, this is true even when common method
biases are controlled. The implications of these findings for future research are discussed.
This paper tests a theoretically-driven model of self-managing work team effectiveness. Self-managing work team effectiveness is defined as both high performance and employee quality of work life. Drawing on different theoretical perspectives including work design, self-leadership, sociotechnical, and participative management, four categories of variables are theorized to predict self-managing work team effectiveness: group task design, encouraging supervisor behaviors, group characteristics, and employee involvement context. Data is collected from both a set of self-managing and traditionally managed teams from a large telephone company, and the model is tested with structural equations modeling. Support is found for hypotheses concerning group task design, group characteristics, and employee involvement context, but not encouraging supervisory behaviors.
The use of teams in manufacturing contexts is increasing. Researchers have responded with a great deal of theoretical and empirical work aimed at identifying factors that influence the performance of these teams. Scholars, however, have tended to focus their research on variables human resource managers can readily control (e.g. the composition of teams relative to members’ characteristics, team goals) and little emphasis has been placed on factors inherent to production systems. Identifying factors in the production system that influence team effectiveness is crucial because many of these factors are not changeable in the short term. Accordingly, these production system factors are likely to be a crucial factor when deciding whether or not to organize a production system around teams. In a departure from past research, this article reports a qualitative study aimed at identifying factors in operational systems that influence team effectiveness. Our qualitative results suggest that four characteristics of the operational system influence team effectiveness: work organized around the team’s output, opportunities for informal communication, work that includes novel problems to solve, and management trust in teams.
This article presents the results of a study in a city in the western United States. The authors found that city employees believed that quality knowledge was necessary for improving quality. Results show that departmental leadership was positively associated with teamwork, process improvement and employee satisfaction. Quality knowledge, if followed up with application, can he effective in improving processes. Leadership is necessary to the development of quality tools knowledge. Therefore, both leadership and teamwork are important contextual variables for quality improvement in the public sector.
offers a comprehensive description of the development and validation of transformational leadership theory / in response to criticisms of the conceptualization, measurement, and evidential bases of the theory, the authors bring together the results of an impressively extensive program of research / they identify what they consider to be both the strengths of their approach as well as the areas needing further development / offer a future agenda for research and training (PsycINFO Database Record (c) 2012 APA, all rights reserved)
All organizations benefit from developing a strategy. The most well-developed strategy models come from the private sector and focus on markets, customers, and competition. Yet, these models fail to take account of two crucially important features of nonprofit organizations: (a) the value produced by nonprofit organizations lies in the achievement of social purposes rather than in generating revenues; and (b) nonprofit organizations receive revenues from sources other than customer purchases. An alternative strategy model developed for governmental managers focuses the attention on three key issues: public value to be created, sources of legitimacy and support, and operational capacity to deliver the value. This alternative strategy model resonates powerfully with the experience of nonprofit managers precisely because it focuses attention on social purposes and on the ways in which society as a whole might be mobilized to achieve them.
The scale of family company activity in the United Kingdom was measured with regard to several family firm definitions. This study confirms that family companies are a numerically important group of businesses. Policy makers and practitioners must, however, be aware that the scale of family firm activity in any developed economy is highly sensitive to the family firm definition selected. Within a bivariate as well as multivariate statistical framework, marked demographic differences were identified between family and non-family companies with regard to several family firm definitions. We suggest that bivariate studies comparing the management practices and performance of family and non-family firms may have identified ‘demographic sample’ differences rather than ‘real’ differences. Implications for future research exploring the management and performance of family and non-family firms are discussed.
A longitudinal study was conducted of transformational leadership and the performance of project groups in three industrial research and development organizations. As hypothesized, transformational leadership predicted higher project quality and budget/schedule performance ratings at time I and one-year later at time 2. A moderator effect was hypothesized and found for type of research and development work. Here, transformational leadership was a stronger predictor of project quality ratings for research projects than for development projects. Initiating structure, however was a stronger predictor of project quality ratings for development projects than for research projects. Theoretical and methodological issues for transformational leadership research in professional organizations are discussed.
Communication scientists routinely ask questions about causal relationships. Whether it is examining the persuasive impact of public service announcements on attitudes and behavior, determining the impact of viewing political debates on political knowledge or voter turnout, or assessing whether success in achieving one's Internet browsing goals prompts greater interest in e-commerce, communication scholars frequently conduct research to answer questions about cause. Data analysis usually focuses on examining if the putative causal variable, whether manipulated or measured, is related to the outcome using a linear model such as analysis of variance or linear regression. In many arenas of research, such analyses, when accompanied by good research design, are sufficient to answer the question as to whether variation in X causes variation in Y. But deeper understanding accrues when researchers investigate the process by which a given effect is produced. Although it might be interesting and even important to discover, for mechanisms ...
It is no longer news that over the past five years, Sears, Roebuck and Company has radically changed the way it does business and dramatically improved its financial results. But the Sears transformation was more than a change in marketing strategy. It was also a change in the logic and culture of the business. Led by CEO Arthur Martinet, a group of more than 100 top-level Sears executives spent three years rebuilding the company around its customers. In rethinking what Sears was and what it wanted to become, these managers developed a business model of the company - the employee-customer-profit model - and an accompanying measurement system that tracks success from management behavior through employee attitudes to customer satisfaction and financial performance. The basic elements of the model are not difficult to grasp. In retailing, there is a chain of cause and effect running from employees' behavior to customers' behavior to profits, and it is not hard to see that behavior depends primarily on attitude. Still, implementing the model is not easy. One problem is measuring such soft data as customer and employee "satisfaction." Not surprisingly, many companies do not have a realistic grasp of what their customers and employees actually think and do. By means of an ongoing process of data collection, analysis, modeling, and experimentation, Sears does. Moreover, the work of creating the model and the measures has made such demands on managers that it has changed the way they think and behave. And now that cultural change is spreading throughout the company.
The team-based organization performance model is a map for the landscape of organizations that use a lot of teams The critical issues that team-based organizations must resolve to perform effectively are: formation, getting the right pieces in place and fitting them together; dependability, making reliable connections between the parts; focus, targeting the direction and goals of the organization and its accountability processes; buy-in, the ownership of and involvement in the organization's work and the issues of power and control; coordination, achieving smoothness and consistency in an organization's operations; impact, the impression the organization makes on itself and its clients; and vitality, the energy that starts and sustains the organization over time, and the capacity it has to learn and adapt. This article visits each of these landmarks, illustrating them with company examples, examining the keys to mastering them, and describing detours that some organizations have taken and how they got back on track. The article also provides an aerial view of the elements and their relationships.
The authors used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results revealed that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-year interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit.
This paper reports the development and psychometric validation of a multi-dimensional measure of facet-specific climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-specific climate at the level of the proximal work group asserted. The four-factor theory of facet-specific climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total N = 971) were used to apply confirmatory factor analysis techniques. This five-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these findings for the measurement of proximal work group climate are discussed.
We manipulated transformational and transactional leadership styles and compared them in individual and group task conditions to determine whether they had different impacts on individualists and collectivists performing a brainstorming task. Results showed that collectivists with a transformational leader generated more ideas, but individualists generated more ideas with a transactional leader. Group performance was generally higher than that of individuals working alone. However, contrary to expectations, collectivists generated more ideas that required fundamental organizational changes when working alone.
Researchers for decades have believed that trust increases performance, but empirical evidence of this has been sparse. This study investigates the relationship between an employee’s trust in the plant manager and in the top management team with the employee’s in-role performance and organizational citizenship behaviors (OCB). Results support a fully mediated model in which trust in both management referents was positively related to focus of attention, which, in turn, was positively related to performance. The results raise questions about appropriate levels of analysis for outcome variables. Trust is mandatory for optimization of a system.... Without trust, each component will protect its own immediate interests to its own long-term detriment, and to the detriment of the entire system.- W. Edwards Deming (1994) Over three decades ago, Argyris (1964) proposed that trust in management is important for organizational performance. Recognition of the importance of trust in organizational relationships has grown rapidly in recent years, evidenced by a large number of publications on the topic addressing both academic and practitioner audiences (e.g., Annison & Wilford, 1998; Fukuyama, 1995; Mishra, 1996; Shaw, 1997). In spite of this interest, difficulties in defining and operationalizing trust have hampered the empirical study of its relationship with performance.
In this article, we review the history of the social scientific study of leadership and the prevailing theories of leadership that enjoy empirical support. We demonstrate that the development of knowledge concerning leadership phenomena has been truly cumulative and that much is currently known about leadership. We identify the contributions of the trait, behavioral, contingency and neocharismatic paradigms and the results of empirical research on prevailing theories. Issues that warrant research in each of the paradigms and theories are described. Ten additional topics for further investigation are discussed and specific recommendations are made with regard to future research on each of these topics.
The very flexibility and adaptability that make self-managing teams effective can also be limiting and dysfunctional. I propose that self-managing teams may unintentionally restructure themselves inefficiently in response to conflict. Although detrimental consequences of conflict are normally considered as process-related, I explore possible structure-related effects. Specifically, I suggest that increased team conflict is associated with lower intrateam trust, which in turn may influence team structure by (1) reducing individual autonomy and (2) loosening task interdependencies in teams. This combination makes for a less than ideal team design. Longitudinal data from 35 self-managing teams support these expectations.
Research about transformational CEOs' impact on firm-level outcomes, particularly corporate entrepreneurship, has been equivocal, partially because the underlying mechanisms remain largely unexplored. Given that the individuals most closely influenced by a firm's CEO are its top management team (TMT) members, we focus on the CEO-TMT interface as a salient intervening mechanism. We posit that transformational CEOs influence TMTs' behavioral integration, risk propensity, decentralization of responsibilities, and long-term compensation and that these TMT characteristics impact corporate entrepreneurship. Data from 152 firms supported most of our hypothesized links, underscoring how the CEO-TMT interface helps explain transformational CEOs' role in promoting corporate entrepreneurship.
We used data from 45 production teams (626 individuals) and their supervisors to test hypotheses related to team structure. For teams engaged primarily in conceptual tasks, interdependence exhibited a boolean OR-shaped relationship with team performance, whereas team self-leadership exhibited a positive, linear relationship with performance. For teams engaged primarily in behavioral tasks, we found a boolean AND-shaped relationship between interdependence and performance and a negative, linear relationship between team self-leadership and performance. Intrateam process mediation was found for relationships with interdependence but not for relationships with team self-leadership. Overall, findings support a model of team structure and illustrate how relationships between structural characteristics and a team's performance can be moderated by its tasks.
Over the last decade and a half, the topic areas of charismatic and transformational leadership in organizational settings have undergone a significant evolution in terms of both theory development and empirical investigations. As a result, our knowledge about these leadership forms has deepened, and there are several dominant theories that are now established paradigms in the leadership field. At the same time, despite advances, there are numerous dimensions of these leadership forms about which we still know very little. Given this moment in the field's evolution, it is only appropriate that we take stock of where we have been and where we need to go into the future. We therefore provide an overview of the evolution of charismatic and transformational leadership in organizations. We examine progress along the following dimensions: 1) leader behaviors and their effects; 2) follower dispositions and dependency dynamics; 3) contextual factors; 4) institutionalization and succession forces; and 5) the liabilities of charismatic and transformational leaders.
Leadership research to date has mainly focused on leaders' subjective effects. In this study, we examine the effect of different leadership styles on two financial measures of organizational performance and three measures of organizational climate in 50 supermarket stores of a large supermarket chain in the Netherlands. Our findings show a clear relationship of local leadership with the financial performance and organizational climate in the stores. The findings also show that the leadership styles have differential effects. Charismatic leadership and consideration have a substantial effect on climate and financial performance in the small stores, suggesting the relevance of personal leadership of the store manager in these small stores. Initiating structure leadership had no effect on financial results or organizational climate, either in the small stores or in the large stores. Based on these findings, we have formulated some avenues for further research.
This article describes the development of the Team Diagnostic Survey (TDS), an instrument intended for use both for the diagnosis of the strengths and weaknesses of work teams and for research on team behavior and performance. The TDS is based explicitly on existing research and theory about the conditions that foster team effectiveness. It provides an assessment of how well a team is structured, supported, and led as well as several indicators of members’ work processes and their affective reactions to the team and its work. The psychometric properties of the TDS are satisfactory, based on analyses of data from 2,474 members of 321 teams in a diversity of organizations. Appropriate uses of the instrument are discussed.
Summary This paper reports the development and psychometric validation of a multi-dimensional measure of facet-specific climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-specific climate at the level of the proximal work group asserted. The four-factor theory of facet-specific climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total Nà 971) were used to apply confirmatory factor analysis techniques. This five-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these findings for the measurement of proximal work group climate are discussed. #1998 John Wiley & Sons, Ltd.
The complexity of political, regulatory, and technological changes confronting most organizations has made radical organizational change and adaptation a central research issue. This article sets out a framework for understanding organizational changes from the perspective of neo-institutional theory. The principal theoretical issue addressed in the article is the interaction of organizational context and organizational action. The article examines the processes by which individual organizations retain, adopt, and discard templates for organizing, given the institutionalized nature of organizational fields.
Nonprofit scholars have generally paid little attention to the organizational features of voluntary associations. This article starts to fill this gap in nonprofit scholarship. It proposes five key challenges of associational organization: meeting long-term goals and individual member's needs, balancing member-benefit and public-benefit goals, setting priorities in the face of computing interests, controlling member volunteers, and integrating paid staff The article suggests that voluntary associations are conceptually and organizationally distinguishable from the bureaucratic service-delivering agencies of the the broader nonprofit sector and merit specific research attention to build descriptive data and specialist theory.
The contribution of individual innovativeness and team climate factors to the rated innova-tiveness of work groups is examined in a study of 59 members of 13 teams in an oil company. A specific model of work team innovation was tested that proposes that four team climate factors-team vision, participative safety, task orientation, and support for innovationdetermine level of team innovation. Scores on measures of group interaction processes and team climate were related to external ratings of group innovativeness. The results showed that supportfor innovation was the most consistent predictor, with negotiated vision and an aim for excellence (a subscale of the task orientation scale) also predicting externally rated group innovativeness. Allfour major theoretical variables correlated significantly with the interaction process category of innovating, offeringfurther supportfor theoretical predictions.
Recent evidence has suggested that attitudes-organizational effectiveness relations may exist. Relations between employee attitudes, organizational unit performance, customer satisfaction, and turnover were examined at the branch level for a large automobile finance company. Using data from 142 branches in 2 consecutive years, several significant relations between attitude factors and performance were observed. In addition, causal analyses conducted at the branch level suggested that customer satisfaction led to employee attitudes, rather than the opposite. Additional analyses to explain this result suggested that economic conditions and related factors might be the causal mechanism at the aggregated level. Other potential interpretations of these findings and caveats about generalizing organizational-level findings to the individual level are discussed.
There has been a recent resurgence of interest in group cognition in the field of organizational science. However, despite the apparent enthusiasm for the notion of the group mind in some modern guise, important conceptual work is needed to examine the concept critically. We attempt to do this in our treatment of the content, form, function, antecedents, and consequences of team mental models. In addition, we illustrate how the construct can bring explanatory power to theories of team performance and offer other implications for research and practice.
A short 14-item version of the Team Climate Inventory (TCI; Anderson & West, 1994) was developed and tested by using two Finnish samples of social and health care personnel (N = 1494 and N = 771). The results of LISREL and other analyses provided evidence of the four-factor structure of the short form, as well as of the internal homogeneity, reliability and normality of its scales across the two samples. Compared to the original TCI, an acceptable item coverage and predictive validity of the shortened version was demonstrated.