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The impact of leadership style and employee empowerment on perceived organizational reputation
Abstract
Purpose ‐ The purpose of the current study is to examine the impact of organizational leadership style and employee empowerment on employees' perception of organizational reputation by testing a hypothesized model. Design/methodology/approach ‐ A quantitative on-line survey was conducted with 700 randomly selected employees from diverse work units of a Fortune 500 company in the United States in February 2011. Findings ‐ The results showed that transformational leadership positively influences employees' perception of organizational reputation, not only directly but also indirectly, through empowering employees. Transactional leadership has a significant negative direct effect on employees' perception of organizational reputation. Employees who feel more empowered in terms of perceived competence and decision-making control have a more favorable evaluation of organizational reputation. Research limitations/implications ‐ By building links between organizational reputation and the two internal antecedent factors, organizational leadership and employee empowerment, the current work extended the list of internal characteristics of excellent public relations, filled the research gap on leadership and empowerment study in public relations, and contributed to the increasing body of knowledge on internal communication. Practical implications ‐ The findings suggest that what determines the employees' views toward the company is how they feel they are treated and whether they have enough say in decision-making. To build a favorable internal reputation, communication professionals should educate organizational leaders of all levels and engage them in strategic, interactive, empowering, democratic and relational-oriented transformational leadership communication behavior. Originality/value ‐ This study was among the first empirical attempts to examine organizational leadership as an influencing factor for internal communication practice and outcomes.
... It is therefore important to note, when looking at the concept of motivation, that the level of motivation is different for each individual and for the same person at different times. (Men & Stacks, 2013). ...
... Nurse administrators can also help their organizations grow by using their leadership skills. Clinical nurse leadership is becoming increasingly important (Men & Stacks, 2013). Despite substantial research in the business administration discipline, no link between leadership and organizational culture structures has been found in the nursing field. ...
... So long as the team makes decisions, the leader stays out of the way. The narrator in this case is (Men & Stacks, 2013). Everyone believes that to succeed in business or a team, they must be led. ...
One of the objectives of this research is to examine the relationship between organizational behavior and employee motivation, to highlight the relationship between organizational culture and employee motivation, to elaborate on the relationship between leadership style and employee’s motivation, and to investigate the relationship between organizational development and employee motivation. This research also works to investigate the role of leader in the organization. As we know, leaders are the people who are responsible for selecting a path for the whole organization. The researcher collect 113 samples from leaders in Public organization in India. The questionnaire was prepared by using Google Docs application. The survey questionnaires were distributed to more than 200 participants; 113 responses were received from participants. The researcher use descriptive statistics and Multiple regression analysis to test the hypothesis. This study is an attempt to explore the factors that affect and help motivate employees working in any organization, as it is necessary to strengthen these institutions by establishing the principles of Leadership Style, Organizational Culture and Work Environment, Organizational Behavior and Organizational Development.Leadership style
... Since customer orientation is a relational concept that aims to fulfil customer needs to build long-term relationships [25,26], organisations must adopt an inside-out approach and develop relationships with employees [27,28]. Building long-term relationships with employees is based on satisfying their needs, consistent with the strategic intent of internal marketing practices [29] and transformational leadership [30]. Internal marketing practices and transformational leadership are relational and convey a consistent message of employee care and concern. ...
... Hence, adopting internal marketing practices such as internal communication, training, and internal market research encourages employees to repay the organisation through organisationally desired behaviour based on the norm of reciprocity to express gratitude to their organisations [34]. Men [30] explains that leadership is essential in creating an internal environment that influences employees' attitudes and motivation. Therefore, the transformational leadership style should be advocated to develop a favourable internal reputation to generate positive behaviour [30,34,35]. ...
... Men [30] explains that leadership is essential in creating an internal environment that influences employees' attitudes and motivation. Therefore, the transformational leadership style should be advocated to develop a favourable internal reputation to generate positive behaviour [30,34,35]. ...
This paper explores the effects of internal marketing practices and transformational leadership on employee customer-oriented behaviour. It uses social exchange and broadened-and-build theories to extend the motivation-opportunity-ability framework to the internal marketing and customer-oriented behaviour literature. Basic psychological needs theory is applied to refine the conceptualisation of internal marketing practices for a more holistic view of employee needs by including spiritual needs. Survey data from 174 frontline employees from the service sector in Pakistan is analysed using PLS-SEM. Results reveal a positive influence of internal marketing practices and transformational leadership on employee customer-oriented behaviour. Specific internal marketing practices and strategies are offered.
... Such as participative leadership and instrumental leadership positively impact employee performance (Chammas & Hernandez, 2019;Chan, 2019). In addition, leadership style can also encourage the quality and perception of society and its members towards the organization's Reputation (Conte, 2018;Men & Stacks, 2013;Nabella et al., 2022). So a good reputation will make employees improve their performance to keep working at the organization, considering that an organization with a good reputation will always be the top choice of job seekers. ...
... Although many previous studies state that the influence of leadership style can improve employee performance and the reputation of an organization or company (Conte, 2018;Men & Stacks, 2013;Nabella et al., 2022), research does not pay attention to the role of organizational reputation in mediating the relationship between leadership style and employee performance. The sustainability of an organization is strongly influenced by its Reputation (Dwiedienawati et al., 2021). ...
... Organizations with a good reputation can strengthen and increase employee commitment to beliefs, values, and mission, as well as organizational goals (Men & Stacks, 2013). Increasing organizational identification and having a reputation as a good jobprovider organization can encourage motivation, loyalty, and employee involvement, ultimately impacting superior performance and improving organizational effectiveness (Hiwa et al., 2021). ...
Leadership style significantly impacts the organization's long-term viability, especially character-based leadership. On the other hand, leadership style can also affect an organization's reputation. This study intends to investigate the relationship between corporate reputation and leadership style, which has consequences for raising worker productivity. An online poll targeting employees in different work units and businesses in Indonesia was used to obtain the data. The study's findings can advance understanding, particularly in terms of the way that corporate reputation mediates the relationship between leadership style and employee performance. This research also has practical implications for management in an organization to be more aware of the role of organizational reputation that can influence employee performance. In addition, the quality of leaders is also one of the main drivers of organizational reputation, so a good reputation will create a climate of fair work competition for employees to improve their performance. Kepemimpinan memiliki dampak yang signifikan terhadap kelangsungan jangka panjang organisasi, terutama kepemimpinan berbasis karakter. Di sisi lain, gaya kepemimpinan juga dapat berdampak pada reputasi organisasi. Penelitian ini bermaksud untuk menyelidiki hubungan antara reputasi perusahaan dan gaya kepemimpinan, yang memiliki konsekuensi untuk meningkatkan produktivitas pekerja. Jajak pendapat online yang menargetkan karyawan di berbagai unit kerja dan bisnis di Indonesia digunakan untuk mendapatkan data tersebut. Temuan studi ini dapat memajukan pemahaman, khususnya dalam hal bagaimana reputasi perusahaan memediasi hubungan antara gaya kepemimpinan dan kinerja karyawan. Penelitian ini juga memiliki implikasi praktis terhadap manajemen di suatu organisasi agar lebih menyadari peran reputasi organisasi yang mampu memengaruhi kinerja karyawan. Selain itu kualitas pemimpin juga menjadi salah satu penggerak utama reputasi organisasi, sehingga dengan reputasi yang baik akan menciptakan iklim persaingan kerja yang sehat bagi karyawan untuk meningkatkan kinerjanya.
... Research has shown that transparency and openness by organizations are also intrinsically linked to employees' commitment levels. Showing transparency encourages cooperation, promotes accountability, and increases employees' desire to remain active organization members (Men & Stacks, 2014). In addition to shared identity through transparency, it has been shown that commitment increases when employees feel appreciated and valued by their organization (Nujjoo & Meyer, 2012). ...
... This relationship is essential as it shows that communication during a pandemic can influence the commitment levels of employees. This result reiterates previous studies that high levels of OCS stimulate positive employee commitment levels (e.g., Iyer & Israel, 2012;Men & Stacks, 2014). The results also concur with similar quantitative study findings into organizational commitment and communication satisfaction in an American higher education setting (Bray & Williams, 2017). ...
... As for organizational commitment, the emotive nature of the pandemic created a focus on the affective commitment of ITP employees to ensure ongoing motivation and connection to organizational outcomes. Communication during a crisis, such as a pandemic, needs to show organizational transparency (Men & Stacks, 2014) and provide supportive feedback loops (Einwiller et al., 2020) while also reflecting a sense of belonging (White, 2007) in order to enhance organizational commitment. ...
... This has also been the case with Men (2011) and Men and Stacks (2013), who were among the first to apply the concept of psychological empowerment to internal communication research. Their focus was on two of the empowerment dimensions, addressing perceived competence and the perceived selfdetermination, but not meaning and impact (Men, 2011;Men & Stacks, 2013). ...
... This has also been the case with Men (2011) and Men and Stacks (2013), who were among the first to apply the concept of psychological empowerment to internal communication research. Their focus was on two of the empowerment dimensions, addressing perceived competence and the perceived selfdetermination, but not meaning and impact (Men, 2011;Men & Stacks, 2013). The dimension of perceived self-determination has been shown to mediate the effect of transformational leadership on employees' perception of organizational reputation (Men & Stacks, 2013). ...
... Their focus was on two of the empowerment dimensions, addressing perceived competence and the perceived selfdetermination, but not meaning and impact (Men, 2011;Men & Stacks, 2013). The dimension of perceived self-determination has been shown to mediate the effect of transformational leadership on employees' perception of organizational reputation (Men & Stacks, 2013). Furthermore, both dimensions of employee empowerment used were found to have positive impacts on the quality of the organization-employee relationship (Men, 2011). ...
In times of turbulence and uncertainty, internal communication management is an important means of demonstrating accountability to employees and supporting their empowerment, thus contributing to organizational success. Employee empowerment has numerous positive effects on employee attitudes, emotions, and behaviors, making it a relevant workplace and internal communication goal, especially in challenging times – and it seems to be influenced by internal communication. However, few studies have explored the influence of internal communication on employee empowerment. Therefore, this article examines how empowerment can be influenced by executive and peer-to-peer communication as two important domains which internal communication management needs to consider and manage. The article presents the results of a representative online survey among non-executive employees in German companies with at least 50 employees (n = 606). The findings show that the quality of both executive and peer-to-peer communication strongly supports empowerment, while the quantity of executive communication can hinder perceptions of integration and autonomy as empowerment components. This article adds to the previously limited knowledge about the impacts of executive and peer-to-peer communication on empowerment, and discusses implications regarding the theoretical analysis, empirical analysis, and practice of internal communication management.
... Meanwhile, internal control positively impacts employee engagement [11]. Good leaders tend to possess a robust internal control system [52], affecting employee engagement [37]. ...
... The transformational leadership style makes the corporate reputable for being friendly to its employees. In contrast, authoritarian leadership enables strong corporation and reputation [52]. Alfalah [53] stated that both leadership skills positively affect corporate reputation. ...
... For instance, the authoritarian leadership style creates the impression of democratic safety and comfort, while Laissez-faire provides the trust with the impression of strict rules. This fact aligns with Men and Stacks [52] that leadership styles increase employee engagement depending on their application and portray different reputations. This means that leaders must implement their leadership to the extreme to lead to a more substantial reputation and employee engagement. ...
Indonesia has a lower employee engagement rate than other nations in Southeast Asia, and this phenomenon applies to all industries, including the logistics sector. The logistics industry generally contributes a critical portion of a nation's economy, so further study of the management effectiveness in logistics companies is essential. Any company requires a reliable workforce to function at its best. This research investigates some variables influencing employee engagement in the Indonesian logistics industry. The first variable is corporate governance; the second variable is internal control; corporate reputation is the third, where all these three are set as independent variables. The research also examines whether leadership style moderates the influences of the three independent variables on employee engagement. This study collected data research by distributing questionnaires to 742 respondents from 353 logistics firms. Statistical results came from the Partial Least Square-Structural Equation Modelling (PLS-SEM) method used in this study. The findings revealed that the three independent variables positively and significantly impacted employee engagement. The leadership style functioned as the moderating role in corporate governance’s impact and the corporate reputation’s effect proven in this research; in contrast, it did not apply to internal control’s impact. These results suggest that logistics companies in Indonesia can improve employee engagement by ensuring exemplary implementation of the three independent variables while adopting a leadership style that supports these efforts.
... Employees, one of the most important strategic publics, have been the emphasis of many organizational reputation studies (see e.g., Cable, Graham, 2000;Men, Stacks 2013;White et al., 2010). Favorable employee perception not only leads to enhanced job satisfaction, job performance, and organizational productivity, but also reinforces employee identification with the values, beliefs, and missions of the organization. ...
... Thus, employees who are more assimilated feel more pride toward their organization and are more likely to enact behaviors that promote organizational reputation. Ample research has highlighted the important role of employees in building and maintaining corporate reputation and favorable corporate reputation, which in turn, has a positive impact on employees' performance and satisfaction (Men, Stacks, 2013;Ravasi et al., 2018;Turban et al., 1998). However, few studies explored practical ways in which organizations can engage employees in reputation building. ...
Purpose. This study explores the relationship between organizational reputation and organizational assimilation among Russian employees. Method. To reflect the Russian business culturemore closely, the present study takes organizational ownership type, private-owned enterprises vs. stateownedenterprises, and organizational founding time (before 1985 vs. after 1985) into consideration. In total, 237 full-time employees from the Perm region of the Russian Federation participated in this study, 117 males (50.4%) and 120 females (49.6%). Organizational Assimilation Scale and Organizational Reputation Scale were used for survey. Collected data were analyzed using multiple regression analysis. Findings. Analysis revealed that employee assimilation is positively associated with organizational reputation. In other words, employees who are more willing to accept the organizational culture and feel their work is appreciated tend to perceive their organizations more favorably. Employees workingin SOEs established before 1985 perceived lower level of organizational reputation than those inprivate-owned enterprises. In addition, the positive relationship between organizational assimilation and organizational reputation was stronger among state-owned enterprises founded before 1985 than those founded after 1985. Value of results. The findings of this study suggest that employee behaviorsare profoundly influenced by historical, sociocultural, political, and economic factors in Russia. Further implications and limitations of the study are discussed.
... According to [54], Transactional leadership (TRS) motivates followers to complete tasks by instituting a system of rewards and punishments, and the followers are compensated for attaining performance criteria [55]. TRS involves providing contingent reinforcement to employees based on their performance [56], and it inspires followers by appealing to their individual or collective aspirations, employing instrumental economic exchanges [57]. According to [53], TRS is characterised by three crucial dimensions: contingent reward, management-by-exception: active, and management-by-exception: passive. ...
Effective leadership sits at the heart of organisational success, especially during periods of change. In the dynamic and highly competitive environment of commercial banks in Sierra Leone, the impact of leadership styles on employee performance is a critical area of investigation. The purpose of this paper is to assess the differential effects of transformational and transactional leadership styles on employee performance during change initiatives within commercial banks in Sierra Leone. The research study utilised a cross-sectional survey design, and data was collected from 903 participants employed in the banking industry. The study used the structural equation model as an investigative instrument to examine the hypotheses. The findings reveal that transformational and transactional leadership styles demonstrate a strong bearing on employee performance, with the latter having a bigger influence. Organisational citizenship behaviour has a mediating effect between leadership styles and employee performance. In contrast, employee commitment does not act as a mediator between transformational leadership and employee performance but does act as a mediator between transactional leadership and employee performance. Commercial banks need to devise training programs that will advance both leadership styles to arouse, energise, or inspire followers to display favourable behaviour and commitment to attain organisational goals. The paper makes an insightful contribution to the existing leadership literature by ascertaining the significance of leadership styles on performance and the role of commitment and organisational citizenship behaviour as mediators of the nexus between leadership styles and performance in the Sierra Leone banking industry.
... Strategic communication is crucial for cultivating an environment of creativity in enterprises. Efficient communication techniques are crucial for disseminating knowledge, coordinating team endeavors, and assuring the active participation of all organization members in the innovation process (Men & Stacks, 2013). Zerfass and Viertmann (2017) argue that strategic communication plays a crucial role in fostering innovation through the facilitation of idea exchange, promotion of creativity, and effective management of change processes. ...
“Strategies for Success” examines the impact of digital media and communication on business innovation across industries like technology, healthcare, and retail. Utilizing a mixed-methods approach, the study highlights the role of digital platforms and strategic communication in fostering innovation. Key findings reveal the importance of customer engagement and cross-functional collaboration in driving innovation. The research contributes to understanding how digital media and strategic communication catalyze innovation, offering insights for businesses in the digital economy.
... Employees as brand ambassadors or informal corporate spokespersons are more prominent in public relations companies (Dozier and Broom, 1995). Employees use their ties and networks to positively spread the brand's image to the public (Men and Stacks, 2013). From the perspective of HR management, employer brand advocacy also aims to recruit and retain talent (Shinnar et al., 2004). ...
Purpose
The purpose of this paper is to extend the research on employer branding (EB) by identifying elements of EB according to the perceptions of employees working in the service sector and investigating the impact of EB on employer of choice and organizational performance.
Design/methodology/approach
Around544 respondents helped to test the model. The research considers development, growth opportunities, equality and justice as new elements of EB, along with organizational culture, salary, incentives and work–life balance.
Findings
EB significantly influences employer of choice through organizational commitment and employer brand advocacy. Organizational performance is influenced by EB through job satisfaction and employee performance. Nevertheless, no significant relation was observed between EB and employer of choice through person–organization fit. The EB’s impact on employee performance through employee retention was not significant.
Originality/value
The study suggests reflecting on the importance of the role played by new elements of EB and on the existence of a direct relationship between employee performance and EB. Despite the widespread belief that EB primarily serves as a recruitment tactic to attract candidates, this paper shows that the positive impacts on company performance stem more from outcomes related to current employees than from prospective applicants.
... The results are summarized in the Vol. 10, No. 2, 2024, pp. 466-477 472 Regarding leadership, no significant relationship with competence was found, suggesting that leadership styles such as transformational and transactional do not influence competence (Men & Stacks, 2013). However, service leadership impacts competence by meeting employees' psychological needs (Chiniara & Bentein, 2016). ...
This study investigates the multifactorial relationship between motivation, leadership, organizational culture, digital information, and career development with lecturer performance in private universities in Lampung, focusing on competence as a mediator. In the context of increasingly digitized education, this study aims to provide empirical insights into how these factors interact to influence academic performance. This explanatory research combines quantitative and qualitative approaches, using Structural Equation Modelling (SEM) to analyze data from 307 uncertified lecturers in Lampung. The analysis was conducted with SPSS version 26 and SMARTPLS 3.0, and NVIVO 12 Plus to enrich the interpretation of the findings. The results revealed that organizational culture and digital information positively influenced competence, which in turn contributed to improved lecturer performance. Meanwhile, motivation and leadership did not show significant influence directly, but had indirect effects through competence
... Organizations that successfully navigate leadership fear-based behaviors often cultivate a culture of psychological safety, where employees feel safe to take risks, voice their opinions, and admit mistakes without fear of retribution (Edmondson 1999). This culture is complemented by fostering open lines of communication between leaders and employees, ensuring that concerns can be addressed directly and constructively (Men and Stacks 2013). Moreover, adopting a growth mindset at the organizational level encourages continuous learning and development, transforming challenges into opportunities for growth and innovation (Dweck 2006). ...
Leadership behavior profoundly influences organizational culture, serving as a cornerstone for environments that foster safety, innovation, and employee satisfaction. This article utilizes research from the primary literature to demonstrate how leaders' actions and underlying fears influence organizational dynamics and employee outcomes, highlighting the importance of respect, transparency , and trust. Studies have shown that leadership styles shape the work environment, driving innovation and performance. However, concerns over productivity, evaluation, and control can lead to poor communication, low transparency, reduced innovation, and diminished performance, creating a culture of mistrust and anxiety. Authoritarian control or neglect of employees' needs exacerbates these issues, stifling creativity. The Pygmalion and Golem effects demonstrate how positive reinforcement enhances morale, productivity, and retention, while negative reinforcement is detrimental. Leaders operating under fears of failure or loss of control or political capital inadvertently create a culture of fear and increasingly severe feedback loops of reduced employee trust, satisfaction, and commitment. Addressing these fears fosters open communication, psychological safety, transparency, and mutual respect. Strategies for transforming leadership fears into positive change include promoting open communication, decentralizing decision-making, and implementing positive reinforcement mechanisms. Constructive feedback mechanisms encourage bidirectional communication and help mitigate the negative impacts of leadership fears. Leaders who address their fears can strengthen team trust, enhancing collaboration and engagement. Ultimately, managing leadership fears proactively catalyzes organizational learning and development, promoting a mindset where challenges are seen as opportunities for growth. This approach enhances adaptability and resilience while fostering continuous improvement. Addressing leadership fears and fostering a supportive culture is essential for sustainable productivity and success, serving as a starting point for exploring strategies that support employee performance and development, ultimately contributing to organizational success.
... According to [23], transactional leadership (TRS) motivate their followers to complete tasks by instituting a system of rewards and punishments and the followers are compensated for attaining performance criteria [24]. TRS involves providing contingent reinforcement to employees based on their performance [25] and it inspires followers by appealing to their individual or collective aspirations, employing instrumental economic exchanges [26]. According to [22], TRS is characterized by three crucial dimensions; contingent reward, management-by-exception active, and management-by-exception passive. ...
The purpose of this paper is to assess the differential impacts of transformational and transactional leadership styles on employee performance during change initiatives within commercial banks in Sierra Leone. The research study utilised a cross-sectional survey design, and data was collected from 903 participants employed in the banking industry. The study used the structural equation model as the investigative instrument to examine the hypotheses. The findings reveal that transformational and transactional leadership styles demonstrate a strong bearing on employee performance, with the latter having a bigger influence. Organisational citizenship behaviour has a mediating effect between leadership styles and employee performance, while employee commitment does not act as a mediator between transformational leadership and employee performance, but it acts as a mediator between transactional leadership and employee performance. Commercial banks need to devise training programmes that will advance both leadership styles to arouse, energise, or inspire followers to display favourable behaviour and commitment to attain organisational. The paper makes an insightful contribution to the existing leadership literature by ascertaining the significance of leadership styles on performance and the role of commitment and organisational citizenship behaviour as mediators of the nexus between leadership styles and performance in the Sierra Leone banking industry.
... Downs and Adrian (2004) showed that strong communication practices correlate with higher retention rates [7]. Men and Stacks (2014) also emphasize the impact of internal communication on job satisfaction and commitment [8]. Empirical studies support these theoretical insights. ...
Employee retention is increasingly linked to job satisfaction, positioning it as a pivotal aspect of modern human resource management research. This study investigates this relationship through a synthesis of existing literature and empirical analysis. Job satisfaction includes several dimensions such as recognition, job autonomy, job fit, role clarity, and communication. Recognition and rewards significantly influence employee loyalty. Deci and Ryan (2000) noted that intrinsic rewards, like personal growth, play a crucial role in retaining employees [1]. Herzberg's two-factor theory also identifies recognition as a primary motivator [2].
... Downs and Adrian (2004) showed that strong communication practices correlate with higher retention rates [7]. Men and Stacks (2014) also emphasize the impact of internal communication on job satisfaction and commitment [8]. Empirical studies support these theoretical insights. ...
... As such, scholars have used relationship management (RM) to explain the motivations behind authentic EA. Employee-organisation relationships (EORs) are one of the key predictors of EA and includes employee perceptions of themselves as part of the organisation, and their perceptions of the organisation's investment in sustaining EORs (Kim & Rhee, 2011;Men & Stacks, 2013). The various personal factors (PFs) and organisational factors (OFs) that affect EORs have been studied in the context of EA (Ghorbanzadeh et al., 2023). ...
The hospitality industry should adopt employee advocacy (EA) as it is the best method with which to foster and manage customer relationships. However, extant studies on EA are not only split across varying contexts, but very few have examined EA in the context of the hospitality industry. Furthermore, relationship management theory (RMT) does not fully explain EA in the context of the hospitality industry either. Therefore, this present study arranged extant studies, that have identified the drivers of EA, into an integrated framework. The findings indicate that a combination of organisational support (OS) and internal branding (IB) helps foster employee-organisation relationships (EORs), while the personal resources (PRs) of hospitality employees and their perceptions of situational problems (PSPs) further bolster EORs. More specifically, employees with high-quality EORs are more likely to use their PRs to act as brand advocates and be more committed to resolving problematic situations. Therefore, the proposed framework refines RMT to better explicate the dynamics surrounding EORs and EA.
... Selanjutnya, (Men and Stacks, 2013) menekankan pentingnya analisis sentimen dan jaringan sosial sebagai indikator kinerja komunikasi. Analisis ini memungkinkan organisasi untuk memahami nuansa emosional dan konteks sosial dari komunikasi yang terjadi, baik secara internal maupun eksternal. ...
Buku ini membahas tentang dinamika komunikasi organisasi, menyoroti strategi-strategi yang mendukung pencapaian kinerja unggul dalam konteks kerja sama tim dan kolaborasi efektif. Melalui paparan yang komprehensif dan aplikatif, pembaca akan diperkenalkan pada berbagai konsep dasar komunikasi organisasi serta praktek-praktek terbaik yang dapat diterapkan dalam berbagai jenis organisasi. Dari membangun budaya komunikasi yang inklusif hingga mengelola konflik dengan produktif, buku ini memberikan panduan yang berharga bagi para pemimpin dan anggota tim untuk meningkatkan efektivitas komunikasi mereka. Sebagai sumber inspirasi dan pengetahuan yang praktis, buku ini akan membantu membentuk fondasi yang kuat bagi pengembangan keterampilan komunikasi yang mendukung pertumbuhan dan keberhasilan organisasi di masa depan.
... The role of public relations (PR) in building and maintaining an organization's reputation has been studied extensively in the realm of multinational corporations and large companies with significant resources. Research highlights how these organizations use PR to shape stakeholder perceptions and maintain their market position (Men & Stacks, 2013). The importance of reputation is particularly evident in public administration where public trust and confidence is directly linked to an organization's ability to deliver essential services effectively and ethically (Carpenter & Krause, 2011). ...
This study explores the important role of public relations (PR) in shaping and maintaining PT Surya Sembada's corporate reputation. As a cornerstone of organizational success, reputation serves as a critical asset in a competitive business landscape. The research utilizes a comprehensive approach of qualitative methods to assess the multifaceted dimensions of the PR strategy implemented by PT Surya Sembada. The investigation begins by examining the theoretical underpinnings of corporate reputation and the evolving landscape of PR practice in the contemporary business environment. It then delves into case-specific analysis, evaluating the effectiveness of PT Surya Sembada's PR initiatives in enhancing brand image, fostering stakeholder relationships, and mitigating potential crises. Key findings highlight the strategic alignment between PR efforts and corporate objectives, emphasizing the role of transparent communication in fostering trust among stakeholders. The study also underscores the impact of digital platforms and social media in shaping public perception, requiring proficient management by PR practitioners. In addition, this research highlights the challenges faced by PT Surya Sembada in maintaining a positive reputation amidst dynamic market conditions. It offers actionable insights to refine PR strategies, emphasizing the importance of adaptability and proactive communication to navigate unexpected challenges. This analysis enhances the understanding of the symbiotic relationship between PR and corporate reputation, offering practical recommendations for PT Surya Sembada and other companies to enhance their reputational resilience in the current business environment.
... Although long hypothesized and predicted in an external dimension (Claeys & Cauberghe, 2015;Kim, 2017;Ma & Zhan, 2016), from an internal organizational context, the positive relationship between perceived crisis responsibility and perceived organizational reputation more recently examined (Kim et al., 2019;Mazzei & Ravazzani, 2015;Men, 2014;Men & Stacks, 2013 (Coombs, 2006;Mazzei & Ravazzani, 2015) which in turn results to positive relationships and favourable reputation. ...
The COVID‐19 pandemic has redefined the corporate sector's communication requirements to maintain organizational reputation among employees. This situation has led to lacklustre organizational performance and a decline in employee well‐being. However, little is known about how the sophisticated execution of internal crisis communication can foster productive employee responses. This study examines how internal communication during times of crisis strengthens employee task performance and well‐being, both of which are crucial for organizational success following the COVID‐19 pandemic. Drawing inspiration from situational crisis communication theory, the study primarily investigates the outcomes of internal crisis communication that generate favourable employee perceptions of their organization. A quantitative survey of 384 employees from various organizations was conducted, and the results indicated that efficient internal crisis communication enhances employee task performance, boosts employee well‐being and reduces crisis attribution, thus promoting employee behaviour that improves reputation. These findings contribute to the growing body of literature in public relations focused on understanding the psychological mechanisms underlying positive employee behavioural intentions during times of crisis. More importantly, strategic internal communication and maintaining a human element in employee interactions will benefit organizations in the long run. Practical implications for researchers and practitioners are discussed.
... theoretically, our findings suggest that it is inappropriate to generalize the effect of transformational leadership on organizational outcomes or work-related activities without recourse to the specific dimensions. although transformational leadership is regarded as the most exhibited leadership style across different set of organizations (adnan & haider, 2010;Men & stacks, 2013), the focus on the specific dimensions in this study showed that only idealized influence could influence eJi and be moderated by workplace spirituality. hence, as a construct, transformational leadership could be better explained relative to organizational outcomes by focusing on the dimensions rather the overall construct which may provide bias estimates and misleading findings. ...
As an emerging construct, workplace spirituality has gained credence in organisational management literature due to its effect on work-related behaviours. This paper examines the moderating effect of workplace spirituality on the relationship between transformational, ethical leadership and employee job involvement (EJI) in a developing country. We adopt quantitative approach and cross-sectional survey design to collect data from 416 employees in 10 selected public and private universities in Ghana. We analysed the data using descriptive statistics, correlation and hierarchical regression model. The results indicate that the transformational leadership dimensions and ethical leadership have strong significant positive relationship with EJI. We further establish that workplace spirituality moderates the relationship between ethical leadership and EJI. Regarding transformational leadership, workplace spirituality moderates only the relationship between idealized influence and EJI. The paper provides new findings to bridge the gap in the leadership literature by presenting original evidence that workplace spirituality is an effective moderator in the association between ethical leadership, idealized aspect of transformational leadership and EJI. Additionally, the outcome of this research sparks new discourse, and contributes to organizational practices and policies in Ghana and beyond.
... According to Seibert et al. (2004) empowering employees is a process of changing employees' behavior according to their conditions and roles in the work environment using a psychological approach, so that changes in employee behavior will have an impact on job satisfaction. Given that employee empowerment is a strategic way to communicate with employees about their potential (Men & Stacks, 2013). This communication is necessary to maintain employee self-respect for the efforts of their leaders to maintain personal trust and employee expectations (Abuzid & Abbas, 2017). ...
Empowerment and training program become a new technique that makes employees proactive in improving their performance. Thus, this research purpose to observe the appraisal of the Employee Empowerment and Training programs of zakat in achieving Employee zakat (Amil) Performance by mediating Islamic Job Satisfaction at the Zakat Institution (LAZNAS) in Central Java. This research used quantitative method with a survey approach. The research sample was 180 Amil at 12 LAZNAS in Central Java, who served in the collection, distribution, and utilization of zakat with a minimum service period of two years, and had received training about zakat management. The research sample was selected through the purposive sampling technique and analyzed with the Partial Least Square (SEM-PLS). The research findings indicate that the variables Employee Empowerment and Training programs have an effect toward Islamic Job Satisfaction. Then there is the direct and indirect effect of the Training programs toward the AmilPerformance at the Zakat Institution (LAZNAS) in Central Java with the mediation of Islamic Job Satisfaction. Meanwhile, for the effect of the Employee Empowerment toward Amil Performance, there is no significant in direct effect. However, there is an indirect effect of the Employee Empowerment toward Amil Performance at the Zakat Institution (LAZNAS) in Central Java with the mediating Islamic Job Satisfaction. This research was expected to be of particular concern to zakat institutions, especially in the human resources section to help provide information regarding the importance of empowering and training program for Amil performance in Zakat Institutions (LAZNAS) to improve collecting, distributing and utilizing zakat.
... The work of Kagwiria (2016) support the finding of the study as it revealed that power is concentrated in the hands of the leader who makes all the decisions, provides direction and assigns the task to subordinates. Men and Stacks (2013) arguing in the same vein stated that autocratic leaders are charismatic and self-assured individuals who typically do not require validation from their followers. Autocratic leaders use their position to pursue aggressive and visionary goals and their power through organization culture, press and media to praise their initial success. ...
The study examined leadership styles and attitude to work in formal organizations: A study of universities in South-South Nigeria. Two specific objectives and hypotheses were formulated for the study. The contingency and situational leadership theory was used to support the argument in the study. The cross sectional design was used for the study. The sample of 400 was derived from the population of 8054. Cronbach alpha was used to determine the reliability of the instrument with a reliability score of 0.59. The data were analysed through descriptive statistics such as mean and inferential statistics using the Pearson Product Moment Correlation (PPMC) to determine or establish the linear relationship between the independent and dependent variable in the study. The study revealed that autocratic leadership style does not elicit favourable attitude from workers toward work in Nigerian universities. The study also found that bureaucratic leadership style does not improve workers attitude to work in Nigerian universities. The study recommended that autocratic system of leadership should be discouraged from use in modern organisations as it has the capacity to de-motivate workers as established t=from the findings of the study. It also recommended that bureaucratic leadership style should be used in situational context and not as the only method in use to elicit a favourable attitude from workers.
... The integration of these tools into communication strategies has been linked to improved operational efficiency and customer satisfaction. [12], [13], [14], [15]. ...
This paper delves into the critical role of effective communication strategies in management for organizational success. It transcends mere information exchange, acting as the foundation for building relationships, informed decision-making, and successful
... In addition, scholars have examined the various antecedents that influence employee engagement such as the organization's reputation (Men, 2012); corporate social responsibility (Duthler & Dhanesh, 2018); leadership (Jiang & Luo, 2018;Jin, 2010;Men & Stacks, 2013;Meng & Berger, 2019); job resources and work conditions (D'Aprix, 2009;Hynes, 2012;Saks & Gruman, 2014); and employee Lee and Yue (2020) found that the second most prevalent topic in research related to internal communication was crisis management, and the findings demonstrated that practitioners may often have reactionary, and consequently, limited strategic approaches in internal crisis communication contexts (Heide & Simonsson, 2014). When an organization is experiencing a crisis, employees are the primary resource for maintaining organizational operations during such unsettling times (Dolphin, 2005). ...
The influence of leadership on organizational outcomes has long been a subject of extensive research. Our study departs from the traditional examination of broader behavioral aspects. It focuses on a specific and nuanced element within leadership styles and approaches—motivating language. Drawing on insights from the social cognitive and motivating language literature, this study provides a more nuanced understanding of how leaders can influence organizational commitment through their language choices. We conducted an online survey of 413 full-time employees across various sectors in China. The findings indicate that leaders’ motivational communication, which includes direction-giving, empathetic, and meaning-making language, positively correlates with organizational commitment. Moreover, psychological empowerment serves as a mediator in the relationship between each type of motivating language and organizational commitment. Despite the positive link between psychological empowerment and organizational commitment, relationship conflict weakens this association.
Purpose
Workforce agility (WFA) is an emergent research topic in volatile times. However, there is a lack of research in understanding the leadership dimension that triggers such an attribute in organizations. Our study aims to understand the impact of workforce agility on empowering leadership behavior and employee performance dimensions (task performance, contextual performance and counterproductive work behavior).
Design/methodology/approach
We collected data from 236 employees using reliable, validated scales and conducted various statistical analyses.
Findings
Our results demonstrated that WFA (1) partially mediated the relationship between empowering leadership and contextual performance (CP), (2) has not mediated the relationship between empowering leadership and counterproductive behavior (CWB) and (3) mediated the relationship between empowering leadership and task performance (TP).
Practical implications
Our research has practical implications for management practitioners. It suggests hiring and developing an agile workforce through appropriate training and development programs can significantly impact organizational performance. Furthermore, it provides insights into building leadership capabilities that sustain workforce agility practices, empowering leaders to make informed decisions.
Originality/value
Our research fills a significant gap in the existing literature by exploring the effects of WFA on leadership and performance. This novel approach provides a fresh perspective on the dynamics of organizational behavior, making it a valuable addition to the field.
Keywords
Workforce Agility, Task, Contextual, Counterproductive, Empowering leadership, Performance, Mediating.
Public relations scholars have greatly impacted the understanding of employee engagement in terms of definitions, theory development, antecedents, outcomes, and progressing scholarship to explore changes in the modern workplace. Yet, understanding the nuances around being disengaged is absent from most of the public relations literature. In addition, although much is known about the connection between employee engagement and internal communication, little has been identified about how internal communication contributes to or ameliorates the experience of being disengaged. Therefore, public relations researchers have the chance to move scholarship on disengagement forward by examining it as a unique concept separate from engagement and exploring the function of internal communication with disengagement.
Purpose – The paper aims to examine the relationship of leadership styles and employees job performance in public sectors and to identify study gaps in the areaDesign/methodology/approach – The paper used exploratory study approach and reviewed literatures related to this study. The data used for study was generated from secondary sources of articles, books and review papers.Findings – The paper provides empirical insights about how leadership styles have relations and impacts on employees’ performance and the practice of public service leadership in different contexts and nations.Research limitations/implications – This study used only qualitative method and data were gained from only secondary sources. This may cause generalizability limitations.Practical implications – The paper has significant implication for researchers, role players of public sectors leaders and experts working under the supervision of leaders or managers.Originality/value – This paper is original and own effort of the researcher.
All organizations have reward schemes and awards to draw in and keep top performers. The main goal of rewards is to inspire workers and raise their level of engagement at work, which improves the workers' productivity as a whole. The aim of this study is to examine that how an organization's reward system affects worker performance. In this study, which used a quantitative methodology, 169 sets of questionnaires were given to the subjects who were chosen randomly. After that, the data were examined using SPSS software, and various analyses including correlation and regression analyses as well as the T-tests were performed. The findings demonstrate that every element significantly affects how well employees perform. This study will serve as a foundation for future investigations into the variables influencing teachers' effectiveness. The results provide important information in reaching desired conclusion & making suitable decision. The employers will benefit from this study by having a better method for rewarding the achievements that will improve the performances. The organization can use the study's findings to enhance its rewards program and make sure it will help raise the employees' performance.
Purpose
The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the information technology (IT) sector. To accomplish this, the authors rely on an abductive approach using a graph theoretic model, often called interpretive structural modelling (ISM).
Design/methodology/approach
After conducting an in-depth literature review and using the Delphi method, the authors identified 12 factors (11 enablers and IWB as an outcome). The authors collected data through the Delphi approach by sending the questionnaire to 11 experts from academia and the IT sector who have extensive experience and knowledge relevant to the study. The authors then used the ISM method to analyse the relationships among these factors and understand their driving forces.
Findings
Based on the ISM model and the Matrice d'Impacts Croisés Multiplication Appliquée à un Classement analysis, the authors have identified that inclusive leadership, proactive personality and knowledge creation ability are the variables with strong driving power but weak dependence. Conversely, IWB has strong dependence but weak driving power. These findings suggest that to foster IWB, the organisation should prioritise inclusive leadership, proactive personality and knowledge-creation ability to succeed in challenging times. The study’s findings contribute to the social exchange theory, which explains IWB in a dynamic setting. Additionally, the study helps address the significant concerns that most IT companies face during times of crisis.
Practical implications
The study provides valuable guidance for managers and policymakers who are grappling with the challenges of improving IWB in the IT sector. This study is particularly relevant as the industry is currently navigating an economic recession and facing intense competition from other tech companies launching new products and services.
Originality/value
This research holds great significance for top executives, line managers and policymakers in the IT industry. It sheds light on the relevance and importance of various factors facilitating millennials' IWB.
Introducción: La comunicación interna es un aspecto relevante en la gestión de los conflictos y las relaciones laborales en las organizaciones turístico-hoteleras. Metodología: A través de la regresión lineal múltiple se pretende validar cuáles son los atributos relacionados con la comunicación interna que tienen mayor influencia en la percepción general sobre las relaciones y la gestión del conflicto. Resultados: Se han identificado cuatro variables con influencia directa en la percepción global de las relaciones laborales y el conflicto: cumplimiento de promesas por parte de los superiores, desempeño de las funciones reales del puesto, accesibilidad y facilidad para hablar con los superiores y la información por parte de los superiores de temas importantes. Discusión: Diversos estudios han analizado la relación entre la comunicación interna y el conflicto en las organizaciones concluyendo que la comunicación interna efectiva se asocia con niveles más bajos de conflicto y mayor satisfacción laboral, destacando otros el papel de los líderes como elemento crucial para manejar y evitar conflictos. Conclusiones: La comunicación interna influye en la percepción que tienen las personas que colaboran en la organización de la gestión de los conflictos y de las relaciones laborales y que realiza su empresa hotelera.
Purpose
Because a large number of employees now work remotely, either completely or partially (e.g. flexible), it is imperative that scholars and practitioners understand the implications of remote work, such as how employee satisfaction is impacted.
Design/methodology/approach
This study examined leadership communication styles to understand how they may be perceived differently for remote workers. Results from an online survey (N = 403) revealed that while higher perceptions of leadership communication styles (responsive, vigilant and motivating language) were related to increased employee satisfaction, the amount of time spent working remotely did not moderate these relationships.
Findings
The findings suggest that the benefits of demonstrating leadership communication strategies can be extended from physical environments into online spaces.
Originality/value
This study is unique in that it centers on communication-forward leadership styles and applies them to remote contexts. Furthermore, remote work is conceptualized as a continuous variable as opposed to a binary, allowing for increased nuance.
This paper explores the transformative impact of AI on organizations, with a particular focus on the evolution of both workers and Human Resources management. The paper discusses how HR professionals can navigate the complexities introduced by AI and highlights the need for new competencies beyond their traditional HR skills. The systematic literature review (based on a social network analysis approach) led identifying a map showing the dimensions of work environments that are the subject of each HR professional role. This map represented the framework to - on one hand - identify the impact of AI (and prospectively: Generative AI) on the work environment, and on the other hand to explore the necessary evolution of HR professionals in achieving organizational alignment and fostering a culture of innovation and resilience in the face of rapid technological change.
Employee engagement functions as a driving force propelling employees towards achieving optimal productivity. Over the past 15 years, its significance has heightened, particularly due to intense business competition and economic downturns. Given the emphasis on mental and physical well-being as integral aspects of human resources, addressing these aspects becomes crucial for gaining a competitive edge and maximizing productivity. This area has become a focal point for emerging research, attracting the attention of young scholars aiming to contribute to efficient human resource management. This study focuses on delving into employee engagement, particularly analyzing 135 IT professionals from few IT Companies. The objective is to scrutinize various factors influencing employee engagement and their impact on job outcomes such as job satisfaction, commitment, and intentions to quit, as well as on overall employee engagement (both organizational and job-specific). The data analysis involves descriptive tests and multiple regression analysis. The study's findings reveal that factors like rewards and recognition, career advancement, and relationships with colleagues significantly affect and shape the level of job outcomes
Aim: This study examined the nexus between institutional training and development and employee performance from private universities in Ghana using Principal Components Regression (PCR). Methodology: The study employed exploratory design through the quantitative and cross-sectional survey methods for data collection. The questionnaires were administered t0 384 respondents from the private universities. Findings: The study revealed that training on leadership behaviour and development modules is more prevalent in the private universities in Ghana (M= 3.2669, SD = 0.6918, Skewness = -0.8262, p-value = 0.0000). The correlation results revealed a significant positive relationship between on-job training (r=0.3570*, p-value = 0.000), off-job training (r= 0.2893*, p-value = 0.000), training on leadership behaviours (r=0.4019*, p-value = 0.000) and training on development modules and employee performance (r=0.5917*, p-value = 0.000). Using PCR, the results revealed that there is a significant combined effect of on-job training, off-job training, training on leadership behaviour and development modules on employees’ performance (F-statistic = 54.512, p-value =0.000<0.05). Recommendation: it is recommended that private universities intensify more efforts to train their employees. Also,institutional training and development programmes at the private universities in Ghana should emphasized more on-job training and off-job training and further improve their activities of development modules training and leadership.
This study investigates the interplay between Corporate Governance, Internal Control, Corporate Reputation, and Employee Engagement, focusing on the moderating role of different leadership styles. Empirical findings indicate that Corporate Governance, Internal Control, and Corporate Reputation are positively and significantly associated with Employee Engagement. The study further delves into the nuances of leadership styles, democratic, bureaucratic, laissez-faire, and authoritarian, and their distinct moderating effects on these relationships. Democratic leadership was found to enhance the linkage between Corporate Governance, Internal Control, Corporate Reputation, and Employee Engagement. In contrast, the bureaucratic and laissez-faire styles primarily moderated the effects of Internal Control and Corporate Reputation on Employee Engagement. Additionally, authoritarian leadership strongly moderates the relationship between Corporate Governance, Internal Control, and Employee Engagement. These findings suggest that leadership style is crucial in determining the effectiveness of corporate governance mechanisms, internal controls, and reputation management in promoting employee engagement. The study contributes to the broader discourse on organizational behavior and human resource management, offering insights for practitioners and scholars interested in optimizing employee engagement through strategic leadership and organizational practices.
Purpose
Organizational reputation has come to the forefront amidst today’s increasingly competitive business environment. While the perspectives of external stakeholders continue to generate research attention among reputation scholars, perceptions of internal stakeholders like employees deserve similar or more focus due to their ability to sway external organizational reputation. Thoroughly understanding organizational variables that precede internal reputation perceptions among employees and the ensuing consequences enables effective reputation management measures. This study aims to develop a comprehensive framework that outlines the antecedents and consequences of the internal reputation concept.
Design/methodology/approach
The Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) 2020 review protocol was applied. Around 24 journal articles were drawn from the Web of Science and Scopus databases and analyzed using qualitative content analysis.
Findings
The review revealed 31 constructs related to the internal reputation concept, which were categorized into seven main themes, and a comprehensive framework was developed. Future research recommendations include the need to expand the study’s parameters, adopt a different research method and target varied contexts to achieve a more exhaustive systematic literature review on internal reputation.
Research limitations/implications
This study attempts to contribute to the understanding of the internal reputation concept, theories and reputation management practices through its findings.
Originality/value
This paper provides the first known systematic literature review of the internal reputation concept, which could provide practical guidance to professionals in internal reputation management and academic guidance for future research in internal reputation.
This paper examines the influence of social involution on workplace competition in China, emphasizing the mediating role of leadership style and the moderating role of leadership-employee collaboration. This framework provides a foundation for understanding the Chinese context's complex interplay between social involution, leadership, and vicious competition in the workplace. In the workplace, competition is a motivating and innovative driver, but escalating internal competition can lead to negative consequences, such as heightened anxiety and unethical behavior. This study explores how leadership styles and leader-employee collaboration influence and potentially mitigate the harmful effects of intense internal competition. This study highlights the importance of leadership in managing the impact of social trends and provides insights for optimizing organizational dynamics.
Family businesses are the kind of organizations that are characterized by overlapping systems of ownership, management, governance, and family values. In family firms, the family is the main asset of the business, and family members are strictly bound to the firm. Due to the dominance of a specific family, the success of the company is closely linked to the proper administration of the duality in the industry, the existence of family and business simultaneously. This fact distinguishes family firms from other companies. Furthermore, managerial and ownership priorities of the owner family are maintained through intergenerational succession. And, the existence of multiple stakeholders and their conflicting demands necessitate a transparent and authentic leadership approach in this delicate process. In this chapter, it is proposed that in family firms, intergenerational succession is more convenient and less painful, in case an authentic leader who gives importance to high levels of awareness, transparency, and morality is in power.
Purpose
This study, informed by the Situational Crisis Communication Theory, aims to suggest two primary response strategies that can be used for effective internal crisis communication during a pandemic situation, such as COVID-19. The effect of base response strategies on employees' perceptions of communication quality, leadership and relational outcomes were investigated.
Design/methodology/approach
An online survey of full-time employees in the United States was conducted.
Findings
The findings showed that for an instructing information strategy, not all types of information were equally associated with positive employee responses in terms of perceived quality of internal communication related to the COVID-19 pandemic and transformational leadership. Specific information that employees need to know in order to safely perform daily tasks, such as organizational protocols and thorough preparation, seem to be the most needed and desired information. Adjusting information was positively associated with employee perceptions of internal communication quality and perceptions of CEO leadership. Employees' perceived quality of internal communication affected by the base crisis response strategies were positively correlated with perceptions of transformational leadership and relational outcomes (i.e. employee trust in the organization, employee perceptions of the organization's commitment to relationships with employees, employee support for organizational decision-making related to COVID-19).
Originality/value
This study presents important theoretical and practical insights through an interdisciplinary approach that applies the theoretical framework and relationship-oriented outcomes of public relations to public health crisis situations.
Kişilik kavramı, bireylerin düşünme, hissetme, davranma ve insanlarla iletişim ve ilişki kurma özelliklerinin süreklilik gösteren örüntüsü olarak tanımlanmak-tadır. Bireylerin nasıl bir kişiliğe sahip olduğunun belirlenmesinde de kişilik ölçeklerinden yararlanılmaktadır. 5 Faktör Kişilik Ölçeği, 10 Faktör Kişilik Ölçe-ği, Çok-Yönlü Eylemli Kişilik Ölçeği, Cervantes Kişilik Ölçeği, Kişilik Yönelim Envanteri, Myers-Briggs Kişilik Tipi Belirleme Envanteri gibi farklı birçok ölçek söz konusudur. Muhasebe mesleğini icra eden muhasebe meslek mensupları-nın kişilik özellikleri de şüphesiz farklılık arz etmektedir. Bu bağlamda araş-tırmaya katılan meslek mensuplarının genel olarak hangi kişilik özelliğine sahip olduğunun ötesinde kişilik özellikleri ile çeşitli olgular arasında da ilişki aranabilir. Zira kurumlar için önemli bir sermaye unsuru olarak görülen ku-rumsal itibarın iyi yönetilmesi esastır ve kurumlar, paydaşlar tarafından nasıl algılandıklarını bilmeli ve bu algılar çerçevesinde itibarını yükseltmeli veya korumalıdır. Çalışmanın amacı da muhasebe meslek mensuplarının kişilik özellikleri ve demografik özelliklerine göre oluşturulan gruplar arasında algıla-nan kurumsal itibar bileşenleri yönüyle farklılık bulunup bulunmadığının tes-pit edilmesidir. Bu amaçla Samsun’daki muhasebe meslek mensuplarının “Myers-Briggs Kişilik Türleri Envanteri” ile belirlenen kişilik türleri (analizciler, diplomatlar, gözcüler ve kaşifler) ile demografik değişkenlere göre oluşturulan gruplar arasında algılanan kurumsal itibar bileşenleri bakımından farklılık bulunup bulunmadığı irdelenmiştir. Çalışmanın anakütlesini oluşturan Sam-sun SMMMO’ya kayıtlı muhasebe meslek mensuplarına kolayda örnekleme yoluyla anket uygulanmıştır. Gerçekleştirilen analizler sonucunda; muhasebe meslek mensuplarının kişilik özellikleri ve demografik özelliklerinin bir kısmı açısından bağlı oldukları meslek odasına yönelik algıladıkları kurumsal itibar farklılık göstermektedir.
Anahtar Sözcükler: Myers-Briggs Kişilik Ölçeği, Kurumsal İtibar Algısı, Muha-sebe Meslek Mensubu, Muhasebeciler Odası, Samsun
APA formatında kaynak gösterimi aşağıdaki gibi olmalıdır:
Özdemir, F. S., Bulut, E., Ünal, İ. H., Akgün, Ş. (2021). 'Muhasebe meslek odasının ku-rumsal itibar algısı: Samsun örneği', içinde Özdemir, F. S., & Kızıldağ, D. (ed.) Davranışsal Muhasebe: Teorik ve Ampirik Çalışmalar. Ankara: Siyasal Kitabevi, ss.189-222.
Çalışma, empowerment yani güçlendirme kavramı konusunda kavramsal bir çerçeve çizmeyi ve literatürde konunun gelişim yönünü netleştirmeyi amaçlamaktadır. Söz konusu alan yazın incelendiğinde Türkiye’de konunun tematik anlamda araştırıldığı herhangi bir çalışmaya rastlanmamıştır.Dolayısıyla, çalışmanın, ilgili literatürün geliştirilmesi hususunda katkı sağlayacağı düşünülmektedir.
Araştırma kapsamında çeşitli veri tabanlarından çalışmalar seçilerek tematik açıdan incelenerek sınıflandırılmıştır. Araştırma, konu hakkındaki temaların kendini tekrar ettiği aşamaya kadar sürdürülmüş olup incelenen çalışma sayısı toplamda 42’dir.
Güçlendirme konusunda, incelenen çalışmalar ışığında aşağıdaki temalara ulaşılmıştır:1- Güçlendirme ve örgütsel bağlılık ilişkisi,2- Güçlendirme ve performans ilişkisi,3- Güçlendirme ve iş tatmini ilişkisi,4- Çalışanların güçlendirme uygulamalarına dair algıları,5- Güçlendirme ve yenilikçilik ilişkisi.Görüldüğü üzere, çalışmaların büyük bir bölümü uygulamaya dönük çalışmalar olup konunun bilimsel gelişimi açısından yürütülen çalışmaların yeterli düzeyde olmadığı saptanmıştır. Temalar incelendiğinde konunun teorik boyutuna odaklanan tek konunun çalışanların güçlendirme uygulamalarına dair algıları üzerine olduğu görülmektedir. Bu nedenle, özellikle güç ve güçlendirme kavramlarının mahiyeti, güçlendirme süreci aşamaları ve güçlendirme araçları gibi konularda çalışmaların artırılması önerilmektedir. Özellikle, yöneticiler açısından güçlendirmenin ne şekilde algılandığı konusunda çalışmaların yürütülmesi elzemdir. Güçlendirme ile ilgili alan yazında genel odak çoğu defa çalışanlar olmuştur, fakat örgüt yönetimlerinin bu konudaki fikirleri, somut uygulamaları ve bu uygulamaların sonuçlarının araştırılması da büyük önem taşımaktadır.
Uluslararası ticaret, günümüz küresel ekonomisinde önemli bir rol oynamaktadır. Uluslararası ticaret, ülkeler arasındaki ekonomik ilişkilerin canlanması, şirketlerin büyümesi ve dünya çapında refahın artması için hayati bir öneme sahiptir. Farklı ülkeler arasındaki ticaret süreci, farklı yasal, kültürel ve dil engelleriyle karşılaşabilir. Bu nedenle, uluslararası ticarette kullanılan belgeler, ihracat ve ithalat işlemlerinin düzenlenmesinde ve güvenli bir şekilde gerçekleştirilmesinde kritik bir rol oynamaktadır. Ancak, farklı ülkelerin yasal düzenlemeleri, gümrük prosedürleri ve ticaret alışkanlıkları gibi faktörler, uluslararası ticaretin düzenlenmesini ve gerçekleştirilmesini karmaşık hale getirebilir. Bu karmaşıklığın üstesinden gelmek ve ticaretin sorunsuz bir şekilde gerçekleşmesini sağlamak için çeşitli belgelere ihtiyaç duyulur.
Uluslararası ticaret işlemlerinde, bankalar mal veya hizmetle doğrudan ilgilenmezler. Bunun yerine, mal veya hizmet için düzenlenmiş belgelere dayanarak işlem yaparlar ve bu belgeler hukuki sorumluluklarını belirler. Bu tür belgelere genel olarak ticaret belgeleri veya vesaik olarak adlandırılır. Ticaret belgeleri, ülkeden ülkeye ve üründen ürüne farklılık gösterebilir, ancak birçok standart belge kullanılmaktadır. Bu belgeler, Birleşmiş Milletler (BM) ve Uluslararası Ticaret Odası (ICC) gibi kuruluşlar tarafından standartlaştırılması için çalışmalar yürütülmektedir. Ticaret belgeleri arasında resmi belgeler, ticari belgeler, taşıma belgeleri, finansman belgeleri ve diğer belgeler bulunur.
Resmi belgeler, ticaretin yasal ve düzenleyici yönlerini düzenlemek için kullanılır. Bu belgeler, gümrük işlemleri, ithalat ve ihracat düzenlemeleri, vergilendirme ve menşe belirlemesi gibi konuları kapsar. Ticarette yaygın olarak kullanılan resmi belgelerden biri, ticari faturadır. Ticari fatura, satıcı tarafından alıcıya gönderilen mal veya hizmetlerin ayrıntılarını içerir ve ticaret işleminin temel belgesidir. Diğer resmi belgeler arasında gümrük beyannamesi, menşe şahadetnamesi ve ithalat/ihracat lisansları bulunur.
Ticari belgeler, ticari ilişkilerin ve taahhütlerin belirlenmesi için kullanılır. Bu belgeler, satıcı ve alıcı arasındaki anlaşmaları ve ödeme şartlarını düzenler. Ticari faturalar, satış sözleşmeleri, siparişler, proforma faturalar ve akreditifler gibi belgeler, taraflar arasında anlaşmaların yapıldığı ve taahhütlerin yerine getirildiği ticari belgelerdir.
Taşıma belgeleri, malın güvenli ve hızlı bir şekilde taşınmasını sağlamak için kullanılır. Bu belgeler, malın nakliye aracına yüklenmesi, taşınması ve teslim edilmesi ile ilgili bilgileri içerir. Taşıma belgeleri arasında nakliye faturaları, taşıma emirleri, konşimento, hava manifestoları ve taşıma sigorta poliçeleri yer alır. Örneğin, denizyolu taşımacılığında kullanılan konşimento (Bill of Lading), taşınan malın sahipliğini, taşıma koşullarını ve sözleşme hükümlerini gösterir. Havayolu taşımacılığında ise havayolu taşıma irsaliyesi (Airway Bill) kullanılır. Karayolu taşımacılığında ise uluslararası karayolu taşıma irsaliyesi (CMR) önemli bir belgedir.Finansman belgeleri, ödeme işlemlerini ve finansal taahhütleri düzenlemek için kullanılır. Bu belgeler, alıcı ve satıcı arasındaki ödeme şartlarını ve finansman düzenlemelerini belirler. İthalat ve ihracat işlemlerinde kullanılan finansman belgeleri arasında akreditifler, teminat mektupları, banka ödeme emirleri ve ödeme belgeleri bulunur.
Uluslararası ticarette kullanılan belgeler, taraflar arasındaki anlaşmaların yazılı bir şekilde kaydedilmesini, yasal uyumluluğun sağlanmasını ve ticaret işlemlerinin güvenli bir şekilde gerçekleştirilmesini temin eder. Uluslararası ticarette kullanılan belgelerin türleri ve özelliklerinin ilgili taraflar tarafından iyi bilinmesi ve tanınması son derece önemlidir. Çünkü belgelerin sözleşme şartlarına uygun olarak düzenlenmediği durumlarda, bankalar rezerv (ödememe veya kabul etmeme kararı) uygulayabilir. Bu durum, bankalar ile müşterileri arasında anlaşmazlıklara ve potansiyel hukuki sorunlara yol açabilir (Babayiğit, 2010:200). Ayrıca, bu belgeler, ülkeler arasındaki ticaretin takibi, istatistiksel verilerin toplanması ve ekonomik politikaların oluşturulması için önemli veri kaynaklarıdır. Bu nedenle, uluslararası ticarette kullanılan belgelerin doğru ve eksiksiz bir şekilde hazırlanması, ticaret aşamalarının olumlu tamamlanması adına hayati öneme sahiptir.
Uluslararası ticarette kullanılan belgeler, ihracat ve ithalat süreçlerinin düzenlenmesi, mal veya hizmetlerin taşınması ve gümrük işlemlerinin gerçekleştirilmesi için vazgeçilmez araçlardır. Bu belgelerin doğru ve düzenli bir şekilde kullanılması, ticaretin sorunsuz bir şekilde gerçekleştirilmesini sağlar ve taraflar arasında güvenin oluşmasına katkıda bulunur.
Bu nedenle, uluslararası ticarette kullanılan belgelerin türlerinin ve özelliklerinin ilgili taraflarca iyi anlaşılması, dış ticaret çalışanlarının işini kolaylaştırır ve iş akışını daha verimli hale getirir. Bu çalışmada, uluslararası ticarette sıkça kullanılan belgeleri incelenmiştir ve bu belgelerin önemini vurgulanmıştır.
This research is situated at the intersection of three contemporary trends: employees' influence within the internal branding and brand value co-creation process; organizations' use of social media to build their brands; and employees' roles as influencers whereby they voice their opinions, post work-related content on social media, and express their perceptions of their employer's brand and influence consumers via social media. Further, it is based on extensive review of the literature to get deep knowledge of an interaction between employee influencer and brand co-creation. This piece of research will be valuable for academicians, managers, and scholars as well as for those who are looking to have an understanding of employee as influencers of firm.
Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well.
The role of research and planning is essential to any public relations effort. Until recently, this aspect of public relations practice has suffered from what has been described as a lack of measurable outcomes. That is, public relations has been seen as a soft practice (one that focuses primarily on outputs such as news releases) or “publicity,” most often an in-house organ or media relations unit that produced press releases and other promotional materials. As such, much of public relations planning was focused on getting a message out to as many constituents as possible, often without much thought to the outcomes that these materials were seeking to influence.
This chapter reviews the research and planning process involved in successful public relations campaigns that cross various corporate communication needs. It examines the research process and focuses on the roles of research in the campaign, such as benchmarking and evaluation of public relations outcomes. The chapter is rounded out by a review of the research methods employed in both gathering data and providing indicators of program success and an overview of the measurement process in terms of Return On Investment (ROI) and Return On Expectations (ROE).
The goal of this study was to examine the effects of transformational leadership behaviors, within the context of Kerr and Jermier’s (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hierarchical moderated regression analysis procedures generally showed that few of the substitutes variables moderated the effects of the transformational leader behaviors on followers’ attitudes, role perceptions, and “in-role” and “citizenship” behaviors in a manner consistent with the predictions of Howell, Dorfman and Kerr (1986). However, the results did show that: (a) the transformational leader behaviors and substitutes for leadership each had unique effects on follower criterion variables; (b) the total amount of variance accounted for by the substitutes for leadership and the transformational leader behaviors was substantially greater than that reported in prior leadership research; and (c) several of the transformational behaviors were significantly related to several of the substitutes for leadership variables. Implications of these findings for our understanding of the effects of transformational leader behaviors and substitutes for leadership are then discussed.
Measures of corporate reputation currently in widespread use suffer from fundamental methodological and conceptual weaknesses. This paper begins with a brief overview of the reputation construct and its expected dimensionality. It then examines some of the major indices in use and documents their principle weakesses. A new instrument is proposed - the 'reputation quotient' - to measure corporate reputations and establish its empirical validity and reliability through focus groups and pilot studies. It concludes that the reputation quotient is a robust measure of corporate reputations that considerable improves the state of the art in reptuation measurement.
In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation.
The purpose of this study is to evaluate claims that emotional intelligence is significantly related to transformational and other leadership behaviors. Results (based on 62 independent samples) indicated a validity estimate of .59 when ratings of both emotional intelligence and leadership behaviors were provided by the same source (self, subordinates, peers, or superiors). However, when ratings of the constructs were derived from different sources, the validity estimate was .12. Lower validity estimates were found for transactional and laissez-faire leadership behaviors. Separate analyses were performed for each measure of emotional intelligence. Trait measures of emotional intelligence tended to show higher validities than ability-based measures of emotional intelligence. Agreement across ratings sources for the same construct was low for both transformational leadership (.14) and emotional intelligence (.16).
This paper summarises the findings arising from a series of extended qualitative interviews with 14 CEOs and chairmen from leading UK corporations and international organisations. The purpose of the interviews was to try to establish the value that CEOs attach to public relations, and to get a sense of how they would assess its value and contribution to overall business and organisational performance. The study also tried to determine the role CEOs play in reputation management. The findings conclude that CEOs do not expect or look for a simple return on investment (ROI) for public relations expenditure; that public relations is used regularly to enhance and protect reputation; that public relations has become mission critical for businesses and the management of reputation; that CEOs themselves take overall responsibility for the management of corporate reputation; that the CEO's personal reputation is closely linked to that of the corporation; that CEOs' profiles and the media demands made of them have never been higher; that public relations can influence organisational strategy; and that high calibre people working in public relations are highly sought after and valued by CEOs. There are many lessons and implications for public relations practitioners.
This investigation examined the relationship of information adequacy to job satisfaction and organizational culture in a healthcare organization with both office and field personnel. Information adequacy was assessed in four areas: personal performance, organizational policies, organizational performance, and organizational objectives. Comparisons of field and office personnel indicated that they did not differ on information adequacy or job satisfaction; they did, however, differ on several dimensions of organizational culture. Also, the relationship of information inadequacy to job satisfaction and organizational culture differed for employees depending on whether they worked primarily in the field or primarily in the office. Implications of the findings are drawn for organizations with a dispersed-network structure.
A three-phase quantitative investigation of relationships involving salesperson job satisfaction was undertaken. First, the strength, valence, and consistency of pairwise relationships were assessed by means of a meta-analysis. Second, methodological characteristics coded as moderator variables were used to account for variability in study effects. Finally, weighted mean correlations resulting from the analysis of pairwise relationships were used to evaluate a causal model of antecedents and consequences of job satisfaction. In general, relationships involving job satisfaction were robust across study contexts. Systematic moderating effects of type of sales-force and operationalization of job satisfaction were found. Several summary conclusions about antecedents and consequences of salesperson job satisfaction are drawn from the analyses.
This article furthers the integration of leadership theory with quality management theory by testing the influence of both transformational and transactional leadership on a firm's quality improvement. A survey of quality managers in the United States was conducted to measure the leadership characteristics of the firm and the firm's quality improvement. This article examines the relationship of infrastructure and core quality management practices to the levels of transformational and transactional leadership in the firm. The authors found that transformational leadership significantly affects both infrastructure and core quality management practices, while transactional leadership does not significantly affect either set of practices. However, there were significantly higher levels of both transformational and transactional leadership behavior exhibited in the successful firms compared to the unsuccessful firms. The implications of these finding for quality management theory are discussed.
Despite increasing attention on the topic of empowerment, our under-standing of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. In addition, the authors identify certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.
The impact of feminist scholarship on public relations affects practitioners, scholars, and audiences alike. Since the first comprehensive gender study in public relations was published in 1986, numerous scholars have (a) described the status of women in the profession, (b) applied feminist perspectives to prevailing public relations theories, and (c) explored new feminized concepts and theories. Taken as a whole, this scholarship has led to a new feminist paradigm for the field, which has the ability to empower women. The purpose of this chapter is threefold: first, to give a comprehensive review of the published public relations scholarship on gender and feminism; second, to synthesize the scholarship into what can be defined as a feminist paradigm; and third, to illustrate the empowerment of the new paradigm. To begin, some important concepts are defined, followed by a brief discussion of the feminization of the public relations field that marked the impetus for gender studies. The body of literature o...
We examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations. The results indicated that the actions of external leaders, the production/service responsibilities given to teams, team-based human resources policies, and the social structure of teams all worked to enhance employee team empowerment experiences. More empowered teams were also more productive and proactive than less empowered teams and had higher levels of customer service, job satisfaction, and organizational and team commitment.[ABSTRACT FROM AUTHOR]
A three-phase quantitative investigation of relationships involving salesperson job satisfaction was undertaken. First, the strength, valence, and consistency of pairwise relationships were assessed by means of a meta-analysis. Second, methodological characteristics coded as moderator variables were used to account for variability in study effects. Finally, weighted mean correlations resulting from the analysis of pairwise relationships were used to evaluate a causal model of antecedents and consequences of job satisfaction. In general, relationships involving job satisfaction were robust across study contexts. Systematic moderating effects of type of salesforce and operationalization of job satisfaction were found. Several summary conclusions about antecedents and consequences of salesperson job satisfaction are drawn from the analyses.
Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided.
The current study explores how corporate leadership influences the effectiveness of internal public relations by linking CEO credibility, employee evaluation of the organizational reputation, and employee engagement. An online survey of 157 employees from a Fortune 500 company shows that CEO credibility is positively associated with perceived organizational reputation and employee engagement. Perceived organizational reputation significantly and positively affects employee engagement. Employee perception of organizational reputation fully mediates CEO credibility impact on employee engagement.
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The current study examines how employees’ perceptions of empowerment impact the quality of the organization–employee relationship. Based on the on-line survey of 223 employees from a variety of companies in China, both dimensions of employee empowerment—feelings of competence and feelings of control—serve as positive predictors for organization–employee relationship. However, employees’ feelings of control wield more weight in the prediction than do feelings of competence.
An empirical study of Fortune 500 companies suggests that “reputation management” is gaining ground as a driving philosophy behind corporate public relations. Whether the phenomenon is a trend or a fad is not clear, given the lack of consensus in defining reputation, the instability and questionable validity of reputation measures, and unanswered questions about when and how (or even whether) reputation can be “managed.” Besides reputation management, corporate public relations departments in the study embraced a wide variety of other definitions of their function, suggesting that public relations continues to have great difficulty in defining itself. While the study did not find a strong correlation between reputation and overall spending on corporate communication activities, as had a similar study the prior year, it did find some interesting correlations between reputation and specific categories of spending.
This study examines whether follower characteristics moderate the relationship between transformational leadership and follower work engagement. Data were collected from 140 followers and their 48 supervisors from a diverse range of industries in South Africa. Hierarchical linear modeling results show that follower characteristics moderate the positive relationship between transformational leadership and follower work engagement. More specifically, transformational leadership has a more positive effect on follower work engagement when follower characteristics are more positive. Implications of the findings for theory, research, and practice are discussed.
Two key problems hamper the study of charismatic/transformational leadership. First, the field lacks a generally accepted conceptual framework to guide research and practice. Second, only limited efforts have been made to operationalize key constructs. The authors report on an effort to remedy both problems here. They present a model that captures many of the major points common to existing models of charismatic/transformational leadership, that describes the development of instruments to measure attributes of the behaviors of charismatic/transformational leaders as well as key follower beliefs, and that hypothesizes the relationships between charismatic leadership behaviors, follower beliefs, and follower behavior.
This article describes a Monte Carlo investigation of 4 methods for treating incomplete data. Data sets conforming to a single structured model, but varying in sample size, distributional characteristics, and proportion of data deleted, were randomly produced. Resemblance-based hot-deck imputation, iterated stochastic regression imputation, structured-model expectation-maximization, and saturated-model expectation-maximization were applied to these data sets, and these methods were then compared in terms of their ability to reconstruct the original data, the intact-data variances and covariances, and the population variances and covariances. The results favored the expectation-maximization methods, regardless of sample size, proportion of data missing, and distributional characteristics of the data. The results are discussed with respect to practical considerations in the choice of missing-data treatment, including the possibilities of model misspecification, convergence failure, and the need to make data available to other investigators.
Purpose
– The role of research and development (R&D) in a knowledge‐based economy like Singapore is of paramount importance to the sustenance of its competitive advantage. R&D not only requires huge investments in time and capital but also in a committed pool of talent. The present study attempts to integrate both behavioural and relational perspectives using Bass's Multi‐Factor Leadership Theory and Liden and Maslyn's Multi‐Dimensional Model of Leader‐Member Exchange (LMX) and test their applicability in determining employees' innovativeness.
Design/methodology/approach
– Using the responses from 201 R&D professionals in Singapore, it is found that R&D superiors demonstrate predominantly transformational leadership but at lower frequency than observed in past studies. Practical implications arising from the findings for R&D managers, human resource managers, and training and education are discussed.
Findings
– The findings from hierarchical regression analysis reveal that transformational leadership has positive association with the dimensions of LMX as well as innovativeness. In contrast, transactional leadership has negative association with innovativeness.
Originality/value
– The paper offers insights into the effects of leadership and leader‐member exchange on innovativeness.
This article reviews different viewpoints in the marketing literature in an attempt to clearly define the concept of corporate reputation and identify its relationship with corporate image. Definitions offered for the term corporate reputation by marketing academics and practitioners are therefore merged into two dominant schools of thought. These include the analogous school of thought, which views corporate reputation as synonymous with corporate image, and the differentiated school of thought, which considers the terms to be different and, according to the majority of the authors, interrelated. This article argues that on balance, the weight of literature suggests that there is a dynamic, bilateral relationship between a firm’s corporate reputations and its projected corporate images. Future research is therefore encouraged to explore how corporate reputations influence and are influenced by all the ways in which the company projects its images: its behaviour, communication and symbolism.
This paper examines whether supervisors in nontraditional accounting services (vs. supervisors in financial auditing and tax services) are more likely to acquire transformational leadership skills, and, whether such skills impact subordinates' role clarity and role outcomes. Transformational leadership coincides with the AICPA's Vision Project's definition of leadership skills: the ability to influence, inspire, and motivate others to achieve results. The paper uses role theory to articulate specific links between transformational leader behavior, role clarity, and role outcomes (job satisfaction, organizational commitment, and job performance). Data was obtained through a mail survey to 1,150 AICPA members, with 416 usable responses obtained. Participants who primarily worked in the functional area of information system assurance and business consulting (ISA/BC) perceived that their supervisors demonstrated higher levels of transformational leadership, compared to participants from two other service areas (financial auditing and tax services). Transformational leadership was directly and positively associated with role clarity, job satisfaction and affective organizational commitment, and indirectly associated with job performance, across all three functional areas. The current study serves as a baseline, demonstrating transformational leadership is more likely to occur in public accounting functions that are less standard‐intensive. However, future research must determine whether transformational leadership in nontraditional services translates into economic gain, i.e., into increased revenues and an expanded client base.
Despite increasing attention on the topic of empowerment, our understanding of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. In addition, the authors identify certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.
The purpose of this study was to explore the sources of employees’ self‐reported feelings of empowerment by analyzing their descriptions of their jobs, supervisors, colleagues, and organization. Data were collected from forty employees of a large company in the form of interviews and surveys.Relationships between empowerment and five influences on empowerment were explored. Four of the five influences are dimensions underlying self‐efficacy (Bandura, 1977, 1986): enactive attainment, verbal persuasion, vicarious experience, and emotional arousal. The fifth influence is macro‐level organizational culture.Findings revealed that employees had multiple meanings associated with the five influences. Their feelings of empowerment were most strongly associated with their perceptions of macro‐level culture. Positive verbal persuasion and positive emotional arousal were also significantly related to feelings of empowerment. The results suggest that previous models of empowerment that include only the dimensions of self‐efficacy are inadequate.