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ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
Copyright: © 2023 by the authors.
Submitted for possible open access
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of the Creative Commons Attribution (CC BY)
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es/by/4.0/).
World Journal on Education and Humanities Research
Creative Commons Attribution 4.0 International
Vol. 3, Issue 3, pp. 219-230
Received, June 2023; Revised July 2023;
Accepted August 2023
Article
EXAMINING THE IMPACT OF LEADERSHIP ON
ORGANIZATIONAL EFFECTIVENESS IN THE LOCAL
LAND TRANSPORTATION OFFICE
Sannilyn Sabay*
Dia Canto Coraza
Leslie Diores Pesong
Leziel Sebua Cabaron
Jestine Ann Lopez Banos
Corresponding Author: sannilynsabay@gmail.com
Abstract: This research aims to assess the leadership styles in relation
to organizational effectiveness at the identified Land Transportation
Office (LTO) offices. Perceptions of the leadership styles of
administrators in terms of directing, coaching, supporting, and
delegating are evaluated by the respondent groups. The level of
organizational effectiveness is assessed based on dimensions such as
organizational performance, communication and collaboration, and
customer service, as perceived by the respondents. Furthermore, the
study explores the existence of a significant relationship between
leadership styles and organizational effectiveness. The findings of this
research provide valuable insights into the organization's
demographics, leadership styles, organizational effectiveness, and
areas of improvement, enabling the formulation of recommendations
for enhancing leadership, communication, collaboration, and overall
organizational performance.
Keywords: Leadership, organizational effectiveness, local transportation office
Introduction
Customer Leadership styles have a crucial impact on
organizational effectiveness. The way leaders interact with their teams
and guide the organization can influence employee engagement,
teamwork, adaptability, decision-making, organizational culture, and
talent development (Birowu & Ofurum, 2020). According to
Codagnone (2021) effective leadership styles foster employee
engagement, promote collaboration, and create a flexible and adaptive
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
environment. Pathiranage (2019) emphasized that they involve
employees in decision-making, establish a positive organizational
culture, and prioritize talent development. Leaders who can adapt their
style to the organization's needs maximize its effectiveness. Overall,
leadership styles play a vital role in shaping the success and
productivity of an organization (Moore & Hanson, 2022).
Moreover, leadership styles have a profound influence on
organizational effectiveness. Effective leaders understand that their
style of leadership impacts employee engagement and motivation
(Kamel, 2019). Creating a positive and inclusive work environment,
leaders can foster a sense of commitment and loyalty among
employees, leading to increased productivity and overall effectiveness
(Vu, 2020). Furthermore, leadership styles that emphasize teamwork
and collaboration facilitate the sharing of ideas and knowledge within
the organization. This enhances problem-solving abilities, innovation,
and creativity, ultimately driving organizational effectiveness.
Adaptability is another critical aspect influenced by leadership styles.
In today's dynamic business landscape, leaders must be flexible and
open to change. Leadership styles that encourage adaptability and
empower employees to embrace new challenges and opportunities can
position the organization to thrive amidst uncertainties (Chhibber &
Gupta, 2020). Effective decision-making is also closely tied to
leadership styles. Leaders who involve their team members in the
decision-making process, seek diverse perspectives, and consider
relevant information are more likely to make informed and effective
decisions (Wheeler & Root-Bernstein, 2020). This inclusive approach
enhances organizational effectiveness by leveraging the collective
intelligence of the workforce. In addition, organizational culture is
significantly impacted by leadership styles. Leaders who embody
ethical behavior, transparency, and integrity establish a positive culture
that promotes trust, collaboration, and high performance. A healthy
organizational culture contributes to employee satisfaction, retention,
and overall organizational effectiveness (Hongal & Kinange, 2020)
However, leadership styles can present challenges to
organizational effectiveness. One challenge is the potential for a
mismatch between the leadership style and the organization's needs or
context (Afsar & Umnari, 2020). If the leadership style does not align
with the organization's goals or culture, it can hinder employee
engagement and hinder teamwork. Another challenge arises from
autocratic or micromanaging leadership styles, which can stifle
employee autonomy and creativity (Mehraein et al., 2023). This limits
innovation and prevents individuals from fully contributing their ideas
and expertise. Inconsistent or indecisive leadership can also pose
challenges. When leaders struggle to make timely and clear decisions,
it can lead to confusion, delays, and a lack of direction within the
organization (DeMartino & Weiser, 2021).
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
Leadership styles that lack inclusivity and fail to involve
employees in decision-making can result in a lack of ownership and
commitment among team members (Vito & Sethi, 2020). This can
impact motivation, collaboration, and overall organizational
effectiveness. Additionally, leaders may face challenges when
transitioning between different leadership styles. Shifting from a
directive style to a more participative approach, for example, requires
careful navigation and adaptation to ensure a smooth transition and
avoid disruptions. In summary, challenges in leadership styles on
organizational effectiveness can arise from mismatches with
organizational needs, autocratic or indecisive approaches, lack of
inclusivity, and difficulties in transitioning between styles.
Overcoming these challenges requires self-awareness, flexibility, and
an understanding of the organization's unique requirements to foster a
positive impact on organizational effectiveness (Do et al., 20220.
In addition, certain leadership styles may encounter resistance
when attempting to implement change within an organization. Busari
et al. (2020) stated that people naturally resist change, and leaders who
fail to effectively communicate the rationale and benefits of change may
face challenges in gaining buy-in from employees. This can hinder the
effectiveness of organizational initiatives and impede progress.
Leadership styles that do not align with the organization's cultural
values and norms can create challenges. For example, if an organization
values collaboration and inclusivity but the leader adopts an
authoritative and top-down approach, it can create a disconnect and
hinder organizational effectiveness. Moreover, a cultural mismatch
between leadership style and organizational values can lead to
decreased employee morale, disengagement, and reduced
performance. The leadership style adopted by LTO administrators
significantly influences the overall organizational effectiveness.
However, there is a lack of comprehensive research exploring the
impact of leadership styles on the organizational effectiveness of LTO
administrators. Thus, this study aims to examine the relationship
between leadership styles and organizational effectiveness within the
context of the Land Transportation Office, providing valuable insights
for improving leadership practices and enhancing the overall
performance of the organization.
Methodology
The research methodology for this study employed a descriptive
correlational design. The study aims to describe the current state of
leadership styles and their correlation with organizational effectiveness
within the Land Transportation Office (LTO). A representative sample
of LTO administrators and employees will be selected for data
collection. Surveys or questionnaires will be administered to gather
data, with Likert scale items used to measure the identified constructs
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
of leadership styles and organizational effectiveness. Descriptive
statistics will be utilized to summarize the data, including means,
standard deviations, and frequency distributions. The respondents of
the study were the employees and administrators. Both administrators
and employees within the organization. Administrators, or leaders, are
the individuals in management or supervisory positions responsible for
guiding and directing the organization. Their insights are crucial in
understanding how different leadership styles are implemented and
the outcomes they produce. Directing, coaching, supporting, and
delegating leadership styles is based on general knowledge and
understanding of leadership theories, including the Situational
Leadership Theory (SLT). The descriptions align with the fundamental
principles and concepts associated with SLT, which was introduced by
Hersey, P., and Blanchard, K. H. in their book "Management of
Organizational Behavior: Utilizing Human Resources" (1988).
Organizational performance is another vital aspect that
determines the effectiveness of the LTO. The indicators provided,
including goal achievement, continuous improvement of services and
processes, and operational efficiency, are widely recognized in the
literature as essential components of organizational performance (e.g.,
Jones & James, 2017). By examining the impact of leadership styles on
these indicators, the study can shed light on how different leadership
approaches influence the overall performance of the LTO. Effective
communication and collaboration are essential for smooth operations
and coordination within an organization. The indicators listed, such as
open communication, encouragement of collaboration and teamwork,
and smooth information flow across departments, align with well-
established factors that promote effective communication and
collaboration in the workplace (e.g., Jehn & Bezrukova, 2010).
Results and Discussion
Table 1. Directive Leadership
Indicators
Administrator
Employees
Mean
VD
Mean
VD
Clear and specific instructions
provided to employees.
5
SA
4.54
SA
Close supervision and monitoring of
employee performance.
5
SA
4.25
SA
Leaders making decisions without
much input from employees.
5
SA
4.54
SA
Emphasis on following established
procedures and protocols.
5
SA
4.27
A
Limited autonomy given to
employees in decision-making.
5
SA
4.12
A
Grand Mean
5
SA
4.34
SA
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
The results from Table 1 indicate that the directive leadership
style is being highly perceived by the Administrator while it is
moderately to highly perceived by Employees. The administrator
displays strong agreement (SA) with a consistent mean score of 5 on all
indicators. From the employee perspective, the grand mean score of
4.34 falls into the Strongly Agree (SA) range, suggesting a generally
positive perception of the directive leadership style. However, the
scores vary slightly between indicators. Employees exhibit strong
agreement (SA) on the clarity of instructions provided by the leaders
(4.54) and leaders making decisions without much input from them
(4.54). On the other hand, the emphasis on following established
procedures and protocols (4.27) and the limited autonomy given to
them in decision-making (4.12) fall into the Agree (A) range, indicating
a slightly lower level of agreement on these aspects. The lowest score is
in the area of close supervision and monitoring of employee
performance (4.25), although still indicating substantial agreement.
Overall, employees perceive a directive leadership style quite
positively, albeit with room for some improvements in areas such as
autonomy and the level of close supervision.
Table 2. Coaching Leadership
Indicators
Administrator
Employees
Mean
VD
Mean
VD
Guidance and support provided to
employees to develop their skills.
5
SA
4.64
SA
two-way communication where leaders
actively listen and provide feedback.
5
SA
4.35
SA
Leaders involve employees in problem-
solving and decision-making.
5
SA
4.74
SA
Leaders focus on building trust and
rapport with employees.
5
SA
4.28
SA
Leaders provide constructive feedback
and help employees improve their
performance.
5
SA
4.25
SA
Grand Mean
5
SA
4.45
SA
The results from Table 2 show that the perception of coaching
leadership style from both the Administrator and Employees are
generally positive. The administrator has a consistent mean score of 5,
indicating a strong agreement (SA) on all indicators, such as providing
guidance and support to employees, facilitating two-way
communication, involving employees in problem-solving and decision-
making, focusing on building trust and rapport, and providing
constructive feedback. On the other hand, the employees' perspective
exhibits a grand mean score of 4.45, signifying a substantial agreement
(SA). Among the highest scored indicators are the guidance and
support provided to employees to develop their skills (4.64) and leaders
involving employees in problem-solving and decision-making (4.74).
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
The two lower scores, although still quite high, are found in the areas
of leaders building trust and rapport with employees (4.28) and leaders
providing constructive feedback and help to improve performance
(4.25). This suggests that, although employees generally feel positively
about the coaching leadership style, they feel there could be some
improvement in these areas. However, overall, the results demonstrate
a highly effective coaching leadership style as perceived by both the
administrator and the employees.
Table 3. Supportive Leadership
Indicators
Administrator
Employees
Mean
VD
Mean
VD
Leaders provide emotional support and
encouragement to employees
5
SA
4.36
SA
Employees are given autonomy to make
decisions within their roles.
5
SA
4.25
SA
Leaders empower employees and delegate
responsibilities.
5
SA
4.25
SA
Leaders foster a positive work
environment and recognize employee
contributions.
5
SA
4.65
SA
Leaders provide resources and remove
barriers to support employee success.
5
SA
4.25
SA
Grand Mean
5
SA
4.35
SA
Table 3 displays the perception of the supportive leadership
style from both the Administrator and Employees' points of view. The
Administrator indicates a strong agreement (SA) on all indicators,
reflected in the consistent mean score of 5. These indicators encompass
providing emotional support and encouragement, granting employees
autonomy in decision-making within their roles, empowering and
delegating responsibilities to employees, fostering a positive work
environment with recognition for contributions, and providing
resources while removing barriers for employee success. From the
employees' perspective, the grand mean of 4.35 falls in the Strongly
Agree (SA) range, indicating an overall positive view towards the
supportive leadership style. Employees strongly agree that leaders
provide emotional support and encouragement (4.36), foster a positive
work environment, and recognize employee contributions (4.65).
However, employees perceive the autonomy given to make decisions
within their roles, leaders empowering and delegating responsibilities,
and the provision of resources to support success at a slightly lower
level (4.25), although still in the Strongly Agree (SA) range.
These findings suggest that while employees see their leaders
as supportive overall, there could be improvements in areas such as
decision-making autonomy, empowering employees, and providing
resources for success. However, the supportive leadership style's
overall reception is highly positive from both the Administrator's and
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
Employees' perspectives. These findings provide a valuable
opportunity for the organization to enhance its leadership practices. By
taking the identified areas for improvement into consideration, the
organization can strive to create a more empowering, supportive, and
resourceful environment that could significantly enhance employee
engagement and job satisfaction.
Table 4. Delegating Leadership
Indicators
Administrator
Employees
Mean
VD
Mean
VD
Employees are given high levels of
autonomy and decision-making authority.
5
SA
4.25
SA
Leaders trust employees' capabilities and
judgment.
5
SA
4.32
SA
Leaders provide support and resources
when needed.
5
SA
4.25
SA
Employees have ownership over their
tasks and projects
5
SA
4.45
SA
Leaders focus on long-term development
and growth opportunities for employees.
5
SA
4.25
SA
Grand Mean
5
SA
4.30
SA
Table 4 presents perceptions of delegating leadership from both
the Administrator and Employees. From the Administrator's
perspective, there is a strong agreement (SA), with a consistent mean
score of 5 on all indicators. The Employees' perspective displays a
grand mean of 4.30, landing in the Strongly Agree (SA) category, thus
signaling a generally positive perception of the delegating leadership
style. Employees strongly agree that they are given high levels of
autonomy and decision-making authority (4.25), that leaders trust their
capabilities and judgment (4.32), and that they receive necessary
support and resources (4.25). They also perceive that they have
significant ownership over their tasks and projects (4.45), and that
leaders focus on their long-term development and growth
opportunities (4.25).
The results indicate that employees appreciate the delegation
leadership style employed in the organization. They particularly value
the ownership given to them over tasks and projects. However, they
see room for improvement in areas such as the provision of autonomy,
decision-making authority, and resources, and a focus on long-term
development. Overall, the delegating leadership style is viewed
positively by both the Administrator and the Employees, suggesting it's
effective within this organization. These results imply that while the
organization is on the right path with its delegating leadership style,
leaders can make some adjustments to further enhance employee
satisfaction, engagement, and productivity.
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
Table 5. Organizational Performance
Indicators
Administrator
Employees
Mean
VD
Mean
VD
The LTO achieves its goals and objectives.
4.5
SA
4.25
SA
The LTO continuously improves its
services and processes.
4.5
SA
4.06
A
The LTO demonstrates a high level of
efficiency in its operations.
4.5
SA
3.95
A
the LTO provides services to customers
within the expected timeframes.
5
SA
4.45
SA
The LTO minimizes delays and ensures
efficient processing of transactions.
5
SA
4.32
SA
Grand Mean
4.70
SA
4.21
A
Table 5 provides an overview of perceptions concerning the
organizational performance of the LTO from both the Administrator's
and Employees' perspectives. The Administrator shows a high level of
agreement on all indicators, with mean scores of 4.5 on effectiveness in
achieving goals and objectives, continuous improvement of services
and processes, and operational efficiency, and a score of 5 on providing
services within expected timeframes and minimizing delays in
transaction processing. From the Employees' perspective, the grand
mean of 4.21 falls into the Agree (A) range, indicating that employees
generally perceive the LTO as performing well. Employees strongly
agree (SA) that the LTO effectively achieves its goals and objectives
(4.25), provides services within expected timeframes (4.45), and
minimizes delays in transactions (4.32). However, employees merely
agree (A) on the continuous improvement of services and processes
(4.06) and the demonstration of high operational efficiency (3.95),
suggesting these areas could be improved. These results imply that
while employees recognize the LTO's effectiveness in achieving goals,
providing services timely, and ensuring efficient transaction
processing, they perceive room for improvement in continuous process
and service enhancement and overall operational efficiency.
Table 6. Communication and Collaboration
Indicators
Administrator
Employees
Mean
VD
Mean
VD
There is open and effective communication
within the LTO.
5
SA
4.54
SA
The LTO administration encourages
collaboration and teamwork among
employees.
5
SA
4.25
SA
Information flows smoothly and timely
across different departments within the
LTO.
4.5
SA
4.15
A
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
Different departments within the LTO
effectively coordinate and collaborate on
tasks and projects.
4.5
SA
3.80
SA
Communication channels exist for sharing
information and updates across
departments.
4.5
SA
4.12
A
Grand Mean
4.70
SA
4.17
A
Table 6 provides a comparison between the Administrator's and
Employees' perceptions regarding communication and collaboration
within the LTO. The Administrator's mean ratings are consistently
high, indicating a strong agreement (SA) that there is open and effective
communication, encouragement for collaboration and teamwork,
smooth and timely information flow, effective coordination between
departments, and the existence of communication channels for
information sharing. In contrast, while the Employees' grand mean of
4.17 falls into the Agree (A) category, the scores reveal some
discrepancies. Employees strongly agree (SA) that there is open and
effective communication within the LTO (4.54) and that the
administration encourages collaboration and teamwork (4.25).
However, they merely agree (A) on the smoothness and timeliness of
information flow (4.15) and the existence of communication channels
for sharing information (4.12). Additionally, the score for effective
coordination and collaboration across different departments is the
lowest (3.80), although still falling within the Strongly Agree (SA) range
as per the legend provided. These results suggest that while employees
generally have a positive view of communication and collaboration
within the LTO, there are areas that could be improved. Specifically,
employees perceive a need for enhancing the flow of information,
establishing more effective communication channels, and improving
interdepartmental coordination and collaboration.
Table 7. Customer Service
Indicators
Administrator
Employees
Mean
VD
Mean
VD
The LTO provides satisfactory services to
its customers.
5
SA
4.54
SA
The LTO administration prioritizes meeting
customer needs and expectations.
5
SA
4.15
SA
Customers' feedback and complaints are
promptly addressed by the LTO
administration.
5
SA
4.02
A
The LTO demonstrates a commitment to
upholding ethical and professional
standards.
5
SA
4.10
SA
The LTO actively seeks and considers
feedback from stakeholders
5
SA
4.20
A
Grand Mean
5
SA
4.20
A
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
Table 7 presents the perceptions of customer service at the LTO,
comparing the views of the Administrator and Employees. The
Administrator's responses show a strong agreement (SA) across all the
indicators, each with a mean score of 5. These include satisfaction with
services provided to customers, priority given to meeting customer
needs and expectations, prompt addressing of customer feedback and
complaints, commitment to ethical and professional standards, and
active seeking and consideration of stakeholder feedback for
operational improvement. The Employees' responses, while still
positive with a grand mean of 4.20 falling into the Agree (A) range,
indicate some potential areas for improvement. Employees strongly
agree (SA) that the LTO provides satisfactory services to its customers
(4.54) and that the administration prioritizes meeting customer needs
and expectations (4.15). However, they only agree (A) that customers'
feedback and complaints are promptly addressed (4.02), that the LTO
demonstrates a commitment to upholding ethical and professional
standards (4.10), and that the LTO actively seeks and considers
feedback from stakeholders to improve its operations (4.20). These
results suggest that while employees generally perceive the LTO's
customer service positively, there could be room for improvement in
promptly addressing customer feedback and complaints, maintaining
ethical and professional standards, and seeking and considering
stakeholder feedback for improvements. However, the overall
perception of customer service at the LTO, from both the
Administrator's and Employees' perspectives, is favorable.
Table 8. Significant Relationship
Source of
Correlation
Kendall's
Correlation
p -
value
Coef. of
Determination
Leadership Style
VS
Identified Leadership Style do not affect
organizational commitment
Organizational
Commitment
Organizational
Performance VS
Communication
and
Collaboration
-0.6667
0.3173
0.4444
Based on the information provided in Table 15, it appears that
there is a significant negative correlation between Communication and
Collaboration and Organizational Performance. The Kendall's
Correlation coefficient is -0.6667, indicating a strong negative
relationship. However, the p-value of 0.3173 suggests that this
relationship may not be statistically significant. The coefficient of
determination, also known as R-squared, is 0.4444, which indicates that
approximately 44.44% of the variance in Organizational Performance
can be explained by the variance in Communication and Collaboration.
ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
Conclusion
Based on the findings presented, several conclusions can be
drawn about the organization. Finding showed that the leadership
styles demonstrated by administrators, including directive, coaching,
supportive, and delegating styles, are perceived positively by both
employees and administrators themselves. This indicates a favorable
leadership environment that fosters guidance, support, and trust
among employees. Third, the organization shows commendable
performance in achieving its goals, continuously improving services
and processes, and providing satisfactory customer service. However,
there is room for improvement in terms of efficiency, communication,
collaboration, and addressing customer feedback and complaints.
Addressing these areas can contribute to further enhancing
organizational effectiveness. Fourth, the identified issues and concerns
highlight the importance of providing adequate feedback and
recognition to employees, as well as creating more development
opportunities and ensuring sufficient support and resources. Effective
delegation, strategic vision, adaptability, and flexibility are also areas
that require attention to optimize organizational performance. Lastly,
the significant negative relationship between communication and
collaboration and organizational performance implies that improving
communication channels and fostering effective collaboration among
different departments can have a positive impact on the organization's
overall performance.
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ISSN: 2945-4190
Sabay Et al. (2023). Examining the impact of leadership on organizational
effectiveness in the local land transportation office
. Copyright (c) 2023. Author
(s). This is an open term of Creative Commons Attribution License (CC BY).
www.wjehr.com
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