Transformational Leadership, Organizational Culture, Organizational Effectiveness, and Programme Outcomes in Non-Governmental Organizations

2011 ◽  
Vol 23 (3) ◽  
pp. 684-710 ◽  
Author(s):  
M. S. A. Mahalinga Shiva ◽  
Damodar Suar
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Effectiveness ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Programme Outcomes

scholarly journals Resilience as a mediator linking transformational leadership and person-centered organizational culture to organizational effectiveness

2015 ◽  
Vol 28 (4) ◽  
pp. 829-854 ◽  
Author(s):  
Sunyoung Oh ◽  
Sangchoong Roh ◽  
MinU Kang ◽  
Youngwon Suh
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Effectiveness ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Future Research ◽  
Citizenship Behaviors ◽  
Beneficial Effects ◽  
Job Motivation

The present research examined the possibility that transformational leadership and person-centered organizational culture are antecedents of employees' resilience and employees' resilience plays as a mediator linking transformational leadership and person-centered organizational culture to their happiness and organizational effectiveness. Specifically, we suggest that transformational leadership and person-centered organizational culture serve as environmental factors to enhance employees' resilience, which eventually contributes to organizational effectiveness such as job motivation, organizational commitment, and organizational citizenship behaviors via the path between resilience and happiness. Data were collected from 498 employees in various companies. The results found that resilience was positively related with job motivation, organizational commitment, and organizational citizenship behaviors, and these relationships were mediated by happiness. Furthermore, it was found that both transformational leadership and person-centered organizational culture were positively correlated with resilience, and had significant indirect effects on organizational effectiveness variables via the path between resilience and happiness, while only transformational leadership had direct effects on organizational effectiveness variables. These findings indicate that resilience is important for the beneficial effects of happiness on organizational effectiveness, and transformational leadership and person-centered organizational culture may increase organizational effectiveness by promoting employees' resilience. Finally, theoretical and practical implications, limitation and suggestion for future research are discussed.

scholarly journals Does Leadership Style Influence Organizational Effectiveness in Non-Governmental Organizations?

2018 ◽  
Vol 13 (8) ◽  
pp. 52
Author(s):  
Grace Mwai ◽  
Juliana Namada ◽  
Paul Katuse
Keyword(s):  
Organizational Effectiveness ◽  
Leadership Style ◽  
Goal Attainment ◽  
Project Managers ◽  
Process Efficiency ◽  
P Value ◽  
Organizational Goals ◽  
Stakeholder Satisfaction ◽  
Governmental Organizations ◽  
Non Governmental Organizations

This article examines the influence of leadership style on organizational effectiveness. Research design used was explanatory and descriptive. The population of the study was project managers of 5547 NGOs registered in Kenya in the year 2016. The data collection tool was a questionnaire. The study sample size was 374 project managers from NGOs in Kenya. Data was analyzed using descriptive and inferential statistical methods. The descriptive statistics methods used included mean, standard deviation and variance, while the inferential statistics used in the study included analysis of variance (ANOVA), and standardized coefficients. Leadership style construct is in three parameters: Clear instructions, concern for employees, and employee consultation. The construct parameters of organizational effectiveness are organization goals attainment, stakeholder satisfaction, and process efficiency. The linear regression model results explain 15.1 percent of the variation in organizational effectiveness and the 84.9 percent from error term and variables not examined in this research. The F statistic was 49.875 at P value of 0.000, meaning that the leadership style has a significant influence on organizational effectiveness. Clear instructions significantly and positively influenced the attainment of organizational goals (p=0.001). Concern for employees was found to significantly and positively facilitate the attainment of organizational goals (p=0.009) and significantly and negatively influence stakeholder satisfaction (p=0.006). In addition, concern for employees significantly and negatively influenced organizational process efficiency (p=0.009). The study recommends that leaders in an organization should provide distinct instructions and be concerned about employees to achieve process efficiency and goal attainment.

Organizational resilience of NGOs in Oman

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1097-1117
Author(s):  
Basil John Thomas
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Resilience ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Research Findings ◽  
Strategic Training ◽  
Managerial Level

The paper argues for nonprofit making corporations that strive to increase resilience against economic challenges through human resource development and strategic training by involving the management in various sections of the human resource management activities. Non-governmental organizations (NGOs) operating in an open environment, depend upon external sources for funds and resources to perform robustly. Changes in external environment and internal deficiencies lead to face adverse impacts and collapse of organizations. Very few organizations manage to recover from losses, take advantage from situations and evolve stronger than before. Resilience provides strength to NGOs and help obtain positive future prospects under crisis situations. The study aims to enhance understanding of dynamics and nature of resilience of NGOs. It empirically investigates the effect of factors including transformational leadership that promotes organizational learning, management development, ethics training, systems thinking and social capital and political instability as an external factor on resilience of NGOs. Data have been collected from sample of 200 managerial level employees working in NGOs of Muscat, Oman. The research findings conclude that transformational leadership has a significant positive effect on organizational resilience; whereas, the indirect effect of transformational leadership in the presence of organizational learning as mediator is insignificant, thus exhibits insignificant mediation.

Do Leadership and Organizational Culture Really Matter?

1996 ◽  
Vol 10 (2) ◽  
pp. 197-206 ◽  
Author(s):  
W. James Weese
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Effectiveness ◽  
Significant Relationship ◽  
Leadership Behavior ◽  
Preliminary Investigation ◽  
Target Population ◽  
Strength Assessment ◽  
Satisfaction Index ◽  
Culture Strength

The areas of leadership and organizational culture continue to capture the interest of researchers and practitioners alike. Some suggest that these two areas might hold the key to understanding and predicting organizational effectiveness. Others remain skeptical, offering that effectiveness is determined by a variety of factors, many of which fall beyond the scope of the leader's influence or the culture of the organization. The purpose of this preliminary investigation was to explore the relationships that exist between transformational leadership (measured by the Leadership Behavior Questionnaire, organizational culture (measured by the Culture Strength Assessment), and organizational effectiveness (measured by the Target Population Satisfaction Index) in the campus recreation programs of both the Big Ten and Mid-American Conferences (N= 19). The directors of these programs were given considerable levels of job autonomy to lead their respective programs as well as the opportunity to alter and/or imbed a desired culture during their administration. Significant differences were uncovered in both conferences for executive transformational leadership and organizational effectiveness. However, no significant relationship was uncovered between transformational leadership and organizational effectiveness. A significant relationship was discovered between organizational culture strength and organizational effectiveness.

scholarly journals The Moderating Effect of Transformational Leadership on the Relationship between Organizational Culture and Organizational Effectiveness: An Empirical Study in Food Companies Listed at the Amman Stock Exchange-Jordan

2019 ◽  
Vol 14 (4) ◽  
pp. 157
Author(s):  
Ayman Faisal Habtoosh ◽  
Mohi-Adden Y. Al-Qutop
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Effectiveness ◽  
Positive Impact ◽  
Stock Exchange ◽  
Moderating Effect ◽  
Study Results ◽  
Amman Stock Exchange ◽  
Analytical Approaches ◽  
The Relationship

The main aim of this study is to investigate the moderating effect of Transformational Leadership (Inspirational Motivation, Intellectual Stimulation, and Idealized Influence) on the relationship between Organizational Culture (Teamwork and Innovation) and Organizational Effectiveness in Food Companies listed at the Amman Stock Exchange -Jordan. The data was gathered through a questionnaire that was designed and distributed to convenient sample units that represented these Food Companies. A total of 236 respondents participated by answering the questionnaire, and they represented 10 percent of companies' employees. Descriptive analytical approaches were used to analyze the data for this study using Statistical Package for Social Sciences program V.21. The study results show that there was a significant statistical effect of Organizational Culture on Organizational Effectiveness, and there was a significant statistical moderating effect of Transformational Leadership on the relationship between Organizational Culture and Organizational Effectiveness in Food Companies listed at Amman Stock Exchange. The study recommended that these Companies need to adopt behavioral training programs for the current managers and supervisors to promote the transformational leadership style and create a climate of mutual trust and respect with employees and inspire and motivate them intellectually to increase the positive impact of transformational leadership on the relationship between organizational culture and organizational effectiveness.

Non-governmental organizations as key partners in mental health in Europe

2014 ◽  
Vol 11 (01) ◽  
pp. 27-34 ◽  
Author(s):  
A. E. Baumann
Keyword(s):  
Mental Health ◽  
Health Policy ◽  
Policy Development ◽  
Mental Health Problems ◽  
Action Plan ◽  
Mental Health Policy ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Health Action ◽  
Health Action Plan

SummaryThe shift towards a rights-based approach to health which has taken place over the past decade has strengthened the role of civil society and their organizations in raising and claiming the entitlements of different social groups. It has become obvious that non-governmental organizations (NGOs) are central to any successful multi-stakeholder partnership, and they have become more recognized as key actors in health policy and programme development and implementation. There is a broad spectrum of NGOs active in the area of mental health in Europe which aim to empower people with mental health problems and their families, give them a voice in health policy development and implementation and in service design and delivery, to raise awareness and fight stigma and discrimination, and foster implementation of obligations set by internationally agreed mental health policy documents. With the endorsement of the Mental Health Action Plan 2013-2020 (20) and the European Mental Health Action Plan (19) stakeholders agree to strengthen capacity of service user and family advocacy groups and to secure their participation as partners in activities for mental health promotion, disorder prevention and improving mental health services.

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