Collective entrepreneurship: Employees’ perceptions of the influence of leadership styles

2016 ◽  
Vol 23 (2) ◽  
pp. 241-257 ◽  
Author(s):  
Mário Franco ◽  
Heiko Haase
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Latent Variables ◽  
Organisational Commitment ◽  
Participative Leadership ◽  
Unit Of Analysis ◽  
Staff Members ◽  
Collective Entrepreneurship ◽  
The Impact ◽  
The Relationship

AbstractCollective entrepreneurship (CE) is the ability of several individuals to jointly innovate and create within organisations. In this exploratory study, we investigate whether the relationship between some specific leadership styles and more effective CE is affected by moderator variables. The unit of analysis were staff members of a Portuguese group of small- and medium-sized enterprises (SMEs). A total of 204 questionnaires were returned, representing almost half the employee population we approached. For measurement, we employed 19 items to gather the six latent variables related to our model. For data analysis, we used partial least squares. We found that participative leadership style had the highest joint and indirect effect on more effective CE. Job satisfaction appears to be an important moderator for the occurrence of CE. The impact of employees’ organisational commitment and collaboration on CE is rather weak. Our study contributes to advancing knowledge in the fields of organisational psychology and entrepreneurship. We combine and extend previous research, which allows us to reconcile the sometimes contradictory findings so far concerning leadership and CE in the realm of small- and medium-sized enterprises.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

The impact of transactional and transformational leadership on employee intention to stay in deluxe hotels: Mediating role of organisational commitment

2020 ◽  
pp. 146735842097215
Author(s):  
Abu Elnasr E Sobaih ◽  
Ahmed M Hasanein ◽  
Meqbel M Aliedan ◽  
Hassan S Abdallah
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Affective Commitment ◽  
Positive Impact ◽  
Organisational Commitment ◽  
Intention To Stay ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

This study examines the impact of both transformational leadership (TFL) and transactional leadership (TCL) on employee intention to stay (ITS) in deluxe hotels. It also examines the mediating role of organisational commitment (OC) in the relationship between leadership styles, i.e. TFL and TCL, and ITS. A pre-tested questionnaire survey was self-administered to front-line employees in deluxe hotels in Egypt, where these leadership styles were prominent. The key findings showed that TFL has more positive impact on OC and ITS than TCL. Affective commitment (AC) and normative commitment (NC) were found to partially mediate the relationship between both leadership styles and ITS. Employees exhibit higher ITS when they perceive proper leadership practices, especially TFL. Hotel executives should place more emphasis and investments on TFL to effectively achieve OC and positively influence ITS which is critical for the hotel industry that often suffers from high employee turnover.

scholarly journals THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

Evaluation Moderating Role of Organizational Trust on Relationship Between Leadership Styles with Employee Performance

10.31355/19 ◽  
2018 ◽  
Vol 2 ◽  
pp. 001-017
Author(s):  
Maryam Pourakbar
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Organizational Trust ◽  
Authoritarian Rule ◽  
Factors Affecting ◽  
Management Participation ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

NOTE: THIS ARTICLE WAS PUBLISHED WITH THE INFORMING SCIENCE INSTITUTE. Aim/Purpose................................................................................................................................................................................. The main objective of this study is to analyze the relationship between leadership style, performance, and organizational trust. In addition, it will look into the relationship between four leadership styles and employee performance moderating by organizational trust in the case of Shahid Hashemi Nejad Gas Refinery. Background................................................................................................................................................................................. The leadership is one of the key important functions in the organization. The leader is the one who can control factors and practices in the organization such as: individual rights, working conditions, and policies of the organization, assess progress and assign responsibility. In fact, how the leaders controls these factors and motivate the staff is and index of the extent to which the leader has been effective. For this reason, it is expected that the person who is the leader of an organization does necessarily have an understanding of how to perform all the duties of a manager. However, there has not been a complete research on the effectiveness of organizational trust in the relationship between leadership style (based on Likert’s theory) and the performance of employees in government agencies. Therefore, the main research question is; whether organizational trust has a moderating role in the relationship between leadership style and employee performance. Methodology................................................................................................................................................................................. The present study is applied research.The measurement instruments used in this research is a survey questionnaire. The Validity and reliability of the questionnaires are based on expert opinions. The statistical population of this research is all employees of Shahid Hashemi Nejad Gas Refinery using stratified random sampling. A total of 196 employees were selected as the sample of this study. The structural equation modeling (SEM) was perfumed in order to answer the research questions. Contribution................................................................................................................................................................................. This paper aims to focus on the sanctions, limitations and seriousness of the situation and prioritize steps to use the right leadership style in organizations. Findings...................................................................................................................................................................................... In general, the findings of the research indicate the absence of evidence of a moderating role played by organizational trust (horizontal, vertical, institutional) in the relationship between leadership style and employee performance. Recommendations for Practitioners.......................................................................................................................................... This paper subtly suggests a certain course of action and serious recognition of flaws and deficiencies in the system that are obvious and emerges and which are critical and must be addressed. Recommendation for Researchers............................................................................................................................................. It is suggested that this type of research needs to be conducted in private-ownership organizations; that one measures and analyzes the impact of leadership styles on employee commitment and the effectiveness of management participation. Considering the level of performance of staff in relation to leadership styles, it is suggested that other factors that affect or interact with employee performance in the organization are investigated. For example, investigate factors affecting the establishment of authoritarian rule. Impact on Society.................................................................................................................................................................... All public and private companies can increase their employees’ performance by using and improving their leadership style. Future Research....................................................................................................................................................................... More research needs to be done in private organizations with respect to the impact of leadership styles on employee commitment; and with respect to the effectiveness of management participation versus authoritarian rule. There are other factors affecting or interacting with the performance of employees in the organization that should be investigated. For Example, to investigate the factors affecting the establishment of institutional trust in an organization.

scholarly journals The Relationship Between Leadership Styles And Employee Commitment At A Parastatal Company In South Africa

2013 ◽  
Vol 12 (11) ◽  
pp. 1411 ◽  
Author(s):  
Ajay K. Garg ◽  
D. Ramjee
Keyword(s):  
South Africa ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Employee Commitment ◽  
Normative Commitment ◽  
Organisational Commitment ◽  
Continuance Commitment ◽  
Work Related ◽  
The Relationship

The influence of leadership style on employee commitment for the organisation has not been adequately addressed in the Parastatal companies in South Africa. A need therefore exists for greater understanding of the relationship between the leadership style and work-related attitudes (such as employee commitment) in order to develop a leadership style that will encourage organisational commitment. This study examined the relationship between leadership style, and employee commitment. Managers and their subordinates participated in the study. 348 questionnaires were distributed, 58 to managers and 290 to their subordinates. Final data for analysis included responses from 197 participants (34 managers, and 163 subordinates). 163 respondents rated their managers leadership behaviour on Bass and Avolios (1997) multi-factor leadership questionnaire (MLQ) and Meyer and Allens (1997) organisational commitment questionnaire (OCQ). A series of statistical procedures were followed to analyse the data. Hypotheses were tested on two levels. First, correlations among managers and subordinates with regard to the MLQ, and then the MLQ versus the OCQ. Results revealed a weak positive yet significant relationship between transformational leadership and affective commitment, normative commitment and continuance commitment. Transactional leadership had a weak but significant positive correlation with normative commitment, and Laissez-faire results indicated a weak negative yet significant correlation to affective commitment and normative commitment. Overall findings from this study suggest that leadership styles do play important roles in determining levels of affective commitment, continuance commitment and normative commitment. This study contributes to the bank of findings relating to the development of leadership and organisational commitment, not only in South Africa, but within the Parastatal organisations in particular.

scholarly journals The relationship between leadership styles, innovation and organisational performance: A systematic review

2015 ◽  
Vol 18 (3) ◽  
pp. 325-337 ◽  
Author(s):  
Tebogo Gilbert Sethibe ◽  
Renier Steyn
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Scientific Knowledge ◽  
The Body ◽  
Mediating Effect ◽  
Organisational Performance ◽  
Transformational Leadership Style ◽  
The Impact ◽  
The Relationship

This paper is an attempt to consolidate the published scientific knowledge about the impact of leadership styles on the relationship between innovation and organisational performance. Concepts, statements and conceptual frameworks were used as structure to analyse the body of scientific knowledge. After consulting 31 major research databases using the systematic literature review methodology, only seven journals articles that examined the link between leadership, innovation and organisational performance were identified. The synthesis of the journal articles revealed (a) that consensus exists among researchers as far as the relevant concepts are concerned; (b) that most agree on the definition of leadership and innovation but that a uniform understanding of what constitutes organisational performance is lacking; and (c) that conceptual models are too simplistic and do not consider mediator variables or multiple financial criteria measures. The findings further reveal that innovation is significantly and positively related to superior organisational performance, and that, although transformational leadership style is significantly and positively related to innovation, transactional leadership style is more appropriate when the aim is to instil a culture of innovation. Transformational leadership style, by contrast, is mostly associated with organisational performance. In addition, the findings further reveal that none of the studies investigate the mediating effect of the nature of innovation (incremental and radical) on the relationship between leadership and organisational performance, and that none of the studies use the objective measures of financial performance such as ROA, ROE, price/earnings (P/E) and Tobin’s Q calculated from annual financial reports. 

scholarly journals Impact of Leadership Patterns by Likert Classification on Job Performance in the Jordanian Ministry of Youth: أثر الأنماط القیادیة حسب تصنيف ليكرت على الأداء الوظيفي في وزارة الشباب الأردنية

2017 ◽  
Vol 1 (4) ◽  
Author(s):  
Moaaz Labib Sulaiman Sabah
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Management Style ◽  
Point Of View ◽  
Participative Leadership ◽  
Work Requirements ◽  
The Right ◽  
High Level ◽  
The Impact

The purpose of this study was to investigate the impact of leadership styles:  Exploitive Authoritative, Benevolent Authoritative, Consultative and Participative, according to Likert Leadership styles on job performance: work requirements knowledge, the quality of work, the amount of work done and perseverance and trust, in the directorates of The Ministry of Youth in Jordan.  A questionnaire is designed to collect the required data, SPSS is used to analyze it, to achieve the objectives of the study, which focuses on identifying the methods and leadership styles used by the Ministry of Youth directors and their impact on the functionality of the staff of its directorates. 100 questionnaires had been distributed on the employees of the Ministry center, 89 of them were valid for analyzing.  The study shows that the Benevolent Authoritative leadership style comes first, then the Exploitive Authoritative, followed by the Consultative leadership style, and then the Participative leadership style ranks last. The study also shows that the prevalent management style in the Ministry of Youth in Jordan is a Benevolent Authoritative leadership style. Depending on the answers of the sample, the study shows a high level of functionality of the staff in the Ministry of Youth in Jordan. The study also shows statistically significant relationship at the level of significance (α ≤0.05) between the independent variable, that is each of the leadership patterns on the dependent variable which is the performance in the Ministry of Youth in Jordan.  The study recommends several recommendations, including: giving employees the authority to take some of the non-critical daily decisions, improving the communication channels between the manager and his employees, through regular meetings for example. Focusing on the motivating factors and trying to take advantage of the private sector expertise and success in the field of management. Finally, the confirmation to place the right person in the right place for supervisory positions as heads of departments because of its potential impact on job performance and recommended by the study, another recommendation is to repeat the same study but from the manager’s point of view, while this study is from the employees point of view.

scholarly journals Impact Assessment of Leadership Style on Job Satisfaction of NGO Employees in Uttarakhand-India

2017 ◽  
Vol 6 (1) ◽  
pp. 6
Author(s):  
Vishal Soodan ◽  
Akhilesh Chandra Pandey
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Formal Education ◽  
Negative Impact ◽  
Participative Leadership ◽  
Development Organizations ◽  
Community Development Organizations ◽  
Self Help Groups ◽  
The Impact

<div><p><em>Leadership styles in recent studies have been debated significantly but their role in contributing job satisfaction of employees have not been addressed by the researchers. Therefore, a study was conducted to assess the impact of leadership styles on job satisfaction of employees in the two NGO’s (Non Government Organisations) HIFEED and HESCO from Uttarakhand through an empirical study. NGO’s in India involve diverse activities ranging from training facilities and independent trainers providing non-formal education, grant-making organizations, community development organizations, microfinance associations, self-help groups, and organization addressing public health. In the study, leadership styles were studied as participative, supportive and instrumental. Results show that supportive style of leadership was predominantly followed by managers. Participative leadership style positively impacts job satisfaction followed by supportive style of leadership. But instrumental leadership style was found to have a negative impact on the job satisfaction of employees. </em></p></div>

Examining the impact of leadership style and coaching on employees’ commitment and trust

2016 ◽  
Vol 24 (2) ◽  
pp. 291-314 ◽  
Author(s):  
Mohamed Behery ◽  
Amjad Al-Nasser
Keyword(s):  
Leadership Styles ◽  
United Arab Emirates ◽  
Leadership Style ◽  
Latent Variables ◽  
Structural Equation ◽  
Meta Analysis ◽  
Developed Countries ◽  
Content Type ◽  
Older Employees ◽  
The Impact

Purpose The purpose of this study is to analytically extend the understanding of leadership styles and organisational coaching and their influence on organisational outcomes and workplace counterproductive behaviours within a non-Western context, i.e. the United Arab Emirates (UAE). Design/methodology/approach In this study, a sample size of 656 participants from 14 different business sectors in the Emirates was used. The meta-analysis concept of latent variables and non-linear principal components analysis, along with the corresponding methodology of structural equation modelling, were implemented. Findings The study finds that organisational coaching has a significant positive effect on transactional leadership and has a significant influence on job alienation. Interestingly, coaching has a significant effect on commitment and counterproductive workplace behaviours. The detailed data analysis using F tests and independent t-tests, when applicable, indicated that there was a tendency for older employees to have more favourable attitudes towards transformational leadership or commitment but not towards coaching. Originality/value Despite the popularity of the presented topic in today's organisations, research in a Middle East context has not kept pace with its counterpart in Western areas of the world. The present study attempts to bridge the gap between Western theories in developed countries and under-researched Eastern countries, namely, the UAE, and to test the impact of leadership styles and organisational coaching and their influence on employee commitment and trust mediated by job bullying and job alienation.

scholarly journals Transformational Leadership Style on Nursing Job Satisfaction Amongst Nurses in Hospital Settings: Findings From Systematic Review

2019 ◽  
Vol 11 (6) ◽  
pp. 25 ◽  
Author(s):  
Saleh Alzahrani ◽  
Abd Alhadi Hasan
Keyword(s):  
Systematic Review ◽  
Job Satisfaction ◽  
Transformational Leadership ◽  
Saudi Arabia ◽  
Leadership Styles ◽  
Leadership Style ◽  
Negative Relationship ◽  
Transformational Leadership Style ◽  
The Impact ◽  
The Relationship

BACKGROUND: The nursing shortage is a common problem in Saudi Arabia with multi-factorial causes. In addition to the low supply of Saudi graduate nurses from training facilities, job satisfaction remains a significant determinant of nurse turnover and intention to leave that contribute to the shortage of nursing workforce. The higher number of expatriate nurses who have a short stay compared to Saudi nurses compounds this problem. Therefore, effective strategies for making the nursing profession attractive and increasing nurse retention in Saudi Arabia are required. OBJECTIVE: The general objective was to examine the impact of transformational leadership style on job satisfaction amongst nurses in hospital settings. Specifically, the appraisal examined how transformational leadership style improves nursing job satisfaction in hospital settings, determined the mediating factors of the relationship between transformational leadership style and nurses&rsquo; job satisfaction, and investigated nurses&rsquo; perceptions of transformational leadership style compared with other leadership styles. METHODOLOGY: This study was used systematic review design with eight selected quantitative nursing research published between 2012 and 2017. A systematic search of the recent literature was conducted on PubMed, Scopus, Wiley Online, and Web of Science databases using search terms developed a priori to identify the articles that met the inclusion criteria. The quality of the included studies was evaluated by McMaster Critical Review Form for Quantitative Studies. Extracted data were summarised, explored and correlated using narrative synthesis. FINDINGS: Eight studies of cross-sectional design were appraised. Transformational leadership style was positively related to nurses&rsquo; job satisfaction. Transactional leadership also had a positive correlation while passive-avoidant or laissez-faire style had a negative relationship. Transformational leadership improved nursing job satisfaction through its dimensions (idealised influence, inspirational motivation, intellectual stimulation and individualised consideration). Nurse empowerment and workplace support mediated the relationship between transformational leadership and nurse job satisfaction. Nurses had a higher perception of transformational style compared to other leadership styles, and job satisfaction was found to improve nurse and patient outcomes. CONCLUSION: Transformational leadership appears to improve job satisfaction of nurses working in a hospital setting that leads to higher nursing retention. Hospital administrators and managers should practice transformational leadership to improve job satisfaction of staff nurses for better nursing outcomes, and leadership skills should be incorporated in the nursing education curriculum. However, further evaluation of transformational leadership in relation to its influencing factors is required.

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