Organisational commitment influences on the relationship between transactional and laissez- faire leadership styles and employee performance in the Ghanaian public service environment

The paper investigates the critical role of organisational commitment between leadership style and employees’ performance. Generally, the relationship between leadership style and the organisational performance has been discussed widely but ignoring the employees’ performance. It has been accepted that the organisational commitment leads to higher employee performance but the existing literature has not focused much on this view. A conceptual model has been developed which links the constructs together.The model reveals the missing link of organisational commitment between leadership style and employees’ performance. The sample of 242 was collected from the managers and employees of manufacturing and service organisations. The finding confirmed that organisational commitment acted as a mediator between the leadership style and employees’ performance.

Download Full-text

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

Khalij-Libya Journal of Dental and Medical Research ◽

10.47705/kjdmr.215209 ◽

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.

Download Full-text

IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER

Australian Journal of Business and Management Research ◽

10.52283/nswrca.ajbmr.20210512a03 ◽

2020 ◽

Vol 5 (12) ◽

pp. 27-52

Author(s):

Omkar Dastane

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Multinational Corporations ◽

Online Survey ◽

Employee Performance ◽

Future Research ◽

Democratic Leadership ◽

Autocratic Leadership ◽

Laissez Faire ◽

The Impact

The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.

Download Full-text

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

Tourism and Hospitality Research ◽

10.1177/1467358420972156 ◽

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.

Download Full-text

RELATIONSHIP OF COMPENSATION, AND AUTHORITARY LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE

Jurnal Ekonomi ◽

10.29138/je.v19i2.62 ◽

2019 ◽

Vol 19 (2) ◽

pp. 71-81

Author(s):

Ely Rohmawati ◽

Ani Wulandari

Keyword(s):

Leadership Styles ◽

Leadership Style ◽

Employee Performance ◽

Rank Correlation ◽

Test Reliability ◽

Spearman Rank Correlation ◽

Authoritarian Leadership ◽

Descriptive Validity ◽

Relationship Of ◽

The Relationship

This study aims to determine the relationship between compensation and authoritarian leadership style with employee performance at PT. Circle K Indonesia Utama Surabaya. The number of respondents in this study was 68 employees. The research method used is descriptive, validity test, reliability test, and spearman rank correlation calculation. The results showed that the compensation variables and authoritarian leadership style had a strong and significant relationship with employee performance. Strategies that can be applied by PT. Circle K Indonesia Utama Surabaya to improve employee performance, namely paying more attention to activities and providing employee compensation appropriately and accordingly. Also, improve the leadership style used by leaders.

Download Full-text

High Involvement Work in the New Zealand Public Service

10.26686/wgtn.17134499 ◽

2021 ◽

Author(s):

◽

Rebecca Fiona Kirkham

Keyword(s):

Job Satisfaction ◽

New Zealand ◽

Public Service ◽

Latent Variable ◽

Structural Model ◽

Organisational Commitment ◽

Employee Outcomes ◽

High Involvement ◽

The Core ◽

The Relationship

<p>The aim of this research is to investigate the relationship between high involvement work practices (HIWP) and employee outcomes, such as job satisfaction and organisational commitment, in the core New Zealand public service. It also investigates whether certain demographic factors may influence this relationship and proposes a structural model to test this. Information about HIWP and employee outcomes was originally gathered as part of the 2013 Workplace Dynamics Survey conducted by the New Zealand Public Service Association (PSA) and Victoria University of Wellington (Plimmer et al., 2013). Participants, all of whom were PSA members, were asked a variety of questions about their work, workplace and themselves. For the purposes of this current study, the sample was then limited to only those members of the core public sector who reported that they had no managerial responsibilities, which comprised 1,665 unique responses. The data were then analysed in order to generate descriptive statistics and trends regarding opinions, and to conduct inferential analysis. This included exploratory factor analysis to confirm the principal factors, confirmatory factor analysis to test the measurement of the constructs, and structural equation modelling to explicate the relationship between HIWP and employee outcomes. Moderating factors such as age, gender, and level of educational attainment were then introduced to the proposed structural model. The model suggests that HIWP, as measured by items associated with power, information, rewards, and knowledge (PIRK), have a positive effect on employees’ reported job satisfaction and organisational commitment. The model tests the influence of a second-order latent variable that describes the PIRK attributes working collectively, as well as a second-order latent variable, labelled Passion, for employee outcomes, based on the work of Vandenberg, Richardson and Eastman (1999), and Langford (2009), respectively. The findings of this study largely support the relationships proposed in the literature on HIWP, which was used to develop the theoretical model. It finds that employees reporting higher PIRK also experience higher job satisfaction and organisational commitment. It also suggests that age and level of educational attainment individually have some effect on the PIRK-Passion relationship. While gender did not affect this particular causal relationship, the model was different in some respects for men and women, particularly with respect to the effect of length of time spent working for a particular employer. This study contributes to theoretical and practical knowledge by providing evidence of the influence of high involvement practices for people management in the New Zealand public service on employee outcomes, an under-researched area. It also highlights the need for public sector managers and HR professionals to be aware of the different experiences of different demographic groups. This research makes recommendations for further research, including in the data-gathering stage, as well as suggestions for practitioners.</p>

Download Full-text

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

International Journal of Community Development and Management Studies ◽

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.

Download Full-text

Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria

SAGE Open ◽

10.1177/2158244019866287 ◽

2019 ◽

Vol 9 (3) ◽

pp. 215824401986628 ◽

Cited By ~ 2

Author(s):

U. D. Abasilim ◽

D. E. Gberevbie ◽

O. A. Osibanjo

Keyword(s):

Leadership Styles ◽

Leadership Style ◽

Positive Relationship ◽

Civil Service ◽

Demographic Variables ◽

Lagos State ◽

Service Commission ◽

Laissez Faire ◽

The Relationship ◽

Civil Service Commission

Leadership style has often been considered as one of the vital factors that can enhance employees’ commitment and it is seen as the live wire for the attainment of organizational goals. Although research has focused on the nexus between leadership styles and employees’ commitment, little consideration has been paid to identify the influence of demographic variables on the nexus between leadership styles and employees’ commitment in Nigeria, thereby leaving a gap. It is based on the foregoing that this article examines the relationship between leadership styles (transformational, transactional, and laissez-faire leadership) and employees’ commitment and also identify the influence of demographic variables on the relationship between leadership styles and employees’ commitment in Lagos State Civil Service Commission of Nigeria. The survey data were collected from the employees of the organization, and the Statistical Package for Social Sciences (SPSS) version 22.0 was used for the statistical analysis. The results show that there is a significant medium positive relationship between transformational leadership style and employees’ commitment, whereas transactional leadership style shows an insignificant small negative relationship with employees’ commitment. In addition, laissez-faire leadership style has an insignificant small positive relationship with employees’ commitment in the study context. The study, therefore, recommends that employees’ commitment is more likely to be achieved when the appropriate leadership style is adopted and specific demographic variables like gender, age, marital status, academic qualification, and employment status are taken into account regarding the role they play in the relationship between leadership styles and employees’ commitment of Lagos State Civil Service Commission of Nigeria.

Download Full-text

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

International Business & Economics Research Journal (IBER) ◽

10.19030/iber.v12i11.8180 ◽

2013 ◽

Vol 12 (11) ◽

pp. 1411 ◽

Cited By ~ 5

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.

Download Full-text

THE IMPACT OF JOB AUTONOMY AND COMMUNICATION PRACTICES ON EMPLOYEE PERFORMANCE: THE MEDIATING ROLE OF PUBLIC SERVICE MOTIVATION

Journal of Applied Structural Equation Modeling ◽

10.47263/jasem.3(2)02 ◽

2019 ◽

Vol 3 (2) ◽

pp. 9-23

Author(s):

Abubakar Tabiu

Keyword(s):

Public Sector ◽

Public Service ◽

Employee Performance ◽

Public Service Motivation ◽

Job Autonomy ◽

The Public ◽

Mediating Role ◽

Communication Practices ◽

The Relationship

Improving individual employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance. However, the bulk of studies are mainly conducted in the private sector organizations with few attentions accorded to the public sector organizations, even though at present the difference between the two sectors is not much especially with introduction of privatization and New Public Management in the public sector. Drawing upon Social Exchange Theory and the application of Partial Least Square Structural Equation Modeling (PLS SEM), this study examined the mediating role of public service motivation on the relationship between job autonomy, communication practices and employee task and contextual performance. The participants were 288 senior staff of local governments in north-western part of Nigeria. The findings suggested that both job autonomy and communication practices predicted employee task and contextual performance. It was also found that public service motivation is an important mechanism (mediator) in the relationship.

Download Full-text