How organizational culture and leadership style affect employees’ performance of genders

2018 ◽  
Vol 26 (4) ◽  
pp. 630-651 ◽  
Author(s):  
Bassem E. Maamari ◽  
Adel Saheb
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Service Sector ◽  
Training And Development ◽  
Cross Sectional ◽  
Content Type ◽  
Survey Tool ◽  
Service Companies ◽  
Gender And Age ◽  
Prejudice And Discrimination

Purpose This paper aims to highlight the importance of organizational culture on the leader’s style and the effect of the chosen leadership style on the team’s performance. It surveys a strata of leaders from the Middle East in the current turbulent environment. Design/methodology/approach A research paper based on a quantitative data collection in the service sector from a large number of stratified sampled firms and respondents. Findings The cross-sectional data from 40 service companies reveal some interesting results highlighting the interrelationships between these three variables. The findings suggest that managers need to build on this concept finding in providing further training and development of employees’ skills in addition to an organizational culture of acceptance, adaptation and diversity. Research limitations/implications Electing to use a specific set of criteria in sampling might have resulted in eliminating a meaningful different direction in the results. Moreover, the size of the survey tool limited the number of variables to test with the study. Practical implications A number of implications are worthy of mention. First, devising reward programmes that are fairly attractive to both genders independently of each other should be a managerial priority, along with the creation and development of strong organizational cultures. Social implications Finally, a coupled performance and organizational culture of efficiency at the workplace, if not paralleled with a proper leadership style that fosters positive results, will only result in partial improvements in the big organizational picture, resulting in the persistence of the old prejudice and discrimination along the gender and age lines. Originality/value The study examines a suggested model in a new environment that is known to be deeply rooted in old-fashioned paternalistic managerial behaviour, and where change, if occurring, is extremely slow to introduce.

Leadership style and service orientation: the catalytic role of employee engagement

2017 ◽  
Vol 27 (1) ◽  
pp. 292-310 ◽  
Author(s):  
Sapna Popli ◽  
Irfan A. Rizvi
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Service Sector ◽  
Employee Attitudes ◽  
Service Orientation ◽  
National Capital Region ◽  
Front Line ◽  
Cross Sectional ◽  
Content Type

Purpose The purpose of this paper is to explore the roles of leadership style and employee engagement (EE) as drivers of service orientation (SO). The competing models approach used in this study examines three models of influence on SO. The first model evaluates the influence of leadership on SO, the second focuses on the influence of EE on SO and the third explores the influence of leadership on SO through EE. The study provides evidence to support that the relationship between leadership styles and SO is impacted by EE. The results suggest that organizations need to develop systems and processes that focus on the employee and EE for definitive service outcomes. At a theoretical level, the paper provides a direction for further exploration of an integrated theory of leadership and engagement to drive SO in organizations. Design/methodology/approach This empirical study uses a cross-sectional descriptive design. Hierarchical regression and mediation analysis were applied to process the data that were collected from more than 400 front-line employees from five service sector organizations in the Delhi-National Capital Region (Delhi-NCR) of India using validated instruments. Findings The results from this study reveal both direct and indirect relationships among the variables. EE emerged as a critical variable that influences SO of employees. EE partially mediates the transformational leadership style-SO relationship and also the passive-avoidant-SO relationship and it fully mediates the transactional leadership-SO relationship. While all relationships of leadership-engagement, leadership-SO and engagement-SO are significant, the mediating effects accentuate the importance of EE in organizations. Practical implications Leadership style on its own has a direct bearing on EE and SO of employees, the three associations are significantly impacted under the mediating influence of EE. With EE emerging as a critical factor, organizations need to ensure engaging behaviors are measured and enhanced throughout the employee-life-cycle including hiring, training, rewarding and managing performance. The results of the study suggest that an integrated approach of developing and inculcating leadership styles that drive EE could be the basis for leadership development programs especially in the service sector organizations. Originality/value The originality of the paper is derived from the three variables studied in the context of the sample characteristics (front-line employees, young), industry sector (across service sector) and geographical location (Delhi-NCR-India). Not many empirical studies on these variables are available from the region. The empirical evidence on the influence of EE adds weight to the growing strategic importance of EE in organizations. The research also highlights leadership and EE together influence specific employee attitudes and behavior (SO).

Does supervisor gender moderate the mediation of job embeddedness between LMX and job satisfaction?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jodie Louise Stewart ◽  
Karl Kilian Konrad Wiener
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Role Theory ◽  
Job Embeddedness ◽  
Survey Study ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship

Purpose This paper aims to examine the quality of the relationship between a supervisor and their subordinate, conceptualised as leader member exchange (LMX), and the mediating influence of subordinate’s job embeddedness on job satisfaction. The LMX model considered the four-gender dominant leadership style facets, female – affect and loyalty (communal), and male – contribution and professional respect (agentic). Social role theory was applied to explain societies influence on leadership style. The moderating influence of supervisor gender on the relationship of LMX facets and subordinate embeddedness is investigated. Design/methodology/approach This cross-sectional survey study of 213 self-selected employed participants investigated the mediation of job embeddedness LMX and job embeddedness and the moderation impact of supervisor gender on this mediation. Findings Job embeddedness mediated the relationship between all four facets of LMX and job satisfaction. Supervisor gender did not moderate the relationships of the four LMX facets and job embeddedness. These findings highlight the potential impact of a homogeniuos sample in relation to industry type and culture as this may impact on the findings. That is, participants in this study were predominantly females working in female dominant industries. Originality/value This study builds on the work of Collins et al. (2014) who examined the moderating impact of subordinate gender on the mediating relationship of job embeddedness on the relationship between LMX facets and job satisfaction. Previously, the gender role of supervisors on this relationship was not explored.

Foundational competencies for enhancing work engagement in SMEs Malaysia

2017 ◽  
Vol 29 (3) ◽  
pp. 165-184 ◽  
Author(s):  
Aliyu Yelwa Haruna ◽  
Govindan Marthandan
Keyword(s):  
Work Engagement ◽  
Service Sector ◽  
Small And Medium Enterprises ◽  
Cross Sectional Study ◽  
Research Approach ◽  
Positive Role ◽  
Cross Sectional ◽  
Content Type ◽  
Additional Support ◽  
The Impact

Purpose This study aims to examine the impact of foundational competencies on work engagement in the context of the Malaysian small and medium enterprises (SMEs) service sector. Design/methodology/approach This is a cross-sectional study conducted in Malaysia, and data were gathered via a survey on 312 employees representing SMEs service sectors. Partial least squares techniques were used in testing the hypothesized linkages. Findings The findings indicated that foundational competencies have a significant positive effect on work engagement. Research limitations/implications Considering the research approach, generalizing the findings of this study must be done with caution. Longitudinal data are recommended, as these could provide additional support to the results. Further studies can as well extend the framework by testing whether job resources play a positive role in enhancing the relationship between foundational competencies and work engagement in Malaysia. Practical implications The findings suggest that foundational competencies positively relate to work engagement. Therefore, training and coaching sessions could be organized by managers/policy makers to enhance these competencies, which will strengthen work engagement and career development of the employee; it may specifically be very helpful for fresh graduates whose careers would have just started. Originality/value To the authors’ knowledge, this is the first attempt to examine the effect of American Society of Training and Development foundational competencies on work engagement in SMEs in Malaysia.

scholarly journals A link between knowledge sharing and managers’ characteristics

2018 ◽  
Vol 39 (8) ◽  
pp. 1024-1036 ◽  
Author(s):  
Jana Matošková ◽  
Lucie Macurová ◽  
Lucie Tomancová
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Principal Axis ◽  
Empirical Work ◽  
Positive Association ◽  
Significant Positive Association ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Principal Axis Factor

Purpose The purpose of this paper is to examine whether and to what extent knowledge-oriented leadership (KOL) is associated with knowledge sharing (KS) in an organization as well as the dimensions of this leadership style. Design/methodology/approach Opinion-based questionnaires were applied in the study. A principal axis factor analysis was conducted to find the main factors in KOL (n=236). The relationship between KS and KOL was tested with Pearson’s correlation coefficient method. Findings The findings support the importance of high-quality leader–member exchange for KS because KOL had a strong significant positive association with the extent of KS in the organization (n=96, r=0.521). The principal axis factor suggested three factors, all of which were moderately significantly related to KS: the perceived support from the superior, enough time for KS and information flow from the superior. Research limitations/implications The research design in this study was cross-sectional. Thus, the interpretations of the cause–effect relationship among the variables could not be determined. Furthermore, the findings should be confirmed using a larger sample. Practical implications The study indicates that if innovativeness and the use of human capital are important for an organization’s competitive ability, it is vital to train managers to be able to apply KOL. Originality/value Few studies have addressed the relationship between leadership and KS. Hence, this study contributes to a better understanding of the relation between KS and KOL style. Additionally, KOL is probably a multidimensional construct, but little empirical work has been done to explore it.

Boss was not yet pleased; Did the performance matter?

2020 ◽  
Vol 10 (1) ◽  
pp. 1-37
Author(s):  
Rameshan Pallikara
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Career Decisions ◽  
Chief Executive ◽  
Middle Level ◽  
Destructive Leadership ◽  
Content Type ◽  
Decision To Leave ◽  
Organizational Behaviour ◽  
Academic Level

Learning outcomes To evaluate a difficult career choice under compelling organizational circumstances. To analyse a complex organizational culture to understand the nuances of career decisions. To relate career dilemmas to relevant conceptual and theoretical strands of organizational behaviour. To interpret the leadership style and its interaction with organizational culture. To determine possible strategic recourses to deal with the dynamics of destructive leadership and toxic cultures. Case overview/synopsis The case is about the experiences of Raamit Pell, a Middle-level Executive at Accadia Management Services, and his encounters with a new boss, Pret Sohn. Raamit Pell had joined Accadia at a time when the organization was undergoing some political and cultural turmoil. When Pret Sohn came in as the new Chief Executive Officer six months later, there were a lot of expectations. But, Pret Sohn too began following Accadia’s existing political culture, indulging in unhealthy organizational practices. He caused mental harassment to many executives. One such executive was Raamit Pell. Despite Raamit’s excellent performance, Pret Sohn denied him a well-deserved promotion. Sohn justified it by saying that performance alone did not matter. Raamit felt deeply disturbed and considered quitting Accadia. He was reluctant to leave as a defeated man. Subsequently, he received an offer from another subsidiary of Accadia’s holding agency. As he was undergoing a three-month mandatory notice period for his release, Raamit became concerned about his decision to leave Accadia. Deep in his mind he longed to redeem his hurt pride at Accadia. So, he was pondering whether he had taken the decision to resign in haste. Complexity academic level Level: Post-graduate/doctoral and executive education programmes in management and allied subjects. Courses: Courses in Career Decisions, Organizational Behaviour, Leadership, Organizational Culture and Organizational Ethics. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.

Board role performance in service organisations: the importance of human capital in the context of a developing country

2014 ◽  
Vol 10 (4) ◽  
pp. 646-673 ◽  
Author(s):  
Stephen K. Nkundabanyanga ◽  
Waswa Balunywa ◽  
Venancio Tauringana ◽  
Joseph M. Ntayi
Keyword(s):  
Human Capital ◽  
Developing Country ◽  
Service Sector ◽  
Employee Relations ◽  
Service Firms ◽  
Role Performance ◽  
Cross Sectional ◽  
Content Type ◽  
Employee Safety ◽  
Capital Development

Purpose – The purpose of this paper is to draw from multiple theories of upper echelons, stakeholder, agency, resource-based view and stewardship to establish the extent to which human capital (other than that of the board itself) in service organisations affect board role performance in those service sector firms. Design/methodology/approach – This study is cross-sectional and correlational. Analyses are conducted using SPSS and Analysis of Moment Structures software on a sample of 128 service firms in Uganda. Findings – Findings reveal that dimensions of employee safety, entrepreneurial skills, entrepreneurial development, employee welfare and employee relations fit the model of human capital and predict up to 69.1 per cent of the variance in board role performance. The results of this study reveal that board role performance is affected by prior decisions, for example, to invest in corporate social responsibility (CSR) activities, targeting employees that augment firm characteristics like existence of appropriate human capital. Essentially, an improvement in the quality of human capital explains positive variances in board role performance. Research limitations/implications – Cross-sectional data do not allow for testing of the process aspect of the models; however, they provide evidence that the models can stand empirical tests. Additional research should examine the process aspects of human capital and board role performance. Practical implications – Most companies in developing nations have relied on normative guidelines in prescribing what boards need to enhance performance, probably explaining why some boards have not been successful in their role performance. This research confirms that appropriate human capital, which can be leveraged through CSR ideals of employee safety, recognition, welfare and training in entrepreneurship, consistent with the stakeholder theory, can facilitate the board in the performance of its roles. In the developing country context, organisations’ boards could use these findings as a guideline, that is, what to focus on in the context of human capital development in organisations because doing so improves their own role performance. Originality/value – This study is one of the few that partly account for endogeneity in the study of boards, a methodological concern previously cited in literature (Bascle, 2008; Hamilton and Nickerson, 2003). Empirical associations between board role performance and organisational performance would not be useful unless we are able to grasp the causal mechanisms that lie behind those empirical associations (Hambrick, 2007). Thus, this study contributes to literature that tries to account for variances in board role performance and supports a multi-theoretical approach as a relevant framework in the study of human capital and board role performance.

Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in the educational sector in Qatar

2017 ◽  
Vol 12 (2) ◽  
pp. 163-188 ◽  
Author(s):  
Maryam Al-Sada ◽  
Bader Al-Esmael ◽  
Mohd. Nishat Faisal
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Employee Satisfaction ◽  
Work Motivation ◽  
Pearson Correlation ◽  
Education Sector ◽  
Content Type ◽  
Supportive Culture

Purpose The purpose of this paper is to explore the influence of organizational culture and leadership style on employees’ job satisfaction, organizational commitment and work motivation in the educational sector in the state of Qatar. Design/methodology/approach The study was conducted using a questionnaire with a sample size of 364 employees in the educational sector in Qatar. Data were analyzed using factor analysis, Pearson correlation and multiple linear regression, were employed to examine the relationships between the variables under investigation. Findings Significant positive relationships were observed between supportive culture and job satisfaction; supportive culture and organizational commitment; participative-supportive leadership and job satisfaction; directive leadership and job satisfaction; job satisfaction and work motivation; job satisfaction and organizational commitment. Practical implications This paper would help managers and policy-makers in the education sector to develop a better understanding of organizational culture and leadership styles and their influence on employee satisfaction, commitment and motivation. Originality/value The education sector is experiencing a fast growth in Qatar due to significant outlays by the government. This study is among the first in the country to understand the variables affecting employees’ performance in education sector.

How organizational culture can shape leadership style

2020 ◽  
Vol 34 (5) ◽  
pp. 41-43
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Leadership Style ◽  
Design Methodology ◽  
Reading Time ◽  
Considerable Influence ◽  
Content Type ◽  
Management Roles ◽  
Pertinent Information

Purpose Strong cultural values that persist within a specific nation or society typically determine the type of culture formed within business institutions there. Certain aspects of organizational culture can then exert considerable influence on the leadership style embraced by individuals who occupy management roles. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Strong cultural values that persist within a specific nation or society typically determine the type of culture formed within business institutions there. Certain aspects of organizational culture can then exert considerable influence on the leadership style embraced by individuals who occupy management roles. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leader-member exchange and employee resilience: the mediating role of regulatory focus

2019 ◽  
Vol 42 (9) ◽  
pp. 1062-1075
Author(s):  
Shiva Kakkar
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Survey Design ◽  
Employee Motivation ◽  
Vital Role ◽  
Equation Modeling ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type

Purpose This study aims to investigate whether leader–subordinate exchange (LMX) quality influences subordinate resilience. Drawing upon Higgins’ (1998) regulatory focus theory, it is hypothesized that high LMX leaders induce a positive appraisal of situations which primes promotion regulatory focus in subordinates which in turn increases employee motivation and resilience. Design/methodology/approach The study uses a cross-sectional survey design. Responses were collected from 139 employees of three information technology and enabled services organizations in India. Data were analyzed using PLS-based structure equation modeling package ADANCO. Findings LMX was found to be positively related to employee resilience. Promotion regulatory focus mediated the relationship between LMX and employee resilience. Practical implications The study demonstrates that leader interaction and behaviors can promote resilience in employees. Organizations need to see how supervisors can be trained to “frame” challenges and adversity in a manner that motivates employees and promotes resilience. Originality/value Previous studies have found different types of leadership styles to be associated with subordinate resilience. This suggests that there are certain factors across various leadership styles that influence resilience. The study uses LMX theory to suggest that it is not leadership style but underlying dimensions such as trust, reciprocity and clarity that play a vital role in cultivating employee resilience.

On the road to consensus: key soft skills required for youth employment in the service sector

2019 ◽  
Vol 11 (1) ◽  
pp. 10-24 ◽  
Author(s):  
Anjana Singh ◽  
Prashnati Jaykumar
Keyword(s):  
Hospitality Industry ◽  
Service Sector ◽  
Service Industry ◽  
Soft Skills ◽  
Real Life ◽  
Skills Training ◽  
Content Type ◽  
Survey Tool ◽  
Entry Level ◽  
On The Road

Purpose Tourism and hospitality is one of the fastest growing segments of the services industry in India, and there is tremendous need and opportunity for young, educated and qualified professionals. Academics and employers agree that there is an increasing gap between the soft skills that companies expect from their entry-level employees and the skills that these young people possess. To bridge this gap, industry leaders and researchers indicate the need for more soft skills training. The purpose of this paper is to identify soft skills competencies that are required for a diverse group of entry-level employees and then to identify gaps by exploring the hospitality programme and internships. Design/methodology/approach The research is analytical in nature and draws on a literature review and a questionnaire as a survey tool for stakeholders. The research had separate questionnaires for employers, students and faculty members of the Vedatya Institute, educator for the service industry. The research is focused on entry-level employees – students who had graduated from Vedatya Institute in the past five years. The employers are primarily general managers and human resource managers of five-star hotels who have recruited and been part of campus interviews. Findings The research analysed soft or employability skills for the hospitality industry, and it provided valuable insights from employers and perceptions of graduates in attainment of those skills during their degree programme. The study highlighted the significant role of internship in developing soft skills. Practical implications The paper recommends practical solutions for educators and organizations that can be applied. The research synthesized current thinking on required soft skills for young entry-level employees and explores the soft skills gap in the context of a growing soft skills training market with recommendation for stakeholders. Originality/value The research sought to address the real life problem impacting the hospitality industry in India using inputs from the literature, graduates and employers.

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