The effect of transglobal leadership and organizational culture on job performance - Inter-employee trust as Moderating Variable

2020 ◽  
Vol 16 (3) ◽  
pp. 319-335
Author(s):  
Bjardianto Pujiono ◽  
Margono Setiawan ◽  
Sumiati ◽  
Risna Wijayanti
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Organizational Development ◽  
Leadership Style ◽  
Police Department ◽  
National Bureau ◽  
Temporary Employees ◽  
Content Type ◽  
Staff Members ◽  
Employee Trust

PurposeThe objective of this study is to analyze the influence of transglobal leadership and organizational culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia.Design/methodology/approachThe population was 308 staff members of PPATK, which consists of regular and temporary employees; all of them have different backgrounds. Temporary employees are from the Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This group of employees did not participate as respondents in this study because they were not involved in financial transaction reports or analysis.FindingsLeadership style and organizational culture influence job performance. Inter-employee trust is moderating the influence of transglobal leadership and organizational culture toward job performance.Originality/valueIn organizations, the implementation of culture on methods for developing behavior, which means organizational culture, will affect the behavior of individuals who work in the organization. Synergy between individuals and organizational culture will improve job performance, because the goals of organizational culture are applied in a transglobal context, likely to produce positive performance and organizational development outcomes. Facilitate the vision and mission of the organization and one of them is developing human resource competencies.

Empowering leadership and job performance: mediating role of psychological empowerment

2019 ◽  
Vol 42 (5) ◽  
pp. 605-624 ◽  
Author(s):  
Subhash C. Kundu ◽  
Sandeep Kumar ◽  
Neha Gahlawat
Keyword(s):  
Job Performance ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Leadership Behaviors ◽  
Positive Influence ◽  
Primary Data ◽  
Special Focus ◽  
Empowering Leadership ◽  
Bootstrap Analysis ◽  
Content Type

PurposeThe purpose of this paper is to check the effects of empowering leadership on job performance of employees through the mediation of psychological empowerment.Design/methodology/approachPrimary data were gathered from 418 Indian banking employees. Statistical techniques like factor analysis, multiple regressions and bootstrapping via PROCESS were used to analyze the data.FindingsInitially, the results of multiple regression analysis revealed that empowering leadership behaviors have positive influence on psychological empowerment and job performance of subordinates. Further, bootstrap analysis revealed that the individual dimensions of psychological empowerment serially mediate the effects of empowering leadership behaviors on subordinates’ job performance.Research limitations/implicationsThe study indicates that the empowering leadership style is not applicable to Western culture only, but it is also very effective in high power distance cultures like of India. The major limitation of the study is that the data have been gathered from a single source. This may lead to common method variance.Practical implicationsIn banking context, empowering leadership can improve the performance of employees by means of psychological empowerment. Training should be provided to organizational leaders in banks with special focus on facilitating the empowering behaviors among them.Originality/valueThe research studies on measuring the effects of empowering leadership on job performance through mediation of psychological empowerment are very limited.

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.

Organizational outcomes of leadership style and resistance to change (Part Two)

2015 ◽  
Vol 47 (3) ◽  
pp. 135-144 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Medea Cesar Degbe ◽  
Owen MacDonald ◽  
Thai-Son NGUYEN-QUANG
Keyword(s):  
Organizational Development ◽  
Leadership Style ◽  
Resistance To Change ◽  
Organizational Outcomes ◽  
The Body ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Outcome ◽  
Body Of Knowledge ◽  
Major Factors

Purpose – Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address resistance to change in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements. Design/methodology/approach – A range of recently published empirical and practitioner research papers were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change. Findings – Leadership acts as an input at multiple levels, influencing organizational outcomes both directly – by continuously shaping employee attitude throughout change – and indirectly – by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of resistance to change, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives. Research limitations/implications – The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts. Practical implications – The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation. Social implications – This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders’ emotional aptitude to influence their followers and employees’ natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementation, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels. Originality/value – The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.

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.

scholarly journals Pengaruh Gaya Kepemimpinan dan Budaya Organisasi pada Kinerja Guru dengan Motivasi Sebagai Variabel Intervening

2017 ◽  
Vol 16 (1) ◽  
pp. 43
Author(s):  
Aurelia Dewanggi H.P. ◽  
Hunik Sri Runing Sawitri
Keyword(s):  
High School ◽  
Organizational Culture ◽  
Job Performance ◽  
Organizational Performance ◽  
Leadership Style ◽  
Positive Influence ◽  
Senior High School ◽  
Culture Influence ◽  
And Performance ◽  
Or Organization

<p><em>Purpose of this study to analyze the effects of leadership style, organizational culture on motivation and performance of senior high school techers in Wonogiri.  Job performance is very necessary for any profession. Job performance of teacher increasingly organizational performance so that purpose of company or organization can be reachable. Many factors which can increase job/activity such as leadership style, organizational culture, and motivation.How far leadership style and organizational culture influence to job performance is tested in this research, by insert motivation as intervening variables.</em></p><p><em>Test utilized to analyze leadership style and organizational culture influence to job performance that is path analysis,R<sup>2</sup>test, as well as statistic T test, and direct and inderct effect. Research data obtained from questionary answer propagated to the teacher of senior high school in Wonogiri. Result of research analysis express that leadership style and organizational culture has positive influence and significant to teachers job performance. And Motivation proof to be intervening variabel in relationship beetwen leadership style and organizational culture to teachers job performance.</em></p>

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.

Performance implications of misalignment among business strategy, leadership style, organizational culture and management accounting systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christina Juliana ◽  
Lindawati Gani ◽  
Johnny Jermias
Keyword(s):  
Organizational Culture ◽  
Financial Performance ◽  
Leadership Style ◽  
Product Differentiation ◽  
Business Strategy ◽  
Accounting Systems ◽  
Content Type ◽  
Cost Leadership ◽  
Future Studies ◽  
Management Accounting Systems

Purpose The purpose of this study is to examine the performance consequences of misalignment among business strategy, organizational configurations and management accounting systems (MAS). Design/methodology/approach The authors conducted a questionnaire survey to collect data and test the hypotheses developed in this study. The authors sent the questionnaires to the accounting and finance managers of the manufacturing companies listed on the Indonesia Stock Exchange. The authors received 259 responses from a total of 579 questionnaires sent or a 44.73% response rate. This study excludes 36 responses for further analyzes due to incomplete responses (five responses) and responses from lower-level employees (31 responses). The remaining 223 responses are used for statistical analyzes. Findings This study hypothesizes and finds that misalignments among business strategy, leadership style, organizational culture and MAS are negatively associated with both financial and non-financial performance. Research limitations/implications The study has three limitations. First, the authors intentionally collect data from the manufacturing industry to minimize the effect of data heterogeneity. To improve the generalizability of the study, future research might consider using data from other industries. Second, the study measures business strategy based on respondents’ perception of their companies’ strategy using indicators representing either product differentiation or cost leadership strategy. Future studies might use different ways of measuring business strategy using more objective empirical proxies such as research and development expenditures or premium price capability. Finally, this study conducts a survey and measures all the variables in a single period. Future studies might use a longitudinal approach to investigate the evolution of companies’ strategies and their impact on leadership styles, organizational commitment and MAS. Practical implications The results of the study will help companies in their search for senior executives, in building their organizational culture and in implementing their MAS. The study suggests that product differentiation companies should search for transformational leaders that empower their subordinates to take initiative and encourage innovative ideas in performing their tasks. In regard to MAS, the results suggest that product differentiation companies should implement broad focus MAS that emphasize the balance between financial and non-financial factors. By contrast, cost leadership companies should search for transactional leaders who emphasize on completing tasks on hand effectively and efficiently. In regard to MAS, the findings suggest that cost leadership companies will benefit more from using narrow focus MAS such as formal planning and budgeting, variance analyzes and cost-volume-profit analyzes. Social implications The findings of the study suggest that product differentiation companies should build a flexible culture that encourages subordinates to take the risk and effectively manage opportunities and challenges through changes and innovation. Furthermore, cost leadership companies should build a controlled culture that promotes adherence to policies and procedures to minimize costs and increase efficiency. Originality/value This paper introduces to the management and accounting literature the concept of fit among competitive strategy, leadership style, organizational culture and MAS and uses the two-stage method proposed by Ittner and Larcker (2001) to measure the degree of misalignment among business strategy and its contextual variables and, in turn, examines the impacts of the misalignment on financial and non-financial performance.

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.

The nemesis who stood tall: a tale of governance and leadership

2019 ◽  
Vol 9 (2) ◽  
pp. 1-8
Author(s):  
Arindam Saha
Keyword(s):  
Learning Outcomes ◽  
Leadership Style ◽  
Real Life ◽  
Central India ◽  
Power Struggle ◽  
Content Type ◽  
Staff Members ◽  
Academic Level ◽  
Organisational Politics

Learning outcomes After a thorough briefing, classroom discussions and de-briefing, the students should be able to appreciate issues of leadership; understand challenges related to managing an organisation; and understand the aspects of organisational politics and power. Case overview/synopsis This real-life case study is based on a leading management institution of central India. The institute was quite successful in establishing its brand central India during 2011-2017 and is still going strong. The case here captures a change of leadership and the challenges/opportunities it posed to faculty and staff members. The case also intends to address the power struggle that ensued in later years of its functioning. The case is also about how the present leader would finally deal with it all. Students would be able to generate insights in leadership style, power and politics, employee retention, organisational decision-making and concerns in recruiting culturally fit employees. Complexity academic level Graduate level. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 1: Accounting and Finance

scholarly journals THE EFFECT OF ORGANIZATIONAL CULTURE AND LEADERSHIP UPON JOB SATISFACTION AND JOB PERFORMANCE OF THE EMPLOYEES (The study at PT Promed Farma, Sukabumi, West Java)

2017 ◽  
Vol 2 (02) ◽  
pp. 21
Author(s):  
Ratno .
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Job Performance ◽  
Leadership Style ◽  
Random Sampling ◽  
Structural Equation ◽  
Employee Performance ◽  
Hypothesis Test ◽  
Sampling Technique ◽  
Equation Modelling

This study aims to examine the effect of the organizational culture and the leadership upon job satisfaction and job performance of the employees. The samples of this study are 125 employees of PT Promed Farma at the manufacturing division applying the proportional random sampling technique. And the hypothesis test has applied the Structural Equation Modelling (SEM) method. The Result of the Analysis has indicated that the organizational culture and the leadership have positively affecting job satisfaction. Organizational culture and job satisfaction have significantly and positively affected job performance of the employees, nevertheless, directly leadership has not significantly affected job performance of the employees. This research has proven that the organizational culture and the leadership have indirectly provided bigger effect upon job performance of the employees when it has been built up thru the highest level of job satisfaction. The variables of the organizational culture, leadership and job satisfaction have determined job performance of the employees which is 75% and the rest of 25% has been determined by other variables that have not been studied yet.Keywords: Organizational Culture, leadership style, job satisfaction and employee performance.

Sign in / Sign up

Export Citation Format

Share Document