The Link between Transformational Leadership Traits and Corporate Culture Types: The Prerequisites for Sustainable Performance in Public and Private Sectors Organizations

This study has investigated the link between transformational leadership styles, corporate organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations there by validating the arguments made by scholars and practitioners that organizational performance is more evident in private sector corporations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and corporate organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.

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THE EFFECT OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP, ORGANIZATIONAL CULTURE AND PERFORMANCE: Empirical Findings from Four Public Sector Organizations in the United States Virgin Islands

Australian Journal of Business and Management Research ◽

10.52283/nswrca.ajbmr.20160506a01 ◽

2016 ◽

Vol 05 (06) ◽

pp. 01-13

Author(s):

Paul L. Flemming

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Public Sector ◽

Organizational Performance ◽

Virgin Islands ◽

Leadership Traits ◽

Leadership Performance ◽

Idealized Influence ◽

Public Sector Organizations ◽

And Performance

Scholars and practitioners in social sciences have argued that there is some association between leadership and performance, but empirical evidence has yet to prove the effect of leadership, performance and culture on public organizational performance. This study has investigated the effect of transformational leadership styles, organizational culture types and performance in four public sector organizations. The argument that there is no association between the three fundamental pillars of public sector organization: leadership, performance and culture, has become an ongoing debate in social sciences. This study investigated the effect of transformational leadership traits, organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. Performance outcomes variables were hiring decisions, performance measurements, job satisfaction, and structured reward system respectfully. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results showed that while transformational leadership were strongly correlated with organizational performance with consistency and adaptability, organizational culture had a positive significant relationship with performance management practices. The study concluded that transformational leadership and organizational culture have positive effects on facilitating performance in mature public sector organizations, and recommended transformational leadership styles to actualize the culture types best suited in public sector organizations.

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Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment

International Journal of Business and Social Research ◽

10.18533/ijbsr.v7i01.1033 ◽

2017 ◽

Vol 7 (01) ◽

pp. 44

Author(s):

Paul Llwellyn Flemming

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Public Sector ◽

Assessment Instrument ◽

Leadership Traits ◽

Caribbean Diaspora ◽

Leadership Performance ◽

Positive Effects ◽

The Caribbean ◽

Public Sectors

<p>Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X), and the Organizational Culture Assessment Instrument (OCAI) to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from across sixteen public sector organizations completed the measures on leadership and culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.</p>

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Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India

Vision The Journal of Business Perspective ◽

10.1177/09722629211052642 ◽

2021 ◽

pp. 097226292110526

Author(s):

Jain Mathew ◽

Kohila Rajam ◽

Sridevi Nair

Keyword(s):

Public Sector ◽

Private Sector ◽

Leadership Styles ◽

Leadership Style ◽

Work Engagement ◽

Public And Private ◽

Public Sector Organizations ◽

Private And Public ◽

Private Sector Organizations ◽

Public And Private Sector

Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.

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A Taiwanese Empirical Study of Online Group Buying from the Perspectives of Organizational Culture and Transformational Leadership

Journal of Electronic Commerce in Organizations ◽

10.4018/jeco.2014070101 ◽

2014 ◽

Vol 12 (3) ◽

pp. 1-11 ◽

Cited By ~ 4

Author(s):

Mu-Li Yang

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Leadership Behaviors ◽

Leadership Behavior ◽

Group Buying ◽

Positive Effects ◽

Idealized Influence ◽

Supportive Culture ◽

Individual Consideration ◽

Online Group

This study examines online group-buying from the perspectives of organizational culture and transformational leadership. A convenience sampling of 400 online group-buying individuals living in Taiwan was conducted in 2011, and this yielded 300 effective questionnaires, giving a return rate of 75%. ANOVA analyses and canonical correlation were used to examine the participants' perceptions of organizational culture and the leadership of online group-buying initiators, and the relationship between these leadership behaviors and the organizational culture in their workplaces. The main findings of this study are as follows: (1) online group-buying activities occur most often in organizations with a “supportive” culture; (2) “idealized influence” is the most influential leadership behavior with regard to the perceptions of group-buying members towards group-buying initiators; and (3) the better initiators are able to perform with regard to “individual consideration” and “idealized influence,” the greater the positive effects on online group-buying activities in the organizations with “supportive” and “innovative” organizational cultures.

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Publicness as an antecedent of transformational leadership: the case of Norway

International Review of Administrative Sciences ◽

10.1177/0020852315575000 ◽

2016 ◽

Vol 83 (1) ◽

pp. 23-42

Author(s):

Dag Ingvar Jacobsen

Keyword(s):

Transformational Leadership ◽

Public Sector ◽

Gender Composition ◽

Organizational Size ◽

Public And Private ◽

The Public ◽

Positive Effects ◽

Private Organizations ◽

Wide Range ◽

And Gender

A large number of empirical studies have shown a wide range of positive effects of transformational leadership, which is arguably the dominating leadership paradigm in the last two decades. In this study, we ask whether this type of leadership is as common in public as in private organizations. Through a survey, the leadership style of 2488 leaders in Norwegian organizations with more than ten employees was mapped out. Focus is set on whether the occurrence of transformational leadership varies according to an organization’s publicness. It is hypothesized that the effect of publicness on transformational leadership will be mediated through bureaucratization, centralization, professionalization, pro-social motivation and gender composition. The study controls for organization size and task, variables often missing in comparisons of public and private organizations. The main finding is that publicness has no direct effect on transformational leadership when controlling for main task, organizational size and the leader’s gender. However, it does affect transformational leadership indirectly through bureaucratization, professionalization and gender composition. Based on the findings, more general implications for comparing public and private organizations are discussed. Points for practitioners It is often claimed that leadership in the public sector is different from leadership in the private sector. This study shows that such a claim is an oversimplification. First, there should be an awareness that leadership does not take place only in the private or public sector, but also in a myriad of hybrids between the public and the private sectors. Second, various challenges for leaders may be more strongly linked to basic features such as task and organizational size, rather than to whether an organization is public or private.

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Trust, job satisfaction, perceived organizational performance and turnover intention

Employee Relations ◽

10.1108/er-06-2017-0135 ◽

2017 ◽

Vol 39 (7) ◽

pp. 1148-1167 ◽

Cited By ~ 16

Author(s):

Rachid Zeffane ◽

Shaker Jamal Bani Melhem

Keyword(s):

Job Satisfaction ◽

Public Sector ◽

Private Sector ◽

Organizational Performance ◽

Turnover Intention ◽

Future Research ◽

Public And Private ◽

Content Type ◽

Public Sector Employees ◽

The Impact

Purpose The purpose of this paper is to examine and compare the differential impacts of job satisfaction (JS), trust (T), and perceived organizational performance (POP) on turnover intention (TI) in public and private sector organizations. Design/methodology/approach Draws on a sample of 311 employees from the service sector (129 public and 182 private) in the United Arab Emirates’ (UAE). The main concepts utilized in the study are borrowed from previous research and further tested for validity and reliability. Four main hypotheses are explored. Findings In support of previous research, statistical analysis (t-test) revealed that public sector employees tend to be more satisfied, more trusting, and have less intention to leave their organization. Regression analysis revealed that public sector employees’ TI are most significantly affected by their perceptions of the performance of their organization, with JS, work experience (WE) and education (Ed) also having significant effects. In contrast, private sector employees’ TI was most significantly affected by JS and feelings of trust (T). Research limitations/implications Although very useful, the present study is limited in scope and therefore suffers from some limitations. The sample only includes employees from UAE organizations operating in education, some government institutions and the financial sector. Future research might consider including employees the health sector and other public organizations such as the immigration/police departments which play important strategic roles in the UAE economy. Also, future research might consider extending the scope of the study to include institutions in similar neighboring countries in the region, such as Qatar and Kuwait. Practical implications The findings of this study points to the relative importance of trust, JS and perceived organizational performance in affecting TI in public and private sectors. These can be considered as indicators to assist managers in these sectors to better manage/minimize TIs. In particular, the findings indicate that managers in general (and UAE public sector managers in particular) need to monitor and better manage not only their employees’ JS but also perceptions of the overall performance of the organization. Originality/value While research on the influence of JS on TI in both of these sectors has been abundant over the years, studies examining the impact of trust and perceptions of organizational performance remain few and are largely lacking. Also, studies on turnover in the UAE (and particularly those comparing public and private sectors) remain largely lacking. This study and its findings fill this gap and provide some insights on the differential impact of trust, JS and perceived organizational performance on employee TIs in public-private sectors, particularly in the UAE context.

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A Taiwanese Empirical Study of Online Group Buying from the Perspectives of Organizational Culture and Transformational Leadership

Organizational Culture and Behavior ◽

10.4018/978-1-5225-1913-3.ch042 ◽

2017 ◽

pp. 874-885

Author(s):

Mu-Li Yang

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Leadership Behaviors ◽

Leadership Behavior ◽

Group Buying ◽

Positive Effects ◽

Idealized Influence ◽

Supportive Culture ◽

Individual Consideration ◽

Online Group

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ACHIEVING ORGANIZATIONAL PERFORMANCE THROUGH TRANSFORMATIONAL LEADERSHIP APPROACH: A STUDY OF SELECTED PUBLIC SECTOR ORGANIZATIONS

International Journal of Management & Entrepreneurship Research ◽

10.51594/ijmer.v3i8.251 ◽

2021 ◽

Vol 3 (8) ◽

pp. 288-302

Author(s):

Allison Patricia Ukachi ◽

Anugwu Clara Chika ◽

Okoli, Ifeanyi Emmanuel Nuel

Keyword(s):

Transformational Leadership ◽

Public Sector ◽

Organizational Performance ◽

Social Exchange ◽

Social Exchange Theory ◽

Correlation Technique ◽

Anambra State ◽

Public Sector Organization ◽

Public Sector Organizations ◽

Level Of Significance

The aim of this study was to investigate ways of achieving organizational performance through transformational leadership approach, a study of selected public sector organizations in Anambra State Nigeria. The survey research design was used for this study. The study population was three thousand four hundred and thirty six staff (3436) while the sample size was three hundred and forty five (345) arrived at using Krejcie and Morgan (1970) formula. Bowley’s Population Allocation Formula (1964) was used in arriving at the number of questionnaire allocated to each sampled organization because of the differences in the number of employees. Questionnaire was used for data collection. The reliability of the questionnaire was tested by using Cronbach's alpha to access the internal consistency of the items. The study employed expert judgment approach to access content validity. Pearson’s product moment correlation technique was adopted to analyze the data at 0.05 level of significance. The findings indicate that transformational leadership and organizational performance in the selected public sector organizations had a strong positive and significant correlation. Keywords: Transformational Leadership, Public Sector Organization, Organizational Performance, Social Exchange Theory.

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Corporate Social Reporting Practices In India

Adhyayan A Journal of Management Sciences ◽

10.21567/adhyayan.v8i1.14503 ◽

2018 ◽

Vol 8 (1) ◽

Author(s):

Dr Vipin Bihari Srivastava ◽

Dr Manoj Kumar Mishra ◽

Dr Wogari Negari

Keyword(s):

Public Sector ◽

Private Sector ◽

Social Information ◽

Social Reporting ◽

Annual Reports ◽

Public And Private ◽

Reporting Practices ◽

Corporate Social Reporting ◽

Public And Private Sector ◽

Corporate Social

"This paper aims to examine the extent of corporate social reporting practices in the annual reports of companies in India and to ascertain the differences if any, between public sector and private sector companies and to investigate what were the determinants of corporate social reporting . The study intends to answer the research questions which include: a) what variables could represent a Conceptual Model of Corporate Social Reporting consists of dependent variables and Independent variables? b) What are the factors of Corporate Social Reporting (COSOR) and how valid and reliable are these factors? c) What is the degree of COSOR by factors in public and private sector companies? d) What are the determinants of COSOR? What is the level of their influence on COSOR? A sample of 120 listed companies of National Stock Exchange of India was chosen and they were stratified in to public and private sector companies. A Corporate social reporting Index was constructed for data collection through content analysis from the annual reports. The results of the study revealed that social accounting information were disclosed in company’s annual reports, chairman’s speech, directors’ reports, notes to accounts, schedule to accounts and auditor’s report. The degree of corporate social reporting varies between public sector and private sector companies. The public sector companies have disclosed more corporate social reporting information than the private sector companies. The study found that higher the level of capital employed, earnings before depreciation and taxes, total assets and total sales higher was the level of corporate social reporting. However, the degree of influence of determinants on corporate social reporting was different among public and private sector companies. Most of the companies have disclosed corporate social information on voluntary basis. To improve the understandably, uniformity, and comparability of corporate social information, this study suggests making it mandatory. A standard format for disclosure of corporate social information shall be prescribed by the Ministry of Corporate Affairs by amending the Indian Companies Act. The concept of social accounting is relatively new in India. This study suggests to include it in the commerce curriculum and also in the curriculum of CA/CWA/CS. Corporate Social Reporting is such a vast area of research that no single study can cover different dimensions related to it. Though some studies including the present study have been conducted on Corporate Social Reporting Practices in India, but still there is much potential of research in this area. Future research in this area will hopefully bring more brightening result measuring and analysing social costs and benefits data by manager as well as by other concerned. Since the subject is in the primary stage, an in-depth research is needed to be done in different sectors such as banking information technology, manufacturing etc. The results are specifically applicable to sample companies and generalisations can be made with caution. The results of the study are based on the data collected from published annual reports of sample companies using content analysis method. Corporate social reporting in company websites, brochures etc are not covered. Social cost and benefit analysis is not covered in this study.

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Relationship between CSR motivations and corporate social performance: a study in the power industry in India

Employee Relations ◽

10.1108/er-01-2019-0091 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Moumita Acharyya ◽

Tanuja Agarwala

Keyword(s):

Public Sector ◽

Private Sector ◽

Corporate Social Performance ◽

Social Performance ◽

Power Sector ◽

Public And Private ◽

Content Type ◽

The Public ◽

Self Interest ◽

Public And Private Sector

PurposeThe paper aims to understand the different motivations / reasons for engaging in CSR initiatives by the organizations. In addition, the study also examines the relationship between CSR motivations and corporate social performance (CSP).Design/methodology/approachThe data were collected from two power sector organizations: one was a private sector firm and the other was a public sector firm. A comparative analysis of the variables with respect to private and public sector organizations was conducted. A questionnaire survey was administered among 370 employees working in the power sector, with 199 executives from public sector and 171 from private sector.Findings“Philanthropic” motivation emerged as the most dominant CSR motivation among both the public and private sector firms. The private sector firm was found to be significantly higher with respect to “philanthropic”, “enlightened self-interest” and “normative” CSR motivations when compared with the public sector firms. Findings suggest that public and private sector firms differed significantly on four CSR motivations, namely, “philanthropic”, “enlightened self-interest”, “normative” and “coercive”. The CSP score was significantly different among the two power sector firms of public and private sectors. The private sector firm had a higher CSP level than the public sector undertaking.Research limitations/implicationsFurther studies in the domain need to address differences in CSR motivations and CSP across other sectors to understand the role of industry characteristics in influencing social development targets of organizations. Research also needs to focus on demonstrating the relationship between CSP and financial performance of the firms. Further, the HR outcomes of CSR initiatives and measurement of CSP indicators, such as attracting and retaining talent, employee commitment and organizational climate factors, need to be assessed.Originality/valueThe social issues are now directly linked with the business model to ensure consistency and community development. The results reveal a need for “enlightened self-interest” which is the second dominant CSR motivation among the organizations. The study makes a novel contribution by determining that competitive and coercive motivations are not functional as part of organizational CSR strategy. CSR can never be forced as the very idea is to do social good. Eventually, the CSR approach demands a commitment from within. The organizations need to emphasize more voluntary engagement of employees and go beyond statutory requirements for realizing the true CSR benefits.

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