scholarly journals LEADERSHIP STYLE AND ITS RELATIONSHIP WITH EMPLOYEE’S ORGANIZATIONAL IDENTIFICATION: EVIDENCE FROM THE HOTEL BUSINESSES in TURKEY

2020 ◽  
Vol 8 (4) ◽  
pp. 875-901
Author(s):  
Hasan CİNNİOĞLU ◽  
H. Yağmur TURAN
Keyword(s):  
Leadership Style ◽  
Organizational Identification ◽  
Structural Equation ◽  
Simple Random Sampling ◽  
Democratic Leadership ◽  
Leadership Behaviour ◽  
Managerial Implications ◽  
Context Data ◽  
Laissez Faire ◽  
Tourism Enterprises

This study aims to identify the relationships between democratic, autocratic, and laissez-faire leadership behaviours perceived by the five-star hotel employees for their managers and their organizational identification levels. In this context, data were obtained by using questionnaires from 464 employees working in five-star hotels operating in Antalya, Turkey. A simple random sampling method was used in the selection of individuals. Structural equation modelling (SEM) was used to test the research hypotheses. As a result of the analysis, it was found that the managers working in tourism enterprises show democratic leadership behaviour most, and the level of organizational identification of the employees is medium. Besides, it was concluded that the democratic leadership behaviour that employees perceive for their managers positively affects the level of organizational identification, while that of autocratic and laissez-faire leadership negatively. The theoretical and managerial implications of these findings are discussed.

scholarly journals The influence of ethical leadership on trust and work engagement: An exploratory study

2014 ◽  
Vol 40 (1) ◽  
Author(s):  
Amos S. Engelbrecht ◽  
Gardielle Heine ◽  
Bright Mahembe
Keyword(s):  
Employee Engagement ◽  
Leadership Style ◽  
Work Engagement ◽  
Ethical Leadership ◽  
Structural Equation Modelling ◽  
Structural Equation ◽  
Measurement Scales ◽  
Equation Modelling ◽  
Employee Relationships ◽  
Managerial Implications

Orientation: Work engagement is increasingly becoming an important outcome for organisational success. A trusting and ethical relationship between leaders and followers is likely to positively contribute to the work engagement of employees.Research purpose: The aim of the study was to investigate the relationship between ethical leadership and trust in the leader and the effect these constructs have on the work engagement of employees.Motivation for the study: The study on the role of ethical leadership practices on employee engagement was motivated by the need to create an engaged workforce and a trusting work environment.Research approach, design and method: Data was collected using an electronic web-based questionnaire comprising three scales, namely the Utrecht Work Engagement Scale (UWES),Leader Trust Scale (LTS) and the Leadership of Ethics Scale (LES). In total, 204 completed questionnaires were returned. Data was analysed by means of item and confirmatory factor analysis conducted via structural equation modelling (SEM).Main findings: High levels of reliability were found for all the measurement scales used. The results from the structural equation modelling (SEM) indicated positive relationships between trust in the leader and work engagement, between ethical leadership and work engagement and between ethical leadership and trust in the leader.Practical/managerial implications: The findings emphasise the role played by ethical leadership behaviour of managers in promoting work engagement through the creation of employee relationships anchored on trust. Future studies should develop the theoretical model further by identifying other variables that influence work engagement.Contribution/value-add: Organisations today still face the challenge of developing an effective strategy for achieving work engagement. The ethical leadership style of managers is likely to create an ethical and trusting work climate conducive to the work engagement of employees.This is likely to enhance productivity as well as employee creativity and innovation.

scholarly journals MEMETAKAN BUDAYA ORGANISASIATAS DASAR GAYA KEPEMIMPINAN DAN PENGARUHNYA TERHADAP KINERJA DOSEN

2012 ◽  
Vol 11 (2) ◽  
Author(s):  
Sugeng Mulyono ◽  
Jamal Abdul Nasir
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Descriptive Analysis ◽  
Private University ◽  
Performance Style ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Negative Effect ◽  
Laissez Faire ◽  
Positive Effect

This research aimed to describe organizational cultural and style of leadership, analyzing organizational culture pursuant to style of leadership, analyzing organizational cultural influence to performance of lecture, and analyzing the direct and indirect influence of leadership style to the Private University lecturers’ performance. In taking the sample it uses multi stages of sampling with amount of sample as much 280 lectures. Data collecting uses questioner, interview and detection of relevant document; while analysis of data uses descriptive analysis and path analysis. The results of research indicate that: style of authority leadership have a negativity effect and significant to organizational culture; style of democratic leadership and laissez faire have positive effect and significant to organizational culture; style of democratic and authoritarian leadership have a positive effect and significant to the lecturers’ performance; style of leadership laissez faire have a negative effect and significant to the lecturers’ performance; organizational cultural have a positive effect and significant to the lecturers’ performance; leadership authority and democratic style indirectly influence positively and significant to the lecturers’ performance; and leadership style of laissez faire indirectly negatively influences the lecturers’ performance.

scholarly journals The Impact of Autocratic, Democratic and Laissez-Faire Leadership Styles on the Success of the Organization: A Study on the Different Popular Restaurants of Mymensingh, Bangladesh

2019 ◽  
pp. 28-38 ◽  
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Field Survey ◽  
Negative Impact ◽  
Democratic Leadership ◽  
Autocratic Leadership ◽  
Significant Negative Impact ◽  
Laissez Faire ◽  
The Impact ◽  
Structured Questionnaire

This study aims to show the influence of the three types of leadership style: Autocratic, Democratic and Laissez-Faire on an organization's success and the study was conducted through a field survey of 60 respondents from different popular restaurants of Mymensingh, Bangladesh. The researchers designed and administered a well designed structured questionnaire in a combination that includes both open and close to collect data. After collecting data from the field, the researchers carry out a comprehensive statistical analysis to analyze the research objectives. However; the study finds that the driving factors that have a major impact on organizational performance are Advice, Decision Making, Involvement, Consultation, and Shared and the democratic leadership style has a strong affirmative impact on the organizational performance. The factors: Leadership barriers, Expression of views, Communication, Stay out of the way, Freedom, Rewards or Punishment, Policies, Refusal to explain and Order and Procedures are not available in the results of the organizations. The study also finds that the factors of autocratic leadership have a significant negative impact on the organizational and the style of laissez-faire management does not affect the organization's outcomes.

Impact of Lifestyle-Oriented Motivation on Small Tourism Enterprises’ Social Responsibility and Performance

2018 ◽  
Vol 58 (7) ◽  
pp. 1146-1160 ◽  
Author(s):  
Caiping Wang ◽  
Gang Li ◽  
Honggang Xu
Keyword(s):  
Social Responsibility ◽  
Small Businesses ◽  
Structural Equation ◽  
Tourism Industry ◽  
Equation Modeling ◽  
Small Enterprises ◽  
Managerial Implications ◽  
Tourism Enterprises ◽  
And Performance ◽  
Corporate Social

Lifestyle-oriented motivation (LOM) is the reason that the owners of many small enterprises start and operate businesses in the tourism industry. Using a sample of guesthouses in historic Chinese towns, this study examines how LOM affects these small businesses’ corporate social responsibility (CSR), performance, and owners’ intentions to sustain operations. Applying the structural equation modeling approach to a sample of 154 guesthouses, this study finds that LOM positively influences CSR, performance, and owners’ operational intentions. Specifically, LOM promotes each dimension of CSR activities (product, environment, community, employees, and heritage protection); however, it only increases firms’ subjective performance and has no significant influence on their objective performance. The mediating effects of CSR and performance on the path from LOM to owners’ operational intentions are also demonstrated. Lastly, the theoretical and managerial implications of the findings are discussed.

Principals’ leadership styles and teachers’ job performance: Evidence from Edo State, Nigeria

2018 ◽  
Vol 47 (6) ◽  
pp. 909-924 ◽  
Author(s):  
OS Imhangbe ◽  
RE Okecha ◽  
J Obozuwa
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
Positive Influence ◽  
School Teachers ◽  
Democratic Leadership ◽  
Laissez Faire ◽  
Senior Secondary

This study investigated the relationship between principals’ leadership styles and secondary school teachers’ job performance in Edo Central Senatorial District, Nigeria. A correlational design was adopted for the study. Two adapted questionnaires titled “Principals’ Leadership Style Questionnaire” (PLESQUE) and “Teachers’ Job Performance Questionnaire” (TEJOPAQ) were administered to teachers and principals drawn from a population of 397 senior secondary school teachers and 69 principals in the Senatorial District respectively. The Cronbach alphas for the three sub-scales in PLESQUE were .710, .883 and .848 for democratic, autocratic and laissez-faire leadership styles respectively, while the Cronbach alpha for TEJOPAQ was .882 for teachers’ job performance. Percentages, multiple regression and Pearson product-moment correlation were used to test the hypotheses at the .05 level of significance. Results showed that democratic, autocratic and laissez-faire leadership styles jointly contributed about 68.3% variations in the job performance of teachers, while democratic and laissez-faire leadership styles had the most prominent positive influence on teachers’ job performance in the area of study. It was recommended, amongst other things, that the use of a democratic leadership style should be encouraged among the principals of senior secondary schools in the district.

scholarly journals Relationship between Principals’ Democratic Leadership Style and Students’ Conformity to Rules in Public Secondary Schools in Nakuru County, Kenya.

2020 ◽  
Vol 2 (1) ◽  
pp. 203-212
Author(s):  
Dorcas K. Okindo; Prof. Frederick B. J. A Ngala; Prof. John, N. Ochola
Keyword(s):  
Secondary Schools ◽  
Leadership Style ◽  
Random Sampling ◽  
Simple Random Sampling ◽  
Target Population ◽  
Social Control Theory ◽  
Democratic Leadership ◽  
Teachers And Students ◽  
School Rules ◽  
Test Retest Reliability

This study sought to examine the relationship between principals' democratic leadership style and students' conformity to regulations in public secondary schools in Nakuru County, Kenya.  The study was anchored on the Social Control theory by Hirschi (1969). The study adopted a correlational research design. The target population was 338 principals, 338 deputy principals, 3426 teachers and 116,374 students in 338 public secondary schools in Nakuru County, Kenya. 100 schools were selected using stratified random sampling. Purposive sampling was used to select 100 Principals, while proportionate and simple random sampling was used to select 346 teachers and 383 students. Ten per cent of the Deputy Principals were selected.  Questionnaires were used to collect data form Principals, teachers, and students, while interviews were used to collect data from Deputy Principals. Test-retest reliability revealed a coefficient of 0.70, indicating that the instruments were reliable. The findings revealed a statistically significant between principals use of democratic leadership style and students’ conformity to school rules (r=0.334; p< 0.05. It was concluded that the democratic leadership style, when used by principals in public secondary schools in Nakuru County, Kenya, enhances students' conformity to school rules. The findings will help school principals to fully embrace democratic leadership style to enhance students’ conformity to school rules. The study also recommends that the administration develops a process for handling students’ non-conformity issues in a calm, consistent and supportive manner. The study also recommends, principals should involve all stakeholders, for instance, teachers, students and parents in developing school rules and policies that affect students.

scholarly journals The Effect of Corporate Social Responsibility on Employees' Organizational Commitment: The Central Role of Organizational Identification

2016 ◽  
Vol I (I) ◽  
pp. 1-19
Author(s):  
Sangeen Khan ◽  
Syed Mohsin Ali Shah ◽  
Muhammad Asad Khan
Keyword(s):  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Social Identity Theory ◽  
Organizational Identification ◽  
Structural Equation ◽  
Equation Modeling ◽  
Managerial Implications ◽  
Indirect Relationship ◽  
Corporate Social

This study investigates the effect of Corporate Social Responsibility on Employee’s Organizational commitment with the mediation of Employee's Organizational Identification. All the hypothesis and inferences are drawn upon Social Identity theory and Self-Categorization theory. Data were collected through a self-administered questionnaire from a sample of 207 employees of the telecommunication industry. This data was further sorted and analyzed using Structural Equation Modeling (SEM) and Confirmatory Factor Analysis (CFA). Mediation of employee's organizational commitment was tested by using the bootstrapping method and the guidelines provided by Preacher and Hayes. Results showed that there is both a direct and indirect relationship of CSR with Employee's organizational commitment through Employee's Organisational Identification, thus supporting the entire hypothesis proposed for this study. Furthermore, managerial implications as well as limitations of this study are also stated at the end.

scholarly journals Gaya Kepemimpinan Kepala Perpustakaan Khusus Dinas Pendidikan Kota Yogyakarta

2020 ◽  
Vol 8 (2) ◽  
pp. 37
Author(s):  
Najmi Fuady ◽  
Nor Latifah
Keyword(s):  
Decision Making ◽  
Data Collection ◽  
Leadership Style ◽  
Democratic Leadership ◽  
Data Collection Methods ◽  
Communication Work ◽  
Special Library ◽  
Laissez Faire ◽  
Collection Methods ◽  
Descriptive Qualitative

Introduction. This study aims to find out about the leadership style of the Head of the Library at Special Library of Dinas Pendidikan Kota Yogyakarta.. Data Collection Methods. Descriptive qualitative type of research in which data are collected through interviews and documentationData Analysis. The theory used is a leadership style based on Ralph White and Ronald Lippit, namely autocratic, democratic, and laissez-faire. For the analysis knife, four types of objects of observation are used, namely communication, supervision, direction and decision making.Results and Discussion. Leadership style applied by the Head of the Library at Special Library of Dinas Pendidikan Kota Yogyakarta is democratic. This conclusion is drawn after looking at 4 objects of observation that can translate the leadership style of the librarian, namely: communication, work supervision, direction, and decision making. Of these four things, the head of the library always involves the participation of his employees with the aim of exchanging ideas with each other both in terms of completing work and in solving a problem.Conclusion. The results showed that the leadership style applied by the head of the library used a democratic leadership style.

scholarly journals Kepemimpinan Kepala Sekolah

2019 ◽  
Author(s):  
Titin Ulandari
Keyword(s):  
Educational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Resources ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Laissez Faire ◽  
Role Of The Principal

This article aims to describe the meaning of educational leadership, principals' leadership and the variety of leadership styles applied by principals, as well as the situation in which the leadership style is suitable. Leadership is the ability to influence and direct a group to reach the target. The leadership of the principal means the role of the principal to direct school resources so that the achievement of school goals is achieved. There are at least three leadership styles, namely: authoritarian leadership, democratic leadership, and free leadership (laissez-faire).

Principal Leadership Style and Teacher Job Performance: Evidence from Pakistan

2019 ◽  
Author(s):  
Atif Saleem ◽  
Sarfraz Aslam ◽  
Junaid Rafiq ◽  
Prof. Congman Rao
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Democratic Leadership ◽  
Principal Leadership Style ◽  
Autocratic Leadership ◽  
Laissez Faire

<p>The study intentions were to examine the correlation and impact of the style of leadership of the principals on job performance of the teachers of secondary school in private sector in Lahore district, Pakistan. It is correlational study in terms of research design. The data was collected from 106 principals and 543 teachers of secondary schools in private sector in Lahore district through adapted instrument. The first tool of the instrument “Principal Leadership Style Questioner (PLSQ) had cronbach alphas of 0.834 for autocratic leadership sub-scale, 0.764 for democratic leadership sub-scale and 0.861 for laissez-faire leadership sub-scale. The Second tool of the instrument “Teacher Job Performance Questioner” (TJPQ) had Cronbach alpha of 0.816. The research question and hypotheses were tested by using percentage, multiple regression, Pearson correlation at the level of p<0.05 significance. The statistics attesting 57.3% variation in teachers’ job performance was due to mutual contribution of principals’ autocratic leadership, democratic leadership and laissez-faire leadership styles. The most commonly employed principals’ leadership style was autocratic leadership in secondary school in private sector in the district. It had statistically significant and strong positive impact on teachers’ performance in the studied area. Whereas reciprocal impact in case of laissez-faire. The principal suggestion was that the school principals should be trained to learn the mixture usage of autocratic and democratic leadership styles wisely in diverse situations and work settings in secondary schools in private sector in the district Lahore, Pakistan.</p>

Sign in / Sign up

Export Citation Format

Share Document