Leadership Style And Organizational Culture In Learning Organization: A Comparative Study

Scholars and practitioners have identified transformational leadership and organizational culture as important factors that influence the development of learning organization. Yet, few studies have empirically examined the impact of transformational leadership and organizational culture on learning organization. This study proposes hypotheses to understand the impact of transformational leadership and organizational culture on the development of learning organization. Data was collected from the pharmaceutical sector and a comparison was drawn between India and Nepal. Results indicate transformational leadership and organizational culture have a positive influence in the development of learning organization. The implication of the findings and possible directions for future research are discussed.

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The Impact of the Organizational Culture on Hotel Outsourcing and Sustainable Performance an Empirical Application in the Egyptian Hotel Sector

Sustainability ◽

10.3390/su12229687 ◽

2020 ◽

Vol 12 (22) ◽

pp. 9687

Author(s):

Mahmoud Gebril Taha ◽

Tomás F. Espino-Rodríguez

Keyword(s):

Organizational Culture ◽

Organizational Performance ◽

Structural Model ◽

Negative Impact ◽

Negative Relationship ◽

Positive Influence ◽

Future Research ◽

Competing Values ◽

Sustainable Performance ◽

The Impact

In recent years, the concept of an organizational culture in hotels has held an important position on both a theoretical and practical level because this culture significantly affects organizational performance and the strategies adopted by hotels. Therefore, it is considered one of the key factors in determining hotels’ tendency towards outsourcing and sustainable performance. In this study, we aim to analyze the impact of the organizational culture on the level of outsourcing and sustainable performance. To do so, we will use the Competing Values Framework (CVF), which divides organizational culture into four typologies: hierarchical, group, rational, and development cultures. A personal questionnaire was administered to the directors or managers of 114 hotels located in two Egyptian cities: Hurgada and Sharm El Sheikh. The results of the structural model suggest the negative impact of the hierarchical and development cultures on the level of outsourcing. The results show a positive influence of the four types of organizational culture on sustainable performance, suggesting that these hotels have a strong interest in sustainability and the environment. The findings reveal a negative relationship between the level of outsourcing and sustainable performance. Finally, this study presents academic and practical implications, as well as recommendations for future research.

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THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

International Journal of Economics Business and Accounting Research (IJEBAR) ◽

10.29040/ijebar.v4i02.997 ◽

2020 ◽

Vol 4 (02) ◽

Author(s):

Anas Abudaqa ◽

Mohd Faiz ◽

Norziani Dahalan ◽

Hasan Almujaini

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Team Performance ◽

Leadership Team ◽

Participative Leadership ◽

The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

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The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs

Sustainability ◽

10.3390/su11020436 ◽

2019 ◽

Vol 11 (2) ◽

pp. 436 ◽

Cited By ~ 20

Author(s):

Faiza Manzoor ◽

Longbao Wei ◽

Mohammad Nurunnabi ◽

Qazi Abdul Subhan ◽

Syed Irshad Ali Shah ◽

...

Keyword(s):

Transformational Leadership ◽

Job Performance ◽

Organizational Performance ◽

Leadership Style ◽

Small And Medium Enterprises ◽

Design Method ◽

Primary Data ◽

Future Research ◽

Cross Sectional ◽

The Impact

Leadership style is an important factor that affects the enhancement of organizational performance and employee’s job performance, and what objectives they should pursue, which also makes a profit for their employees or makes another social and economic contribution to society. The present study was developed to observe the impact of transformational leadership on job performance and to investigate the mediating mechanism of corporate social responsibility (CSR). Primary data were collected from the employees by using a cross-sectional design method. Employees who participated in the study are working in the Small and Medium Enterprises (SMEs) of Pakistan. A total of 300 questionnaires were circulated, and 130 were received. The Regression analysis was executed to examine whether CSR mediated the correlation among transformational leadership and job performance. The results of the study suggest that transformational leadership positively and completely predicts job performance. Particularly, the study finds that CSR significantly mediated the effect of transformational leadership on job performance. On the basis of these findings, it can be explicated that transformational leadership, job performances, and CSR are important elements of an organization. These elements can improve organizational performance. Theoretical implications of the recent study are discussed, and offer directions for future research in the area.

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Analisis Dampak Gaya Kepemimpinan dan Budaya Kerja terhadap Kinerja Karyawan (Studi Kasus: Keperawatan Rs Anggota Hermina Tahun 2015)

Telaah Bisnis ◽

10.35917/tb.v17i1.40 ◽

2017 ◽

Vol 17 (1) ◽

Author(s):

Oktapianti Oktapianti ◽

Ignatius Jeffrey

Keyword(s):

Transformational Leadership ◽

Leadership Style ◽

Employee Performance ◽

Positive Influence ◽

Good Work ◽

Work Culture ◽

Census Techniques ◽

Transformational Leadership Style ◽

The Impact ◽

A Company

Success or failure of a company is determined by the leader. Good leadership in an organization is, supposed to be, also supported by the work culture of the employees in that company. The stronger the leadership style applied and supported by the implementation of good work culture, can improve the performance of employees, and ultimately the achievement of the company. The aim of this research is to analyze the impact of leadership style and work culture on employee performance in the field of nursing at Hermina Hospital members. The variable in this research is transformational leadership style (X1) and work culture (X2), as well as employee performance (Y). Samples used as many as 173 respondents from 21 Hermina Hospital members with census techniques. Data is collected using questionnaires, then analyzed by using multiple linear regression statistical methods. The Results showed there were a positive influence of leadership style on employee performance and positive influence of work culture on employee performance. However, compared to the amount of work culture, the style of leadership has a greater influence on performance, with the influence score of 30.6 %.

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The Impact of Transformational Leadership on Job Satisfaction and Employee Turnover Intentions: A Conceptual Review

SHS Web of Conferences ◽

10.1051/shsconf/202112408005 ◽

2021 ◽

Vol 124 ◽

pp. 08005

Author(s):

Evelyn Gan ◽

Mung Ling Voon

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Leadership Style ◽

Turnover Intention ◽

Employee Turnover ◽

Turnover Intentions ◽

Working Environment ◽

Future Research ◽

Employee Turnover Intention ◽

The Impact

All employees deserve a decent working environment in order to be productive in their work. High employee turnover has adverse effects on economic growth as companies incur additional costs and experience drop in productivity. Hence, identifying the factors that reduce employee turnover intention is in line with Sustainable Development Goals. This review paper aims to improve our understanding of the relationship between transformational leadership style and job satisfaction, and examines their impact on reducing employee turnover intention. The literature review has proved that transformational leadership and job satisfaction greatly influence an employee’s decision to leave or stay with his or her organisation. Based on the literature, this paper also provides recommendations for future research areas that would provide valuable information in helping organisations reduce employee turnover intention, and ultimately employee turnover.

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Impact of Transformational Leadership on Job Satisfaction & Turnover Intention, Moderating Role of Organizational Culture: A Study of Banking Sector in Pakistan.

Jinnah Business Review ◽

10.53369/xsmi3430 ◽

2015 ◽

Vol 03 (01) ◽

pp. 01-07

Author(s):

Nazia Parveen ◽

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Organizational Culture ◽

Leadership Style ◽

Organizational Citizenship Behavior ◽

Turnover Intention ◽

Banking Sector ◽

Citizenship Behavior ◽

The Impact ◽

The Relationship

The aim of this study was to find out the impact of Transformational Leadership Style on job satisfaction and turn over intention moderated by organizational culture in the banking sector of Pakistan. Data was collected from 135 working employees of two foreign and seven local banks of Pakistan. Results indicated that transformational leadership had a positive and significant impact on job satisfaction, while turnover intention was not directly affected by transformational leadership. Results also indicated that organizational culture did not moderate the relationship between transformational leadership and job satisfaction, but the combined effect of transformational leadership and existing organizational culture reduce the turnover intention of employees in the banking sector of Pakistan.and organizational citizenship behavior, and doesn’t moderate the relationship between PCB-Affective Commitment and PCB- Job Satisfaction.

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THE IMPACT OF ORGANIZATIONAL CULTURE AND TRANSACTIONAL LEADERSHIP STYLE ON EMPLOYEE PERFORMANCE IN PT. PEGADAIAN (PERSERO) OFFICE REGION III PALEMBANG

International Journal of Scientific and Research Publications (IJSRP) ◽

10.29322/ijsrp.9.08.2019.p9236 ◽

2019 ◽

Vol 9 (8) ◽

pp. p9236

Author(s):

Surya Dharma Sudarman ◽

Badia Perizade ◽

Marlina Widiyanti

Keyword(s):

Organizational Culture ◽

Transactional Leadership ◽

Leadership Style ◽

Employee Performance ◽

Transactional Leadership Style ◽

The Impact

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The Impact of Transformational Leadership Style on Employee Turnover Intention in State-Owned Enterprises in Ghana. The Mediating Role of Organisational Commitment

Public Organization Review ◽

10.1007/s11115-021-00509-5 ◽

2021 ◽

Author(s):

Francis Donkor ◽

William Ansah Appienti ◽

Ellen Achiaah

Keyword(s):

Transformational Leadership ◽

Leadership Style ◽

Turnover Intention ◽

Employee Turnover ◽

Organisational Commitment ◽

Mediating Role ◽

Employee Turnover Intention ◽

Transformational Leadership Style ◽

The Impact

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The impact of transformational leadership on employees’ acceptance to change

VINE Journal of Information and Knowledge Management Systems ◽

10.1108/vjikms-05-2018-0039 ◽

2018 ◽

Vol 48 (4) ◽

pp. 559-578 ◽

Cited By ~ 2

Author(s):

Ritu Tayal ◽

Rajesh Kumar Upadhya ◽

Mohit Yadav ◽

Santosh Rangnekar ◽

Reena Singh

Keyword(s):

Transformational Leadership ◽

Leadership Style ◽

Positive Association ◽

Mediating Effects ◽

Content Type ◽

Bank Managers ◽

Innovative Behaviour ◽

Service Oriented ◽

Employee Acceptance ◽

The Impact

Purpose The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating effects of innovative behaviour and the moderating effect of the use of information technology (IT) on this association. Design/methodology/approach In total, 378 employees of ten banks from Uttarakhand, India, participated in a questionnaire-based survey. The proposed hypotheses and the proposed conceptual model were tested using macro process (Hayes, 2013). Findings The results indicated that there exists a positive association between transformational leadership and employee acceptance to change. Furthermore, it was found that this association was mediated by employee innovative behaviour and moderated by the use of IT. Practical implications The findings of this study will help managers to comprehend the significance of the innovative behaviour of employees in moulding their acceptance towards change. This paper should encourage bank managers to perceive the significance of the working practice and the infusion of IT. Furthermore, this study accentuates the significance of an effective leadership style, i.e. transformational leadership, as an essential phenomenon to positively impinge on employee acceptance to change in a service-oriented industry, namely banking. Originality/value The present study enriches the extant research on transformational leadership and employee acceptance to change by demonstrating the use of IT and innovative behaviour as vital and the important factors that influence the level of persuasion that transformational leadership has on employee acceptance to change.

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