scholarly journals The influence of leadership styles on employee performance in construction firms

2021 ◽  
pp. 34-48
Author(s):  
Jean Luc Kalambayi ◽  
Darlington Peter Onojaefe ◽  
Sophie Nguepi Kasse ◽  
Robertson K. Tengeh
Keyword(s):  
Leadership Development ◽  
Conceptual Framework ◽  
Leadership Styles ◽  
Employee Performance ◽  
Cape Town ◽  
Performance Outcomes ◽  
Project Managers ◽  
Construction Firms ◽  
Leadership Quality ◽  
And Performance

Currently, there is a dearth of research, examining how project managers' leadership styles influence the performance of construction company workers in Cape Town. Other research has discussed this subject on a national or international level. Still, comprehensive data on Cape Town construction firms is lacking. This has prevented local enterprises from understanding the role of their project managers’ leadership styles on employee performance outcomes. This article sought to ascertain how leadership styles influence employee performance in construction firms and to develop a conceptual framework for improving leadership and performance. Through quantitative techniques, 456 questionnaires were distributed at construction sites across Cape Town. Responses were then analysed using an ANOVA test (with the descriptive and regressive methods) and a post-hoc test (using the Bonferroni Method) and correlation analysis. The results reveal a statistically significant positive relationship between project managers’ leadership styles and the performance of subordinate employees. These findings have subsequently been used to develop a conceptual framework of leadership quality development tools, including training, empowerment, coaching, participation, and delegation. The research contributes to new knowledge that will promote local project managers’ leadership development, improve employee performance, and in doing so, increase successful project outcomes across the city.

Can Service Climate Detract from Employee Performance? The Role of Experience in Optimizing Satisfaction and Performance Outcomes

2016 ◽  
Vol 49 (1) ◽  
pp. 7-24 ◽  
Author(s):  
Colin B. Gabler ◽  
Adam Rapp ◽  
Robert Glenn Richey ◽  
Frank G. Adams
Keyword(s):  
Employee Performance ◽  
Performance Outcomes ◽  
Service Climate ◽  
And Performance

scholarly journals Interplay of Leadership Styles, Employees' Performance and Organizational Life Cycle

2019 ◽  
Vol IV (IV) ◽  
pp. 389-397
Author(s):  
Mujahid Hussain ◽  
Amna Niazi ◽  
Kanwal Iqbal Khan
Keyword(s):  
Life Cycle ◽  
Leadership Development ◽  
Leadership Styles ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Democratic Leadership ◽  
And Performance ◽  
The Relationship

The study investigates the moderation role of Organizational Life Cycle (OLC) stages on the relationship between leadership styles and employees' performance. The study remained restricted to four basic leadership styles, namely authoritative, democratic, transformational and transactional styles. The findings of the study are (1) OLC stages have no significant impact on the relationship between transformational style and performance employees and on the relationship between transactional style and performance of employees (2) OLC stages have a significant impact on the relationship between authoritative styles and performance employees and on the relationship between democratic leadership styles and performance of employees. Findings can be used in the hiring of new leadership by organizations and in the deciding priorities of leadership development as per the stages of OLC. It is expected that the findings of the study are generalizable due to the size of the sample and the extensiveness of the study.

Communicating shared vision and leadership styles towards enhancing performance

2019 ◽  
Vol 68 (6) ◽  
pp. 1042-1056 ◽  
Author(s):  
Siti Nur Syahirah Mohd Adnan ◽  
Raju Valliappan
Keyword(s):  
Conceptual Framework ◽  
Leadership Styles ◽  
Science And Technology ◽  
Shared Vision ◽  
Developed Country ◽  
Content Type ◽  
Technology Industry ◽  
Science And Technology Policies ◽  
And Performance ◽  
Technology Policies

Purpose Communicating vision of science and technology to inform and educate the nation is absolutely a way to expand science and technology literacy and promote industry growth. The scientific and progressive society has become one of the important agendas in realizing Malaysia to become a developed country. In line with the country’s agenda, this study focuses to discuss the concept of scientific and progressive society as stated in 2020 Vision and also to identify the gaps and challenges of the science and technology policies. The purpose of this paper is to focus on the relations between shared vision attributes and the effect of leadership styles of leaders within science and technology industry. Design/methodology/approach The study discuses about conceptual framework to analyze different leadership styles through the lenses of qualitative textual analysis and theoretically linked to shared-vision theory, leadership theories and performance theories. Findings The study identify gaps and challenges of the science and technology policies in Malaysia and proposed the conceptual framework with questioning the notion of shared vision as a principle theories, leadership styles and performance, significant to further assess the assumptions. Originality/value The study and its proposed framework is based on the literature reviews that may enhance knowledge and may help in identifying gaps in the policies of the science and technology industry in Malaysia.

scholarly journals Impact of Workplace Diversity on Employee Performance

2019 ◽  
Vol 1 (2) ◽  
pp. 31-43
Author(s):  
Juliana Serwaa Andoh ◽  
Benjamin Ghansah ◽  
Joy Nana Okogun-Odompley ◽  
Ben-Bright Benuwa
Keyword(s):  
Employee Performance ◽  
Educational Background ◽  
Performance Outcomes ◽  
Future Research ◽  
Workplace Diversity ◽  
Future Research Directions ◽  
And Performance ◽  
University Leaders ◽  
The Relationship ◽  
Educational Diversity

The authors explore how the milieu of workplace diversity affects the relationship between employee and performance. In particular, we theorize and empirically examine the moderating effects of four (4) categories of diversity context variables: age, gender, ethnicity, and educational background. The authors perform analyses on 175 out of 320 respondents consisting of academic and administrative staff of four selected private universities in Ghana. The results showed, for example, that workplace diversity has an overall influence on employee performance, however, educational diversity has more effect on employee performance in the universities compared to the other competing variables used in this study. Age and educational diversity had a significant impact on employee performance in the universities whilst gender and ethnicity diversity had no influence on their performance. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some recommendations for administrators and university leaders.

scholarly journals Loyalty as Mediator in the Relationship of Leadership Style and Performance: An Examination among Commercial Banks Employees in Klang Valley, Malaysia

2019 ◽  
Vol 9 (1) ◽  
pp. 3401-3410
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Employee Loyalty ◽  
Klang Valley ◽  
Transactional Leadership Style ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

This paper attempts to present a snapshot of leadership’s style impact and influence and other related effectingreasonstowardstheemployee‘sperformanceandloyaltyinb ankingindustry.Baseonreviewofpastliteratures,majorityofthestudi eshadidentifiedapositiverelationshipbetweentransformational leadership and transactional leadership style toward employee loyalty and performance within the company.Thestudypopulationcomprised five headquarterofficesofcommercialbanksaroundKuala LumpurCity.Theresultofthisresearchdidsupportmostoftheresearc hesdone previously inceithas been found that both leadership styles have significant (positive) relationship towards employee performance in banking industry. This paper also concluded that employee loyalty do have mediation effectbetweentransformationalleadershipandemployeeperforman ceaswellasbetweentransactional leadership and employee performance. Additionally, it also proves that demographic characters do not have significant influence on employee loyalty and performance within an organization.

scholarly journals PENGARUH GAYA KEPEMIMPINAN DAN DISIPLIN KERJA TERHADAP KINERJA PEGAWAI BADAN PEMBERDAYAAN PEREMPUAN DAN KELUARGA BERENCANA KOTA MEDAN

2020 ◽  
Vol 3 (3) ◽  
pp. 168-185
Author(s):  
Hilma Harmen ◽  
◽  
Dwitha Asri Mardani Siregar ◽  
Keyword(s):  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Significant Influence ◽  
Employee Performance ◽  
Primary Data ◽  
Multiple Regression Equation ◽  
Test Results ◽  
Significance Level ◽  
And Performance

This study aimed to determine the effect of Leadership Styles and Work Discipline of Employee Performance on Badan Pemberdayaan Perempuan dan Keluarga Berencana Kota Medan. The population in this study were all employees of Badan Pemberdayaan Perempuan dan Keluarga Berencana Kota Medan. Sampling in this study using a stratified sampling, the sample is 64 Employees. The data used in this study is primary data. The Primary data obtained from interviews and questionnaire. Analysis using multiple linear regression formula Y = a + b1x1 + b2X2 and processed using SPSS 16.0 for Windows. From the analysis of data obtained by multiple regression equation is: Y = 5,965+ 0,656 0,276 X1 + X2. T test at significance level α = 0.05, tcount X1 = 4,497 and table = 1.677. So tcount> ttable. Thus the hypothesis that there is a positive and significant influence between the variables of leadership style and performance Employees of Badan Pemberdayaan Perempuan dan Keluarga Berencana Kota Medan. Meanwhile tcount X2 = 2.247. So tcount> ttable. Thus the hypothesis that there is a positive and significant influence between the variables on the performance of employee and work discipline of Badan Pemberdayaan Perempuan dan Keluarga Berencana Kota Medan. From the test results obtained F test namely Fcount 14.377> 3.15 and a significance level of 0.000 <0.05. Thus it can be concluded that there is a positive and significant influence between variables Leadership Style and Work Discipline on Employee Performance of Badan Pemberdayaan Perempuan dan Keluarga Berencana Kota Medan.

scholarly journals The role of job satisfaction as a mediating variable on leadership styles to employee performance

2020 ◽  
Vol 16 (1) ◽  
pp. 54-65
Author(s):  
Siswanto Siswanto ◽  
Masyhuri Masyhuri ◽  
Ikhsan Maksum ◽  
Isnan Murdiansyah
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Employee Performance ◽  
Sampling Technique ◽  
Study Results ◽  
Transformational And Transactional Leadership ◽  
And Performance ◽  
Positive Effect

This research aims to analyze the influence of transformational and transactional leadership styles mediated by job satisfaction on performance. The study used a quantitative approach to testing between variables; the sample used in this study was 60 respondents at PT. Cendana Teknika Utama resulted from the dissemination of questionnaires and interviews. The sampling technique used is  saturated sampling. Analyze data using Smart-PLS. The results showed that transformational leadership harmed job satisfaction, transactional leadership had a positive effect on job satisfaction, and job satisfaction had no positive effect on performance. The results of the variable's influence on job satisfaction mediation on transformational and transactional leadership are different. Job satisfaction does not become a mediation variable for the influence of transformational leadership on performance. Nevertheless, job satisfaction becomes a mediation variable between transactional leadership influence and performance. The limitation of this study is that the number of respondents is too few. Several respondents in several companies expected to add to improve the generalization of the study results of the next study.

scholarly journals Leadership behaviour, team effectiveness, technological flexibility, work engagement and performance during COVID-19 lockdown: An exploratory study

2021 ◽  
Vol 47 ◽  
Author(s):  
Lome Koekemoer ◽  
Leon T. De Beer ◽  
Karissa Govender ◽  
Marissa Brouwers
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Team Effectiveness ◽  
Employee Performance ◽  
Performance Outcomes ◽  
Leadership Behaviour ◽  
Managerial Implications ◽  
And Performance ◽  
Indirect Relationship ◽  
Technological Flexibility

Orientation: The coronavirus disease 2019 (COVID-19) pandemic has taken the world by storm. Little is known about leadership, motivation and employee performance during pandemics and associated lockdowns.Research purpose: The current study investigated a model of leadership behaviour, team effectiveness, technological flexibility, work engagement and performance in the context of a ‘hard lockdown’ in South Africa.Motivation for the study: As a result of the COVID-19 pandemic and the resulting lockdown, it was considered from an academic-practitioner perspective to explore leadership behaviour, team effectiveness, technological flexibility, work engagement and performance.Research approach/design and method: Specifically, remote workers were sampled online via social media (n = 229). Structural equation modelling methods were used to analyse the data, also controlling optimism and pessimism at the item level.Main findings: The results showed that the resources of leadership behaviour and team effectiveness had direct positive paths to work engagement and that work engagement had a positive path to two performance factors: adaptivity and proactivity. Furthermore, there were significant indirect relationship present from leadership behaviour and team effectiveness to both adaptability and proactivity through work engagement.Practical/managerial implications: From the evidence it seems appropriate to recommend that organisations explore fostering the employee job resources in order to positively impact work engagement, which in turn can have beneficial performance outcomes for organisations who have employees working remotely whilst the COVID-19 regulations remain in force.Contribution/value-add: This study was unique as it sampled from employees ‘locked down’ during a pandemic and gauged their perceptions of leadership behaviour, team effectiveness, technological flexibility, work engagement and performance.

Impact of Workplace Diversity on Employee Performance

2022 ◽  
pp. 1088-1102
Author(s):  
Juliana Serwaa Andoh ◽  
Benjamin Ghansah ◽  
Joy Nana Okogun-Odompley ◽  
Ben-Bright Benuwa
Keyword(s):  
Employee Performance ◽  
Educational Background ◽  
Performance Outcomes ◽  
Future Research ◽  
Workplace Diversity ◽  
Future Research Directions ◽  
And Performance ◽  
University Leaders ◽  
The Relationship ◽  
Educational Diversity

The authors explore how the milieu of workplace diversity affects the relationship between employee and performance. In particular, we theorize and empirically examine the moderating effects of four (4) categories of diversity context variables: age, gender, ethnicity, and educational background. The authors perform analyses on 175 out of 320 respondents consisting of academic and administrative staff of four selected private universities in Ghana. The results showed, for example, that workplace diversity has an overall influence on employee performance, however, educational diversity has more effect on employee performance in the universities compared to the other competing variables used in this study. Age and educational diversity had a significant impact on employee performance in the universities whilst gender and ethnicity diversity had no influence on their performance. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some recommendations for administrators and university leaders.

PENGARUH LEADERSHIP DAN COMMUNICATION TERHADAP PERFORMANCE EMPLOYEE PADA PT. ISS INDONESIA SUKOREJO PASURUAN

2019 ◽  
Vol 5 (02) ◽  
Author(s):  
Bahtiar Prabowo
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
T Test ◽  
Coefficient Of Determination ◽  
F Test ◽  
Analytical Analysis ◽  
Purposive Sampling ◽  
Performance Variables ◽  
And Performance

The purpose of this study was to determine the significant effect of leadership andcommunication styles on employee performance. The population in this study was 140people, and samples were taken using purposive sampling with the criteria of group Cemployees as many as 35 people. The analytical analysis used is multiple linear regression.The results of this study shown that the coefficient of determination (R2) are 0.915, this meanthat 91.5% of the performance variables will be influenced by leadership style andcommunication while the remaining 8.5% performance variables are influenced by othervariable. The results of the F test show that leadership and communication stylessimultaneously have a significant effect on employee performance because F-test has greaterthat F-table 172.631 and the value of significance is 0.00. While the results of the t-test forleadership style variables are obtained by t-test greater than t-table that is 6.803 > 2, thismeans that leadership styles have a significant effect on employee performance, and forcommunication variables has value of t-test greater than t-table are 5.159> 2.037 socommunication has as partially has significant effect on employee performanceKeywords: Leadership style, Communication and Performance

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