scholarly journals How Leadership Behaviors Affect Organizational Performance in Pakistan

2012 ◽  
Vol 4 (6) ◽  
pp. 354-363 ◽  
Author(s):  
Muhammad Akram ◽  
Liaqat Ali . ◽  
Muhammad Muazzam Mughal .
Keyword(s):  
Organizational Performance ◽  
Leadership Behaviors ◽  
Positive Impact ◽  
Leadership Behavior ◽  
Pooled Analysis ◽  
Public And Private ◽  
Private Organizations ◽  
Support For Innovation ◽  
Private And Public ◽  
Organizational Performances

The purposes of this study are to analyze which leadership behavior is most closely related with organizational performances based on both leader’s and employee’s perceived; and to what extent leadership behaviors have impact on organizational performances in public and private organizations. Two questionnaires were developed to capture leaders’ behaviors and employees’ responses. Sample comprises of five hundred managers and five hundred employees of different private and public sector organizations of Pakistan. Correlation analysis and regression analysis are used to analyze relationship and effects of leadership behaviors with and on organizational performances. Results indicate that: firstly, all leadership behaviors are positively interrelated with leader is perceived and employee has perceived organizational performances. Secondly, only monitoring leadership behavior has significant positive impact on leader’s and employee’s perceived organizational performance based on individual analysis; whereas, innovative role modeling, support for innovation, recognition and monitoring leadership behaviors have significant positive impact on leader’s perceived and employee’s perceived organizational performances based on pooled analysis.

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

scholarly journals Abusive Supervision and its influence on Employee Silence and Organizational Productivity: Evidence from Pakistan

2021 ◽  
Vol 3 (2) ◽  
pp. 355-384
Author(s):  
Kamran Phulpoto ◽  
Nazar Hussain Phulpoto ◽  
Manzoor Ali Brohi ◽  
Saifullah Memon
Keyword(s):  
Organizational Performance ◽  
Abusive Supervision ◽  
Leadership Team ◽  
Decision Makers ◽  
Organizational Productivity ◽  
Public And Private ◽  
Fair Treatment ◽  
Private Organizations ◽  
Supervisor Relationships ◽  
Employee Silence

It is the need of every organization to maximize its profits by working with efficient and effective organizational tools and to make the best use of organizational resources. For a business to gain profit it is essential for managers and decision-makers to keep the pace of generating profits always at a certain mark. This study aims to identify potential managerial problems for businesses operating in Pakistan, specifically related to employee-supervisor relationships. The study is a novel attempt in this field as it intends to uncover the employee silence aspects in the event of abusive supervision and finds its impact on overall organizational performance. The research was carried out with a sample of 110 responses collected from public and private organizations in Pakistan. This research has identified that with the increase in abusive leadership, there will be a decrease in organizational productivity and employees’ silence will also significantly increase. Meanwhile, employee silence has a comparatively larger effect i.e., 12% on the productivity of an organization, than the direct effect of abusive supervision on productivity. The study findings accentuate that the organizational leadership team should work on maintaining fair treatment of every employee and decrease the extent of abusive supervising behaviour at work in order to maximize profits and let employees use their potential creativity to give the best output that organizations really expect them to provide.

The Involvement of the Private Sector to Ensure Sustainability of Systems

2010 ◽  
Vol 5 (4) ◽  
Author(s):  
S. Henschel
Keyword(s):  
Rural Areas ◽  
Positive Impact ◽  
Low Cost ◽  
Lao Pdr ◽  
Local Communities ◽  
Infrastructure Development ◽  
Public And Private ◽  
Hydro Power ◽  
Private And Public ◽  
The Government

The need to enhance electricity access in rural areas of developing countries is universally recognized. However, tremendous challenges remain to finance electrification initiatives, to ensure the long term sustainability of rural electricity systems. In Lao PDR, one of the targets the government sets to achieve is the provision of electricity to 90% of the households by 2020. Considering the topography of the country and the low density of population, this ambitious objective can be reached only if innovative financing and operating mechanisms are developed and if private and public investors work closely together. A strategy based purely on government funded grid extension will not lead to the achievement of the objective. Exploring small hydro-power generation and the operation of village grids, energy provider Sunlabob has developed an innovative private-public partnership aimed at producing clean, reliable and affordable electricity in remote areas, empowering local communities, and promoting the use of electricity for productive and social purposes. The innovative features of this partnership include, mutual leverage of public and private funds for infrastructure development, community ownership and management of the fixed structures of the mini-grid (small dam, power house, transmission poles and lines), a combination of different efficient and reliable modern renewable energy technologies privately installed and owned which provide electricity 24/7 at low cost, training of local technicians who become energy entrepreneurs, empowerment of local communities for management and decision making as well as participatory work with local communities to identify productive and social uses of electricity. Both private and public partners have clearly defined roles and responsibilities. Linking affordable electricity generation on the one hand and development of productive and social activities on the other hand is a new approach which is needed to ensure the viability of the mini-grid and to maximize the positive impact on the socio-economic development of target villages.

scholarly journals Crowding-in or Crowding-out? Modelling the Relationship between Public and Private Fixed Capital Formation Using Co-integration Analysis: The Case of Pakistan 1964-2000

2002 ◽  
Vol 41 (3) ◽  
pp. 255-276 ◽  
Author(s):  
Naveed H. Naqvi
Keyword(s):  
Economic Growth ◽  
Positive Impact ◽  
Public Investment ◽  
Unit Roots ◽  
Private Investment ◽  
Annual Data ◽  
Public And Private ◽  
Fixed Capital Formation ◽  
Private And Public ◽  
The Relationship

This paper uses the Co-integrating VAR’s [Johansen (1988); Ericsson, et al. (1998)] to examine the relationship between economic growth, public investment, and private investment in the presence of unit roots. Exogeneity is not implicitly assumed but explicitly tested for, and evidence of co-integration and feedback between public and private investment leads to a model in the form of a parsimonious VAR. The analysis is conducted using 37 years of annual data for Pakistan. The analysis suggests that public investment has a positive impact on private investment, and that economic growth drives both private and public investment as predicted by the accelerator-based models.

scholarly journals Fiscal Rule in Africa

2020 ◽  
Vol 3 (1) ◽  
pp. 112-120
Author(s):  
Olatunji Abdul Shobande
Keyword(s):  
Economic Growth ◽  
Fiscal Policy ◽  
Positive Impact ◽  
Private Investment ◽  
Gdp Growth ◽  
Method Of Moment ◽  
African Countries ◽  
Public And Private ◽  
Public Investments ◽  
Private And Public

AbstractFiscal policy has recently been encouraged to increase competition, monitor Africa’s debt to GDP and improve its economic growth. Importantly, the present fiscal situation in most African countries will seem to have significant consequences for both public and private investments. This paper examines whether fiscal policy and investment matters for GDP growth in a panel of forty-eight (48) African countries for the period 1970-2017. The empirical evidence explored is based on the Fixed Effect (FE) and System Generalised Method of Moment (GMM) estimators. The results suggest that public and private investment among selected African countries has a positive impact on GDP growth. The findings further indicate that fiscal policies must play a more prominent role in sustaining potential private and public investments, especially as debt servicing among the African’ countries examined may have serious shortcomings on sustainable economic growth

Enterprise Architecture and Governance Challenges for Orchestrating Public-Private Cooperation

2011 ◽  
pp. 263-283
Author(s):  
Bram Klievink ◽  
Wijnand Derks ◽  
Marijn Janssen
Keyword(s):  
Enterprise Architecture ◽  
Dutch Government ◽  
Service Network ◽  
Public And Private ◽  
Private Organizations ◽  
Governance Challenges ◽  
Private And Public ◽  
Information And Communication ◽  
One Stop ◽  
Effective Use

The ambition of the Dutch government is to create a demand-driven government by means of effective use of information and communication technology. This requires not only public, but also private parties to interact with each other. This is a complex endeavour as private and public organizations have their own goals, systems and architectures that need to be coordinated. Within this setting, a new architecture should be created for managing and orchestrating the interactions among governmental and private organizations. In this chapter we present an architecture aimed at supporting the coordination of public and private parties for creating a one stop shop and the main challenges therein. We found that a publicprivate service network poses higher requirements on the architecture of a service network, whereas the variety in systems of the various organizations and different aims make it more difficult to develop such an architecture. Furthermore, it is difficult to isolate architectural challenges from governance aspects, as many architectural issues need to be complemented by governance mechanisms. Architecture and governance cannot be considered in isolation.

Strategic drivers to promote employee suggestion schemes in GCC organizations

2020 ◽  
Vol 8 (3) ◽  
pp. 273-294 ◽  
Author(s):  
Fauzia Jabeen ◽  
Khalid Mehmood ◽  
Mehrajunnisa Mehrajunnisa
Keyword(s):  
Organizational Performance ◽  
Employee Participation ◽  
Small Sample ◽  
Theory And Practice ◽  
Organizational Level ◽  
Public And Private ◽  
Content Type ◽  
Private Organizations ◽  
Gcc Countries ◽  
Middle East Countries

PurposeThis study applies a decision support tool to prioritize the various drivers that influence employee suggestion schemes (ESSs) in both public and private organizations based in the Gulf Cooperation Council (GCC) countries for better organizational performance.Design/methodology/approachUsing theories of organizational creativity, an analytic hierarchy process (AHP) model was developed with 5 criteria and 24 sub-criteria. Data were collected from executives (n = 48) from both public and private organizations in the GCC. Later, the data were interpreted with a priority vector assigned to each criterion and sub-criterion.FindingsThe results indicate that leaders/management support, individual traits and organization culture are the key drivers that influence employees' involvement in an ESS.Research limitations/implicationsThe study is limited to a small sample size, and data were collected only in three GCC countries. The study provides insights into ESS in the context of developing countries and is a relevant contribution to both theory and practice. The results will be of interest to businesses and academics for improving understanding on the various enablers of successful employee participation programme implementation and subsequent increase in organizational performance in the GCC.Originality/valueThe novelty of this study is that it resolves the lack of empirical research in the Middle East countries/GCC. The transition phase of knowledge-based economies highlights the significance of innovation and creativity through active employee participation to improve business results. The study attempts to prioritise both individual- and organizational-level drivers for promoting ESS by leveraging theories of creativity in alignment with the GCC National Innovation Agenda. This study can be generalized from the GCC context due to homogeneity in organizational governance and cultural aspects.

scholarly journals Motivational Differences? Comparing Private, Public and Hybrid Organizations

2021 ◽  
Author(s):  
Dag Ingvar Jacobsen
Keyword(s):  
Representative Sample ◽  
Public Organizations ◽  
Hybrid Organizations ◽  
Public And Private ◽  
The Public ◽  
Prosocial Motivation ◽  
Private Organizations ◽  
Important Trend ◽  
Private And Public ◽  
Large Survey

AbstractWhile studies of motivational differences between managers in private and public organizations proliferate, few have compared managers’ motivation in hybrid organizations to the motivation of managers in private and public organizations. This lack of studies is surprising, as corporatization has been an important trend in the public sector over the last decades. Using a large survey covering almost 3000 managers from a representative sample of organizations in Norway, this study fills this hole by comparing how managers in hybrid organizations differ on extrinsic, intrinsic and prosocial motivation from their counterparts in public and private organizations.

scholarly journals Exploring differences between private and public organizations in business excellence models

2017 ◽  
Vol 37 (12) ◽  
pp. 1795-1816 ◽  
Author(s):  
Hendry Raharjo ◽  
Henrik Eriksson
Keyword(s):  
Structural Equation ◽  
Public Organizations ◽  
Equation Modeling ◽  
Public And Private ◽  
Content Type ◽  
Business Results ◽  
Private Organizations ◽  
Business Excellence ◽  
Private And Public ◽  
Key Driver

Purpose The purpose of this paper is to explore the differences between public and private organizations in the paths of business excellence models and to identify the key drivers for creating business results and customer satisfaction. Design/methodology/approach The partial least squares structural equation modeling technique is used to compare the path coefficients and to identify the key driver constructs for creating business results. Findings The variation in endogenous constructs is found to be more difficult to explain or predict for private organizations than for public organizations, despite the fact that the performance of private organizations is almost always higher than or equal to the performance of public ones in all criteria. The effect of “leadership” on “management of processes” is significantly higher in public organizations than in private ones. However, “management of processes” in public organizations does not seem to translate into “results.” The effect of “strategic planning” on creating business “results” is negative for public organizations and remains inconclusive, due to insufficient evidence, for private organizations. Research limitations/implications The results may not be generally applicable to other countries. However, they do support the move toward more tailor-made models for specific sectors. Practical implications It is necessary to review the national business excellence model in order to fit specific sectors. Originality/value This is the first study to investigate the differences between private and public organizations in the Swedish business excellence model.

Organizational positioning and planning of sustainability initiatives

2018 ◽  
Vol 31 (7) ◽  
pp. 755-774 ◽  
Author(s):  
Rocio Rodriguez ◽  
Göran Svensson ◽  
David Eriksson
Keyword(s):  
Public Organizations ◽  
Public Hospitals ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Private Organizations ◽  
Private And Public ◽  
Sustainability Initiatives ◽  
Corporate Social ◽  
Industry Sustainability

Purpose The purpose of this paper is to examine the logic and differentiators of organizational positioning and planning of sustainability initiatives between private and public organizations in the healthcare industry. Sustainability initiatives refer to organizations’ economic, social and environmental actions. Design/methodology/approach This study is based on an inductive approach judgmental sampling and in-depth interviews of executives at private and public hospitals in Spain have been used. Data were collected from the directors of communication at private hospitals, and from the executive in charge of corporate social responsibility in public hospitals. An empirical discourse analysis is used. Findings The positioning and planning of sustainability initiatives differs between private and public hospitals. The former consider sustainability as an option that is required mainly for social reasons, a bottom-up positioning and planning. It emerges merely spontaneously within the organization, while the sustainability initiatives in public hospitals are compulsory. They are imposed by the healthcare system within which the public hospital, operates and constitutes a top-down positioning and planning that is structured to accomplish set sustainability goals. Research limitations/implications A limitation of this study is that it is undertaken exclusively in Spanish organizations from one industry. This study differs from previous ones in terms of exploring the positioning and planning of the sustainability initiatives, which focus on the organizational logic of such sustainability initiatives. There are both common denominators and differentiators between private and public hospitals. Practical implications The logic of determining the positioning and planning of the sustainability initiatives is mainly about satisfying organizational needs and societal demands. Nowadays, organizations tend to engage in sustainability initiatives, so it is essential to understand the logic of how organizations position and plan such efforts. Originality/value This study investigates the path that follows sustainability initiatives in public and private organizations. It reports mainly differentiators between private and public organizations. It also contributes to explaining the organizational reasoning as to why companies make decisions about sustainability initiatives, an issue which has not been addressed sufficiently in existing theory studies.

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