scholarly journals The interaction between leadership and personal power in work engagement

2018 ◽  
Vol 31 (1) ◽  
pp. 59-80
Author(s):  
JaeSeok Jang ◽  
HyungIn Park
Keyword(s):  
Organizational Culture ◽  
Work Engagement ◽  
The Other ◽  
Participative Leadership ◽  
Moderating Effects ◽  
Personal Power ◽  
Referent Power ◽  
Expert Power ◽  
Other Hand

This study investigated the moderating effects of supervisors’ personal power (i.e., expert power and referent power) on the relationships between two types of leadership, participative and directive, and work engagement. Specifically, it was expected that the two types of leadership would be positively related to work engagement, and that these relationships would be stronger when subordinates perceived high rather than low personal power in their supervisor. Data were collected from 435 workers who had a direct supervisor and analyzed using hierarchical regressions. Findings revealed that participative leadership and directive leadership significantly explained all of the three sub-factors of work engagement (i.e., vigor, dedication, and absorption) when either type of leadership was held constant. In addition, expert power enhanced the relationships of participative leadership with regard to vigor and dedication. Further, referent power enhanced the relationships of participative leadership with regard to vigor and absorption. On the other hand, the interaction between directive leadership and personal power was not significant with reference to any sub-factors of work engagement. These findings were discussed in the context of organizational culture.

Cultura organizacional y desempeño innovador en cuatro sectores productivos

Oikos ◽  
2015 ◽  
Vol 15 (31) ◽  
pp. 61
Author(s):  
Rafael G. Ricardo Bray ◽  
Ignacio Gómez Roldán
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Innovation Performance ◽  
The Other ◽  
Economic Sector ◽  
Economic Sectors ◽  
Other Hand

RESUMENPara un conjunto de ciento cuarenta y una organizaciones colombianas (95% bogotanas) clasificadas bajo la nomenclatura CIIU pertenecientes a 4 sectores económicos, se estimó el perfil de cultura organizacional de cada una a partir de la aplicación del Organizational Culture Survey (DOCS) de Daniel Denison y asociados. Las organizaciones bogotanas del estudio presentan unos perfiles culturales muy similares, no obstante pertenecer a diferentes sectores económicos. Por otro lado, las relaciones existentes entre las diferentes variables de cultura organizacional y el desempeño innovador difieren entre sectores económicos.Palabras clave: perfil de cultura organizacional, encuesta Denison de cultura organizacional, sector Económico, desempeño organizacional, innovación. Organizational culture and innovation performance in four different sectorsABSTRACTFor a sample of one hundred forty one Colombian organizations (95% located in Bogotá) classified under the CIIU ranking, the organizational culture profile of each one was estimated using the Organizational Culture Survey (DOCS) of Daniel Denison and associates. The organizations studied show very similar cultural profiles, although they belong to different economic sectors. On the other hand, the relationships existing between the different variables of organizational culture and innovation performance differ among economic sectors.Keywords: organizational culture profile, Denison organizational culture survey (DOCS), economic sector, organizational performance, innovation.

scholarly journals Organizational culture and perceived effectiveness: a case study of an insurance company

2019 ◽  
Author(s):  
Milica Slijepcevic ◽  
Jelena Krstic
Keyword(s):  
Organizational Culture ◽  
Organizational Climate ◽  
Organizational Effectiveness ◽  
Research Question ◽  
The Other ◽  
Insurance Company ◽  
Effective Utilization ◽  
Other Hand ◽  
Culture And Climate ◽  
The Relationship

Research question: This paper studies the relation between organizational culture and perceived organizational effectiveness of an insurance company in a developing country with an emerging economy.Motivation: The main objective of the research is to determine whether there is a correlation between organizational culture and climate as a narrower concept, on the one hand and perceived organizational effectiveness on the other hand. Some authors noted a correlation between these organizational aspects. For example, Yan (2016) empirically confirmed that organizational culture positively and significantly correlates with organizational effectiveness. The relationship between organizational culture and organizational effectiveness was also examined by Cox and Trotter (2016), Chen (2017) and Deem, De Lotell and Kelly (2015). Idea: Starting from the findings of other authors that organizational culture indeed affects effectiveness, the authors of this paper wanted to examine whether this relation existed in  a state-owned insurance company in an emerging economy and if so, how to use this  to improve employees’ performance and overall business results. Data: They conducted the research in June 2017 on the sample of employees of Dunav Insurance Company and obtained six hundred and sixty six valid questionnaires. Tools: The questionnaires consisted of five general questions about demographic variables and twenty-nine closed-ended questions related to the topic. The researchers assessed the correlation between variables by Spearman Rho Coefficient and Chi-Square significance. Findings: The results showed the relationship between a number of aspects of organizational culture and climate on one hand and perceived organizational effectiveness on the other hand. Research results showed that the evaluation of effective utilization of working hours and professional capabilities is largely connected with the aspects of organizational climate that reflect poor working conditions and unethical attitude of employees. However, the evaluation of effective utilization of professional capabilities also relates to the perception of predominant aspects of an organizational climate that inspire positive internal relations. Contribution: The results presented in the paper can be used as the basis for organizational and managerial decision-making to improve work processes in the observed organization.

scholarly journals DO TYPES OF ORGANIZATIONAL CULTURE CORRELATE WITH THE JOB SATISFACTION?: A STUDY ON EMPLOYEES’ PERCEPTION

2019 ◽  
Vol 7 (2) ◽  
pp. 162
Author(s):  
Diajeng Puspa Arum Maharani ◽  
Firda Nadia Roshandi
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Employee Turnover ◽  
The Other ◽  
Cross Sectional ◽  
Correlation Test ◽  
Determinant Factors ◽  
Other Hand ◽  
Cross Sectional Design ◽  
Support Work

Background: The Orthopaedic and Traumatology Hospital had an increase in employee turnover of 1.39% from January to June 2012. It occurred due to high resignation and employee unsatisfaction. Thus, an organizational culture that consists of clan, hierarchy, market, and adhocracy becomes one of the determinant factors for employee turnover.Aims: This study aims to analyze the correlation between organizational culture and the employees’ job satisfaction.Method: This study used descriptive quantitative with a cross-sectional design, and the data were analyzed with a correlation test. There were 52 employees as the data of this study. The instruments utilized were OCAI and JSS questionnaires.Results: Market-type organization correlated significantly with job satisfaction. Organizational culture type, such as clan-type organization, adhocracy-type organization, and the hierarchy-type organization did not correlate significantly with job satisfaction. The majority of employees perceived that the Orthopedic and Traumatology Hospital adopts a hierarchy-type organization orienting to regulation and leadership. On the other hand, they expected the hospital to apply clan-type organizations that concerned about teamwork and ownership.Conclusion: There is a correlation between the market-type organization and job satisfaction. Meanwhile, there is no correlation between the clan-type organization, adhocracy-type organization, hierarchy-type organization, and job satisfaction. The hospital should increase internal strength, such as teamwork, training, facilities, and policies that support work procedures and staff.Keywords: market, adhocracy, clan, hierarchy, employees’ job satisfaction.

Promoting Success in the Introduction of Health Information Systems

2012 ◽  
pp. 631-641
Author(s):  
Paulo Teixeira ◽  
Patrícia Leite Brandão ◽  
Álvaro Rocha
Keyword(s):  
Organizational Culture ◽  
Information Systems ◽  
Literature Review ◽  
Human Resources ◽  
Health Information ◽  
Health Information Systems ◽  
The Other ◽  
Other Hand ◽  
Number Of Publications

The significant number of publications describing unsuccessful cases in the introduction of health information systems makes it advisable to analyze the factors that may be contributing to such failures. However, the very notion of success is not equally assumed in all publications. Based in a literature review, the authors argue that the introduction of systems must be based in an eclectic combination of knowledge fields, adopting methodologies that strengthen the role of organizational culture and human resources in this project, as a whole. On the other hand, the authors argue that the introduction of systems should be oriented by a previously defined matrix of factors, against which the success can be measured.

Promoting Success in the Introduction of Health Information Systems

2012 ◽  
Vol 8 (1) ◽  
pp. 17-27 ◽  
Author(s):  
Paulo Teixeira ◽  
Patrícia Leite Brandão ◽  
Álvaro Rocha
Keyword(s):  
Organizational Culture ◽  
Information Systems ◽  
Literature Review ◽  
Human Resources ◽  
Health Information ◽  
Health Information Systems ◽  
The Other ◽  
Other Hand ◽  
Number Of Publications

The significant number of publications describing unsuccessful cases in the introduction of health information systems makes it advisable to analyze the factors that may be contributing to such failures. However, the very notion of success is not equally assumed in all publications. Based in a literature review, the authors argue that the introduction of systems must be based in an eclectic combination of knowledge fields, adopting methodologies that strengthen the role of organizational culture and human resources in this project, as a whole. On the other hand, the authors argue that the introduction of systems should be oriented by a previously defined matrix of factors, against which the success can be measured.

scholarly journals The Influence of Demographic Characteristics of Greek Bank Employees on Their Perceptions of Organizational Culture

2014 ◽  
Vol 4 (1) ◽  
pp. 81 ◽  
Author(s):  
Dimitrios Belias ◽  
Athanasios Koustelios
Keyword(s):  
Organizational Culture ◽  
Demographic Characteristics ◽  
Assessment Instrument ◽  
The Other ◽  
Future Studies ◽  
Other Hand ◽  
Significant Difference ◽  
Banking Institutions ◽  
Bank Employees ◽  
The One

The purpose of the present study was to reveal how demographic characteristics influence the perceptions of bank employees of organizational culture. The sample of the study consisted of 240 employees from Greek banking institutions, from different occupational positions. 60% of the employees were 31-40 years old followed by the categories 41-50 years old (20%), up to 30 years old (10%) and 51-60 years old (10%). Most of the employees (63.8%) had been working as bank employees for 6-15 years and the majority of them (63.8%) had been working in the same bank for 6-15 years. The majority of the employees (59.6%) were simple clerks, 29.2% were supervisors and 11.3% were Managers or Assistant Managers. The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). Results indicate that there is a significant difference in the perceptions of the subjects between the dominant current and the dominant preferred type of organizational culture. In addition, a statistically significant difference (p<0.01) was found between Managers and clerks on the one hand and Supervisors on the other hand in terms of both the dominant current and the dominant preferred type of organizational culture. Finally, employees’ perceptions of the dominant current and the dominant preferred type of organizational culture were found to be affected by other demographical characteristics, like age, total years of working in the same bank and total years of working in any bank. Future studies can extend the present work by examining additional parameters that affect employees’ perceptions of organizational culture.

scholarly journals PENGARUH BUDAYA ORGANISASI, KEPEMIMPINAN DAN KOMPENSASI MELALUI MOTIVASI KERJA TERHADAP KINERJA PEGAWAI.

2017 ◽  
Vol 13 (2) ◽  
pp. 896
Author(s):  
Djoko Setyo Widodo
Keyword(s):  
Organizational Culture ◽  
Quantitative Method ◽  
Work Motivation ◽  
Employee Performance ◽  
The Other ◽  
Other Hand ◽  
Culture Work

ABSTRAKPenelitian ini bertujuan untuk menguji pengaruh kompensasi, kepemimpinan dan budaya organisasi melalui motivasi kerja terhadap kinerja pegawai. Penelitian ini menggunakan metode kuantitatif dengan menyebarkan kuesioner terhadap pegawai di lingkungan pemerintahan Depok. Penelitian ini menunjukkan hasil yang positif dan siginifikan secara parsial dari pengaruh variabel kompensasi, kepemimpinan, budaya organisasi dan motivasi pada kinerja pegawai. Disisi lain, penelitian ini juga menemukan bahwa budaya organisasi tidak berpengaruh pada motivasi kerja. Berdasarkan hasil penelitian dapat disimpulkan, bahwa semua hipotesis terdukung kecuali satu hipotesis yang menguji pengaruh budaya organisasi tidak berpengaruh pada motivasi kerja.Kata Kunci: kompensasi, kepemimpinan, budaya organisasi, motivasi kerja, kinerja pegawai ABSTRACTThis study aimed to examine the effect of compensation, leadership and organizational culture through work motivation on employee performance. This study uses a quantitative method by distributing questionnaires to employees in the Depok Government. This study shows a positive and significant results partially from the effect of variable compensation, leadership, organizational culture and motivation on employee performance. On the other hand, the study also found that organizational culture had no effect on work motivation. Based on the results of this study concluded that all hypothesis are supported but one hypotheses that examine the influence of organizational culture had no effect on work motivation.Keywords: compensation, leadership, organizational culture, work motivation, employee performance

scholarly journals The Influence of Power and Trust on the Initiation and Duration of Modal Shift Solutions

2021 ◽  
Vol 13 (7) ◽  
pp. 3757
Author(s):  
Sara Rogerson ◽  
Vendela Santén ◽  
Uni Sallnäs
Keyword(s):  
Environmental Effects ◽  
Energy Efficient ◽  
The Other ◽  
Modal Shift ◽  
Modal Choice ◽  
Referent Power ◽  
Initiation Phase ◽  
Building Trust ◽  
Expert Power

Modal shift to more energy-efficient alternatives, such as from road to rail or sea, is one path to reduce negative environmental effects. Transport providers and shippers have crucial roles in modal choice decisions, and a better understanding of the influence of interorganisational factors on modal shift is needed. The purpose is to increase the understanding of opportunities for modal shifts by exploring the influence of power and trust at the interface between transport providers and shippers. Aspects of power (coercive, reward, legitimate, expert and referent) and trust (contractual, competence and goodwill) influencing modal shifts were identified from interviews with shippers and transport providers in Sweden. During the initiation phase of modal shift, power appears more important, while trust is shown essential for the duration. By proactively suggesting modal shift, transport providers can use expert power to create rewards and referent power, through recognition of their expertise. Building trust, particularly goodwill trust, such as time invested in understanding the other party, transparency about challenges and jointly seeking solutions, is key to establish long-term modal shifts. This paper contributes to modal shift literature with insights on power balances and trust between transport providers and shippers.

The effect of Lamaholot culture and role conflict on performance of weaving craftspeople: occupational stress as intervening variable

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gede Riana ◽  
Lusia Adinda Dua Nurak ◽  
I. Gede Rihayana
Keyword(s):  
Organizational Culture ◽  
Occupational Stress ◽  
Role Conflict ◽  
Structural Equation ◽  
Partial Least Square ◽  
Least Square ◽  
The Other ◽  
Equation Modeling ◽  
Content Type ◽  
Other Hand

Purpose The purpose of this paper is to examine and analyze the effect of Lamaholot culture and role conflict on occupational stress and its impact on the performance of ikat weaving female craftspeople. This research is conducted in East Nusa Tenggara Province (NTT) based on consideration of the spread of weaving industry center. Design/methodology/approach The study population is 388 ikat weaving craftspeople in 20 industrial centers spread over 11 sub-districts in East Flores Regency. Inferential statistics which is often called as inductive statistics or probability statistics is statistical techniques for analyzing sample data and the results are applied to the population. This analysis is used to test the relationship between variables in the hypothesis (Sugiono, 2014, p. 207). This research uses structural equation modeling with variance-based or component-based approach with partial least square to test hypothesis and produce a fit model. Findings Lamaholot culture has a negative effect on occupational stress, on the other hand, role conflict has a positive effect on occupational stress. The higher the Lamaholot culture and the lower the role conflict will have an impact on the reduction of weaving workers’ stress. The higher the Lamaholot culture, and the lower the role conflict and the occupational stress will have an impact on the improvement of performance of weaving craftspeople. Occupational stress mediates the effect of Lamaholot culture and role conflict on the performance of weaving craftspeople. Originality/value The originality of this research lies in the use of occupational stress as a mediator between relationship of Lamaholot culture and role conflict on performance. On the other hand, the use of Lamaholot culture variable has a function as a derivative of organizational culture theory derived from the local culture of NTT, Indonesia. With the discovery of novelty from this research, it is expected to enrich the literature related to the field of behavioral organizational science, especially about role conflict, occupational stress and organizational culture using local cultural values of Lamaholot.

Trust Building as a Management Strategy

2011 ◽  
pp. 30-50
Author(s):  
Mirja Iivonen
Keyword(s):  
Organizational Culture ◽  
Management Strategy ◽  
Organizational Knowledge ◽  
Strategic Thinking ◽  
The Other ◽  
Strategy Development ◽  
Trust Building ◽  
Practical Issue ◽  
Other Hand ◽  
Building Process

This chapter explores trust as a management strategy by applying Henry Mintzberg’s idea of strategy thinking as seeing. Trust building has been described by paying attention to trust building process, trust principles, and trust imperatives. Strategic thinking has been divided into elements and trust building has been included into these elements. The author discusses what it means to see trust ahead, behind, above, below, beside, beyond, and through in organizations. She states that trust is a strongly situational phenomenon and related to the organization’s past and present where also such issues as tacit organizational knowledge and organizational culture have impacts. On one hand the chapter contributes to the existing literature on strategy development. On the other hand it should be of interest for practitioners because trust building as a management strategy is also a very practical issue.

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