scholarly journals Impact of Leadership Patterns by Likert Classification on Job Performance in the Jordanian Ministry of Youth: أثر الأنماط القیادیة حسب تصنيف ليكرت على الأداء الوظيفي في وزارة الشباب الأردنية

2017 ◽  
Vol 1 (4) ◽  
Author(s):  
Moaaz Labib Sulaiman Sabah
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Management Style ◽  
Point Of View ◽  
Participative Leadership ◽  
Work Requirements ◽  
The Right ◽  
High Level ◽  
The Impact

The purpose of this study was to investigate the impact of leadership styles:  Exploitive Authoritative, Benevolent Authoritative, Consultative and Participative, according to Likert Leadership styles on job performance: work requirements knowledge, the quality of work, the amount of work done and perseverance and trust, in the directorates of The Ministry of Youth in Jordan.  A questionnaire is designed to collect the required data, SPSS is used to analyze it, to achieve the objectives of the study, which focuses on identifying the methods and leadership styles used by the Ministry of Youth directors and their impact on the functionality of the staff of its directorates. 100 questionnaires had been distributed on the employees of the Ministry center, 89 of them were valid for analyzing.  The study shows that the Benevolent Authoritative leadership style comes first, then the Exploitive Authoritative, followed by the Consultative leadership style, and then the Participative leadership style ranks last. The study also shows that the prevalent management style in the Ministry of Youth in Jordan is a Benevolent Authoritative leadership style. Depending on the answers of the sample, the study shows a high level of functionality of the staff in the Ministry of Youth in Jordan. The study also shows statistically significant relationship at the level of significance (α ≤0.05) between the independent variable, that is each of the leadership patterns on the dependent variable which is the performance in the Ministry of Youth in Jordan.  The study recommends several recommendations, including: giving employees the authority to take some of the non-critical daily decisions, improving the communication channels between the manager and his employees, through regular meetings for example. Focusing on the motivating factors and trying to take advantage of the private sector expertise and success in the field of management. Finally, the confirmation to place the right person in the right place for supervisory positions as heads of departments because of its potential impact on job performance and recommended by the study, another recommendation is to repeat the same study but from the manager’s point of view, while this study is from the employees point of view.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

scholarly journals 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

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.

Revisiting the “Authoritarian Versus Participative” Leadership Style Legacy: A New Model of the Impact of Leadership Inclusiveness on Employee Engagement

2018 ◽  
Vol 26 (4) ◽  
pp. 510-525
Author(s):  
Ronald Busse ◽  
Sam Regenberg
Keyword(s):  
Employee Engagement ◽  
Leadership Style ◽  
Financial Services ◽  
Quantitative Research ◽  
Large Body ◽  
Participative Leadership ◽  
Services Sector ◽  
High Level ◽  
Psychological Meaningfulness ◽  
The Impact

The present quantitative research extends the large body of knowledge on the leader–follower relation. On the basis of Kahn’s (1990) engagement model, we develop a new framework featuring a curvilinear inverted U-shaped relationship between leadership inclusiveness and employee engagement. Our survey data ( N = 277), collected in the Financial Services Sector in Europe and North America, reveals that three antecedents of engagement (psychological meaningfulness, safety, and availability) mediate the relationship between our main variables. To be more specific, engagement levels culminate at a moderately high level of leadership inclusiveness followed by a “progressive decline” as inclusiveness moves further along the continuum. Despite the presence of advantages on both ends of the leadership inclusiveness continuum, we advise practicing managers to avoid both extremes in light of unjustifiable compromises.

scholarly journals Impact Assessment of Leadership Style on Job Satisfaction of NGO Employees in Uttarakhand-India

2017 ◽  
Vol 6 (1) ◽  
pp. 6
Author(s):  
Vishal Soodan ◽  
Akhilesh Chandra Pandey
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Formal Education ◽  
Negative Impact ◽  
Participative Leadership ◽  
Development Organizations ◽  
Community Development Organizations ◽  
Self Help Groups ◽  
The Impact

<div><p><em>Leadership styles in recent studies have been debated significantly but their role in contributing job satisfaction of employees have not been addressed by the researchers. Therefore, a study was conducted to assess the impact of leadership styles on job satisfaction of employees in the two NGO’s (Non Government Organisations) HIFEED and HESCO from Uttarakhand through an empirical study. NGO’s in India involve diverse activities ranging from training facilities and independent trainers providing non-formal education, grant-making organizations, community development organizations, microfinance associations, self-help groups, and organization addressing public health. In the study, leadership styles were studied as participative, supportive and instrumental. Results show that supportive style of leadership was predominantly followed by managers. Participative leadership style positively impacts job satisfaction followed by supportive style of leadership. But instrumental leadership style was found to have a negative impact on the job satisfaction of employees. </em></p></div>

scholarly journals The effect of leadership style and innovation capital on SMEs sustainability performance from a managerial perspective

2021 ◽  
Vol 9 (3) ◽  
pp. 83
Author(s):  
Hazlina Hassan ◽  
Amrizah Kamaluddin ◽  
Shukriah Saad ◽  
Nurhayati Samad
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Small And Medium Enterprises ◽  
Global Business ◽  
Sustainability Performance ◽  
Sustainable Performance ◽  
The Right ◽  
Medium Enterprises ◽  
The Impact ◽  
Innovation Capital

Small and medium enterprises (SMEs) face various challenges in sustaining their operations in the global business competition. In line with the resource-based view (RBV), SMEs need to utilize their available assets, including the right leadership style and innovative initiatives, to create a competitive pursuit of sustainability performance. An effective leadership style should be adaptable and flexible, manifesting in different scenarios of varying leadership behaviors. Meanwhile, innovation capital is a valuable asset that may help businesses create value in today's economy and encourage employees to be more creative. However, there has been little empirical research on the impact of leadership styles and innovative capital on sustainability performance from the emerging economies perspective. Hence, this study aimed to test the relationship between innovation capital, leadership styles, and sustainability performance of SMEs. Data were collected from 111 SMEs in Malaysia and analyzed using IBM SPSS. The results revealed that leadership styles and innovation capital have significant positive relationships with sustainability performance. This study contributes to the literature on the sustainability performance of SMEs and helps leaders strategize the appropriate leadership approaches and innovation capital to achieve sustainable performance.

scholarly journals An investigation into the relationship between teachers’ job performance and job satisfaction in Myanmar.

2020 ◽  
Vol 8 (2) ◽  
Author(s):  
Aye Aye Myint Lay
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Leadership Style ◽  
Psychological Health ◽  
Role Models ◽  
Teacher Job Satisfaction ◽  
Point Of View ◽  
Proper Values ◽  
High Level ◽  
The Relationship

1.          IntroductionIn society, demanding the development of the youth, teachers’ job performance both inside and outside the classroom is essential to fulfilling this demand. Teachers can influence the learning process to some significant extent. Teachers are expected to be role models for their students and, therefore, teachers’ job performance is crucial for students’ success. Teachers will normally be satisfied with their job if teachers have a good relationship with the principal(s) of their school, are offered the highest possible salaries, and are involved in the decision-making process at their school, they will normally be satisfied with their job. Job satisfaction is an important facet of people's lives and their productivity in the workplace. Job satisfaction can lead to a sense of responsibility and involvement toward achieving comprehensive career goals and contributing to the productivity of an organization (Harter, James, Schmidt, Hayes, & Theodore, 2002, cited in Ismail, 2012).Robbins states, "job satisfaction refers to the individual's general attitude towards his or her job. He adds that "a person with a high level of job satisfaction holds positive attitudes about the job, while a person who is dissatisfied with his or her job holds negative attitudes about the job" (Robbins, 2003, cited in Younes, 2012). A principal’s leadership style might affect teachers’ job satisfaction. Teachers’ job satisfaction could improve their performance in the classroom (Nadarasa & Thuraisingam, 2014). Teacher job satisfaction is a "...vital area of study since several studies have found that work satisfaction influences general life satisfaction. General life is an important influence on the daily psychological health of a teacher." This, in turn, has an impact on teachers’ job performance (Andrew and Whitney, 1974, cited in Wangai, 2012).Teacher job satisfaction is a source of motivation that sustains effort in performing tasks required of good teachers (Watson et al., 1991, cited in Wangai, 2012). Effort results in higher performance when employees clearly understand and are comfortable with their roles (Kreitner, 1986, cited in Gathungu & Wachira, 2013). If a teacher is incompetent, dissatisfied with his jobs, and not guided by proper values, the entire edifice of the education system will be shaky (Raza, 2010). Due to better performance shown by satisfied workers, it is the top priority of all organizations to achieve the desired goals by increasing their satisfaction (Chambers, 1999, cited in Iqbal & Akhtar, 2008). In this point of view, examining the relationship between teachers’ job performance and satisfaction is crucially important for promoting a better job performance in the future.

scholarly journals The Effect of Leadership Styles of Administrative Leaders on Job Performance Behavior among Staff of Najran University

2018 ◽  
Vol 8 (1) ◽  
pp. 107
Author(s):  
Fuad S. Alkhasawneh
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Administrative Staff ◽  
Participative Leadership ◽  
Validity And Reliability ◽  
Positive Effects ◽  
Administrative Leaders ◽  
Autocratic Leadership ◽  
Performance Behavior

The present study is an attempt to investigate the effect of leadership styles of administrative leaders on job performance behavior among staff of Najran University. To achieve the objective of the study, the sample was randomly selected of (117) administrative staff at Najran University. The descriptive approach was adopted in this study, in which the author designed 36-item questionnaire divided into two sections: the first one is leadership style (25) items distributed to three domains (autocratic leadership style, participative leadership style and bureaucratic leadership style), and the second section is job performance (11) items. The questionnaire was applied to the participants after verification of validity and reliability. The study revealed that participative style was high, autocratic style was moderate and bureaucratic style was low. The results showed that there are statistically significant differences in autocratic style (a = 0.05) due to gender in favor of females, while there are statistically significant differences in participative style in favor of males, and no statistically significant differences due to scientific qualification. The results indicated that there are positive correlation between the participative style and job performance and negative correlation between the autocratic style and job performance. The author recommends adopting the participative leadership style in administration due to the positive effects it has on job performance, as well as conducting studies on the common leadership styles in other Saudi universities.

WOMEN AND MEN TEACHERS' APPROACHES TO LEADERSHIP STYLES

2005 ◽  
Vol 33 (7) ◽  
pp. 685-698 ◽  
Author(s):  
Ilhan Gunbayi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
School Principals ◽  
Compulsory Education ◽  
Participative Leadership ◽  
Men Teachers ◽  
Gender Inequity ◽  
Related Data ◽  
High Level ◽  
Very High

This study aimed to find out how frequently teachers at compulsory-education level school – primary and junior high schools – perceived that they would adopt various leadership styles in their schools if they were the principal and if this frequency was gender related. Data were collected from 321 teachers from compulsory-education schools by means of the Leadership Questionnaire (Bowers & Seashore, 1966) measuring four leadership styles – support, interaction facilitation, goal emphasis, and work facilitation. The questionnaire was translated and reliability analyses for teachers in Turkey were carried out. On average the teachers scored at a very high level for leadership style in goal emphasis; and at a high level in interaction facilitation, support and work facilitation. The highest score was for goal emphasis, the lowest for work facilitation. Men scored at higher levels than women did in all leadership styles. Suggestions are made about what should be done to achieve effective leadership in schools, to help teachers have a positive approach to more participative leadership styles, and to remove gender inequity among school principals and leaders.

Collective entrepreneurship: Employees’ perceptions of the influence of leadership styles

2016 ◽  
Vol 23 (2) ◽  
pp. 241-257 ◽  
Author(s):  
Mário Franco ◽  
Heiko Haase
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Latent Variables ◽  
Organisational Commitment ◽  
Participative Leadership ◽  
Unit Of Analysis ◽  
Staff Members ◽  
Collective Entrepreneurship ◽  
The Impact ◽  
The Relationship

AbstractCollective entrepreneurship (CE) is the ability of several individuals to jointly innovate and create within organisations. In this exploratory study, we investigate whether the relationship between some specific leadership styles and more effective CE is affected by moderator variables. The unit of analysis were staff members of a Portuguese group of small- and medium-sized enterprises (SMEs). A total of 204 questionnaires were returned, representing almost half the employee population we approached. For measurement, we employed 19 items to gather the six latent variables related to our model. For data analysis, we used partial least squares. We found that participative leadership style had the highest joint and indirect effect on more effective CE. Job satisfaction appears to be an important moderator for the occurrence of CE. The impact of employees’ organisational commitment and collaboration on CE is rather weak. Our study contributes to advancing knowledge in the fields of organisational psychology and entrepreneurship. We combine and extend previous research, which allows us to reconcile the sometimes contradictory findings so far concerning leadership and CE in the realm of small- and medium-sized enterprises.

Jam processing: Effect of pectin replacement by locust bean gum on its characteristics

2020 ◽  
pp. 1-12
Author(s):  
Aida Mekhoukhe ◽  
Nacer Mohellebi ◽  
Tayeb Mohellebi ◽  
Leila Deflaoui-Abdelfettah ◽  
Sonia Medouni-Adrar ◽  
...  
Keyword(s):  
Cold Water ◽  
Physicochemical Characteristics ◽  
Water Soluble ◽  
Sensory Profile ◽  
Locust Bean Gum ◽  
Locust Bean ◽  
Preference Map ◽  
The Right ◽  
High Level ◽  
The Impact

OBJECTIVE: the present work proposed to extract Locust Bean Gum (LBG) from Algerian carob fruits, evaluate physicochemical and rheological properties (solubility). It aimed also to develop different formulations of strawberry jams with a mixture of LBG and pectin in order to obtain a product with a high sensory acceptance. METHODS: the physicochemical characteristics of LBG were assessed. The impact of temperature on solubility was also studied. The physical and the sensory profile and acceptance of five Jams were evaluated. RESULTS: composition results revealed that LBG presented a high level of carbohydrate but low concentrations of fat and ash. The LBG was partially cold-water-soluble (∼62% at 25°C) and needed heating to reach a higher solubility value (∼89% at 80 °C). Overall, the sensorial acceptances decreased in jams J3 which was formulated with 100% pectin and commercial one (J5). The external preference map explained that most consumers were located to the right side of the map providing evidence that most samples appreciated were J4 and J2 (rate of 80–100%). CONCLUSION: In this investigation, the LBG was used successfully in the strawberry jam’s formulation.

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