scholarly journals High-Performance Work Practices And Employee Resilience In New Zealand's Public Services: A Conditional Indirect Effect Model Of Leadership Styles

2021 ◽  
Author(s):  
◽  
Erangi Senanayake
Keyword(s):  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Latent Variable ◽  
Structural Model ◽  
Management Style ◽  
Work Practices ◽  
First Order ◽  
Expectation Maximisation ◽  
The Relationship

<p><b>This study considers the relationship between high involvement work practices (HIWP) and employee resilience, as moderated by leadership style. It offers an empirical test of a structural model exploring these relationships in New Zealand’s core public sector.</b></p> <p>The 2016 Workplace Dynamics Survey, undertaken by the New Zealand Public Service Association (PSA) and Victoria University of Wellington, gathered information on the psychological outcomes of workers' job experiences and the organisations for which they worked. All participants were PSA members and were asked questions regarding their jobs, workplaces, and personal lives. The original sample included 14125 participants. For the current study, the sample was subsequently narrowed downed to core public sector members both managerial and non-managerial employees were selected, and items with missing values were imputed using the Expectation-Maximisation logarithm –the imputation resulting in 7326 unique replies for this study.</p> <p>Confirmatory factor analysis (CFA) was used to test the measurement model, and structural equation modelling (SEM) was used to explain the relationship between, on the one hand, the four organizational elements as comprising HIWP –power, information, knowledge, and rewards (PIRK) –and employee resilience, on the other. The hypothesized structural model was then tested, parameters were estimated, and moderators added to see if they could explain variation (heterogeneity) in the effect sizes.</p> <p>According to the model, HIWP positively affects individual employee's self-reported resilience and that this relationship is moderated by and perceived through management style. The model investigates the relationship between a second-order latent variable encompassing the combined effect of the PIRK attributes on a first-order latent variable measuring employee resilience. The model also posits that this relationship is direct and indirect, through two first-order latent variables measuring constructive and laissez-faire leadership styles.</p> <p>This study adds theoretical and practical knowledge by demonstrating that leadership style matters in the relationship between human resource management and the capacity of employees to positively cope, adapt and even thrive in dynamic environments. This research's key finding is that HIWP is positively related to employee resilience and that leadership style mediates that relationship. The results of this study further indicate that, while an individual’s level of education moderates the relationship between HIWP and employee resilience, the employee’s ethnicity and tenure on the job do not. Finally, this study offers proposals for future research, including data collection and recommendations for practitioners.</p>

scholarly journals High-Performance Work Practices And Employee Resilience In New Zealand's Public Services: A Conditional Indirect Effect Model Of Leadership Styles

2021 ◽  
Author(s):  
◽  
Erangi Senanayake
Keyword(s):  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Latent Variable ◽  
Structural Model ◽  
Management Style ◽  
Work Practices ◽  
First Order ◽  
Expectation Maximisation ◽  
The Relationship

<p><b>This study considers the relationship between high involvement work practices (HIWP) and employee resilience, as moderated by leadership style. It offers an empirical test of a structural model exploring these relationships in New Zealand’s core public sector.</b></p> <p>The 2016 Workplace Dynamics Survey, undertaken by the New Zealand Public Service Association (PSA) and Victoria University of Wellington, gathered information on the psychological outcomes of workers' job experiences and the organisations for which they worked. All participants were PSA members and were asked questions regarding their jobs, workplaces, and personal lives. The original sample included 14125 participants. For the current study, the sample was subsequently narrowed downed to core public sector members both managerial and non-managerial employees were selected, and items with missing values were imputed using the Expectation-Maximisation logarithm –the imputation resulting in 7326 unique replies for this study.</p> <p>Confirmatory factor analysis (CFA) was used to test the measurement model, and structural equation modelling (SEM) was used to explain the relationship between, on the one hand, the four organizational elements as comprising HIWP –power, information, knowledge, and rewards (PIRK) –and employee resilience, on the other. The hypothesized structural model was then tested, parameters were estimated, and moderators added to see if they could explain variation (heterogeneity) in the effect sizes.</p> <p>According to the model, HIWP positively affects individual employee's self-reported resilience and that this relationship is moderated by and perceived through management style. The model investigates the relationship between a second-order latent variable encompassing the combined effect of the PIRK attributes on a first-order latent variable measuring employee resilience. The model also posits that this relationship is direct and indirect, through two first-order latent variables measuring constructive and laissez-faire leadership styles.</p> <p>This study adds theoretical and practical knowledge by demonstrating that leadership style matters in the relationship between human resource management and the capacity of employees to positively cope, adapt and even thrive in dynamic environments. This research's key finding is that HIWP is positively related to employee resilience and that leadership style mediates that relationship. The results of this study further indicate that, while an individual’s level of education moderates the relationship between HIWP and employee resilience, the employee’s ethnicity and tenure on the job do not. Finally, this study offers proposals for future research, including data collection and recommendations for practitioners.</p>

scholarly journals Public servants’ perception of leadership style and its impact on organizational commitment

2020 ◽  
Vol 18 (4) ◽  
pp. 319-333
Author(s):  
Bissane Harb ◽  
Boutheina Hachem ◽  
Hassan Hamdan
Keyword(s):  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Online Survey ◽  
Full Range ◽  
Public Servants ◽  
Public Managers ◽  
The Relationship

Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

scholarly journals Examining Moral Reasoning and Transactional Leadership behaviour in the Nigerian Public Sector

2015 ◽  
Vol 7 (3(J)) ◽  
pp. 110-118
Author(s):  
Chikelu Okey Felix ◽  
Rosita Bint Arshad .
Keyword(s):  
Public Sector ◽  
Moral Development ◽  
Moral Reasoning ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Model ◽  
Defining Issues Test ◽  
Cognitive Moral Development ◽  
The Individual

The relationship between moral reasoning and leadership style has received considerable attention for decades, however this has been not fully explicated as different leadership styles elist different ethical values. What constitutes moral behaviour is conflicting and subjective. This study examines public leaders’ degree of moral judgment associated with leadership styles in a public sector organization. To test the hypothesized relationship, data were collected using questionnaire survey distributed to 550 workers out which 300 were found worthy to be used. The Defining Issues Test (DIT2) and the Multifactor leadership questionnaire (MLQ X5) were completed by leaders and subordinates respectively. The PLS path analysis of the structural model indicates significant statistical relationship between cognitive moral development (CMD) and transactional leadership style (TSL) ( β= -0.214, P< 0.012). However, we argue that cognitive moral development is amiable to the individual qualities of the leader that might necessitate the application of particular leadership style and behaviour. We also found collaboration evidence that leaders high in cognitive moral development are perceived more as transformational leaders by their subordinates. Finally, we suggest that the dichotomies between moral reasoning and leadership style are hinged more on individual leadership values and motivational beliefs.

scholarly journals Mediating Effect of Leadership Outcomes on the Relationship between the Leadership Style of Leaders and Followers’ Administrative Creativity

2020 ◽  
Vol 5 (2) ◽  
pp. 125-139
Author(s):  
Wafa Mohammed Aldighrir
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Structural Model ◽  
Sampling Technique ◽  
Mediating Effect ◽  
Mediating Role ◽  
Leaders And Followers ◽  
Administrative Employees ◽  
Transformational And Transactional Leadership ◽  
The Relationship

This paper aims to identify and understand the mediating role of leadership outcomes (LOs) on the association that exists between leadership styles (LS) of leaders and their followers’ administrative creativity (AC) in Najran university. A random sampling technique was conducted which comprised of 342 administrative employees. SPSS tool was used and several statistical methods were involved in the data and statistical analysis including the maximum likelihood estimate. Finally, the structural model testing (SEM) was conducted using AMOS (Analysis of a Moment Structures) to test the proposed hypotheses of the study model. The results showed that leadership styles of managers have a positive relationship on followers’ leadership creativity. In addition, leadership outcomes of followers are positively mediating the relationship between transformational and transactional leadership of leaders and follower’s administrative creativity.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonia Ruiz Moreno ◽  
María Isabel Roldán Bravo ◽  
Carlos García-Guiu ◽  
Luis M. Lozano ◽  
Natalio Extremera Pacheco ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Proactive Personality ◽  
Military Leaders ◽  
Content Type ◽  
The Military ◽  
The Relationship

PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

The effect of leadership style on virtual team efficiency

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Design Methodology ◽  
Virtual Team ◽  
Media Richness ◽  
Content Type ◽  
Mediating Role ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The results show that trust and operational cohesion have a mediating role between leadership style and virtual team efficiency. Media richness is shown to moderate the relationship between leadership styles and trust. Transformational style has an important impact on operational cohesion when media richness is high while transactional leadership has a positive significant impact when it is low. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

The relationship between leadership styles and organisational innovation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Alblooshi ◽  
Mohammad Shamsuzzaman ◽  
Salah Haridy
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Journal Articles ◽  
Content Type ◽  
Organisational Innovation ◽  
Indirect Impacts ◽  
Almost All ◽  
The Relationship

PurposeThis study explores the role of leadership in organisational innovation by reviewing several publications that discuss the relationship between various leadership styles and innovation.Design/methodology/approachThe study followed a descriptive research methodology by reviewing 64 journal articles on the relationship between various leadership styles and innovation. The articles were analysed descriptively and then reviewed based on the leadership style it discusses to derive meaningful findings on the relationship between leadership and innovation.FindingsVarious leadership styles had a positive impact on organisational innovation either directly or indirectly, by influencing the organisational climate, employees' and leaders' behaviours or other organisational variables such as learning and knowledge sharing. Some leadership styles had both direct and indirect impacts on organisational innovation.Research limitations/implicationsThis study collected journal articles published in almost all major electronic databases such as Emerald, ScienceDirect, Taylor & Francis and Scopus. However, the review is limited to journal articles in which the title, abstract or author-specified keywords contain the search terms “leadership” and “innovation,” and published between 2000 and 2019. Therefore, this review may miss some relevant research insights mentioned in the literature that discussed innovation or leadership separately not combined.Originality/valueThis study contributes to the existing body of research on leadership and innovation by extensively discussing the role of various leadership styles in determining organisational innovation. The analysis reveals that prior studies had many limitations and focused on specific leadership styles only. The study goes a step further by explaining how the leadership and innovation aspects are related, and classifying various leadership styles according to their impact on organisational innovation being direct, indirect or both.

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