Effects of Organizational Culture, Transformational Leadership and Transactional Leadership on Organizational Effectiveness - Comparing Military Hospitals with Civil Hospitals

2016 ◽  
Vol 34 (1) ◽  
pp. 54-69 ◽  
Author(s):  
Hye-Kyung Oh ◽  
Yung-Ho Cho
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Transactional Leadership ◽  
Organizational Effectiveness ◽  
Military Hospitals

scholarly journals Resilience as a mediator linking transformational leadership and person-centered organizational culture to organizational effectiveness

2015 ◽  
Vol 28 (4) ◽  
pp. 829-854 ◽  
Author(s):  
Sunyoung Oh ◽  
Sangchoong Roh ◽  
MinU Kang ◽  
Youngwon Suh
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Effectiveness ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Future Research ◽  
Citizenship Behaviors ◽  
Beneficial Effects ◽  
Job Motivation

The present research examined the possibility that transformational leadership and person-centered organizational culture are antecedents of employees' resilience and employees' resilience plays as a mediator linking transformational leadership and person-centered organizational culture to their happiness and organizational effectiveness. Specifically, we suggest that transformational leadership and person-centered organizational culture serve as environmental factors to enhance employees' resilience, which eventually contributes to organizational effectiveness such as job motivation, organizational commitment, and organizational citizenship behaviors via the path between resilience and happiness. Data were collected from 498 employees in various companies. The results found that resilience was positively related with job motivation, organizational commitment, and organizational citizenship behaviors, and these relationships were mediated by happiness. Furthermore, it was found that both transformational leadership and person-centered organizational culture were positively correlated with resilience, and had significant indirect effects on organizational effectiveness variables via the path between resilience and happiness, while only transformational leadership had direct effects on organizational effectiveness variables. These findings indicate that resilience is important for the beneficial effects of happiness on organizational effectiveness, and transformational leadership and person-centered organizational culture may increase organizational effectiveness by promoting employees' resilience. Finally, theoretical and practical implications, limitation and suggestion for future research are discussed.

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.

Transformational-Transactional Leadership Styles and Followers’ Regulatory Focus

2011 ◽  
Vol 10 (4) ◽  
pp. 182-186 ◽  
Author(s):  
Melvyn R. W. Hamstra ◽  
Nico W. Van Yperen ◽  
Barbara Wisse ◽  
Kai Sassenberg
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Organizational Effectiveness ◽  
Regulatory Focus ◽  
Turnover Intentions ◽  
Regulatory Fit ◽  
Survey Study

Individuals’ willingness to remain in their organizations contributes to workforce stability and organizational effectiveness. Working from the notion that different leadership styles encourage followers to self-regulate in distinct ways, we propose regulatory fit between leadership styles and followers’ self-regulatory preferences may reduce followers’ turnover intentions. Corroborating our reasoning, a survey study showed transformational leadership reduced turnover intentions for highly promotion-focused followers, whereas transactional leadership reduced turnover intentions for highly prevention-focused followers. Thus, tailoring leadership to followers’ self-regulatory preferences may contribute to workforce stability and organizational effectiveness.

Do Leadership and Organizational Culture Really Matter?

1996 ◽  
Vol 10 (2) ◽  
pp. 197-206 ◽  
Author(s):  
W. James Weese
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Effectiveness ◽  
Significant Relationship ◽  
Leadership Behavior ◽  
Preliminary Investigation ◽  
Target Population ◽  
Strength Assessment ◽  
Satisfaction Index ◽  
Culture Strength

The areas of leadership and organizational culture continue to capture the interest of researchers and practitioners alike. Some suggest that these two areas might hold the key to understanding and predicting organizational effectiveness. Others remain skeptical, offering that effectiveness is determined by a variety of factors, many of which fall beyond the scope of the leader's influence or the culture of the organization. The purpose of this preliminary investigation was to explore the relationships that exist between transformational leadership (measured by the Leadership Behavior Questionnaire, organizational culture (measured by the Culture Strength Assessment), and organizational effectiveness (measured by the Target Population Satisfaction Index) in the campus recreation programs of both the Big Ten and Mid-American Conferences (N= 19). The directors of these programs were given considerable levels of job autonomy to lead their respective programs as well as the opportunity to alter and/or imbed a desired culture during their administration. Significant differences were uncovered in both conferences for executive transformational leadership and organizational effectiveness. However, no significant relationship was uncovered between transformational leadership and organizational effectiveness. A significant relationship was discovered between organizational culture strength and organizational effectiveness.

A Malaysian Empirical Study of the Associations among Transformational Leadership, Transactional Leadership, Organizational Culture and Succession Planning

2021 ◽  
Vol 12 (3) ◽  
pp. 69-75
Author(s):  
Vichetera Rajagani Et.al
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Succession Planning ◽  
Ministry Of Education ◽  
Transformational And Transactional Leadership ◽  
Research Findings ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style

This study aimed to identify the relationship between transformational leadership, transactional leadership and organizational culture factors withsuccession planning. Besides that, this paper also intended to look at the influence and contribution of those factors on succession planning implementation. The sample of this study is focused on the Education Service Officers at Ministry of Education (MoE), Malaysia. Data were collected from 261 Education Officers from 21 Division in Ministry of Education, Malaysia. The findings revealed that transformational leadership, transactional leadership and organizational culture have positive significant relationship with succession planning. Besides that, this study also found that transformational leadership style, transactional leadership style and organizational culture contributing to the implementation of succession planning. Therefore, according to the research findings, we recommend that transformational and transactional leadership style, besides organizational culture factors should be considered in implementing succession planning.

scholarly journals Organizational performance in BAPAREKRAF Indonesia

2020 ◽  
Vol 8 (5) ◽  
pp. 509-522
Author(s):  
Sutan Adil Hendra ◽  
Syamsurijal Tan ◽  
Tona Aurora Lubis ◽  
M. Syurya Hidayat
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Organizational Performance ◽  
Transactional Leadership ◽  
Organizational Trust ◽  
Civil Servant ◽  
Government Agency ◽  
Creative Economy ◽  
Managerial Competence

This study aims to analyze the factors that influence the organizational performance of BAPAREKRAF (The Ministry of Tourism and Creative Economic). BAPAREKRAF is the spearhead of a government agency for developing Indonesia's creative economy. This study's respondents are whole civil servants and civil servant candidates in BAPAREKRAF, in 194 respondents. This research shows that transformational leadership, organizational culture, managerial competence, organizational structure, and organizational trust affect organizational performance, but transactional leadership does not affect organizational performance. Besides that, transformational leadership, organizational culture, organizational structure affect organizational trust, but transactional leadership and managerial competence do not affect organizational trust. Furthermore, transformational leadership, transactional leadership, organizational culture, and organizational structure can be mediated by the trust in organizational performance. However, managerial cannot be mediated by trust in BAPAREKRAF's performance in realizing.

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