Evaluation Moderating Role of Organizational Trust on Relationship Between Leadership Styles with Employee Performance

10.31355/19 ◽  
2018 ◽  
Vol 2 ◽  
pp. 001-017
Author(s):  
Maryam Pourakbar

NOTE: THIS ARTICLE WAS PUBLISHED WITH THE INFORMING SCIENCE INSTITUTE. Aim/Purpose................................................................................................................................................................................. The main objective of this study is to analyze the relationship between leadership style, performance, and organizational trust. In addition, it will look into the relationship between four leadership styles and employee performance moderating by organizational trust in the case of Shahid Hashemi Nejad Gas Refinery. Background................................................................................................................................................................................. The leadership is one of the key important functions in the organization. The leader is the one who can control factors and practices in the organization such as: individual rights, working conditions, and policies of the organization, assess progress and assign responsibility. In fact, how the leaders controls these factors and motivate the staff is and index of the extent to which the leader has been effective. For this reason, it is expected that the person who is the leader of an organization does necessarily have an understanding of how to perform all the duties of a manager. However, there has not been a complete research on the effectiveness of organizational trust in the relationship between leadership style (based on Likert’s theory) and the performance of employees in government agencies. Therefore, the main research question is; whether organizational trust has a moderating role in the relationship between leadership style and employee performance. Methodology................................................................................................................................................................................. The present study is applied research.The measurement instruments used in this research is a survey questionnaire. The Validity and reliability of the questionnaires are based on expert opinions. The statistical population of this research is all employees of Shahid Hashemi Nejad Gas Refinery using stratified random sampling. A total of 196 employees were selected as the sample of this study. The structural equation modeling (SEM) was perfumed in order to answer the research questions. Contribution................................................................................................................................................................................. This paper aims to focus on the sanctions, limitations and seriousness of the situation and prioritize steps to use the right leadership style in organizations. Findings...................................................................................................................................................................................... In general, the findings of the research indicate the absence of evidence of a moderating role played by organizational trust (horizontal, vertical, institutional) in the relationship between leadership style and employee performance. Recommendations for Practitioners.......................................................................................................................................... This paper subtly suggests a certain course of action and serious recognition of flaws and deficiencies in the system that are obvious and emerges and which are critical and must be addressed. Recommendation for Researchers............................................................................................................................................. It is suggested that this type of research needs to be conducted in private-ownership organizations; that one measures and analyzes the impact of leadership styles on employee commitment and the effectiveness of management participation. Considering the level of performance of staff in relation to leadership styles, it is suggested that other factors that affect or interact with employee performance in the organization are investigated. For example, investigate factors affecting the establishment of authoritarian rule. Impact on Society.................................................................................................................................................................... All public and private companies can increase their employees’ performance by using and improving their leadership style. Future Research....................................................................................................................................................................... More research needs to be done in private organizations with respect to the impact of leadership styles on employee commitment; and with respect to the effectiveness of management participation versus authoritarian rule. There are other factors affecting or interacting with the performance of employees in the organization that should be investigated. For Example, to investigate the factors affecting the establishment of institutional trust in an organization.

2018 ◽  
Vol 3 (3) ◽  
pp. 431-440
Author(s):  
Santi Retno Sari

The purpose of this paper is to examine the relationships to which leadership style (task and relations oriented leadership) moderate the impact of conflict on employee performance. Data were collected from 92 employees in different job levels. Partial least squares variance-based structural equation modeling (PLS-SEM) was used to test the relationship in the models. The results showed that task and relation conflict was associated with employee performance. The research findings also showed that leadership styles moderated the relationship between conflict and employee performance. This study offers implications for managerial practices. Practical implications and suggestions described in the paper Keywords: leadership style, conflict, performance.


Author(s):  
Zulfiqar Ahmed Iqbal ◽  
Ghulam Abid ◽  
Muhammad Arshad ◽  
Fouzia Ashfaq ◽  
Muhammad Ahsan Athar ◽  
...  

This study empirically investigates the less discussed catalytic effect of personality in the relationship of leadership style and employee thriving at work. The growth and sustainability of the organization is linked with the association of leadership style and employee thriving at the worplace. The objectives of this study are to explore the impact of authoritative and laissez-faire leadership styles and the moderating role of the personality trait of conscientiousness on thriving in the workplace. A sample of 312 participants was taken from a leading school system with its branches in Lahore and Islamabad, Pakistan. The participants either worked as managers, teachers in headquarters, or school campuses, respectively. The regression results of the study show that authoritative leadership and conscientiousness have a significantly positive impact on thriving at work. Furthermore, conscientiousness moderates the relationship between laissez-faire style of leadership and thriving at work relationship. The findings of this study have theoretical implications for authoritative and laissez-faire leadership, employee conscientiousness, and managerial applications for the practitioners.


Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook

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.


2019 ◽  
Vol 19 (2) ◽  
pp. 71-81
Author(s):  
Ely Rohmawati ◽  
Ani Wulandari

This study aims to determine the relationship between compensation and authoritarian leadership style with employee performance at PT. Circle K Indonesia Utama Surabaya. The number of respondents in this study was 68 employees. The research method used is descriptive, validity test, reliability test, and spearman rank correlation calculation. The results showed that the compensation variables and authoritarian leadership style had a strong and significant relationship with employee performance. Strategies that can be applied by PT. Circle K Indonesia Utama Surabaya to improve employee performance, namely paying more attention to activities and providing employee compensation appropriately and accordingly. Also, improve the leadership style used by leaders.


Author(s):  
Rozmina Rana ◽  
George K’Aol ◽  
Michael Kirubi

This study examined the influence of supportive and participative path-goal leadership styles, and the moderating role of task structure on employee performance of coffee trading companies in Kenya. The study was guided by the positivism philosophy and used a descriptive correlational research design. The population comprised 180 senior managers of coffee trading companies in Kenya, and a sample size of 139 was determined using stratified random sampling.  Primary data was collected using questionnaires. The response rate was 84%. The descriptive statistics were means and standard deviations while the inferential analysis included factor analysis, correlational analysis, chi-square, and regression analysis. Results of multiple linear regression analysis revealed that supportive leadership style did not significantly predict employee performance, R2= 0.001, F(1, 110) = 0.118,  p≤ .05, β = -0.040, p ≤ .05 but that participative leadership style significantly predicted employee performance, R2= 0.865, F(1, 115) = 735.111, p ≤.05, β = 0.943, p≤05.  Task structure was found to moderate the relationship between path-goal leadership styles and employee performance, R2= 0.094, F(5, 101) = 6.92, p ≤.05, β = 0.208,  p≤ .05.  The study recommends that leaders of coffee trading companies should apply a participative leadership style with their employees with constant communication and consultation in order to achieve optimal performance.


2019 ◽  
Vol 11 (2-2) ◽  
Author(s):  
Suleiman Abubakar Babagana ◽  
Norsiah Mat ◽  
Hadziroh Ibrahim

There has been a great deal of research into performance appraisal, especially concerning the factors that influence the effectiveness of performance appraisal (EPA). Studies suggest that elements such as organizational fairness, organizational politics, and leadership style may contribute to the EPA. Regardless of the evidence of research on these issues, there is paucity of research linking the impact of distributive fairness on the EPA. Moreover, prior studies, similar to this, have reported mixed findings. Accordingly, this study proposes the moderating role of employee participation in the relationship between distributive fairness and the EPA.  


2015 ◽  
Vol 18 (3) ◽  
pp. 325-337 ◽  
Author(s):  
Tebogo Gilbert Sethibe ◽  
Renier Steyn

This paper is an attempt to consolidate the published scientific knowledge about the impact of leadership styles on the relationship between innovation and organisational performance. Concepts, statements and conceptual frameworks were used as structure to analyse the body of scientific knowledge. After consulting 31 major research databases using the systematic literature review methodology, only seven journals articles that examined the link between leadership, innovation and organisational performance were identified. The synthesis of the journal articles revealed (a) that consensus exists among researchers as far as the relevant concepts are concerned; (b) that most agree on the definition of leadership and innovation but that a uniform understanding of what constitutes organisational performance is lacking; and (c) that conceptual models are too simplistic and do not consider mediator variables or multiple financial criteria measures. The findings further reveal that innovation is significantly and positively related to superior organisational performance, and that, although transformational leadership style is significantly and positively related to innovation, transactional leadership style is more appropriate when the aim is to instil a culture of innovation. Transformational leadership style, by contrast, is mostly associated with organisational performance. In addition, the findings further reveal that none of the studies investigate the mediating effect of the nature of innovation (incremental and radical) on the relationship between leadership and organisational performance, and that none of the studies use the objective measures of financial performance such as ROA, ROE, price/earnings (P/E) and Tobin’s Q calculated from annual financial reports. 


This paper attempts to present a snapshot of leadership’s style impact and influence and other related effectingreasonstowardstheemployee‘sperformanceandloyaltyinb ankingindustry.Baseonreviewofpastliteratures,majorityofthestudi eshadidentifiedapositiverelationshipbetweentransformational leadership and transactional leadership style toward employee loyalty and performance within the company.Thestudypopulationcomprised five headquarterofficesofcommercialbanksaroundKuala LumpurCity.Theresultofthisresearchdidsupportmostoftheresearc hesdone previously inceithas been found that both leadership styles have significant (positive) relationship towards employee performance in banking industry. This paper also concluded that employee loyalty do have mediation effectbetweentransformationalleadershipandemployeeperforman ceaswellasbetweentransactional leadership and employee performance. Additionally, it also proves that demographic characters do not have significant influence on employee loyalty and performance within an organization.


2016 ◽  
Vol 34 (3) ◽  
pp. 222-241 ◽  
Author(s):  
Abbas Keramati ◽  
Iman Behmanesh ◽  
Hamid Noori

Many have studied different factors affecting e-government performance, but there is little research on the role of readiness factors, which may impact e-government outcomes indirectly. This study presents a conceptual model with the aim of determining the role of readiness factors in the relationship between e-government factors and e-government outcomes. E-government factors are comprised of citizens, businesses, and government itself. Also, readiness factors are categorized into three main groups, namely governing, technical, and organizational. A questionnaire was designed and completed by 90 e-government senior managers at multiple government agencies of Iran expressing their opinions on several factors impacting e-government outcomes within their organizations. The results of hierarchical regression analysis strongly support the appropriateness of the proposed model and prove that readiness factors play a moderating role in the relationship between e-government factors and e-government outcomes. Also, the results of latent moderated structuring (LMS) technique show that ‘organizational’ readiness factors have the most important effect on e-government outcomes. Finally, some policy implications are provided for better understanding of the role and importance of readiness factors in theory and practice.


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