scholarly journals Trust, Kultur Organisasi, Kepemimpinan Transformational dan Nilai Perusahaan

1970 ◽  
Vol 3 (01) ◽  
pp. 121-130
Author(s):  
Acep Suherman ◽  
Suratno Suratno ◽  
Widarto Rachbini
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Jel Classification ◽  
Corporate Value ◽  
General Manager ◽  
Performance Culture ◽  
Significant Performance ◽  
And Performance ◽  
And Behavior ◽  
Transformation Leadership

A B S T R A C T The purposes of this study are to examine and to explain that Trust and culture organization and the transformation leadership has an effect positively significant to the performance and the performance has an effect positively to the corporate value. The Data was used for this study are primery data that was collected from questionnaires were sent to the general manager, the manager supervisor and the assistance supervisor that’s worked in the hotel’s industry in Sukabumi, 200 questionnaire was collected from the 350 quetionnaire. The results shows that trust have not effect to the performance, Culture organization has an effect positively significant performance, transformational leadership has an effect positively significant to the performance and performance has an effect positively significant to the corporate value. Result of this study expected can give theoritical contribution at development of model and concept of performance and behavior of accounting, regarding measurement of organizational performance business. Evaluated from practical benefit, result of this study expected can give practical contribution to organization, especially in the case management of trust, organizational culture, tranformational leader for decesion making of organizational. A B S T R A K Riset ini bertujuan untuk membuktikan dan menjelaskan bahwa Trust, Kultur Organisasi dan Kepemimpinan Transformational berpengaruh positif dan signifikan terhadap kinerja dan kinerja berpengaruh positif dan signifikan terhadap nilai perusahaan. Data yang digunakan dalam penelitian ini adalah data primer yang diperoleh dari quesioner yang disebar kepada para General manager, Manager, Supervisor dan Asisten Supervisor yang bekerja pada industri perhotelan yang berada di Sukabumi, dari 350 quesioner yang disebar terkumpul sebanyak 200 quesioner. Hasil penelitian ini menunjukkan bahwa trust tidak berpengaruh terhadap kinerja, kultur organisasi berpengaruh positif dan signifikan terhadap kinerja, Kepemimpinan Transformational berpengaruh positif dan signifikan terhadap kinerja dan kinerja berpengaruh positif dan signifikan terhadap nilai perusahaan. Hasil dari penelitian ini berharap memiliki kontribusi secara teoritis untuk lebih mengembangkan akuntansi keprilakuan yang berpengaruh terhadap kinerja, dan secara praktis hasil penelitian ini berharap bermanfaat untuk para manager agar lebih memperhatikan keprilakuan dalam sebuah organisasi bisnis. JEL Classification: L25

scholarly journals The Effect of Transformation Leadership on Organizational Performance through the Strong Lecturer Engagement

2021 ◽  
Vol 58 (2) ◽  
pp. 4595-4605
Author(s):  
Devi Marlita, Adriana Madya Marampa, Sri Murni Setyawati, Adi Indrayanto
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Significant Relationship ◽  
Research Method ◽  
Original Sample ◽  
And Performance ◽  
Leadership Types ◽  
The Relationship ◽  
Transformation Leadership ◽  
Sample Estimate

Transformational leadership is one of the leadership types that can be applied in an organization, especially for organizations in the field of education. This study was conducted on several lecturers spread across several campuses in Indonesia. The research method uses SEM- {PLS). The results showed as follows. (1) Engagement influences performance with a T-statistic value of 4.000 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.582. Therefore, H1 is accepted. (2) There is a significant relationship between transformational leadership and engagement with a T-statistic value of 16.737 (> 1.96). Furthermore, the original sample estimate value is positive that is 0.820. Therefore, H2 is accepted. (3) There is no significant relationship between the transformational leadership and performance with a T- statistic value of 0.145 (< 1.96). Furthermore, the original sample estimate value is positive that 0.202 which indicates that the relationship between transformational leadership and performance is negative. Therefore, H3 is rejected.

scholarly journals CSR and Islamic Banking Performance in Aceh: The Role of Innovation as Mediation

2016 ◽  
Vol 1 (1) ◽  
pp. 45-56
Author(s):  
Nur Faliza
Keyword(s):  
Organizational Performance ◽  
Employee Performance ◽  
Jel Classification ◽  
Islamic Banking ◽  
Banking Services ◽  
Paper Review ◽  
And Performance ◽  
Corporate Social ◽  
The Relationship

Objective - In this article, the CSR is discussed as a means of building innovation for achieving organizational performance. Methodology/Technique - The Maqasid model will be used in this paper as a dimension of Islamic banking in addition to employee performance. The literature review used in this study focus on collecting articles/journals which are then synthesized so as to locate a comparison of substance that is related to this study. The idea is to clarify the relationship between CSR, innovation and performance. Findings – This article identifies that innovation acts as a mediation between CSR and performance. Novelty - The outcome of this article is expected to contribute to the development of human resources through CSR activities and innovation in Islamic banking services in Aceh and the application of the Maqasid Al Syariah and non-financial performance in measuring the performance of Islamic banking in Aceh. Type of Paper - Review Keywords: Corporate Social Responsibility, Innovation, Performance, Islamic Banking, Maqasid Al Syariah JEL Classification: G21, M14.

scholarly journals EFFECTS OF LEADERSHIP STYLE ON ORGANIZATIONAL PERFORMANCE: A SURVEY OF SELECTED SMALL SCALE ENTERPRISES IN IKOSI-KETU COUNCIL DEVELOPMENT AREA OF LAGOS STATE, NIGERIA

2012 ◽  
Vol 01 (07) ◽  
pp. 100-111
Author(s):  
Obiwuru Timothy C. ◽  
Okwu, Andy T. ◽  
Akpa, Victoria O. ◽  
Nwankwere, Idowu A.
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Small Scale ◽  
Performance Outcome ◽  
Transactional Leadership Style ◽  
And Performance ◽  
Transformational Leadership Style

This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.

scholarly journals Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities

2019 ◽  
Vol 7 (4) ◽  
pp. 224-238
Author(s):  
Ria Nelly Sari ◽  
Dewi Junita ◽  
Rita Anugerah ◽  
Raisya Zenita
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Social Performance ◽  
Jel Classification ◽  
Organizational Capabilities ◽  
Transformational Leaders ◽  
Behavioural Characteristics ◽  
Positive Direct ◽  
The Relationship

Objective - This study aims to investigate the extent to which transformational leadership could enhance financial and social performance of village-owned enterprises through organizational capabilities. Methodology/Technique – This study conducted a survey involving village-owned enterprises in Siak Regency, Indonesia. 121 questionnaires were distributed directly to the directors of village-owned enterprises and 89 completed and usable responses were received. Data was analyzed using WarpPLS 5.0 to determine that transformational leadership, directly and indirectly through organizational capabilities can enhance financial and social performance of village-owned enterprises. Finding - This study demonstrates that transformational leadership has a positive direct effect on organizational performance. Transformational leadership also has a positive effect on organizational performance through organizational capabilities. This study proves that organizational capabilities act as a partial mediator on the relationship between transformational leadership and organizational performance. Novelty - The results of this study demonstrate that transformational leaders are important in improving the performance of village owned enterprises. Therefore, this study suggests that village consultative bodies need to consider the behavioural characteristics of transformational leadership in recruiting village-owned enterprise directors. Type of Paper: Empirical. Keywords: Transformational Leadership; Organizational Capabilities; Financial Performance; Social Performance; Village-owned Enterprises. Reference to this paper should be made as follows: Sari, R.N; Junita, D; Anugerah, R; Zenita, R. 2019. Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities, Global J. Bus. Soc. Sci. Review 7(4): 224 – 238. https://doi.org/10.35609/gjbssr.2019.7.4(3) JEL Classification: L21, L25.

scholarly journals Exploring the mediating effects between transformational leadership and organizational performance

2018 ◽  
Vol 40 (2) ◽  
pp. 412-432 ◽  
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Angel Rafael Martínez-Lorente
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Mediating Effects ◽  
Content Type ◽  
Industrial Companies ◽  
Mediating Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

scholarly journals Experimental Research: BASO Model-Based Strategic Planning Training Mediated by Training Follow up Sessions and Moderated by Transformational Leadership Impact on Mosque Organizational Effectiveness

2017 ◽  
Vol 2 (3) ◽  
pp. 10-20
Author(s):  
Syed Jamal Abdul Nasir Syed Mohamad ◽  
Roshidi Hassan ◽  
Mohamed Zakaria Mohamed Yahya
Keyword(s):  
Transformational Leadership ◽  
Strategic Planning ◽  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Jel Classification ◽  
Management Support ◽  
Organisational Effectiveness ◽  
Model Based ◽  
The Impact

Objective - The objective of this quasi-experimental study is to examine the impact of BASO Model-Based Strategic Planning Training (as the independent variable) and Training Follow up Sessions (as the mediating variable) towards Rural Community Mosque organizational performance. This research also examines the effect of transformational leadership as a moderating factor towards mosque organizational effectiveness. Methodology/Technique - This study uses BASO Model-Based Strategic Planning Training and is supported by Follow up Sessions. The study shows that mosque leaders can produce a comprehensive BASO model-based document outlining the strategic intentions for all four sample mosques. The present study also gathered results six months after the initial test, on the execution of the sample mosques' short-term action plans. Findings – The empirical data demonstrates a significant contribution of technical consultancy, peer review meetings and management support as mediating factors towards mosque organisational effectiveness. Therefore, BASO model-based strategic planning training is supported by the training follow up sessions. Novelty - This method is considered useful for implementation in Rural Mosques, within the context of FELDA, Malaysia and globally. Type of Paper - Empirical Keywords: Organisational Effectiveness, Strategic Planning Training, Training Follow Up, Transformational Leadership. JEL Classification: M53, M54.

scholarly journals Assessing the Factors Influencing Service Innovation Capabilities and Performance

2016 ◽  
Vol 8 (4) ◽  
pp. 52-63
Author(s):  
Nor Asiah Omar ◽  
Muhamad Azrin Nazri ◽  
Syed Shah Alam ◽  
Azhar Ahmad
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Customer Orientation ◽  
Service Innovation ◽  
Innovation Capability ◽  
Business Growth ◽  
Positive Effects ◽  
Factors Influencing ◽  
And Performance ◽  
Transformation Leadership

Innovation has been recognized as a central source of business growth and a key determinant of competitive advantage for many organizations. This paper seeks to address two main objectives. The first objective is to examine the direct effect of organizational structure (i.e. centralization and formalization), transformational leadership, organizational learning and customer orientation on innovation capabilities. The second objective is to examine the effect of innovation capability and organizational performance. Findings show that customer orientation, organizational learning, and transformation leadership had significant positive effects on innovation capability. The results further show that innovation capability had a significant impact on organizational performance.

Transformational Leadership and Performance

2021 ◽  
pp. 80-109
Author(s):  
Farida Hendrastuti ◽  
Doddy Setiawan
Keyword(s):  
Transformational Leadership ◽  
Local Government ◽  
Leadership Style ◽  
Work Engagement ◽  
Self Efficacy ◽  
Central Java ◽  
And Performance ◽  
The Relationship ◽  
Transformation Leadership ◽  
Central Java Province

This research seeks to examine the effect of transformational leadership on performance with self-efficacy and work engagement as the mediating variables. The sample is local government financial managers in Surakarta City, Central Java Province, Indonesia, with 438 usable questionnaires. The study predicts and finds that that transformation leadership positively affects performance. In particular, transformational leadership increased the ability to achieve higher performance. Further, the study also shows that self-efficacy and work engagement mediated the relationship between transformational leadership and performance. The findings highlight the importance of leadership style to achieve higher performance. Thus, leaders with transformational leadership are better able to motivate their employees to achieve better performance.

THE EFFECT OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP, ORGANIZATIONAL CULTURE AND PERFORMANCE: Empirical Findings from Four Public Sector Organizations in the United States Virgin Islands

2016 ◽  
Vol 05 (06) ◽  
pp. 01-13
Author(s):  
Paul L. Flemming
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Public Sector ◽  
Organizational Performance ◽  
Virgin Islands ◽  
Leadership Traits ◽  
Leadership Performance ◽  
Idealized Influence ◽  
Public Sector Organizations ◽  
And Performance

Scholars and practitioners in social sciences have argued that there is some association between leadership and performance, but empirical evidence has yet to prove the effect of leadership, performance and culture on public organizational performance. This study has investigated the effect of transformational leadership styles, organizational culture types and performance in four public sector organizations. The argument that there is no association between the three fundamental pillars of public sector organization: leadership, performance and culture, has become an ongoing debate in social sciences. This study investigated the effect of transformational leadership traits, organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. Performance outcomes variables were hiring decisions, performance measurements, job satisfaction, and structured reward system respectfully. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results showed that while transformational leadership were strongly correlated with organizational performance with consistency and adaptability, organizational culture had a positive significant relationship with performance management practices. The study concluded that transformational leadership and organizational culture have positive effects on facilitating performance in mature public sector organizations, and recommended transformational leadership styles to actualize the culture types best suited in public sector organizations.

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