scholarly journals Peran Budaya Organisasi terhadap Hubungan antara Empowering Leadership dengan Komitmen Organisasi

2021 ◽  
Vol 6 (1) ◽  
pp. 112
Author(s):  
Muhammad Labib Fauzan ◽  
Arum Etikariena
Keyword(s):  
Empowering Leadership ◽  
Clan Culture

Penelitian ini bertujuan untuk melihat pengaruh variabel empowering leadership terhadap komitmen organisasi pada karyawan dengan menggunakan clan culture sebagai moderator. Hal ini dikarenakan Komitmen dapat menunjukkan niat untuk bertahan dalam suatu tindakan sehingga organisasi sering mencoba untuk menumbuhkan komitmen pada karyawan mereka untuk mencapai stabilitas dan mengurangi biaya yang mahal. Penelitian ini ingin melihat peran gaya kepemimpinan untuk meningkatkan komitmen organisasi karyawan. Secara khusus, variabel yang diukur untuk melihat gaya kepemimpinan adalah empowering leadership. Responden penelitian ini adalah karyawan yang sedang bekerja di perusahaan dan didapatkan 82 responden. Penelitian ini menggunakan teknik analisis regresi Hayes model 1. Dan didapatkan hasil p = 0.013 < 0.05. Hasil dari penelitian ini menunjukkan adanya korelasi yang signifikan dari empowering leadership terhadap komitmen organisasi. Ditemukan pula bahwa clan culture dapat berperan sebagai moderator yang efektif. Pengaruh yang diberikan dari dua variabel secara bersama-sama memiliki peran sebesar 32%

Empowering Leadership Measure

2012 ◽  
Author(s):  
Michelle R. Tuckey ◽  
Arnold B. Bakker ◽  
Maureen F. Dollard
Keyword(s):  
Empowering Leadership

Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1070-1096
Author(s):  
Friday Ogbu Edeh ◽  
Joy Nonyelum Ugwu ◽  
Isaac Monday Ikpor ◽  
Anthony Chukwuma Nwali ◽  
Chimeziem C. Gabriela Udeze
Keyword(s):  
Fast Food ◽  
Employee Performance ◽  
Simple Random Sampling ◽  
Organisational Culture ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Market Culture ◽  
Culture Dimensions ◽  
Clan Culture ◽  
Fast Food Restaurants

This study investigates the effect of organisational culture dimensions on employee performance in Nigerian fast food restaurants using cross-sectional survey. Forty fast food restaurants were selected using simple random sampling. Nine hundred and twenty five employees were surveyed. Sample size of two hundred and seventy two was ascertained with Krejcie and Morgan. Method for data collection is questionnaire. Two hundred and thirty nine copies of questionnaire were retrieved out of two hundred and seventy two copies administered. Simple linear regression was used to analyse the hypotheses with the aid of IBM SPSS 20.0. This study found that organisational culture dimensions predicted with clan culture and market culture has a positive significant effect on employee performance. It concludes that organisational culture dimensions measured in terms of clan culture and market culture engenders employee performance through effectiveness and efficiency. One of the practical implications is that Nigerian fast food restaurant practitioners should clearly define their clan culture for newcomers to imbibe to enable them increase their performance.  

Effect of empowering leadership on the turnover intention of industrial workers

2020 ◽  
Vol 48 (8) ◽  
pp. 1-11
Author(s):  
Chenhui Ouyang ◽  
Yongyue Zhu ◽  
Minyu Guo
Keyword(s):  
Turnover Intention ◽  
Design Theory ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Mediating Effect ◽  
Job Crafting ◽  
Empowerment Theory ◽  
Industrial Workers ◽  
Empowering Leadership ◽  
Moderation Model

We used empowerment theory and job design theory to build a mediated moderation model to examine the relationship between empowering leadership and the turnover intention of industrial workers. Participants were 272 industrial workers in Chinese manufacturing enterprises. Results show that empowering leadership significantly reduced participants' turnover intention and that job crafting exerted a partial mediating effect on the negative correlation between empowering leadership and turnover intention. Participants' proactive personality positively moderated the effect of empowering leadership on their turnover intention, and part of the moderating effect was transmitted via job crafting. Our results have theoretical implications for related research and practical implications for human resource management practices in the manufacturing industry.

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