Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity

2012 ◽  
Vol 18 (4) ◽  
pp. 461-480 ◽  
Author(s):  
Syed Awais Ahmad Tipu ◽  
James C Ryan ◽  
Kamel A Fantazy
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Positive Relationship ◽  
Organizational Outcomes ◽  
Education Level ◽  
Future Research ◽  
Business Organizations ◽  
Organizational Tenure ◽  
Relationship Of ◽  
The Relationship

AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.

Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity

2012 ◽  
Vol 18 (4) ◽  
pp. 461-480 ◽  
Author(s):  
Syed Awais Ahmad Tipu ◽  
James C Ryan ◽  
Kamel A Fantazy
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Positive Relationship ◽  
Organizational Outcomes ◽  
Education Level ◽  
Future Research ◽  
Business Organizations ◽  
Organizational Tenure ◽  
Relationship Of ◽  
The Relationship

AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.

scholarly journals Kepemimpinan transformasional, budaya dan komitmen organisasi di kementerian kesehatan

2016 ◽  
Vol 32 (3) ◽  
pp. 105
Author(s):  
Esrika Lamashinta ◽  
Noor Siti Rahmani ◽  
Yayi Suryo Prabandari
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Public Relations ◽  
Civil Servants ◽  
Information Law ◽  
Relationship Of ◽  
The Relationship

Transformational leadership, organizational culture and commitment in the Ministry of HealthPurposeThis study aimed to analyze the relationship of organizational culture on organizational commitment and transformational leadership that would affect performance. MethodsThis study was conducted using a survey including 137 civil servants, from four units which were finance; programs and information; law, organization and public relations; and public and staffing. ResultsThere was a correlation between the variables of transformational leadership and organizational culture and organizational commitment of 26%. Organizational culture variables had the a stronger influence on changes in the value of organizational commitment than transformational leadership. Interviews showed leadership and organizational culture had been influential and running but not all went well mostly because of routine.ConclusionTransformational leadership and organizational culture were inseparable and mutually supportive in influencing the level of commitment of the organization's employees within the organization.

scholarly journals Transformational Leadership, Organizational Culture and Organizational Commitment in Forming Performance in Secretariat Employees DPRD Surakarta

2018 ◽  
Vol 3 (1) ◽  
pp. 1
Author(s):  
Yuneth Tahapary ◽  
Marjam Desma Rahadhini ◽  
Suprayitno Suprayitno
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Human Resources ◽  
Employee Performance ◽  
Psychological State ◽  
Organizational Goals ◽  
Relationship Of ◽  
The Relationship ◽  
Rules Set

Abstract : Human resource management is one of the functions of the organization, and when the function is running well, the organization is expected to strive for employees to provide optimal performance in accordance with the expected. Factors that may affect employee performance are transformational leadership, organizational culture and organizational commitment. Transformational leadership is a state in which employees feel trust, admiration, loyalty, and respect for their leaders. Organizational culture is the norm, belief, attitude and philosophy that embraced someone in achieving organizational goals. Organizational commitment is a psychological state that characterizes the relationship of employees with the organization and that affects employees will remain in the organization or not. The object of this research is Secretariat Staff of DPRD Surakarta. Based on presurvey in Secretariat DPRD Surakarta has a phenomenon of human resources problems, namely: the leader can not be a good example for employees, there are leaders who often come late, not obey the rules set. Employees have difficulty completing tasks on time, so the job becomes ineffective. Employees are also less confident about the organization, because of the lack of rewards for employees who have good performance.Abstraksi : Manajemen sumber daya manusia adalah salah satu fungsi organisasi, dan ketika fungsinya berjalan dengan baik, organisasi diharapkan berusaha agar karyawan dapat memberikan kinerja yang optimal sesuai dengan yang diharapkan. Faktor-faktor yang dapat mempengaruhi kinerja karyawan adalah kepemimpinan transformasional, budaya organisasi dan komitmen organisasi. Kepemimpinan transformasional adalah keadaan di mana karyawan merasa percaya, mengagumi, kesetiaan, dan menghormati pemimpin mereka. Budaya organisasi adalah norma, keyakinan, sikap dan filosofi yang merangkul seseorang dalam mencapai tujuan organisasi. Komitmen organisasi adalah keadaan psikologis yang mencirikan hubungan karyawan dan organisasi yang mempengaruhi karyawan akan tetap berada di organisasi atau tidak. Objek penelitian ini adalah Staf Sekretariat DPRD Surakarta. Berdasarkan presurvey di Sekretariat DPRD Kota Surakarta, ada sejumlah masalah sumber daya manusia, yaitu: pemimpin yang tidak memiliki contoh yang baik untuk karyawan, ada pemimpin yang sering datang terlambat, tidak mematuhi aturan yang ditetapkan. Karyawan mengalami kesulitan menyelesaikan tugas tepat waktu, sehingga pekerjaan menjadi tidak efektif. Karyawan juga kurang yakin tentang organisasi, karena kurangnya penghargaan untuk karyawan yang memiliki kinerja yang baik.

scholarly journals Is it happy to work with leaders viewing their work as a calling?

2018 ◽  
Vol 31 (2) ◽  
pp. 353-385 ◽  
Author(s):  
Jiyoung Park ◽  
Young Woo Sohn
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Self Efficacy ◽  
Positive Relationship ◽  
Mediating Effect ◽  
Job Crafting ◽  
Future Research ◽  
Working Adults ◽  
The Relationship

Although scholars have paid increasing attention to people with callings, relationships between leader's calling and follower's job attitudes have been understudied. The purpose of this study was to investigate the relationship between leader calling and follower job satisfaction, and mediators and a moderator on the relationship. We hypothesized that leader calling would be positively related to follower job satisfaction via follower's perceived transformational leadership and occupational self-efficacy and that the two mediators would be positively related. As a boundary condition, we tested a moderating role of job crafting on the positive relationship between leader calling and follower occupational self-efficacy. To examine the hypotheses, we conducted two survey studies using a sample of 242 Korean working adults (Study 1)　and a sample of 221 American working adults in diverse industries (Study 2). We found a positive relationship between leader calling and follower job satisfaction (Study 1) and a significant mediating effect of transformational leadership on the relationship (Studies 1, 2). In both studies, follower occupational self-efficacy mediated the link between transformational leadership and follower job satisfaction rather than directly mediating the relationship between leader calling and follower job satisfaction. Also, when followers were highly involved in job crafting (Study 1) and cognitive crafting (Study 2), their occupational self-efficacy did not vary depending on the level of leader calling. Interestingly, the relationship between leader calling and follower occupational self-efficacy was negative when followers showed low levels of job crafting and cognitive crafting. We discuss the implications of these results, study limitations, and practical suggestions for future research.

Cheating, culture and incentives: who deserves a bonus?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
William D. Oberman ◽  
Shelley Morrisette ◽  
Irma Hunt ◽  
Yancy Edwards
Keyword(s):  
Organizational Culture ◽  
General Population ◽  
Organizational Justice ◽  
Publishing Industry ◽  
Business Organizations ◽  
Content Type ◽  
Practitioner Survey ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this research is to examine the relationship of perceptions of organizational justice on the ranking of candidates for incentive bonuses and the impact of organizational culture on these perceptions.Design/methodology/approachA questionnaire was developed which asked respondents to rank a set of seven candidates for a sales bonus based on deservingness for the bonus. Descriptions of the candidates included information not only on whether they achieved a pre-established metric for the bonus, but on how they achieved (or failed to achieve) the metric. Hypotheses related compliance with norms of organizational justice, both by candidates and the organization, to candidate rank. The survey was administered to a sample of 204 employees of business organizations at all levels obtained through a survey research firm, as well as a sample of 52 employees of organizations in the Christian publishing industry. Nonparametric statistics were used to analyze the results. A comparison was made between the respondents sourced through the research firm, seen as representing the general population and those from the Christian-oriented group.FindingsHypotheses that respondents will seek to punish violators of justice norms, reward compliers and compensate victims of organizational unfairness were generally supported. More interesting were differences between the groups of respondents from the general population and the group representing Christian-based firms.Originality/valueThis article reveals the impact of organizational culture on the acceptance of incentive systems. The research employed a practitioner survey, rather than more common experimental approach.

Language Fluency, Socialization and Inter-Unit Relationships in Chinese and Finnish Subsidiaries

2007 ◽  
Vol 3 (1) ◽  
pp. 105-128 ◽  
Author(s):  
Wilhelm Barner-Rasmussen ◽  
Ingmar Björkman
Keyword(s):  
Multinational Corporations ◽  
Significant Relationship ◽  
Positive Relationship ◽  
Interaction Effects ◽  
Shared Vision ◽  
Future Research ◽  
Language Fluency ◽  
Relationship Of ◽  
The Relationship

High levels of trust and shared vision contribute to collaborative behaviour among units belonging to the same corporation. We examined the relationship of language fluency and socialization mechanisms to inter-unit shared vision and trustworthiness, using a sample of 310 inter-unit relationships involving subsidiaries of multinational corporations located in China and Finland. Results show that language fluency related significantly to shared vision and perceived trustworthiness in both the Chinese and Finnish subsidiaries. We also found socialization mechanisms to have a positive relationship to shared vision in the Chinese but not the Finnish sample, and no significant relationship to perceived trustworthiness in either sample. The interaction effects of language fluency and socialization mechanisms produced different results in the Chinese and Finnish samples. The study confirmed the importance of language fluency for inter-unit relationships and offered several suggestions for future research.

Relationship of Love, Affect and Wellbeing

2014 ◽  
Vol 2 (1) ◽  
Author(s):  
Dr. Thiyam Kiran Singh ◽  
Aastha Dhingra
Keyword(s):  
Positive Affect ◽  
Positive Emotions ◽  
Positive Relationship ◽  
Interpersonal Relationship ◽  
Significant Positive Relationship ◽  
Young Females ◽  
Close Friendship ◽  
Major Facilitator ◽  
Relationship Of ◽  
The Relationship

Love is more than a close friendship. It acts as a major facilitator of interpersonal relationship. Love is positive in nature and leaves a positive affect on every individual. An individual in love not only feels positive but spreads positivity around. They smile, be kind to other people, behave compassionately with everyone. If the person is happy then he is likely to be psychologically and emotionally healthy. The current study aimed at understanding the relationship between love, affect and wellbeing among young females aged between 20-25 years. The study reported a significant positive relationship between love and positive affect with the significant correlation of 0.29 at 0.05 levels (p<0.05). It was also found a significant positive relationship between love and wellbeing with the significant correlation of 0.58 at 0.01 level (p<0.01). This means that people in love experience positive emotions and healthy wellbeing. The correlation between love and negative affect came out to be insignificant. The correlation turned out to be -0.13. This means that people in love do not experience negative emotions.

scholarly journals Meaningful Work, Job Resources, and Employee Engagement

2021 ◽  
Vol 13 (7) ◽  
pp. 4045
Author(s):  
Simon L. Albrecht ◽  
Camille R. Green ◽  
Andrew Marty
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Meaningful Work ◽  
Organizational Outcomes ◽  
Job Resources ◽  
Psychological State ◽  
Future Research ◽  
Theoretical Frameworks ◽  
Positive Direct ◽  
The Relationship

Meaningful work and employee engagement have been the subject of increasing interest in organizational research and practice over recent years. Both constructs have been shown to influence important organizational outcomes, such as job satisfaction, wellbeing, and performance. Only a limited amount of empirical research has focused on understanding the relationship within existing theoretical frameworks. For this study, meaningful work is proposed as a critical psychological state within the job demands-resources (JD-R) model that can therefore, in part, explain the relationship between job resources and employee engagement. Survey data collected from 1415 employees working in a range of organizations, across a number of industries, were analyzed with confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of expectations, job variety, development opportunities, and autonomy, each had a significant and positive direct association with meaningful work. These job resources also had a significant and positive indirect effect on employee engagement via meaningful work. Although job variety, development opportunities, autonomy, and feedback had significant positive direct associations with engagement, contrary to expectations, supervisor support had a negative association with engagement. The final model explained a sizable proportion of variance in both meaningful work (49%) and employee engagement (65%). Relative weights analyses showed that job variety was the strongest job resource predictor of meaningful work, and that meaningful work was more strongly associated with employee engagement than the job resources. Overall, the results show that meaningful work plays an important role in enhancing employee engagement and that providing employees with skill and task variety is important to achieving that goal. Practical implications, study limitations, and future research opportunities are discussed.

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