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.

scholarly journals The Link between Transformational Leadership Traits and Corporate Culture Types: The Prerequisites for Sustainable Performance in Public and Private Sectors Organizations

2017 ◽  
Vol 3 (3) ◽  
pp. 55
Author(s):  
Paul L. Flemming ◽  
Barbara E. Flemming
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
Leadership Traits ◽  
Public And Private ◽  
Positive Effects ◽  
Idealized Influence ◽  
Public Sector Organizations

This study has investigated the link between transformational leadership styles, corporate 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 there by validating the arguments made by scholars and practitioners that organizational performance is more evident in private sector corporations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. 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 corporate 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 study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.

scholarly journals Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment

2017 ◽  
Vol 7 (01) ◽  
pp. 44
Author(s):  
Paul Llwellyn Flemming
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Public Sector ◽  
Assessment Instrument ◽  
Leadership Traits ◽  
Caribbean Diaspora ◽  
Leadership Performance ◽  
Positive Effects ◽  
The Caribbean ◽  
Public Sectors

<p>Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X), and the Organizational Culture Assessment Instrument (OCAI) to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from   across sixteen public sector organizations completed the measures on leadership and 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 indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.</p>

scholarly journals Transformational leadership for organizational change in the Lebanese public sector

2019 ◽  
Vol 17 (2) ◽  
pp. 205-216
Author(s):  
Bissane Harb ◽  
Dina Sidani
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Public Sector ◽  
Successful Implementation ◽  
Leading Change ◽  
The Public ◽  
Idealized Influence ◽  
Public Managers ◽  
And Performance

The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.

scholarly journals The influence of emotional intelligence on employee’s performance: a case from Romania’s public sector

2020 ◽  
Vol 1 (35) ◽  
pp. 40-57
Author(s):  
Oana Matilda SABIE ◽  
Cătălin PÎRVU ◽  
Ștefan Gabriel BURCEA ◽  
Roxana Maria BRIȘCARIU ◽  
Simona Alexandra APOSTOL (VOICU)
Keyword(s):  
Emotional Intelligence ◽  
Public Sector ◽  
Organizational Performance ◽  
Pearson Correlation ◽  
Public Organizations ◽  
Two Dimensions ◽  
Research Approach ◽  
Quantitative Methodology ◽  
Public Sector Organizations ◽  
And Performance

: The research aim was to analyse the relationship between emotional intelligence and performance of public sector employees, but we also looked at correlations between two dimensions of emotional intelligence and two particular dimensions which impact organizational performance. This study was conducted on employees from Romanian public sector organizations and in order to achieve the purpose of the research we developed a quantitative methodology based on questionnaire. All the measures we used in this study were drawn from established previous research and specially adapted and tailored for employees from public sector. The study was conducted through a quantitative methodology, using a conceptual deductive research approach based on conceptual framework in order to test the hypotheses. For the statistical analysis, we used the package SPSS Statistics 22.0, through which we generated descriptive analyses and several parametric tests aimed at achieving the main purpose of our research. The results of our research are relevant for leaders and human resources managers of public sector organizations, but they can also be useful for practitioners and scientific community from around the world. The conclusions of our research demonstrate that emotional intelligence is important for any organization and does have a statistically significant impact on how performance is measured and encouraged in Romanian public organizations. Although the correlation is not the strongest, the 0,321 Pearson Correlation coefficient is enough to warrant public organizations investing in recruiting and retaining emotionally intelligent workforce if they care about performance.

scholarly journals ACHIEVING ORGANIZATIONAL PERFORMANCE THROUGH TRANSFORMATIONAL LEADERSHIP APPROACH: A STUDY OF SELECTED PUBLIC SECTOR ORGANIZATIONS

2021 ◽  
Vol 3 (8) ◽  
pp. 288-302
Author(s):  
Allison Patricia Ukachi ◽  
Anugwu Clara Chika ◽  
Okoli, Ifeanyi Emmanuel Nuel
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Correlation Technique ◽  
Anambra State ◽  
Public Sector Organization ◽  
Public Sector Organizations ◽  
Level Of Significance

The aim of this study was to investigate ways of achieving organizational performance through transformational leadership approach, a study of selected public sector organizations in Anambra State Nigeria. The survey research design was used for this study. The study population was three thousand four hundred and thirty six staff (3436) while the sample size was three hundred and forty five (345) arrived at using Krejcie and Morgan (1970) formula. Bowley’s Population Allocation Formula (1964) was used in arriving at the number of questionnaire allocated to each sampled organization because of the differences in the number of employees. Questionnaire was used for data collection. The reliability of the questionnaire was tested by using Cronbach's alpha to access the internal consistency of the items. The study employed expert judgment approach to access content validity. Pearson’s product moment correlation technique was adopted to analyze the data at 0.05 level of significance. The findings indicate that transformational leadership and organizational performance in the selected public sector organizations had a strong positive and significant correlation. Keywords: Transformational Leadership, Public Sector Organization, Organizational Performance, Social Exchange Theory.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

scholarly journals THE RELATIONSHIP BETWEEN THE USE OF A PERFORMANCE MEASUREMENT SYSTEM, ORGANIZATIONAL FACTORS, ACCOUNTABILITY, AND THE PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS

2016 ◽  
Vol 31 (1) ◽  
pp. 1 ◽  
Author(s):  
Muhammad Ahyaruddin ◽  
Rusdi Akbar
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Positive Association ◽  
Organizational Factors ◽  
Performance Measurement System ◽  
Management Commitment ◽  
Public Sector Organizations ◽  
A Performance

This research studies the accountability and performance of public sector organizations. It provides empirical evidence about the relationship between the use of a performance measurement system and the organizational factors of accountability and organizational performance. We investigate the three roles of a performance measurement system (its operational use, incentive use, and exploratory use), and three organizational factors (contractibility, the legislative mandate, and management commitment). A mixed method approach with squential explanatory design was used to answer the research question. The hyphoteses testing used Structural Equation Modelling-Partial Least Square (SEM-PLS). Our findings were based on survey data from 137 SKPD officers in the local government of Yogyakarta Province, and showed that management commitment had a positive association with accountability and organizational performance. We also found a positive association between the legislative mandate and accountability. However, this research did not find any significant association among the three roles of the performance measurement system with accountability and organizational performance. Based on the institutional theory, our findings show substantial contributions by the institutional isomorphism, which was used in an appropriate manner to explain the context of public sector organizations, especially in the local government of Yogyakarta Province.Keywords: the use of performance measurement system, organizational factors, accountability, mixed method

Guest editorialHappy endings and successful stories in public sector financial management: a lesson drawing perspective

2021 ◽  
Vol 34 (4) ◽  
pp. 393-406
Author(s):  
Sandra Cohen ◽  
Francesca Manes-Rossi ◽  
Isabel Brusca ◽  
Eugenio Caperchione
Keyword(s):  
Public Sector ◽  
Financial Management ◽  
Local Governments ◽  
Financial Statements ◽  
Special Issue ◽  
Content Type ◽  
Public Financial Management ◽  
Political Implications ◽  
Public Sector Organizations ◽  
And Performance

PurposePublic financial management has been characterized by the implementation of several innovations and reforms that embrace different areas and scope. These reforms aim at expenditure rationalization and efficiency enhancement, as well as the improvement of accountability and performance. Despite research having already paid attention to these innovations and reforms, the strengths, weaknesses, opportunities and threats empirically faced by public sector organizations still need to be investigated. This editorial introduces the special issue by emphasizing on the lessons that can be learned from past reform experiences.Design/methodology/approachThe editorial synthesizes some of the findings of the previous literature and evidences the necessity of both successful and unsuccessful stories, presenting a future agenda of research which emphasizes the use of case studies as a suitable method to get insights out of multiple experiences.FindingsThe four articles presented in this special issue, covering the topics of accrual accounting adoption, the use of financial statements by councilors, the use of performance information by politicians and the outsourcing of auditing in local governments, provide an overview of the efforts and challenges faced by public administrations by analyzing the influence of the institutional context, the relevance of political implications and their practical footprint.OriginalityIn this special issue, four successful stories that touch upon multiple facets of public financial management in different country contexts are discussed, and they signal important takeaway messages for further reforms.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

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