scholarly journals Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

2022 ◽  
Vol 12 (1) ◽  
pp. 1-20 ◽  
Author(s):  
Amna Rasool Jamali ◽  
Arabella Bhutto ◽  
Mahvish Khaskhely ◽  
Waqar Sethar
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Leadership Style ◽  
Negative Impact ◽  
Positive Impact ◽  
Full Range ◽  
Quantitative Methodology ◽  
Faculty Performance ◽  
Laissez Faire

There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.

Do school leaders in the Emirate of Abu Dhabi predominantly practice a transformational, transactional, or laissez-faire style of leadership?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali Aldhaheri
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Private Schools ◽  
School Leaders ◽  
Full Range ◽  
Abu Dhabi ◽  
Public And Private ◽  
Content Type ◽  
Laissez Faire

Purpose The purpose of this study is to understand the predominant leadership style of school leaders in Abu Dhabi. The leadership style deployed by a school leader affects the performance of the school and its pupils. Methods for identifying the leadership style of school leaders in the UAE have varied, and it is difficult to conclude what the predominant leadership style is. Some studies have sought only to identify a specific leadership style, whilst others have focussed on a particular school type. Changes and improvements cannot be made without an understanding of the baseline leadership style. Design/methodology/approach The 36-item multifactor leadership questionnaire (MLQ)5x questionnaire (Bass and Avolio, 2004) is used to quantitatively understand the full range of school leaders’ leadership styles, with 167 respondents from across both public and private schools. Findings School leaders predominantly exhibited transformational leadership, practising transactional leadership less frequently and rarely using laissez-faire leadership. This is a positive finding for schools in the UAE; transformational leadership has been shown to result in improved subordinate and organisational performance. Differences between school leaders in public and private schools were tested and are discussed. Dimension reduction techniques were used to assess the structure of the 36-item MLQ5x but did not provide results that met minimum requirements for acceptability. Possible reasons for this are discussed. Originality/value To the best of the author’s knowledge, this paper is the first to fully explore and baseline an understanding of the predominant leadership style amongst school leaders in the UAE, identifying the full range of leadership styles – transformation, transactional and laissez-faire – in both public and private schools.

Transactional and transformational leadership: a study of Indonesian managers

2019 ◽  
Vol 43 (6) ◽  
pp. 645-667
Author(s):  
Somchanok Passakonjaras ◽  
Yanki Hartijasti
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Ethnic Differences ◽  
Full Range ◽  
Leadership Theory ◽  
Content Type ◽  
Theoretical Contribution ◽  
Full Range Leadership ◽  
Laissez Faire

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodology/approach Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions. Findings Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership. Research limitations/implications Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research. Practical implications The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates. Originality/value One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

scholarly journals Opening the “Black Box” of University Entrepreneurial Intention in the Era of the COVID-19 Pandemic

2021 ◽  
Vol 10 (5) ◽  
pp. 181
Author(s):  
Sofia Gomes ◽  
Marlene Sousa ◽  
Tânia Santos ◽  
José Oliveira ◽  
Márcio Oliveira ◽  
...  
Keyword(s):  
Higher Education ◽  
Negative Impact ◽  
Positive Impact ◽  
Behavioral Control ◽  
Entrepreneurial Intention ◽  
Entrepreneurial Intentions ◽  
Perceived Behavioral Control ◽  
Quantitative Methodology ◽  
Education Students ◽  
Relationship Of

This research aims to study the determinants of entrepreneurial intention in academia and compare the outcomes from two different moments, before and during the COVID-19 pandemic. For this purpose, a quantitative methodology was used, whereby a questionnaire was given to higher education students in these two chronological moments. From the obtained results, it was possible to ascertain that, given the motivational dimension, the attitude towards behavior and perceived behavioral control are having a positive impact on entrepreneurial intentions during the pandemic and that subjective norms have a negative impact on entrepreneurial intentions. This relationship of influences is unchanged, either before or during the pandemic. Regarding the environmental dimension, both of the variables under analysis are having a negative impact on entrepreneurial intention during the pandemic period, which corresponds to an aggravation or loss of positive influences when compared to the context before the pandemic, and the next assessment had a positive impact on entrepreneurial intentions. On the theoretical contributions, the findings are very important, as they strengthen the literature on entrepreneurial intentions, and in specific contexts of social and economic instability. As for practical contributions, this research suggests actions to agents with an important intervention role in the community, one of these agents is Higher Education Institutions, which play a determining role by creating a positive environment to support their students’ entrepreneurial intent. This research is original, as far as we are informed, and it is the first to study entrepreneurial intention in academia during the COVID-19 pandemic in the Portuguese context. Moreover, we suggest that the obtained results should be succeeded by further studies to confirm the evolutionary trends now identified on the subject under analysis.

scholarly journals Organizational culture influenced by leadership styles: the case of private businesses in Kosovo

2020 ◽  
Vol 18 (3) ◽  
pp. 306-314
Author(s):  
Alma Shehu Lokaj ◽  
Thelleza Latifi Sadrija
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Leadership Styles ◽  
Empirical Evidence ◽  
Leadership Style ◽  
Mutual Influence ◽  
Private Organizations ◽  
Measuring Mechanism ◽  
Laissez Faire ◽  
The Impact

The characteristics and importance of leadership styles to organizational change are of particular importance for the development of organizational culture. This study aims to test leadership styles and the impact of the correlation between leadership style and organizational culture on the level of employees’ readiness across a range of leadership outcome measures. This study provides empirical evidence for the impact of leadership styles on organizational culture and vice versa. A questionnaire was distributed to 450 employees in private organizations in Kosovo. The obtained results show that organizational culture was a significant predictor for both transactional and laissez-faire leadership styles. Based on the dimensions of organizational culture concerning Kosovar leadership styles (transformational, transactional, laissez-faire), their mutual influence dominates more on one variable and less on any other variable as a measuring mechanism for outputs and their interpretation. The study will help the organizations’ leadership understand that their leading style influences the organizational culture and, as such, the employees’ performance. In Kosovo, the concept of organizational culture concerning Kosovar leadership has not been properly developed, and measures should be taken by private businesses to settle this issue.

scholarly journals Influential Role of Culture on Leadership Effectiveness and Organizational Performance

2011 ◽  
Vol 3 (2) ◽  
pp. 127-132 ◽  
Author(s):  
Syed Kamran Ali ◽  
Adeel Razaq . ◽  
Muhammad Yameen . ◽  
Suleman Sabir . ◽  
Muhammad Asif Khan .
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Leadership Style ◽  
Leadership Effectiveness ◽  
Negative Impact ◽  
Positive Impact ◽  
Leadership Behavior ◽  
Research Paper ◽  
Two Dimensions

The purpose of this research paper is to examine the influential role of culture on leadership effectiveness and organizational performance in Pakistan. Culture is discussed with its two dimensions, national and organizational culture. In this competitive and globalized arena, culture plays a significane role in the organizational performance and leadership effectiveness. It was also found that supportive leadership style is frequent in most of the orgnaizations in Pakistan. Participative leadership style has also a positive impact on organizational performane and leadership effectiveness but to some extent, but instrumental leadership style has a negative impact. This research paper is exploratory in nature which explains the importance of leadership styles and its impact on decision making which influence the overall performance of the organization. Our study is limited regarding the national culture and organizational culture as a mediating role. Practically there is some diversity among cultures of the Pakistani organizations which leades to the diversity in the leadership behavior.

scholarly journals Impact of Authoritative and Laissez-Faire Leadership on Thriving at Work: The Moderating Role of Conscientiousness

2021 ◽  
Vol 11 (3) ◽  
pp. 667-685
Author(s):  
Zulfiqar Ahmed Iqbal ◽  
Ghulam Abid ◽  
Muhammad Arshad ◽  
Fouzia Ashfaq ◽  
Muhammad Ahsan Athar ◽  
...  
Keyword(s):  
Leadership Style ◽  
Positive Impact ◽  
Work Relationship ◽  
Laissez Faire ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role ◽  
Thriving At Work

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.

scholarly journals Analisis Budaya Organisasi dan Gaya Kepemimpinan dalam Komunitas Wadah Pemimpin

Koneksi ◽  
2021 ◽  
Vol 5 (1) ◽  
pp. 106
Author(s):  
Phoebe Kristianti ◽  
Riris Loisa
Keyword(s):  
Organizational Culture ◽  
Work Environment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Communication Theory ◽  
Visionary Leadership ◽  
Family Impact ◽  
Ethnographic Approach ◽  
Community Forum ◽  
A Company

In the continuity of a company, there is a pattern of behavior that is carried out continuously by its members. Then formed a culture that is characteristic of the company. Each leader also has his own leadership style in operating the company. With a good organizational culture and leadership style, it can form a comfortable work environment and can support the success of the company. The formulation of the problem that will be examined is how is the organizational culture and leadership style in the Leader Forum Community? The method used in this research is a qualitative ethnographic approach, studied with organizational communication theory, organizational culture, and leadership style. The purpose of this research is to describe and find out the organizational culture and leadership style in the Community of Leaders Forum. The object to be studied is the organizational culture and leadership styles used in the Leader Community Forum. Based on the results of research related to organizational culture and leadership styles in the Community of Wadah Leaders, it can be concluded that the value of Family Impact Teamwork continues to be emphasized to members as a reference for acting in the community. And leaders apply a combination of charismatic, transactional, transformational, and visionary leadership styles in Komunitas Wadah Pemimpin.Dalam keberlangsungan suatu perusahaan terdapat pola perilaku yang dilakukan secara terus menerus oleh anggotanya. Kemudian terbentuk sebuah budaya yang menjadi ciri khas dalam perusahaan tersebut. Setiap pemimpin juga memiliki gaya kepemimpinan tersendiri dalam mengoperasikan perusahaan. Dengan adanya budaya organisasi dan gaya kepemimpinan yang baik dapat membentuk lingkungan kerja yang nyaman serta dapat medukung keberhasilan perusahaan. Rumusan masalah yang ditelaah dalam penelitian ini adalah bagaimana budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin? Metode yang digunakan dalam penelitian ini adalah metode etnografi dengan pendekatan kualitatif. Penelitian ini dikaji dengan teori komunikasi organisasi, budaya organisasi, serta gaya kepemimpinan. Tujuan dari penelitian ini yaitu untuk menggambarkan dan mengetahui budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin. Objek yang diteliti adalah budaya organisasi serta gaya kepemimpinan yang digunakan dalam Komunitas Wadah Pemimpin. Penelitian ini menyimpulkan bahwa nilai Family Impact Teamwork terus ditekankan kepada anggota sebagai acuan untuk bertindak dalam komunitas. Pemimpin menerapkan kombinasi dari gaya kepemimpinan kharismatik, transaksional, transformasional, dan visioner dalam Komunitas Wadah Pemimpin.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

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.

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