The Influence of Leadership Behaviour on Organizational Culture Among the Academic Deans of State Universities and Colleges (SUCs) in Panay Island, Philippines

This study aimed to determine the influence of leadership behaviour on organizational culture among the academic deans of state universities and colleges (SUCs) in Panay Island, Philippines. The 125 purposively selected academic deans who responded during the conduct of the study were the respondents of this investigation. Two (2) adapted research instruments were utilised to gather data, accompanied by an information sheet. Frequency counts, percentages, means, and standard deviations were used for descriptive analysis, while the Pearson Product Moment Correlation Coefficient and Stepwise Multiple Regression Analysis set at 0.05 alpha level were employed for inferential analysis. The results of the study showed that the respondents possessed very high levels of "pioneering/visionary", "team facilitation", and "encouraging/coaching" leadership behaviours, while also possessing high levels of leadership behaviours in being "strategic", "management/administrative", and "relational/social". The respondents had a very great extent of the practice of organizational culture in all the four organizational culture traits. According to the findings, there were positive, significant correlations between each type of leadership behaviour and organizational culture. Furthermore, "management/administrative" and "encouraging/coaching" leadership behaviours significantly impact organizational culture. In conclusion, academic deans should encourage "management/administrative" and "encouraging/coaching" behaviours in themselves as well as their constituents to strengthen and enhance the extent of the practice of organizational culture in the institution. These appear to be powerful mechanisms for the organization to rapidly adapt to changing institutional demands, remain competitive, and maintain high levels of performance and effectiveness.

Analysis of coach leadership style Pengprov of tarung derajat Aceh

This study aims to knew the coachs leadership style Pengprov Tarung Derajat Aceh and the formation of a coaching leadership style. This research is an evaluation study with a descriptive approach. The research design including (1) determining the method or research design, (2) determining the population and research sample, (3) determining the research instrument, (4) collecting data, and (5) collecting analysis in accordance with the objectives and its nature. The instrument used to measure the coachs leadership style of the Pengprov Tarung Derajat Aceh is an instrument developed by the author with a grid of indicators that is authority, attitude, authoritarian coach style, democratic coach style and free coach style. The sample in this study amounted to 6 coachs people of Pengprov Tarung Derajat Aceh. The research method used is descriptive qualitative method. Data was collected using the Observation Format, Questionnaire and Interview Guidelines. The results of the data analysis showed that the leadership style of the coach of the Pengprov Tarung Derajat Aceh had a good leadership style in training, meaning that the leadership style of the Tarung Derajat Pengprov Aceh trainer used an authoritarian, democratic and free leadership style. Based on the data analysis, the writer concludes that the formation of the coachs leadership style Pengprov Tarung Derajat Aceh based on good regeneration means that the regeneration that has been carried out so far at the Pengprov Tarung Derajat Aceh is going well.

Effects of Employee Well-Being and Self-Efficacy on the Relationship between Coaching Leadership and Knowledge Sharing Intention: A Study of UK and US Employees

Knowledge acquisition practices are important to enterprises, particularly since market competition is intensifying. In recent years, organizations have begun to pay more attention to knowledge sharing practices. Many organizations are looking for methods to motivate their employees to actively share knowledge with other employees. This study uses the conservation of resources theory to examine coaching leadership as an antecedent—and employee well-being as a mediator—in facilitating knowledge sharing intention; it finds that self-efficacy is the boundary condition in these relations. We collected data in two waves and recruited participants online—full-time employees in the UK and US. Using a sample of 322 employees, we conducted a confirmatory factor analysis to test the validity of the results and used hierarchical multiple regression to examine the direct and interaction effects. Then, we used the bootstrapping method to test the indirect and moderated mediation effects. Our results show that coaching leadership is positively related to knowledge sharing intention, and employee well-being mediates the relationship. Moreover, self-efficacy positively moderates the direct and indirect effects. Our findings demonstrate that employee well-being is a mediating mechanism in the relationship between coaching leadership and knowledge sharing intention, with self-efficacy acting as a boundary condition.