Effects of Work Motivation as Variables Intervening Between Autocratic Leadership and Transformational Leadership on Employee Performance in Family Business

Leadership is an important aspect of an organization or company. The purpose of this study was to measure the effect of work motivation as an intervening variable between autocratic leadership and transformational leadership on employee performance in the family business (study at PT. Andalan Medika Sejahtera Abadi). Respondents in this study were 55 people, all of whom were employees of PT. Andalan Medika Sejahtera Abadi, using quantitative methods and path analysis. In this study, it was found that all variables have a significant and positive effect. However, the relationship between autocratic leadership and motivation has a higher value. The results of this study are unique because they use different subjects from previous studies, namely family business companies.

From Utopia to Dystopia: The Demise of the Revolutionary Dream in Futuristic Cuban Cinema

The armed insurrection that brought Fidel Castro to power in 1959 was one of the most influential events of the 20th century. Like the Russian and Mexican revolutions before it, the Cuban revolution set out to bring social justice and prosperity to a country that had suffered the evils of corrupt regimes. A small country thus became the center of world debates about equality, culture, and class struggle, attracting the attention of political leaders not only from Latin America but also from Africa, Asia, and Europe. Its intent to forge a model society has often been described in utopian terms. Writers, artists, and filmmakers turned to utopia as a metaphor to trace the evolution of the arts in the island from the enthusiasm and optimism of the first moments to the dystopian hopelessness and despair of the last decades. Indeed, the Cuban revolution, like so many other social revolutions of the 20th century, became the victim of a whole series of internal and external forces that ended up turning the promised dream into a nightmare tainted by autocratic leadership, repression, and political and economic isolation. Although Cuban literature has extensively addressed these issues since the collapse of the Soviet Union in 1991, it is only recently that we can find similar trends in a cinematic output that portrays Cuba as a utopia gone sour. This article examines recent films such as Alejandro Brugués’ Juan de los Muertos (2011), Tomás Piard’s Los desastres de la Guerra (2012), Eduardo del Llano’s Omega 3 (2014), Rafael Ramírez’s Diario de la niebla (2016), Yimit Ramírez’s Gloria eterna (2017), Alejandro Alonso’s El Proyecto (2017), and Miguel Coyula’s Corazón Azul (2021). These films use futuristic imageries to offer a poignant (and often apocalyptic) depiction of the harsh paradoxes of contemporary life in Cuba while reflecting upon the downfall of utopia.

Leadership Styles and Employees’ Commitment among Government Hospitals in Dodoma City, Tanzania

This study aimed to explore leadership style and employee commitment among government hospitals in Dodoma City using the cross-sectional research design. The sample of 120 out of 889 employees was determined through simple random sampling procedure but only 102 returned the questionnaires. The following leadership styles were found to be existing: status quo, people oriented, democratic, task oriented and autocratic. Affective commitment, continuance commitment and normative commitment existed in the organizations under investigation. There is a significant positive correlation between commitment of employees and two styles of leadership: democratic leadership accounting for 24.1% and autocratic leadership, accounting for 5.6%. There is no significant relationship between employees’ commitment and the following leadership styles: task oriented, people oriented, status oriented and laissez faire. The study recommends that employees need to be appraised for their commitment to the organizations. This can be done through various types of motivation in order to maintain their commitment spirit. The leaders of the organizations should be encouraged to increase the use of democratic and autocratic leadership styles which have accounted for employees’ commitment.

The impact of public managers' leadership styles on results-based planning practices in Vietnam

<p>Over past decade, there has been increased use of results-based management in Vietnam and other countries, but little empirical research exists on results-based planning (RBP) in the planning functions of public organizations. Some experiences suggest that managerial leadership may be among the determinants of success, affecting whether and how RBP is used. This thesis answers the following question: What is the impact of leadership styles by public managers on the practices of RBP? Using empirical observations of current RBP in Vietnamese public organizations and a multiphase mixed method design, this study finds that transformational, transactional, and autocratic leadership styles are often concurrent among public managers (but in varying intensities), and these ‘combined’ leadership styles have a direct, positive, and strong effect on the use and outcomes of RBP practices. This study also finds that leadership effects on RBP are stronger than other organizational factors examined (RBP-related training, bureaucratic culture, funding). Furthermore, among three components of these combined leadership styles, transformational leadership has the greatest contribution to the higher performance of RBP practices. The findings of this research also show the specific leadership behaviors by public managers that are most associated with the increased RBP. This study contributes to the literature by offering empirical evidence of the role of leadership in deploying reforms such as results-based planning in a context of a developing country. It also provides public organizations with knowledge of leadership styles for implementing such reforms.</p>

The impact of public managers' leadership styles on results-based planning practices in Vietnam

<p>Over past decade, there has been increased use of results-based management in Vietnam and other countries, but little empirical research exists on results-based planning (RBP) in the planning functions of public organizations. Some experiences suggest that managerial leadership may be among the determinants of success, affecting whether and how RBP is used. This thesis answers the following question: What is the impact of leadership styles by public managers on the practices of RBP? Using empirical observations of current RBP in Vietnamese public organizations and a multiphase mixed method design, this study finds that transformational, transactional, and autocratic leadership styles are often concurrent among public managers (but in varying intensities), and these ‘combined’ leadership styles have a direct, positive, and strong effect on the use and outcomes of RBP practices. This study also finds that leadership effects on RBP are stronger than other organizational factors examined (RBP-related training, bureaucratic culture, funding). Furthermore, among three components of these combined leadership styles, transformational leadership has the greatest contribution to the higher performance of RBP practices. The findings of this research also show the specific leadership behaviors by public managers that are most associated with the increased RBP. This study contributes to the literature by offering empirical evidence of the role of leadership in deploying reforms such as results-based planning in a context of a developing country. It also provides public organizations with knowledge of leadership styles for implementing such reforms.</p>

Raising Concerns at Work in the Swedish Healthcare and Educational Sectors: Silence and Voice Climates

This article is based on an interview study of workers in Sweden’s healthcare and educational sectors who raise or withhold concerns about conditions at the workplace. Five groups of climates regarding concerns raised internally were found: A high voice climate, a moderate voice climate, a restrained voice climate, a resignation silence climate, and a silence and fear climate. A democratic leadership orientation lays the foundation for a voice climate based on trust and open dialogue. Silence and fear climates are created by an autocratic and retaliative leadership orientation. Also, a laissez-faire leadership can have a silencing effect on the workplace climate. Autocratic leadership and a hierarchical view on communication are silencers both regarding concerns raised internally and externally. If organisations are exposed to competition, loyalty towards the organisations tends to be strengthened in order to protect the brand, thus having a silencing effect on raising concerns externally. As a consequence, teacher practise self-censorship in order to conceal problems at their school, thereby protecting the school’s reputation on the market.

Autocratic, Democratic, Transformational and Charismatic Leadership Styles and Contingency of Different Performance Outcomes in SMEs

We analyze four different leadership styles from multiple dimensions to find out the suitability of these styles for the leaders working in Pakistani small and medium enterprises (SMEs). Theoretically, it is an additional perspective in the debate on effectiveness of different leadership styles in different environments for different purposes. It starts with analyzing contemporary theories of leadership and their derivative styles. Next, it discusses the major aspects of organizational environment coming from the broader culture of a country. Subsequently, it tries to provide a more balanced view in the debate on cause and effect of leadership styles and their effectiveness in specific organizational culture. In the empirical analyses the study analyzes the productivity, acceptance and sustainable success of different leadership styles in the organizations working in Pakistan. The data is collected both from business leaders and their relevant followers. The findings of study explains that outputs when measured in terms quantity shows better results for autocratic leadership style while democratic leadership style give better results when measured in terms of quality. Similarly, willingness of followers to continue and their inspirations beyond the formal organizational structure are higher for charismatic and participative leadership styles.

PENGARUH GAYA KEPEMIMPINAN DAN BUDAYA ORGANISASI TERHADAP KEPUASAN KERJA ANGGOTA KORPS BRIMOB POLRI

This research was conducted to examine the influence of leadership styles that focus on autocratic leadership styles, transactional leadership styles, and organizational culture on job satisfaction of members of the Police Mobile Brigade Corps. The focus of the study in this research is to members of Brimob, considering that the role of Brimob is very important and strategic in supporting the main duties of the Police in the field of maintaining security and order, so that the positive behavior and attitudes of Brimob members in carrying out their duties in the field are strongly influenced by job satisfaction of organizational members. The success of Brimob's main duties is largely determined by the quality of human resources as the most important asset in the organization, so it can be interpreted that all Brimob members need job satisfaction so that they can carry out their duties properly. Keywords:Leadership Style; Transactional; Autocratic; Organizational Culture, Job Satisfaction; Brimob. Abstrak Penelitian ini dilakukan untuk mengkaji pengaruh gaya kepemimpinan yang berfokus kepada gaya kepemimpinan otokratis, gaya kepemimpinan transaksional, dan budaya organisasi terhadap kepuasan kerja anggota Korps Brimob Polri. Fokus kajian dalam peneletian ini kepada anggota Brimob mengingat peran Brimob sangatlah penting dan strategis di dalam mendukung tugas pokok Polri dibidang pemeliharaan keamanan dan ketertiban, sehingga perilaku dan sikap positif anggota Brimob di dalam melaksanakan tugas dilapangan sangat dipengaruhi oleh kepuasan kerja anggota organisasi. Keberhasilan tugas pokok Brimob sangat ditentukan oleh kualitas sumber daya manusia sebagai aset yang paling penting dalam organisasi, sehingga dapat dimaknai bahwa seluruh anggota Brimob membutuhkan kepuasan kerja agar mereka dapat melaksanakan tugasnya dengan baik. Kata kunci: Gaya Kepemimpinan; Transaksional; Otokratis ; Budaya Organisasi, Kepuasan Kerja; Brimob.

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

In this paper, we provide new empirical evidence to the relationships between leadership styles (LS) and organizational performance, introducing gender as moderator variable. Data have been collected in two Congolese towns (Bukavu and Goma); an African post-conflict region dominated by very small family businesses that have not received enough attention. Combining exploratory factor analysis with a multivariate regression we found three main results. First, both leadership and performance are confirmed to be multidimensional. LS comprised participative/democratic leadership, and autocratic/directive leadership, while performance has three dimensions: employee efficiency/productivity, effectiveness, and customer satisfaction/retention. Second, the autocratic leadership is the more adopted both by men and women, with a slight non-significant difference for men. Although democratic leadership is underscored, it appears to be more adopted by women with significant difference. Third, controlling for other variables, only participative/democratic leadership styles have positive impact on SMEs’ performance, while autocratic leadership does not influence it. This implies that, in the growing competition facing SMEs, managers should adopt leadership style that allows their employees to internalize the firm’s objectives and to be committed. Also, our research confirms that women have much to give in managing enterprises, as they appear to be stronger in leadership styles, which have more impact on main dimensions of firms’ performance. Moreover, our results suggest new avenues for deeper research about leadership styles in family-owned enterprises.