Female Transformational Leadership and Teachers’ Commitment: Mediating Effect of Perceived Organisational Politics

Gender has been identified as one of the key factors that influences the degree of transformational leadership practiced by the leaders and has an effect on job outcome. This study investigates the characteristics and level of female principals’ transformational leadership and interrelationship between the leadership with Perceived Organizational Politics (POPs) and teachers’ commitment in Malaysian secondary schools. Further, the mediating effect of POPs on the relationship between transformational leadership and teachers’ organizational commitment are also investigated. In total, 208 teachers from secondary schools in Penang led by female principals were selected as respondents. The results found that the level of transformational leadership practiced by female principals was moderately high. The female principals tended to inspire and motivate teachers but displayed their idealized influence characteristics in leadership less. The results also revealed that the level of POPs and organizational commitment of teachers led by female principals were moderate. In addition, the hierarchical linear regression results indicated that POPs partially mediated the relationship between transformational leadership and teachers’ organizational commitment. This study indicates that teachers’ organizational commitment can be improved by transformational leadership that is practiced by their leaders as well as the POPs at their schools.

Impact of Organisational Politics on Employee Turnover and Employee Performance

The Power is one’s ability to influence other people. Influence is the process of affecting the person mentally or emotionally. When employees in an organization convert their powers into action politics comes into existence. Those with good political skills have the ability to use their bases of power vigorously. Politics concerns to the ways people gain and use power. Thus, organizational politics means the use of energy, strength and influence in organizations. Many researches have been conducted in various sectors to demonstrate the impact of Organizational Politics (OP). The aim of this study was to find the impact of organizational politics on employee turnover & employee performance in case of private sector banks. This study also finds out various factors underlying employee turnover & employee performance. To achieve the object of the study questionnaire survey was used. The results show that there is a significant impact of Organizational Politics on Employee Turnover but there is no significant impact of Organizational Politics on Employee Performance among private bank employees.

Does organisational politics affect leaders’ ability to engage Ghanaian Bankers?

Purpose The purpose of this paper is to investigate the influence of transformational and transactional leadership styles on employees’ work engagement and the moderating effects of perceived organisational politics (POPS) in indigenous Ghanaian Banks. Design/methodology/approach The study uses a cross-sectional survey design and a quantitative approach to gather data from 430 respondents through the use of structured questionnaire. The covariance-based structural equation modelling was used to analyse the data with the aid of statistical package for social sciences and AMOS. Findings The analyses revealed that transformational leaders had a positive influence on employee engagement while transactional leadership did not have a significant influence on employee engagement. POPS also had no influence on employee engagement. Furthermore, POPS failed to moderate the relationship between leadership styles and employee engagement. Practical implications The findings of this study provide important practical implications for managers and policymakers in the banking sector of Ghana in engendering good leadership and political environments that will promote the engagement of employees. Originality/value The variables used in this study and the context, present interesting and fresh insights into the interplay between leadership styles, POPS and employee engagement, thereby contributing to the discourse on the leadership and human resource management literature. Furthermore, this study fills a gap in literature and challenges prior conceptions that negative political climates within the public and private banks is chiefly responsible for the recent troubles some banks have faced in Ghana’s banking sector.

I'll manage myself: the moderator effect of positive framing on the relationship between organisational politics and engagement

PurposeThis study aims to investigate the influence of organisational politics on work engagement and the moderator effect of positive framing on this relationshipDesign/methodology/approachData were collected from 241 public sector employees in Sri Lanka through a structured questionnaire and analysed with partial least square structural equation modelling (PLS_SEM).FindingsThe results indicated that organisational politics negatively influenced employees' work engagement, positive framing positively influenced engagement and weakened the negative relationship between politics and engagement.Practical implicationsThis study suggests that organisation and individuals must take the necessary steps to enhance work engagement. Organisations must be transparent in all activities to avoid employees' negative perception. Also, organisations need to take steps to recruit employees with positive framing or develop this competency through training and development. Individuals also need to take necessary steps to frame the work environment positively to enhance their engagement in work.Originality/valueThis study extends the literature by being the first to examine the positive framing as a moderator in the relationship between politics and engagement. This study found that positive framing as a resource reduced the harmful effect of organisational politics on engagement and suggested positive framing can be considered as a resource in the future investigation of the job demand–resource model.

Organisational Culture and Organisational Citizenship Behaviour: The Dark Side of Organisational Politics

Background and Purpose: Organisational politics can have a substantial negative effect on employees’ performance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations. Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employees in the Jordan banking industry via online surveys. Structural equation modelling (SEM) was employed to test the hypotheses of the study. Results: Analyses showed that organisational culture within the banking industry has an effect on how employees perceive political behaviour. A negative perception of political behaviour by employees, in turn, has a negative influence on employees’ citizenship behaviour. These findings answer previous calls to investigate the destructive effect of organisational politics on employee outcomes. Conclusion: Organisations should pay more attention to the destructive effect of organisational politics and try to minimise such behaviour. Organisational citizenship behaviour, in contrast, benefits organisational performance, and the enhancement of this is recommended through the implementation of more effective policies and strategies.