scholarly journals Impact of Leadership Styles on Organizational Performance

2021 ◽  
pp. 1-10
Author(s):  
Ebrahim Hasan Al Khajeh
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Organizational Goals ◽  
Organization Leadership ◽  
The Impact

Leadership is one of the key determinants associated with the success and failure of any organization. Leadership style is the manner in which people are directed and motivated by a leader to achieve organizational goals. This study examines the impact of leadership styles on the organizational performance.

scholarly journals The Impact of Leadership on Organizational Performance

2019 ◽  
Vol 8 (3) ◽  
pp. 7573-7576
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Survey Research ◽  
Leadership Style ◽  
Organizational Leadership ◽  
Academic Staff ◽  
Public Organizations ◽  
The Impact ◽  
Goals And Objectives

Organizations are established with certain specific aims and goals which are directly reflected in the vision and mission of the organizations. Public organizations are also established with specified goals and objectives to be attained. This study investigates the effect of organizational leadership on the organizations level of performance. For the purpose of this study, a survey research was employed and data was generated primarily through the use of questionnaire, focus was given to academic staff of the Nigeria’s University and the leadership of the various faculties and departments. Data generated was tested using correlation and the result reveals that to a large extent the leadership style employed has affected timely achievement of stated goals by academic staff. Also it was revealed that the leadership of the organization does not promote academic staff exceeding their stated goals. It was recommended that; appropriate leadership style should be adopted by the leaders of the various faculties and departments so that the workers will be able to guarantee timely result delivery also the leadership styles by the faculty and departmental heads should be reviewed to enhance staff ability to exceed their set targets.

scholarly journals Implementing Sustainable Human Resources Practices: Leadership Style Matters

2020 ◽  
Vol 12 (5) ◽  
pp. 1794 ◽  
Author(s):  
Jaewan Yang ◽  
Joon Yeol Lew
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
High Performance ◽  
Team Effectiveness ◽  
Organizational Innovation ◽  
Mainland China ◽  
Strategic Human Resource Management ◽  
Organizational Goals ◽  
Frontline Managers

Findings of a positive relationship between high-performance work systems (HPWSs) and organizational performance indicate that an investment in a set of well-configured HR practices can promote strategic organizational goals. However, recent strategic human resource management (SHRM) research indicates that the positive link between HPWSs and performance might not hold universally across organizations because of poor implementation of the adopted HR systems. Drawing on leadership literature, we address this implementation problem by focusing on the moderating effect of frontline managers’ three leadership styles on the association between HPWSs and employees’ perceived support for innovation. Data collected in mainland China (429 employees on 66 work teams in 14 firms) showed that some leadership styles had significant moderating effects on that association and, subsequently, on team effectiveness. The findings contribute to the SHRM literature by demonstrating the importance of frontline managers’ leadership styles in the effective implementation of HPWSs to promote organizational innovation and team effectiveness.

scholarly journals Inherited organizational performance? The perceptions of generation Y on the influence of leadership styles

2017 ◽  
Vol 38 (8) ◽  
pp. 1078-1094 ◽  
Author(s):  
Alireza Nazarian ◽  
Anabela Soares ◽  
Benjamin Lottermoser
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Content Type ◽  
Young Professionals ◽  
Passive Avoidant ◽  
The Impact ◽  
Transactional And Transformational Leadership

Purpose Leadership has a major impact on organizational performance (Agle et al., 2006; Felfe and Schyns, 2004; Peterson et al., 2003). However, results are still conflicting regarding these effects and research has yet to focus on the expectations and perceived impact from the point of view of young professionals (the future senior employees and managers). Therefore, the purpose of this paper is to investigate how leadership is perceived and how leadership styles influence performance from the perspective of young professionals. Design/methodology/approach A quantitative research strategy was implemented by using a self-completion online questionnaire and the data were analyzed using multivariate statistical analysis to demonstrate the impact of each leadership style on organizational performance. The Multifactor Leadership Questionnaire (Bass and Avolio, 1995) was used to measure leadership styles (passive/avoidant, transactional and transformational leadership) and organizational performance was measured based on the balanced scorecard performance dimensions (financial, learning and growth, customer orientation and organizational effectiveness) (Kaplan and Norton, 2005). Findings The main findings supported the literature suggesting a statistically significant positive impact of both transactional and transformational leadership on organizational performance. Conversely, the relationship between the passive/avoidant leadership style and organizational performance was statistically significant but negative. This suggests that leaders in organizations driven by German culture should reconsider their approaches and practices. Originality/value The present study has focused on the responses from young German professionals who represent future organizational success. Consequently, it is of major importance to know how these groups assess the leadership style of their leaders and how this has an influence on organizational performance.

scholarly journals Leadership as a Life Skill in Strengthening the Culture of Educational Institutions

YMER Digital ◽  
2022 ◽  
Vol 21 (01) ◽  
pp. 126-135
Author(s):  
Ms. Mavra Shuaib ◽  
◽  
Dr. Sushanta Kumar Roul ◽  
Dr. Rashmi Soni ◽  
◽  
...  
Keyword(s):  
Leadership Style ◽  
Organizational Level ◽  
Educational Institutions ◽  
Life Skill ◽  
Organizational Life ◽  
Organizational Goals ◽  
Healthy Relationships ◽  
Organization Leadership ◽  
The Individual ◽  
The Impact

Leadership is regarded as the prime factor for making improvements in educational institutions effectively and also facilitates the achievement of desired goals and objectives and making improvements in the system of education. It is one of the main factors linked with the achievement and failure of any organization. Leadership style is the way in which people are directed and motivated by a leader to attain organizational goals. Life skills are defined as “a group of psychosocial competencies and interpersonal skills that help people make informed decisions, solve problems, think critically and creatively, communicate effectively, build healthy relationships, empathize with others, and cope with and manage their lives in a healthy and productive manner. This study is based on the impact of leadership as a life skill in educational institutions. With the viewpoint of the school, the leadership of the principal is very important. His role and duties will affect all aspects of school organizational life. At the school organizational level, leadership of the principal is the main determinant which act as a link between the individual lives with the outlooks of any organization in the future. This study aims to how leadership as a life skill impacts the performance of educational institutions. This paper is a conceptual based paper which gives theoretical verification to support the idea. The results of the paper suggest that the leadership style is a strong element in enhancing the performance of any institution as it enhances the culture of the organization and the employees’ values in the organization.

scholarly journals Leadership Style, Ethics, and Strategy in Indonesian Navy - Case Study: Leadership of Rear Admiral Agung Prasetiawan, M.AP, (2017-Present) Commander of Kolinlamil

2017 ◽  
Vol 7 (4) ◽  
pp. 121
Author(s):  
Faurna Lusiani Pakpahan ◽  
Hady Efendy
Keyword(s):  
Leadership Style ◽  
Main Task ◽  
Organizational Goals ◽  
Important Thing ◽  
Long Time ◽  
Organization Leadership ◽  
Military Institution ◽  
The Right

In an organization, leadership in an organization exists from a long time ago to the present, and leadership is a very important thing. A leader must use the right style to lead the organization he leads. The leader must also have good ethics in leading the organization and use appropriate strategies, so that organizational goals can be achieved. The purpose of this paper is to find out how much influence of leadership style, ethics and strategy what is used by an organization leader in a military institution that is Navy at Tanjung Priok Command Military Traffic (Kolinlamil) Jakarta, to be able to achieve organizational goals under leadership of Rear Admiral Agung Prasetiawan, M.AP. Kolinlamil is the main command in coaching and operations, which in the field of guidance of Kolinlamil is directly under the head a navy staff (Kasal), while the field of operations is directly under the Commander of the Indonesian Military (TNI). Kolinlamil is a military institution whose main task is to shift military or civilian forces from one area to another based on existing rules and orders.

scholarly journals The Influence of Leadership Style, Competency and Compensation on Employee Performance and Its Impact on Organizational Performance in Kementerian Pertanian

FOCUS ◽  
2020 ◽  
Vol 1 (1) ◽  
pp. 28-42
Author(s):  
Sugito Efendi ◽  
Suwardi Suwardi
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Structural Equation ◽  
Research Method ◽  
Quantitative Methods ◽  
Employee Performance ◽  
Equation Modeling ◽  
Survey Method ◽  
Directorate General ◽  
The Impact

This study aims to analyze the influence of leadership style, competence, compensation on employee performance and the impact on organizational performance on the employees of the Directorate General of Agricultural Infrastructure and Facilities. This study used a survey method by distributing questionnaires to employees of the Directorate General of Agricultural Infrastructure and Facilities. As the respondent. This research method uses quantitative methods with technical analysis of Structural Equation Modeling (SEM) with the AMOS version 22 application. The research sample used in this study were 158 respondents. The results showed that leadership style, competence and compensation directly had a positive and significant effect on employee performance. Leadership style, competence and compensation directly have a positive and significant effect on organizational performance. Leadership style, competence and compensation indirectly have a positive and significant effect on organizational performance through employee performance.

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.

Impact of Asian cultural values upon leadership roles and styles

2020 ◽  
pp. 002085232093598
Author(s):  
Korhan Arun ◽  
Nesli Kahraman Gedik
Keyword(s):  
Leadership Styles ◽  
Cultural Values ◽  
Leadership Style ◽  
Role Theory ◽  
Leadership Roles ◽  
Individual Values ◽  
Western Turkey ◽  
Asian Cultural Values ◽  
The Everyday ◽  
The Impact

In light of an increasingly integrated society, in-depth research is needed to explore how particular perceived values may guide leadership behaviour by measuring the everyday actions of employees. As Asian individual values become collective, there is an increased likelihood that they will be perceived as cultural values that translate into expectations of leadership roles. This article considers the impact of changes in leadership roles from a role theory perspective, based on Asian values leading to changes in leadership styles. The sample is taken from an organised industrial zone which consists of a high immigrant workforce that continues to grow. The research was conducted in western Turkey but has appeared in leading survey results on Asian cultural values. This study found significant symbolic interactionism between values and leadership roles. There were also correlations between roles and leadership styles, since leaders also influence the interpersonal roles of their employees. Among managers involved in decision-making and information processing, an autocratic participative leadership style has emerged. Points for practitioners In every organisation, leaders should be aware of values in their organisations by measuring the everyday actions of employees. To become proficient leaders, they should learn to act in a manner suitable to the roles expected by their subordinates. Furthermore, to be efficient, leaders should adopt what is considered a ‘proper' style through comparison to the indicated roles. In a nutshell, leadership, values and leadership styles are interference acts that affect all processes, from recruitment to strategic management.

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