Transformational Leadership in Pakistan: An Examination of the Relationship of Transformational Leadership to Organizational Culture and Innovation Propensity

2012 ◽  
pp. 997-1046
Author(s):  
Syed Awais Ahmad Tipu ◽  
James C. Ryan ◽  
Kamel A. Fantazy
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Relationship Of ◽  
The Relationship

scholarly journals Kepemimpinan transformasional, budaya dan komitmen organisasi di kementerian kesehatan

2016 ◽  
Vol 32 (3) ◽  
pp. 105
Author(s):  
Esrika Lamashinta ◽  
Noor Siti Rahmani ◽  
Yayi Suryo Prabandari
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Public Relations ◽  
Civil Servants ◽  
Information Law ◽  
Relationship Of ◽  
The Relationship

Transformational leadership, organizational culture and commitment in the Ministry of HealthPurposeThis study aimed to analyze the relationship of organizational culture on organizational commitment and transformational leadership that would affect performance. MethodsThis study was conducted using a survey including 137 civil servants, from four units which were finance; programs and information; law, organization and public relations; and public and staffing. ResultsThere was a correlation between the variables of transformational leadership and organizational culture and organizational commitment of 26%. Organizational culture variables had the a stronger influence on changes in the value of organizational commitment than transformational leadership. Interviews showed leadership and organizational culture had been influential and running but not all went well mostly because of routine.ConclusionTransformational leadership and organizational culture were inseparable and mutually supportive in influencing the level of commitment of the organization's employees within the organization.

Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity

2012 ◽  
Vol 18 (4) ◽  
pp. 461-480 ◽  
Author(s):  
Syed Awais Ahmad Tipu ◽  
James C Ryan ◽  
Kamel A Fantazy
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Positive Relationship ◽  
Organizational Outcomes ◽  
Education Level ◽  
Future Research ◽  
Business Organizations ◽  
Organizational Tenure ◽  
Relationship Of ◽  
The Relationship

AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.

scholarly journals Transformational Leadership, Organizational Culture and Organizational Commitment in Forming Performance in Secretariat Employees DPRD Surakarta

2018 ◽  
Vol 3 (1) ◽  
pp. 1
Author(s):  
Yuneth Tahapary ◽  
Marjam Desma Rahadhini ◽  
Suprayitno Suprayitno
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Human Resources ◽  
Employee Performance ◽  
Psychological State ◽  
Organizational Goals ◽  
Relationship Of ◽  
The Relationship ◽  
Rules Set

Abstract : Human resource management is one of the functions of the organization, and when the function is running well, the organization is expected to strive for employees to provide optimal performance in accordance with the expected. Factors that may affect employee performance are transformational leadership, organizational culture and organizational commitment. Transformational leadership is a state in which employees feel trust, admiration, loyalty, and respect for their leaders. Organizational culture is the norm, belief, attitude and philosophy that embraced someone in achieving organizational goals. Organizational commitment is a psychological state that characterizes the relationship of employees with the organization and that affects employees will remain in the organization or not. The object of this research is Secretariat Staff of DPRD Surakarta. Based on presurvey in Secretariat DPRD Surakarta has a phenomenon of human resources problems, namely: the leader can not be a good example for employees, there are leaders who often come late, not obey the rules set. Employees have difficulty completing tasks on time, so the job becomes ineffective. Employees are also less confident about the organization, because of the lack of rewards for employees who have good performance.Abstraksi : Manajemen sumber daya manusia adalah salah satu fungsi organisasi, dan ketika fungsinya berjalan dengan baik, organisasi diharapkan berusaha agar karyawan dapat memberikan kinerja yang optimal sesuai dengan yang diharapkan. Faktor-faktor yang dapat mempengaruhi kinerja karyawan adalah kepemimpinan transformasional, budaya organisasi dan komitmen organisasi. Kepemimpinan transformasional adalah keadaan di mana karyawan merasa percaya, mengagumi, kesetiaan, dan menghormati pemimpin mereka. Budaya organisasi adalah norma, keyakinan, sikap dan filosofi yang merangkul seseorang dalam mencapai tujuan organisasi. Komitmen organisasi adalah keadaan psikologis yang mencirikan hubungan karyawan dan organisasi yang mempengaruhi karyawan akan tetap berada di organisasi atau tidak. Objek penelitian ini adalah Staf Sekretariat DPRD Surakarta. Berdasarkan presurvey di Sekretariat DPRD Kota Surakarta, ada sejumlah masalah sumber daya manusia, yaitu: pemimpin yang tidak memiliki contoh yang baik untuk karyawan, ada pemimpin yang sering datang terlambat, tidak mematuhi aturan yang ditetapkan. Karyawan mengalami kesulitan menyelesaikan tugas tepat waktu, sehingga pekerjaan menjadi tidak efektif. Karyawan juga kurang yakin tentang organisasi, karena kurangnya penghargaan untuk karyawan yang memiliki kinerja yang baik.

Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity

2012 ◽  
Vol 18 (4) ◽  
pp. 461-480 ◽  
Author(s):  
Syed Awais Ahmad Tipu ◽  
James C Ryan ◽  
Kamel A Fantazy
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Positive Relationship ◽  
Organizational Outcomes ◽  
Education Level ◽  
Future Research ◽  
Business Organizations ◽  
Organizational Tenure ◽  
Relationship Of ◽  
The Relationship

AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.

scholarly journals PEMBERDAYAAN KARYAWAN DAN KUALITAS PELAYANAN PADA PERUSAHAAN PELAYARAN

2016 ◽  
Vol 3 (3) ◽  
pp. 339
Author(s):  
Muh Kadarisman ◽  
Gatot Cahyo Sudewo ◽  
Yosi Pahala
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Service Quality ◽  
Strategic Management ◽  
Quantitative Approach ◽  
Survey Method ◽  
Independent Variables ◽  
Strong Relation ◽  
Relationship Of ◽  
The Relationship

This research aims to find out the relationship of strategic management, organizational culture and employees’ empowerment with service quality. This research is carried on at PT Sillo Bahari Nusantara using quantitative approach with survey method. The population of this study is the employees at PT Sillo Bahari Nusantara Jakarta 2015. The samples used in this study are 50 respondents which are selected randomly. The data is analyzed using descriptive statistic technic and parametric inferential. Based on data analysis it can be concluded that all the independent variables like strategic management, organizational culture, and employees’ empowerment have a positive and strong relation towards service quality, either partially or simultaneously. Therefore, the service quality can be increased by improving strategic management, organizational culture and employees’ empowerment.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL PADA KINERJA DENGAN KESAMAAN VISI ANTARKARYAWAN SEBAGAI VARIABEL PEMEDIASI

2013 ◽  
Vol 8 (1) ◽  
pp. 49
Author(s):  
Wisnu Prajogo
Keyword(s):  
Transformational Leadership ◽  
Employee Performance ◽  
Positive Influence ◽  
Shared Vision ◽  
Purposive Sampling ◽  
Indirect Influence ◽  
Occupational Characteristics ◽  
Relationship Of ◽  
The Relationship

This research examines the direct and indirect influence of transformational leadership to performance, with employee’s shared vision as the mediating variable. 504 respondents taken from a purposive sampling based on their occupational characteristics participated in this research. The results reveal that transformational leadership has no influence to employee performance, meanwhile transformasional leadership has positive influence to shared vision among employees, and shared vision among employees has positive influence to employee performance. This research also found that shared vision among employees has a full mediation role in the relationship of transformasional leadership and employee performance. Keywords: transformational leadership, shared vision among employees, employee performance

Codes of Ethics, Ethical Behavior, and Organizational Culture from the Managerial Approach

2015 ◽  
Vol 6 (1) ◽  
pp. 42-56
Author(s):  
Marta Villegas ◽  
Michael H. McGivern
Keyword(s):  
Organizational Culture ◽  
Ethical Behavior ◽  
Codes Of Ethics ◽  
Dimensional Approach ◽  
Senior Managers ◽  
Ethical Organizational Culture ◽  
Managerial Perceptions ◽  
The Individual ◽  
Relationship Of ◽  
The Relationship

This qualitative case study explored managerial perceptions regarding codes of ethics, ethical behavior, and the relationship of these concepts to organizational culture in a Colombian bank ZOX (pseudonym), in a South-American environment. The data-collection phase contained a purposive sample of ten ZOX senior managers, by including four one-on-one interviews, a focus-group interview, and company documents. The findings include the facts that codes of ethics are mandatory and they demand that the individual has his/her own values; ethical behavior follows general principles and values as ethical guides of duty regardless of the consequences; and the organizational culture is influenced by the leaders' ethical behavior. The findings also serve to trace and describe empirically and theoretically the components of a multi-dimensional approach of an ethical organizational culture. A suggestion for further research might be the testing of this multi-dimensional approach in other settings and going deeper into the relationship among its components.

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