scholarly journals Head’s Leadership Styles and Effectiveness of School Teams: Exploring the Role of Motivational Mechanisms

2021 ◽  
Vol 9 (1) ◽  
pp. 1-20
Author(s):  
Allah Wasaya Anjum ◽  
Riffat un Nisa Awan ◽  
Muhammad Zulqarnain
Keyword(s):  
Organizational Commitment ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Staff ◽  
Role Performance ◽  
Cross Sectional Survey ◽  
Personal Empowerment ◽  
Motivational Mechanism ◽  
The Relationship

The literature reveals that participative leadership style (PLS) is overwhelmingly advantageous over the contrasting directive leadership style (DLS). Therefore, the key objective of this study was to find out the relative effect of a PL style as compared to a DL style on the  motivational mechanism (organizational commitment and empowerment) and effectiveness (innovation and in-role performance) of school staff teams. However, the mediating role of motivational mechanism in the relationship between school heads’ leadership styles and effectiveness of school staff teams had also been studied. The data were collected through a questionnaire based cross-sectional survey. The data were collected from the 402 teachers working in 80 academic teams. The SEM results revealed that DLS was significantly related to teams’ in-role performance and organizational commitment. While, PLS was significantly related to in-role performance, team’s innovation, organizational commitment and personal empowerment. Teachers’ personal empowerment partially mediated the relationship between heads’ PLS and team innovation. But, organizational commitment fully mediated the relationship between heads’ PLS and teams’ in-role performance. However, organizational commitment partially mediated the relationship between heads’ DLS and teams’ in-role performance. It is suggested that heads might concurrently combine participative and directive leadership behaviors to make their school teams more effective.

scholarly journals Public servants’ perception of leadership style and its impact on organizational commitment

2020 ◽  
Vol 18 (4) ◽  
pp. 319-333
Author(s):  
Bissane Harb ◽  
Boutheina Hachem ◽  
Hassan Hamdan
Keyword(s):  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Online Survey ◽  
Full Range ◽  
Public Servants ◽  
Public Managers ◽  
The Relationship

Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

scholarly journals The Relationship between Leadership Style and Employee Outcomes: The Mediating Role of Organizational Commitment

2019 ◽  
Vol 4 (2) ◽  
pp. 100-106
Author(s):  
Ilzar Daud ◽  
Nur Afifah
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
West Kalimantan ◽  
Mediating Role ◽  
Transformational Leadership Style ◽  
The Relationship

Objective - The objective of this study is to examine the relationship between transformational leadership styles and job performance and the mediating role of organizational commitment in the relationship between transformational leadership style and job performance in State-Owned Banks in West Kalimantan, Indonesia. Methodology/Technique - The data used to evaluate the model was gathered from the State-Owned Banks in West Kalimantan, Indonesia. 200 permanent employees of those State-Owned Banks participated in the survey. The Structural Equation Modelling (SEM), using LISREL software was employed to examine the relationship among the constructs in this study, which are transformational leadership style, organizational commitment, and job performance. Finding - The findings of this study conclude that transformational leadership style significantly affects job performance and organizational commitment, whereas organizational commitment significantly influences job performance. Briefly, organizational commitment mediates the relationship between transformational leadership styles and job performance in State-Owned Banks in West Kalimantan, Indonesia. Novelty - Most of the previous studies were carried out in western countries, raising doubts about generalizations in research results in developing countries such as Indonesia. Therefore, the novelty of this research is carried out in the context of developing countries, especially in State-Owned Banks in West Kalimantan, Indonesia. Type of Paper - Empirical. Keywords: Transformational Leadership Style; Organizational Commitment; Job Performance. JEL Classification: L22, M12, M19.

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.

The relationship between leadership styles and organisational innovation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Alblooshi ◽  
Mohammad Shamsuzzaman ◽  
Salah Haridy
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Journal Articles ◽  
Content Type ◽  
Organisational Innovation ◽  
Indirect Impacts ◽  
Almost All ◽  
The Relationship

PurposeThis study explores the role of leadership in organisational innovation by reviewing several publications that discuss the relationship between various leadership styles and innovation.Design/methodology/approachThe study followed a descriptive research methodology by reviewing 64 journal articles on the relationship between various leadership styles and innovation. The articles were analysed descriptively and then reviewed based on the leadership style it discusses to derive meaningful findings on the relationship between leadership and innovation.FindingsVarious leadership styles had a positive impact on organisational innovation either directly or indirectly, by influencing the organisational climate, employees' and leaders' behaviours or other organisational variables such as learning and knowledge sharing. Some leadership styles had both direct and indirect impacts on organisational innovation.Research limitations/implicationsThis study collected journal articles published in almost all major electronic databases such as Emerald, ScienceDirect, Taylor & Francis and Scopus. However, the review is limited to journal articles in which the title, abstract or author-specified keywords contain the search terms “leadership” and “innovation,” and published between 2000 and 2019. Therefore, this review may miss some relevant research insights mentioned in the literature that discussed innovation or leadership separately not combined.Originality/valueThis study contributes to the existing body of research on leadership and innovation by extensively discussing the role of various leadership styles in determining organisational innovation. The analysis reveals that prior studies had many limitations and focused on specific leadership styles only. The study goes a step further by explaining how the leadership and innovation aspects are related, and classifying various leadership styles according to their impact on organisational innovation being direct, indirect or both.

Leading well pays off: mediating effects and multi-group analysis of strategic performance

2017 ◽  
Vol 55 (2) ◽  
pp. 400-412 ◽  
Author(s):  
Qinglan Chen ◽  
Tor Eriksson ◽  
Luca Giustiniano
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Group Analysis ◽  
Business Environment ◽  
Mediating Effect ◽  
Mediating Effects ◽  
Content Type ◽  
Strategic Performance ◽  
The Relationship

Purpose The purpose of this paper is to reveal the mediating role of leadership style on the relationship between strategy and company performance. Design/methodology/approach The study uses empirical data gathered from top managers in a stratified sample of 476 Danish private businesses. Findings The results show the mediating effects of leadership styles on strategic performance. In particular, both supportive and directive leadership styles partially mediate the effect of the differentiation strategy, while the supportive leadership style displays a stronger mediating effect than the directive one. The multi-group analysis shows the moderating impact of the manager’s tenure, managerial level, strategy clarity, industry and business environment risk. Research limitations/implications The study is limited by its nature and the specificity of the national context in which it was conducted. In this vein, the evidence collected here can be enlarged and complemented by having access to panel data or the generalization of some results to neighboring or other developed countries. Practical implications Several implications of the findings for managerial practices are discussed. Originality/value There are very few discussions of the mediating effect of leadership style between strategy and performance. The paper fills the gap by examining the role of leadership style planning on the relationship between those two variables in Denmark.

scholarly journals Mediating Role of Leadership Style on Organizational Culture and Total Quality Management

2019 ◽  
Vol 7 (1) ◽  
pp. 1467-1517
Author(s):  
Teresita Belarmino
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Total Quality Management ◽  
Leadership Styles ◽  
Leadership Style ◽  
Total Quality ◽  
Tertiary Institutions ◽  
Mediating Role ◽  
The Relationship

Introduction: Scholars consider leadership style as a powerful tool for improving school managers’ commitment on total quality management (TQM), yet few studies have empirically examined the linkages on organizational culture, leadership styles, and TQM in tertiary institutions. This study determined the mediating role of leadership style on organizational culture and TQM. Method: The researcher employed the descriptive correlational design to analyze the level of organizational culture, the extent of leadership style as mediating variable, the extent of TQM in education as perceived by the respondents, and the relationship between those variables among school managers. There were 295 school managers from 13 tertiary institutions in Asia who responded to the study. Result: The results of the study showed that the respondents have very high practices of organizational traits of involvement, adaptability, consistency, and mission with an indirect effect on leadership style. The extent of the respondents’ TQM is high on the following dimensions: a process-systems approach, customer-supplier focus, consistent quality leadership, continuous improvement and self-evaluation .The extent of leadership styles in both transformational and transactional as practiced by managers is high. However, the organizational culture had no direct effect on TQM. Thus, leadership style fully mediates organizational culture and TQM. Further, the school managers are committed to TQM in education regardless of age, civil status, educational attainment, and years of experience. As a contribution to the mediating mechanism, the emerging model showed that transformational and transactional being the components of leadership styles have loadings of .89 and .49, respectively. This means that the respondents’ leadership style practices have corresponding weights of 64.49% of transformational and 35.51% of transactional leadership style to fully mediate on the relationship between organizational culture and TQM. This research therefore, indicates the significance of the mediating role of leadership style on organizational culture and TQM in tertiary institutions. Discussion: The outcome of this study shall be utilized as basis for conducting seminar-workshops and training programs. The study will contribute to future research on other dimensions on OC, LS and moderating variables in relation to TQM.

scholarly journals Leadership Styles and Firms’ Innovation, Mediating Role of Absorptive Capacity: Empirical Evidence from Emerging Economy

2021 ◽  
Author(s):  
Irum Mushtaq ◽  
Muhammad Salman Chughtai ◽  
Faryal Lashari
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Absorptive Capacity ◽  
Positive Influence ◽  
Innovative Performance ◽  
Mediating Role ◽  
Transactional Leadership Style ◽  
Permanent Employees ◽  
The Relationship

This study contends explicitly that leadership styles (transformational and transactional) are positioned as a pylon for firms’ innovation performance. Further, this study contemplates the intermediating inspiration of absorptive capacity (potential and realized) linking leadership styles (transformational and transactional) and firms’ innovation. Data was collected from 301 permanent employees working in Pakistani manufacturing firms (food and tobacco) through the self-administered questionnaires to test the proposed hypothesis of this study. The study's findings demonstrate a positive influence of leadership styles (transformational and transactional) on the firm's innovative performance. Moreover, both absorptive capacity dimensions (potential and realized) mediate the relationship between leadership styles (transformational and transactional) and innovative performance. This study demonstrates that both leadership styles (transformational and transactional)provide phenomenal path routes to augment firms’ innovation. Overall, this study contributed a legitimate illustration of leadership styles strengthening firms’ innovation, specifically transactional leadership style, encouraging results within the developing economy perspective.

scholarly journals Job Stress and Turnover Intention: Understanding the Role of Leadership and Organizational Commitment

2020 ◽  
pp. 1-14
Author(s):  
Dewiana Novitasari
Keyword(s):  
Organizational Commitment ◽  
Job Stress ◽  
Leadership Style ◽  
Automotive Industry ◽  
Turnover Intention ◽  
Random Sampling ◽  
Industrial Revolution ◽  
Simple Random Sampling ◽  
The Relationship

This research aims to measure the effect of leadership style and organizational commitment on turnover intention of the automotive industry in Indonesia mediated by job stress. Data collection was carried out by simple random sampling to 253 population. The returned and valid questionnaire results were 147 samples. Data processing was using SEM method with SmartPLS 3.0 software. The results of this research are leadership style has a negative and significant effect on job stress and turnover intention. Organizational commitment has a negative and significant effect on job stress but does not significantly affect on turnover intention. Job stress has a positive and significant effect on turnover intention. Job stress was not a mediator for the relationship between leadership style, organizational commitment, and turnover intention. This novel research is proposing a model to manage turnover intention among employees of the automotive industry in Indonesia through leadership style and organizational commitment with job stress management as mediation. This research can pave the way to improve teacher readiness in facing industrial revolution 4.0.

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