Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment

Paul Llwellyn Flemming

doi:10.18533/ijbsr.v7i01.1033

Abstract

<p>Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X), and the Organizational Culture Assessment Instrument (OCAI) to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from across sixteen public sector organizations completed the measures on leadership and culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.</p>

Highlights

The relationship between leadership and culture is a topic of ongoing interest (Banerji & Krishnan, 2000; Bass & Avoilo, 2005; Brown, 2007) to social scientist, management consultants, and corporate leadership in public sectors organizations, but the problem is that there is limited empirical evidence (Cameron and Quinn, 2006; Hartog, Jaap, & Koopman, 2011) of the link between the leadership culture phenomena
As depicted in figure 1, this study found organizational effectiveness to be positively correlated with transformational leadership traits, Hierarchy and Clan culture types which are consistent with the research conducted by Yuki (2008), that found transformational leadership to be positively correlated with satisfaction and leader’s effectiveness
This study hypothesized and proved that transformational leadership traits are dependent on organizational culture types

Summary

Introduction

The relationship between leadership and culture is a topic of ongoing interest (Banerji & Krishnan, 2000; Bass & Avoilo, 2005; Brown, 2007) to social scientist, management consultants, and corporate leadership in public sectors organizations, but the problem is that there is limited empirical evidence (Cameron and Quinn, 2006; Hartog, Jaap, & Koopman, 2011) of the link between the leadership culture phenomena. The study concluded that transformational leadership and corporate organizational culture have positive effects on performance. To achieve this objective, a review of the relevant literature pertaining to the study, the methodology and analysis used to evaluate the research will be discussed. The results and findings from the study will be presented and the study will conclude with discussions and implications of the findings to management

Objectives

Results

Conclusion