Abstract
This study explores the organizational effectiveness in both private and public sector organizations in Iraqi Kurdistan and examines whether organizational culture types and leadership styles influence organizational effectiveness. For that reason, a deep literature review was developed on that past studies. By using Competing Values Model (CVM) data were collected and measured. In order to answer the research questions and test hypotheses independently a sample of 272 managers form distinct organizations in both sectors are chosen for this research and correlation coefficient test and regression analysis methods are used to test the relation. Moreover, organizational culture and leadership style were regressed on organizational effectiveness. Thus, the managers’ perception data indicate organizational effectiveness can be predicted by both organizational culture types and leadership style. Therefore, this author can conclude there is a positive relation between variables. The finding also shows that both independent variables can impact organizational effectiveness in public sector, while only leadership style can predict the dependent variable in private sector. At the end, some recommendations were proposed and further research in these areas was strongly advised
Highlights
Managers as leaders can be found everywhere, in all positions, genders and ages, it could be anyone from employees to volunteers and it has no racial or religious bounds, no ethnic or cultural borders (Kouzes and Posner, 2010)
To explore organizational effectiveness in both sectors Competing Values Model (CVM) was used which it was based on nine dimensions and have forty-one items
A cross-sectorial comparison was done to discover whether organizational effectiveness as a dependent variable can be predicted by organizational culture and leadership as independent variables and to understand whether the level of impact in both sectors is the same
Summary
Managers as leaders can be found everywhere, in all positions, genders and ages, it could be anyone from employees to volunteers and it has no racial or religious bounds, no ethnic or cultural borders (Kouzes and Posner, 2010). Kouzes and Posners, (2010) added Leadership is dialogue process not monologue It frequently involves empowering, training; provide instruction and leading others and delegating organizational tasks to employees (Rockall and Gertsch, 2001). (Avolio and Bass, 2004, 2002; Behn, 2010; Blunt, 2010; Drucker, 1955; Gilley, et al, 2010; Huczynski and Buchanan, 2007; Hughes, et al, 2012; Isaksen and Tidd, 2006; Mullins, 2005; Napoli, et al, 2005; Perkins, 2009; Perry, 2010; Quinn and Cameron, 2011, 2006; Van Wart, 2010) all these scholars see leadership as an important factor in brining effectiveness into organizations Because, it is leader who create and share the vision of future and bring change and implemented it effectively. Schein (2010) suggested that leadership and organizational culture are like two side of coin needed in organizations and cannot be explained and understood without another
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