Leadership Culture Research Articles

Modern Leadership and Work Balance: Academic Supervision of Higher Education Performance

This study aims to determine the impact of transformational leadership, organizational culture, and work-life balance on the performance of lecturers and teaching staff, as regulated by academic supervision. Using an associative approach, the research sampled one hundred lecturers and utilized questionnaires and observations as research instruments. The findings reveal that academic supervision does not moderate the effect of transformational leadership on performance. However, it can moderate the effect of organizational culture on performance, while it does not moderate the effect of work-life balance on performance. This indicates that academic supervision does not entirely attenuate the impacts of transformational leadership, work-life balance, and organizational culture on the performance of lecturers at various tertiary institutions within LLDIKTI III. The implications of these findings are significant for the management and administration of tertiary institutions. Institutions should recognize that while academic supervision is a valuable tool for enhancing performance, its effectiveness is contingent upon the broader organizational context. Tailoring academic supervision practices to align with the specific cultural dynamics of the institution can maximize its positive impact on performance. Moreover, ensuring that lecturers maintain a healthy work-life balance is crucial for sustaining high performance, independent of supervisory practices.

The Influence of Transformational Leadership and Organizational Culture on Employee Performance

Leadership and organizational culture include elements that shape and support individuals in achieving set goals, which in turn affect the overall success of the organization. This study intends to identify the impact of transformational leadership and organizational culture on employee performance. For this study, the sample was 120 staff from three universities and the results were obtained through SPSS (26). The research instrument uses quantitative methods, while data analysis techniques include validity, reliability, classical assumption tests, normality, heteroscedasticity, autocorrelation, multicollinearity, t test and multiple regression. The results showed that with the acceptance of the first hypothesis results, it means that transformational leadership (X1) has an effect on staff performance (Y), indicating that this leadership style has a positive impact on the ability of staff to achieve organizational goals. Acceptance of the second hypothesis shows that organizational culture (X2) significantly affects staff performance (Y) positively. This indicates that the values, norms, and practices contained in the organizational culture have an important role in shaping the performance of the staff.

Leadership culture and implementation of county integrated development plan in Western Counties, Kenya

In Kenya, the County Governments are required by planning and budgeting guidelines (URT, 2011) to have five years strategic plans (CIDP) which all the counties comply. However, its implementation is always not effective. The rationale of this cram was to study the role of organizational culture on implementation of county integrated development plans in devolved governments in western region Kenya. The selection of this subject was discriminatory by the reality that implementation of County Integrated Development Plan in the Counties in Western Region has been an issue for the last ten years. The aim of the study was to establish the effect of leadership culture on implementation of County Integrated Development Plans in devolved units of Western Region. The research used descriptive study design to gather information on the role of leadership culture on implementation of CIDP and was guided by balanced scorecard theory. A sample size of 364 and questionnaires was used in data collection. The research instrument was constructed based on the constructs identified in the conceptual framework. Both descriptive and inferential statistics were used to analyze the data. Data analysis was done using multi hierarchical regression model. Mean and standard deviation was also calculated and the results presented in form of tables. The findings of the study showed that leadership culture had a significant impact on CIDP implementation where the correlation coefficient (R) of 0.492 established a fair linear correlation linking leadership culture and CIDP Implementation among the devolved units of Western Region Counties. Leadership culture explained 24.2% of the variance in CIDP implementation in devolved units of Western Region as signified by R- square of 0.242. The significance value was 0.000<0.05. This showed that the model was statistically significant in predicting the influence of leadership culture on implementation of CIDP among the devolved units of Western Region. County Governments ought to look into their leadership culture as it positively influences the implementation of CIDP. Leadership culture comprises of vision and values, communication, empowerment and trust, decision-making, accountability and performance and development and learning. Additionally, granting a decision-making authority, access to information, collaboration and participation, skill development and training, recognition and rewards and supportive leadership contributes to enhanced CIDP implementation in County Governments across the Country.

Interrelations of managing position with person-environment fit of gender-role orientation, and burnout

BackgroundIn previous studies a moderator effect of management position could be found between Person-environment fit of masculinity, and burnout. Present study goals are to analyze previous fundings of the importance of the individual gender-role in relation to the work environment in more detail.MethodsIn this cross sectional explanative study, an online survey took place using Gender Role Orientation Scale (GTS +) by Altstötter-Gleich and DearEmployee-Survey by Wiedemann et al. The sample consists of 891 participants–516 female (58%), 373 male (42%), among those 277 executives (32%) and 594 participants without managerial responsibility (68%), age 17–70 years (M = 29.86; S = 7.67). Four groups were divided according to P-E fit in femininity and P-E fit in masculinity, this enabled a more precise distinction between the participants. The proportions of executives were determined, and compared in each group by a χ2\\documentclass[12pt]{minimal} \\usepackage{amsmath} \\usepackage{wasysym} \\usepackage{amsfonts} \\usepackage{amssymb} \\usepackage{amsbsy} \\usepackage{mathrsfs} \\usepackage{upgreek} \\setlength{\\oddsidemargin}{-69pt} \\begin{document}$${\\chi }^{2}$$\\end{document} -Test Hierarchical linear regression models predicting burnout and proving moderator effects of managerial position were calculated for each group.ResultsThe proportions of executives were the highest in the two groups with participants, who had a higher individual masculinity compared to their work environment. A moderator effect of managerial position between P-E fit in masculinity and burnout was found in group “Indifferent” (participants with lower feminity and masculinity compared with work environment). With a worse P-E fit in masculinity burnout values rise for individuals with no managerial position. On the other hand, among leaders burnout values decrease a worse P-E fit in masculinity.ConclusionsPeople with a high individual masculinity compared to work environment tend more to be selected as managers, regardless of the individual characteristics of femininity, which may generally lead to a highly masculine and less feminine leadership and corporate culture. This culture could increase burnout risk for people with low individual masculinity and high feminity scores compared to work environment as well as for persons with low individual masculinity and feminity compared to work environment, especially if they are not in a managerial position.

The Influence of Leadership and Work Culture through Work Motivation on Employee Performance

The performance of employees at the Tabanan Regency Planning, Research and Development Agency has a big role in achieving organizational goals, therefore improving employee performance is very important to do. There are many factors that can affect employee performance, namely leadership, work culture and work motivation. The aims of this study were to determine (1) the direct effect of leadership and work culture on work motivation, (2) the direct effect of leadership, work culture and work motivation on employee performance and (3) the indirect effect of leadership and culture through work motivation on performance employee. The data in this study were collected using a questionnaire method which was distributed to respondents, namely as many as 55 employees at the Planning, Research and Development Agency of Tabanan Regency. The data analysis technique used to achieve the objectives of this study is path analysis which examines the direct and indirect effects between variables. The results showed that (1) leadership and work culture have a direct significant effect on work motivation, (2) leadership, work culture and work motivation have a direct significant effect on employee performance and (3) leadership and work culture have a significant influence indirectly through work motivation on employee performance.

Leadership and safety culture in drilling operations: strategies for zero incidents

This paper offers an overview of key strategies, emerging trends, and collective efforts required to attain zero incidents in drilling operations. The journey towards zero incidents begins with the establishment of clear safety objectives and expectations, fostering a culture of accountability and continuous improvement, implementing effective training and communication programs, harnessing technology for risk assessment and incident prevention, and promoting employee engagement and involvement in safety initiatives. These strategies serve as pillars for building a robust safety framework that safeguards the well-being of individuals involved in drilling operations. Emerging trends in leadership and safety culture reflect a shift towards transformational leadership, psychological safety, data-driven decision-making, technology integration, and continuous learning and development. These trends underscore the importance of proactive risk management, employee empowerment, and technological innovation in driving safety excellence and achieving zero incidents. A call to action is essential for fostering an industry-wide commitment to safety culture in drilling operations. It requires collaboration and collective effort from all stakeholders, including companies, regulators, industry associations, and employees. By prioritizing safety as a core value and business imperative, investing in leadership development, safety training, technology integration, and continuous improvement initiatives, organizations can create safer work environments and drive towards zero harm. The vision for a future with zero harm in drilling operations is one where every individual returns home safely at the end of each day, incidents are minimized, and safety excellence is celebrated. Achieving zero incidents requires a collective commitment from all stakeholders, from organizational leaders to frontline workers, from regulators to industry associations. Through collaboration, innovation, and unwavering dedication to safety, we can turn the vision of zero harm into a reality in drilling operations. Keywords: Drilling, Safety Leadership, Zero Incidents, Safety Culture, Continuous Improvement, Stakeholder Engagement.

Systemic failures in New Zealand's child-welfare and Family Court proceedings underlie and perpetuate child offending

Early childhood offending onset (before age 14 years) is associated with increased risk of lifecourse offending and poor life outcomes. The vast majority of children who offend in Aotearoa New Zealand (N.Z.) have had involvement with the child-welfare system prior to offending. Why does this engagement with statutory systems not prevent the trajectory into offending, nor its persistence into the youth-justice system (aged 14–18)? This study interviewed 33 key stakeholders (including family members, lawyers, police officers, social workers, psychologists, school and cultural leaders) on the systemic issues they had experienced with children who had offended and their families. Interviews were transcribed and analysed by the authors. Barriers to effectively responding to offending (and, more importantly, prevention of offending in the first place) included child-welfare engagement that was delayed and ineffective; deficit-focused engagement with families and children; under-resourced Family Court systems that delayed court proceedings and further hindered effective child-welfare intervention; and systemic shortfalls that continued once a child had offended, with widespread uncertainty as to how best to respond or access appropriate resources. Earlier and more effective intervention with children and families with child-welfare concerns is needed to prevent and reduce offending and victimisation of and by children.

Employee Engagement and Retention: Analyzing the Role of Leadership Styles and Organizational Culture

This article explores the utilization of advanced agricultural technology for sustainable agribusiness development through case studies and identifies future directions. The interplay between leadership styles and organizational culture is examined in shaping employee engagement and retention within organizations. Leadership styles, including transformational, transactional, and laissez-faire, significantly influence organizational culture, impacting employee behaviors and organizational outcomes. A positive and supportive organizational culture fosters higher levels of employee engagement and retention, whereas cultures marked by rigidity hinder engagement and retention. By understanding this interplay, organizations can develop strategies to cultivate effective leadership behaviors and foster a positive work environment. Future research should explore contextual factors' moderating effects on this relationship for a more comprehensive understanding. This study contributes to enhancing sustainable agribusiness development by emphasizing leadership and organizational culture's pivotal role in leveraging advanced agricultural technology.

Transforming Challenges to Victories: An Inquiry on Transformational Leadership of School Leaders in the Public Elementary Schools

This study narrated the lived experiences of school heads in public elementary schools on transformational leadership. This employed qualitative phenomenological research. Ten transformational school leaders as participants, provided rich narratives that coalesced around three primary themes: fostering shared vision, setting high expectations and motivation, and innovative teaching practices. Alongside, coping strategies for the challenges associated with transformational leadership revealed three major themes: individualized support, collaboration and team building, and continuous professional development. Furthermore, the study identified two overarching learning insights derived from school heads' lived experiences: the need of emotional and mental well-being support. The Department of Education officials are urged to leverage the study's findings to refine its leadership programs and cultivate a leadership culture that aligns with contemporary educational needs and aspirations. Teachers, in turn, should understand the impact of transformative leadership style, be inspired with this approach, and appreciate that this could contribute to their growth, job satisfaction, and adaptability. Finally, school leaders must embrace transformational leadership approach. This approach not only fosters a positive and dynamic work culture but also contributes to improved teacher performance, student achievement, and overall educational success within the school community.

The Influence of Leadership and Organizational Culture on Employee Performance at the Ground Transportation Management Office in Region XIII of East Nusa Tenggara Province, Mediated by Work Motivation and Work Discipline

This study aims to examine the impact of leadership, organizational culture, work motivation, and work discipline on employee performance at the Ground Transportation Management Office in Region XIII of East Nusa Tenggara Province. The sampling technique employed is saturated or census sampling. The research utilizes a statistical testing tool known as Partial Least Square (PLS) based on variance structural equation modeling, implemented through the SmartPLS software. The findings indicate that leadership significantly and positively influences employee performance, whereas organizational culture lacks a significant impact. Both leadership and organizational culture affect work motivation, which, in turn, has a positive correlation with employee performance. Additionally, work motivation serves as a mediator between leadership and employee performance. However, work discipline does not significantly mediate the relationship between leadership and employee performance, nor does it mediate the connection between organizational culture and employee performance.

Service Delivery of Non-Governmental Organizations in Somaliland: The Role of Strategy Implementation Drivers

This paper examines the relationship between strategy implementation and service delivery among Non-Governmental Organizations (NGOs) in Somaliland. This study is motivated by the increasing need for sustainable NGOs capable of effectively fulfilling their mandates and the lack of empirical evidence on strategy implementation in Somaliland. The research focuses on key drivers of strategy implementation: financial resources, organizational leadership, organizational structure, and organizational culture. The theoretical framework of this paper is anchored in the resource-based view theory and institutional theory. Utilizing a descriptive research design, the study surveyed 86 respondents from Save the Children, a leading NGO in Somaliland. Using a sampling formula, these respondents were selected from a target population of 110 employees. Data collection was conducted using a structured questionnaire. Descriptive and inferential analyses were performed using SPSS version 27. The findings indicate that organizational structure significantly influences service delivery among NGOs. Additionally, organizational leadership plays a crucial role in determining the effectiveness of service delivery. Financial resources also have a substantial impact on influencing service delivery. Lastly, organizational culture is identified as a critical driver of strategy implementation, significantly affecting service delivery. The study concludes that strategy implementation is a vital determinant of how well NGOs deliver their mandates, with its success heavily reliant on the supporting drivers of implementation.

Exploring Distributed Leadership and Teacher Efficacy in TS25 Primary Schools, Sarawak

The Malaysian Education Development Plan (PPPM) 2013-2025 Wave 3, spearheaded by the Ministry of Education Malaysia, is geared towards enhancing the nation's education system. This initiative prioritizes elevating educational standards and delivering a comprehensive education to equip students for their future careers. A key focus of this plan is fostering a culture of peer leadership among educators to drive professional excellence. Consequently, this study aims to examine the correlation between distributed leadership and teachers’ efficacy in TS25 primary schools in Sarawak. Data collection involved the use of two instruments: Distributed Leadership Inventory (DLI) and the Teachers’ Sense of Efficacy Scale (TSES). Through stratified random sampling, 254 teachers from TS25 primary schools in the Sarikei district of Sarawak, Malaysia, participated in the study. Analysis reveals a generally positive perception of distributed leadership practices among teachers in these schools. Additionally, while most teachers perceive a moderate level of efficacy, smaller proportions demonstrate either low or high levels of efficacy. The findings from linear regression analysis indicate that distributed leadership significantly predicts teachers' efficacy in TS25 Primary Schools in Sarawak. In summary, this study underscores the significance of distributed leadership in shaping teacher efficacy and school outcomes, emphasizing the importance of collaboration, trust, and positive organizational climates. It underscores the necessity for policymakers, educators, and professional development providers to collaborate in promoting distributed leadership principles and empowering teachers to excel in their roles. This collaboration is crucial for ensuring the delivery of the highest quality education to all students.

The Critical Role of Leadership in Patient Safety Culture: A Mediation Analysis of Management Influence on Safety Factors [Corrigendum

The Critical Role of Leadership in Patient Safety Culture: A Mediation Analysis of Management Influence on Safety Factors [Corrigendum

Exploring the impact of organizational behavior on employee performance in Saudi universities

This study examines how organizational behavior affects employee performance. We gathered quantitative data using a questionnaire from 88 employees working at Saudi universities. The study focused on four main aspects of organizational behavior: direction, motivation, bias, administrative leadership, and organizational culture. Employee performance, measured by efficiency, served as the dependent variable in this study. Results showing P-values below 0.01 indicate significant positive impacts of motivation, bias, and organizational culture on employee performance. In contrast, direction and administrative leadership showed minimal influence on performance. This research addresses a gap in empirical studies on organizational behavior in the workplace and provides valuable evidence of how organizational behavior links to employee performance. We used simple regression analysis to demonstrate this relationship, offering a significant methodological contribution to understanding these dynamics. The findings underscore the importance of promoting a motivational and inclusive organizational culture to improve employee performance, specifically within Saudi universities.

KNOWLEDGE TRANSFER PRACTICES AND STRATEGIES IN HIGHER EDUCATION

This study aims to investigate knowledge transfer practices and strategies measured by knowledge vision, leadership, sharing culture, strategies, and IT infrastructures. It also examines how the variables affect organizational performance. By involving 118 respondents collected through an online survey and analyzed using descriptive statistics and multiple linear regression, the study found that knowledge-sharing and IT infrastructure significantly influence organizational performance, while knowledge vision, knowledge leadership, and knowledge-sharing culture do not significantly affect organizational performance. Practices such as public lectures, seminars, workshops, collegial interchange, internships, and research collaborations are considered effective in supporting knowledge transfer activities in higher education. In addition, the knowledge creation process through socialization, externalization, combination, and internalization, and factors such as vision, leadership, culture, and IT infrastructure must be managed properly to support the knowledge transfer process and formulate appropriate strategies.

Mediating effect of university culture in the relationship between university leadership and employee behaviors

This research explores the impact of university leadership on employee behavior, with the mediating role of university culture. Using a quantitative research approach, this study collected the data from 938 participants. Collected data were analyzed with SPSS 25 and AMOS 24 software. The findings showed a positive relationship between university leadership and university culture, and university culture negatively impact on employee turnover behavior. Furthermore, university leadership indirectly influences employee commitment and turnover behavior through mediating role of university culture. From the discoveries of this research, the authors propose theoretical and managerial implications to fostering a robust university culture. The ultimate goal is to decrease employee turnover behavior, providing valuable insights for university leadership to create a more sustainable work environment. This study contributes to the existing literature by offering a comprehensive model that integrates university leadership, university culture, and employee behavior. The managerial contribution not only focusing on university leadership but also cultivating a culture that contribute to a sustainable university.

Quantifying Leadership and Cultural Impact on Workplace Behavior

This study investigates the collective influence of change management, leadership competence, and organizational culture on the work behavior of Tanggulangin sub-district office employees. Utilizing a descriptive quantitative research approach with purposive sampling, data was gathered from 100 employees in Sidoarjo Regency, East Java. Results indicate that while change management showed no significant impact, leadership competence and organizational culture significantly influenced work behavior. These findings highlight the crucial role of effective leadership and conducive organizational cultures in shaping employee behavior, particularly in local government settings. Efforts to enhance leadership competencies and foster positive organizational cultures can greatly improve employee performance and organizational effectiveness. Highlight: Leadership Impact: Competence shapes work behavior, crucial for organizational effectiveness. Cultural Influence: Organizational culture crucially affects employee behavior, fostering productivity. Local Government Implications: Findings guide leadership and culture initiatives for enhanced performance. Keywoard: Change management, leadership competence, organizational culture, work behavior, local government.

The influence of leadership, career development, and organizational culture on organizational citizenship behaviors mediated by organizational commitment in Sub-District in Merauke District

The influence of leadership, career development, and organizational culture on organizational citizenship behaviors mediated by organizational commitment in Sub-District in Merauke District

Representations of Women’s Power and Divinity in the Myths of Tai Peoples

This article examines female characters in the myths of the Tai peoples which represent power and divinity of women in the Tai’s societies. Twenty myths of the Tai peoples both in literary and oral traditions were the subjects of the study. The findings revealed the four main representations of women as 1) creator and the earliest human ancestor; 2) food producer and nurturer; 3) cultural leader; and 4) medium between the human world and the divine world. These representations reflect the Tai peoples’ society and culture. Women were represented as 1) the divines, having supernatural power, powerful beings; 2) abundance of food, creators of life, caretakers; and 3) supporters and followers of Buddhism. The female characters in the Tai myths symbolized faithful Buddhists and strong supporters of the religion. The findings also emphasize significance of the myths as a cultural tool for a better understanding of cultural women’s roles.

Influence of Transformational Leadership and Organizational Culture on Employee Performance

This study utilized SPSS 16 software for research analysis. Its objective was to examine the impact of transformational leadership and organizational culture on employee performance. This research intends to analyze the elements that exert the most significant influence on employee performance, specifically the relationship between transformational leadership, organizational culture, and employee performance. The analysis will be conducted utilizing a questionnaire administered to 30 respondents. Research utilizing path analysis indicates that the variable of transformational leadership (X1) exerts a direct influence of 41.3% and an indirect influence through its link with organizational culture (X2) of 12.3%, resulting in a total influence of 53.6%. The variable of organizational culture (X2) has a direct impact of 12.9% and an indirect impact through its association with transformational leadership (X1) of 12.3%. The total impact is 25.2%. The research findings demonstrate that the coefficient of determination (R-square), expressed as a percentage, highlights the significant impact of both transformational leadership (X1) and organizational culture (X2) on the employee performance variable (Y), accounting for 78.8% of the variance. It is important to note that there may be other factors that also influence performance. Employees (Y) who were not included in the study are represented by an epsilon value of 21.2%. The research findings suggest that focusing on transformational leadership and organizational culture can enhance employee performance in a publishing and book trading company located in Bandung. It is recommended that more attention be given to these factors.