Leadership Organizational Culture Research Articles

The role of ethical leadership in organizational culture

This paper aims to examine more deeply the role of ethical leadership in organizational culture. This is an interesting study to discuss considering that leadership is a central activity in an organization, with a top leader as a central figure, so that a leader needs leadership ethics, because a leader becomes an uswah or role model for his subordinates and has a significant influence on the performance of their subordinates. In this paper, this research uses a qualitative research type with a library research approach with data collection techniques through various references, then data reduction and conclusions are carried out. The results of the study show that leadership ethics plays a role in organizational culture. Ethical leadership affects performance in the organization, both the performance of leaders and followers. The leader is a determining factor in creating ethical behavior and ethical climate in the organization. The leader develops a strategy for developing ethical behavior which is part of the organizational strategy. The leader compiles an organizational code of ethics and implements it as a guide to the behavior of members of the organization and becomes a role model for ethical behavior.

Strategy to Increase Competitiveness through the Implementation of Human Resource Performance Management in PT. Garudafood Putra Putri Jaya Tbk

PT. GarudaFood Putra Putri Jaya, Tbk is a food and beverage company that develops values and philosophy culture in running the company's business, namely human values, business ethics, unity through harmony, speed and leading change and working intelligently in learning culture. The goal to be achieved with the development of Human Resources is the growth of performance, both in the institution as a whole and in each worker involved in it from the top level to the bottom, with the development is expected to increase productivity and effectiveness in institutions that ultimately the company is able to increase its competitiveness. The analysis method used is structural equation modeling partial least square (SEM-PLS) analysis is used to determine the influence of performance management system on improving the competitiveness of companies in PT. Garudafood Putra Putri Jaya, Tbk and analytical hierarchy process (AHP) analysis are used to determine the best alternative strategies to encourage the success of performance management system in improving the competitiveness of companies in PT. Garudafood Putra Putri Jaya, Tbk. The results of the study showed that Performance Management obtained the most final value and ranked 1st with a value of 34.45% and Company Competitiveness in 2nd place with a final value of 15.55%. Of the independent variables, company culture (X1) has the highest weight to be taken into account because it gives the highest impact then in the second position, namely Leadership (X3), third HR Competence (X2), and the last is Job Satisfaction (X4). Keywords: Competence, Competitiveness, Job Satisfaction, Leadership Organizational Culture, Performance Management System.

Memperkokoh Corporate Culture Melalui Mindset dan Family Value

Some of the most successful companies in Indonesia come from Family Companies that can reach 3 generations. The organizational culture in the family company is largely determined by the mindset of the family company actors. Besides, many family companies cannot articulate their core values (Family Values) into values that can be applied to business, which must be exemplified by company Leaders. This study aims to examine the concepts of Mindset, Family Value, and Leadership in Organizational Culture. The object of this study is a family company which is engaged in building materials business. The population in this study was all employees at building material companies in Surabaya, with a sample of 30 building material company owners as respondents. The analysis technique used in this study is Partial Least Square (PLS). Based on the study results, it shows that (1) mindset has a significant effect on the organizational culture of the building material family company. (2) Leadership has a significant effect on the organizational culture of the building material family company. (3) Family values have a significant effect on the organizational culture of the building material family company in Surabaya.

Narrative Review of Leadership Development Programs among Medical Professionals

In the recent studies and large-scale radical change efforts to improve patient safety culture, leadership emerged as the most substantial influential factor in facilitating an organizational culture. Effective leaders care for and support their staffs to improve job satisfaction, loyalty, and productivity, which ultimately promote high-quality care increasing patients’ experience and overall healthcare service satisfaction. In this review paper, themes like leadership in organizational culture, leadership styles, and leadership qualities were analyzed to assess the effectiveness of medical leadership in a healthcare organization where professionals at the bottom often have more significant influence in decision-making than their managers. As most literature evaluated the impact of leadership development programs at personal levels, our study has addressed the paucity of studies that assess the mechanisms by which leadership programs stimulate learning and change at organizational-level outcomes. We found that good medical leadership in an organizational culture includes effective human resources and staff management, strong senior management support, a learning environment, time for improvement efforts, and psychological safety. Transformational leadership style also showed a positive association with job satisfaction, motivation, and teamwork. Besides, a leader’s well-being, pro-activeness, and willingness to learn are also essential factors. Our review advocates for leadership development programs in the medical curricula to morph leadership among medical students, graduates, and continuing physicians in a dynamic and interactive influence process.

Emotional Labor and Other Antecedence of Turnover Intentions, Motivation and Organisational Trust among Employees in Non-Profit Organization of Pakistan

Although the retention of competent workers is critical in all organizations, retaining social workers in nonprofit organizations is especially important because they mainly determine the quality of social services. This paper explores the factors which have an impact on turnover intentions, motivation, and organizational trust in Non-Profit Organizations. For this, we propose a theoretical framework thereby modifying Cho & Song (2017) model, along with adding intrinsic factors like organizational culture, leadership, and rewards. We hypothesize that factors like 1. Supervisory Support, 2. Autonomy, 3. Diverse and inclusive Organizational Culture, 4. Trust in Leadership, 5. Monetary Incentives/ Rewards, and emotional labor (6. Frequency, 7. Variety, 8. Duration, and 9. Intensity level), all produce a positive effect on the motivation of employees, increased Organisational Trust, and decreased Turnover intention among employees of NPO and social workers. This paper particularly focused on emotional labor dimensions such as frequency of emotional display, the intensity of emotional display, and duration of emotional display. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data were collected from 220 social workers and analyzed using confirmatory factor analysis and structured equation modeling. The results indicate that supervisory support, autonomy, leadership organizational culture, and trust have a significant effect on the motivation, retention, and Organizational trust of employees. However, organizational culture have a negative effect on motivation. Moreover, Apart from leadership, all other factors seem to increase the turnover intentions. With regards to emotional labor dimensions, all factors expect duration did not produce any significant effect on all three dependent variables. This research is useful for NPO’s management as well as future scholars for studying the same domain.

Relationship between Servant Leadership in Organizational Culture, Organizational Commitment, Organizational Citizenship Behaviour and Customer Satisfaction

This paper aims to analyze the impact of servant leadership on organizational culture, organizational commitment, organizational citizenship behavior (OCB), and customer satisfaction. This paper also aims to analyze the impact of organizational culture, organizational commitment, and OCB on customer satisfaction.Data was obtained from 240 handycraft customers in the community of handicraft craftsmen in Bekasi Regency. The data was analyzed by using Structural Equation Modeling. The validity and reliability test by using factor analysis shows that the instrument used in research is valid and reliable. The results showed: servant leadership correlated significantly with organizational culture; servant leadership is significantly related to OCB;OCB has a significant relationship with organizational commitment; servant leadership has a significant relationship with customer satisfaction;and organizational commitment has a significant relationship with customer satisfaction.Therefore, servant leadership can have a direct relationship with customer satisfaction, and servant leadership can be organizational culture. Knowledge of the effect of these relationships can be used as input to design strategies to improve customer satisfaction. The findings of the effect of servant leadership in the organizational culture on customer satisfaction have been discussed, however, there are limitations and guidelines for future research that needs to be shown.

KEPEMIMPINAN SPIRITUAL PADA PESANTREN MAHASISWA (Studi Multsitus pada Pesantren Mahasiswa Ulul Albab, Ulul Yaqin dan Ulul Hikam Malang)

<p><em>Spiritual leaders are leaders who influence people led by inspired, enlighten, awaken, enabling, and empowering through the approach of spirituality or religious ethical values. This research was conducted in three boarding students, in student boarding Ulul Albab, Ulul Yaqin and Ulul Hikam in Malang, East Java, using a qualitative approach. This study was designed wearing a multi-site study. Once the data as a whole has finished checking, the data collected were analyzed, with analysis of the site as well as inter-site analysis. From the research result shows that: (1) Perspective spiritual leadership is a boarding student. (2)Spirituality actualization of<strong> </strong>leadership in the assembly caregivers (3) Typology of leadership tends to behavior leadership of participative colleguelike – democratic - spiritual religion (4) Decision-making (5) Settlement of individual conflicts (6) The development team (7) Variety of spiritual leadership in organizational culture (8) The value system of spiritual leadership, and (9) There are several obstacles and solutions in spiritual leadership at the boarding (pesantren) students. <strong></strong></em></p><p> </p>

The Importance of Absorptive Capacity in the Road to Becoming a “Giant Lion”—ASUSTek Computer Inc

In Taiwan, small businesses, which account for about 97% of all firms, spawned Taiwan's economic miracle in the 1980s. For the past two decades, the information technology (IT) industry has formed the backbone of Taiwan's economy. There are many theories that have identified a plethora of factors which contribute to the success of a small business. This case study applies the theory of absorptive capacity to ASUSTek Computer Inc., a small Taiwanese business founded on April 2, 1990 by four engineers with capital of NT$30 million (US$950,000) which has grown to become a global leader in the IT industry with a total revenue of NT$755 billion (US$24 billion) and market capitalization of NT$49 billion (US$1.5 billion) as of December 31, 2007. (Based on exchange rate US$1=NT$31.5. ASUS's revenue dropped to NT$668 billion in 2008 mainly due to the global financial crisis.) ASUS' business significantly took off after Jonney Shih joined the company as CEO in 1993. He remains a key anchor of ASUS. ASUS' ability to not only absorb, transform, and utilize new knowledge but develop new technology in-house to create and sustain competitive advantage in the market place has ensured the company's continuing success as well as propelling it to a position of leadership in the IT industry worldwide. This paper will discuss how ASUS' in-house R&D; apprenticeship-style on-the-job training; management leadership's organizational culture and structure—all of which stress learning and innovation; financial resources and conservative fiscal policy; as well as pro-business government policies have provided the foundation and environment for great absorptive capacity to develop and adapt technology, enabling ASUS to become a “Giant Lion” in the global computer industry.

Organizational Culture and LeadershipOrganizational Culture and Leadership, by ScheinEdgar H.. San Francisco: Jos-sey-Bass, 1985, 358 pp., $21.95, cloth.

Organizational Culture and LeadershipOrganizational Culture and Leadership, by ScheinEdgar H.. San Francisco: Jos-sey-Bass, 1985, 358 pp., $21.95, cloth.