Organizational Leadership Style Research Articles

Impact of Behavior Issues On Employee Productivity

This study investigates the relationship between behavior issues and employee productivity within alpha marketing solutions. Through a questionnaire-based survey administered to employees, the study examines the prevalence and impact of behavior issues, including interpersonal conflicts, communication barriers, stress, and burnout, on productivity levels. Additionally, the study explores underlying factors such as organizational culture and leadership styles, and propose strategies for mitigating behavior issues and enhancing productivity. The findings contribute to a deeper understanding of dynamics between behavior issues and productivity within the organization, with implications for organizational practices and policies aimed at optimizing workforce efficiently and fostering a conductive work environment. However, the study acknowledges limitations including sample size constraints, self -reporting bias, and the cross-sectional design, which may affect the generalizability and interpretation of the result.

The Influence of person-organization Fit, Psychological Climate, and Work Stress on the Performance of Employees of the Public Works Department Bina Marga in East Java Province

This research investigates the complex dynamics of the Highways Public Works Department in East Java Province, exploring the multifaceted influence of Person-Organization Fit (POF), Psychological Climate, and Job Stress on employee performance. Person-Organization Fit, which reflects the alignment between individual values and organizational culture, is examined for its role in shaping employee effectiveness. This study assesses how the Psychological Climate in the workplace, which includes factors such as organizational culture and leadership style, contributes to employee well-being and performance. Additionally, the impact of Job Stress on employees in this particular public service context is also investigated. By analyzing these factors comprehensively, this research aims to provide actionable insights for organizational development and management strategy. This study uses a quantitative approach. The population in this study was all employees of the East Java Bina Marga DPU, totaling 667 people. The data collection method used in this research is by using a questionnaire. The data that has been collected is then tested using multiple linear regression analysis. These findings are expected to guide interventions that improve employee performance, job satisfaction, and overall organizational effectiveness. Because the Public Works Department plays an important role in infrastructure development, understanding and optimizing the factors that influence employee performance is important to ensure the successful implementation of public projects and services in East Java Province. This study contributes valuable knowledge at the intersection of organizational psychology and public administration, addressing practical implications for fostering conducive work environments and maximizing employee contributions. This research can be used as a basis for developing new theories or enriching existing theories regarding the influence of person-organization fit, psychological climate, and work stress on employee performance.

The influence of work culture and leadership style on employee job satisfaction with work discipline as an intervening variable PT Hutama Karya Infrastruktur Jakarta

This study discusses how the influence of work culture and leadership style on employee job satisfaction with work discipline as an intervening variable of PT Hutama Karya Infrastruktur Jakarta. This research uses quantitative methods, with a population of 168 employees at PT HKI Jakarta. The sampling technique is a purposive sampling technique using the slovin formula, which is 113 respondents. The analytical test tool used is Smart PLS with SEM (Structural Equation Modeling) analysis method. The results of this study show that directly work discipline and leadership style have no effect on job satisfaction, organizational culture does not affect work discipline, organizational culture has a positive and significant effect on job satisfaction, and leadership style has a positive and significant effect on work discipline. The results of the indirect test showed that organizational culture variables and leadership style did not have a positive and significant effect on job satisfaction through work discipline as an intervening variable.

Moderating Perspective of Organizational Culture: Leadership Style and Obedience Pressure on Budgetary Slack

This research examines the impact of leadership style and obedience pressure on budgetary slack, with organizational culture as a moderating variable. By employing a descriptive quantitative approach, the study investigates how these factors interact within organizations to influence the practice of intentional budgetary slack creation. A sample of 110 accounting students who have taken professional and business ethics courses was analyzed, providing significant insights into the dynamics between leadership, obedience pressure, and budgetary slack. Objective: This research aims to determine the extent to which leadership style and obedience pressure influence budgetary slack and how organizational culture moderates this relationship. It seeks to contribute to understanding budget management within companies, particularly the factors that encourage or mitigate the creation of budgetary slack. Theoretical Framework: This study is grounded in theories related to leadership styles, organizational culture, and budgetary practices. It examines the concept of budgetary slack within the framework of obedience pressure and leadership influence, highlighting the role of organizational culture as a potential moderating factor. Method: The research adopts a descriptive quantitative method, with a population comprising all accounting students who have completed professional and business ethics courses. A total of 110 students were sampled for the study. Data were collected and analyzed to assess the relationships between leadership style, obedience pressure, budgetary slack, and the moderating role of organizational culture. Results and Discussion: The findings indicate that obedience pressure and leadership style positively and significantly impact budgetary slack. Additionally, organizational culture was found to moderate the relationship between leadership style and budgetary slack. However, it does not moderate the impact of obedience pressure on budgetary slack. These results are discussed in the context of existing theoretical frameworks and previous studies. Research Implications: This study offers practical and theoretical implications for understanding and managing organisational budgetary slack. It highlights the importance of considering organizational culture and leadership style to control or leverage budgetary slack for organizational benefit. This research contributes to the literature by exploring the moderating role of organizational culture in the relationship between leadership style, obedience pressure, and budgetary slack. It provides new insights into how organizational dynamics influence budget management practices, offering valuable implications for both academic research and practical management. Originality/Value: This research contributes to the literature by exploring the moderating role of organizational culture in the relationship between leadership style, obedience pressure, and budgetary slack. It provides new insights into how organizational dynamics influence budget management practices, offering valuable implications for both academic research and practical management.

Determinants of Corporate Performance in One of Indonesia's Foreign Banks

This research aims to assess the impact of organizational learning and leadership style on corporate performance (CP), with organizational culture acting as a moderator. The study was carried out at an Indonesian bank that is owned by the South Korean government. Therefore, this research will examine the impact of South Korean business culture, which is unfamiliar territory. This study employs a quantitative methodology. The findings of this study demonstrate that organizational learning significantly impacts business performance. Moreover, the leadership style also has an impact on the overall functioning of the company. Similar outcomes are also demonstrated in the case of organizational culture, which has an impact on corporate performance. Organizational culture plays a role in influencing organizational learning and corporate performance. Organizational culture does not have a moderating effect on the relationship between leadership style and business performance, as evidenced by many findings.

EXPLORING THE CONCEPT OF LEADERSHIP

In today's complex global environment, exploring leadership has become paramount in academia and practice. Despite extensive research and discussion, lingering questions underscore a fragmented comprehension of its essence. This conceptual paper aims to address this gap by unravelling the intricate nature of leadership, providing clarity on its definition and various styles. Based on the tendency to oversimplify or misinterpret leadership, this paper meets the rising demand for a comprehensive analysis that acknowledges its multifaceted dimensions. By delineating the disparities between leadership and management, elucidating diverse theories, and scrutinising organisational leadership styles, this paper strives to offer a holistic understanding of leadership's pivotal role in organisational development and effectiveness.

The Effect of Organization Culture, Leadership Style and Working Discipline on Job Satisfaction at the Ministry of Religious Affairs of The Bengkulu City

This research aims to prove the influence of work culture, leadership, and discipline on employee satisfaction, The method used in this study is to use quantitative with explanatory research approach. The population uses employees of the Ministry of Religious Affairs of Bengkulu city, using a sample of 152 samples taken using side random. The results showed that b1 = 0.277: is the regression coefficient value of work culture variable X1 with a value of 0.323 (positive sign), b2 = 0.370 is the regression coefficient value of leadership variable X2 providing a value of 0.370 (positive sign), and b3 is the regression coefficient value of discipline variable X3 providing a value of 0.447 (positive sign). The test results using SPSS, where the significant level obtained is smaller, namely 0.000 from the standard, namely 5% or 0.05 and the comparison results between F_hitung≥F_tabel 58.692 ≥ 3.06, it can be concluded that there is a significant influence between variables X1 (work culture), X2 (leadership style), and X3 (work discipline), and Y (job satisfaction).

Impacts of Procedural Justice and Ethical Leadership on Organizational Innovation

Drawing on social exchange and reformulation of attitude theories, the research model is proposed to test the interrelationships of ethical leadership, procedural justice, organizational trust, work engagement, and organizational innovation. Organizational trust and work engagement are identified as sequential mediators to explore the relationships between procedural justice, ethical leadership, and organizational innovation. Furthermore, a proactive personality is identified as a moderator for the relationship between work engagement and organizational innovation. This article advances and extends the knowledge of the antecedents of organizational innovation from organizational fairness perspectives and ethical leadership style in the Chinese IT industry.

Influence of Organizational Culture and Leadership Style on Employee Performance

Along with the birth of various kinds of organizations which certainly have a variety of organizational cultures and leadership styles applied, it will produce different employee performance in each organization, some of which are satisfied, sufficient, or even dissatisfied. Even the leadership style and culture in an organization can reflect how the character of the organization is, whether the system is running optimally or there are still many mistakes that must be corrected. Because basically these two things will greatly affect the sustainability of the organization, especially in the long term, so that these two factors should be considered in the implementation of the management of an organization. Therefore, this study aims to determine the impact of organizational culture and leadership style on employee performance, this research was conducted using the literature review method, with data in the form of 4 scientific journals that have been reviewed. The results obtained show that organizational culture and leadership style have a significant influence on employee performance, it is concluded that the more effective the system used by the organization, it will have a positive impact on employee performance, and vice versa when the organization is unable to implement an effective system and tends to lag behind the times, it will have a negative impact on employee performance.

Exploring the Interplay: Organizational Types and Leadership Styles in Contemporary Dynamics

Exploring the Interplay: Organizational Types and Leadership Styles in Contemporary Dynamics

Komunikasi dan Gaya Kepemimpinan

This article presents information about communication in organizations along with the theory of leadership styles in organizations. The method used is using the Library Research method. Communication within an organization can be defined as the process of exchanging information, ideas, thoughts, and views between individuals or groups within an organization. It is important for an organization to have an effective and structured communication system, and ensure that all members of the organization understand the importance of good communication in achieving common goals. Leadership styles include authoritarian style, democratic style, free style, paternalistic style, and militaristic style.

An Empirical Study on the Effectiveness of Employee Engagement Practices in the IT Sector under Labour Laws: A Case Study in Chennai

In the fast-paced and competitive environment of the Information Technology (IT) sector, the effective management of human resources has become crucial for sustaining a competitive edge. Employee engagement practices have emerged as a vital tool for organizations to enhance productivity, foster innovation, and ensure employee well-being. This study aims to examine the impact of employee engagement practices in the context of the IT sector, with a focus on compliance with labor laws, in the vibrant city of Chennai, India. Employing a mixed-methods research design, this study analyses the current state of employee engagement practices in various IT companies in Chennai. Through the collection of primary data via surveys and interviews with employees and management personnel, the study aims to understand the key factors that contribute to effective employee engagement within the IT sector. Furthermore, it investigates the extent to which these practices align with the existing labor laws and regulations in Chennai. The research also delves into the challenges faced by IT companies in implementing employee engagement strategies while adhering to labor laws. Additionally, it evaluates the role of organizational culture, leadership styles, and technological advancements in facilitating or hindering the successful implementation of employee engagement practices. The findings of this study will provide valuable insights for both policymakers and IT industry stakeholders, highlighting the significance of a holistic approach to employee engagement that considers legal compliance, organizational culture, and technological advancements. By identifying best practices and potential areas for improvement, this research endeavors to contribute to the development of effective strategies for enhancing employee engagement in the IT sector within the framework of labor laws in Chennai

Analysis Of The Influence Of Compensation, Leadership Style And Organizational Culture On Employee Performance In National Banking Industry

The purpose of this study is to ascertain how organizational culture and leadership style, with pay acting as an intervening variable, affect employee performance. 100 employees were used in the saturation sampling approach to determine the study's sample. Using SPSS 26, path analysis was the data analysis method employed in this investigation. The findings demonstrated tha leadership style has a direct bearing on remuneration; and organizational culture has a direct bearing on compensation. Leadership style and corporate culture have a simultaneous impact on pay. The performance of employees is directly impacted by organizational culture. Employee performance is not directly impacted by a leader's style. Compensation directly affects how well employees perform. Employee performance is influenced by salary, leadership style, and company culture all at the same time. Compensation is determined to be a mediating variable for each of the leadership style and organizational culture factors on employee performance based on the results of the Sobel Test.

The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving Employee Performance At The Regional Office of The Directorate General of Customs and Excise (DJBC) Banten

This study aims to analyze and prove the influence of organizational culture, leadership style, and remuneration on improving employee performance at the Regional Office of the Directorate General of Customs and Excise (DJBC) Banten. The method used in this study is a quantitative descriptive research method, data collection using a questionnaire. The sampling technique uses saturated samples, namely taking the entire population of 131 respondents. The data analysis method used is multiple linear regression—data processing using SPSS 26 analysis tools. The results of partial data testing using the t-test show that organizational culture has a positive effect on employee performance with a significant value of 0.000 <0.050, leadership style has a positive effect on employee performance with a significant value of 0.032 <0.050. Remuneration has a positive effect on employee performance, with a significant value of 0.048 <0.050. The results of the F test show a positive and significant influence between the variables of organizational culture, leadership style, and remuneration on the performance of employees of the Regional Office of the Directorate General of Customs and Excise (DJBC) Banten. This is based on the results of the F test, which obtained the Fcount value of 47.18 and Ftable of 2.60. The size of the contribution contributed by the influence of organizational culture variables, leadership style, and remuneration can be seen in the R Square value of 0.527, which means that the influence of these three variables simultaneously on employee performance variables is 52% and 48% is influenced by other factors which were not examined in this study.

Organisational Culture and Transformational Leadership Style Affect Employee Performance with Innovative Work Behaviour as Mediation Variables

This study aims to empirically analyze the influence of organizational culture, transformational leadership style, and innovative work behaviour on employee performance, as well as investigate the mediating effect of innovative work behaviour on the relationship between organizational culture and transformational leadership style on employee performance in the Archives and Libraries Office of North Barito Regency.The research method used is an explanatory quantitative approach with data collection using survey methods. The population in this study were all employees, except for the Head of the Archives and Libraries Office of North Barito Regency, which totalled 46 (forty-six) employees, both civil servants and honorary staff. The sampling technique used purposive sampling and obtained a sample of 43 Archives and Libraries Office employees of North Barito Regency—data analysis using SPSS and Smart PLS statistical applications. The results of the research in this study can be concluded (1) Organizational Culture has a positive and significant effect on employee performance; (2) The transformational leadership style has a positive and significant effect on employee performance; (3) Organizational Culture has no significant effect on innovative work behaviour; (4) The transformational leadership style has no significant effect on innovative work behaviour; (5) Innovative work behaviour has a positive and significant effect on employee performance; (6) Innovative work behaviour has not been able to mediate the influence of organizational culture on employee performance; (7) Innovative work behaviour has not been able to mediate the effect of transformational leadership style on employee performance.

The Effects of Organizational Culture and Organizational Leadership Styles on Organizational Performance and Success: A Case Study of Public Health Institutions in the Bono Region of Ghana

This study evaluated the degree to which the existence of and the application of various leadership styles and qualities impacts organizational success in public health institutions in the Bono and Ahafo region of Ghana. A cross-sectional research design with quantitative approach was used for this study. A total population of 700 junior and middle-level staff was considered out of which 281 were initially sampled via Slovin’s sample formula and used for the study. 240 copies of the questionnaires were finally received and were used in the data analysis. Data were collected using a structured questionnaire developed by modifying the Multifactor Leadership Questionnaire MLQ of Bass and Avolio. Cronbach alpha was used to test the research instruments for reliability and to determine the internal consistency. An expert judgment method was employed to determine content validity. One sample t-test and a non-parametric test were conducted on the hypotheses. Pearson correlation analysis was conducted to establish the degree of relationship between the dependent variable and independent variables while general regression was used to determine how the independent variables affect the dependent variable. Significance level as pegged at p =0.05. Data analysis was done with SPSS. Pearson’s correlation techniques were adopted and used to analyze the data at a 5% level of significance. Descriptive and inferential statistics were used to present the results of the study and the findings and recommendations offered based on existing literature and field data. The results of the study showed that of all leadership styles, the existence of and the application of transformational and democratic (ethical) leadership qualities and organizational performance and success have a strong positive and significant correlation. The study concluded that although all leadership styles are critical success factors that can bring about radical positive changes in employees and health facilities, emphasis must be on transformational or ethical (democratic), or the combined effect of the two at the same time if much success is to be achieved. The study recommended that management at all levels within the health sector must endorse transformational and democratic leadership styles, offer good organizational development plans, and ensure stronger teamwork with sustained positive mindsets and interests among their employees to harness their full potential for maximum organizational performance and success.

Organizational learning, leadership style and knowledge management in enterprises: Basis for innovation performance improvement

Organizational learning, leadership style and knowledge management in enterprises: Basis for innovation performance improvement

Organizational Climate and Turnover Intentions moderated by Leadership Style

There have been broad explorations of organizational climate, turnover intentions, and leadership styles in significant organizational contexts, but these have been mainly conducted in European countries or developed countries. Despite the well-off and rising literature on the subject, there needs to be more discernment of how leadership style affects organizational climate and turnover intentions in underdeveloped countries. Against this scenario, this study demonstrates the relationship of organizational climate with turnover intentions and the moderating role of transformational leadership style. Besides, the study tested the influence of transformational leadership style on organizational climate and turnover intentions. The study is conducted on faculty members of Southern Punjab University. Three hundred fifty questionnaires were distributed among faculty members, and the return questionnaire rate was 94%. The present study used a quantitative research design. The data was collected through a structured questionnaire and used a simple random sampling technique. For the said purpose, correlation and regression analysis are used to conclude. Moreover, a significance test (t-test and ANOVA) was used to check the impact of demographics on independent and dependent variables. AMOS graphics and SPSS are used as analysis tools. The regression showed a significant relationship between the dependent variable (turnover intentions) and the independent variable (organizational climate). Still, transformational leadership does not mediate the relationship between organizational climate and turnover intentions. Chronchbach alpha value shows the reliability of data, and it shows the data that is used in this research is reliable; the significance value of the F-test shows the validity of the model, and in this research, the significant matter is .017, which indicates that the model is valid.

The Influence Of Communication, Leadership Style And Organizational Culture On Job Satisfaction With Work Motivation As Intervening Variables At PT Hki Binjai Project Brandan Zone 2

The purpose of this study is to see the influence of communication, leadership style and organizational culture on job satisfaction with work motivation as an intervening variable in PT Hutama Karya Infrastruktur Project Binjai Brandan Zone 2. This research uses a quantitative approach, with statistical methods of path analysis. The population in this study is all contract and permanent employees of PT Hutama Karya Infrastruktur Project Binjai Brandan Zone 2 totaling 86 people. The sampling technique uses saturated samples so that the number of samples is 86 respondents. Partial Least Square (PLS) data analysis technique with Structural Equation Modeling (SEM) equation model. The results showed organizational culture, leadership style, communication, and motivation had no effect on job satisfaction. Leadership style variables have no effect on motivation, while organizational culture and communication affect work motivation. The results of the indirect influence test show that leadership style and organizational culture affect job satisfaction through work motivation as an intervening variable, and communication has no effect on job satisfaction through work motivation as an intervening variable.

BUDAYA ORGANISASI, MOTIVASI KERJA, GAYA KEPEMIMPINAN DAN KINERJA PEGAWAI : APAKAH KEPUASAN KERJA MEMEDIASI HUBUNGAN TERSEBUT

This study aims to determine the effect of organizational culture, work motivation and leadership style on employee performance and job satisfaction. In addition, it also aims to see the role of job satisfaction as a mediation between these relationships. The data used in this study is primary data by distributing questionnaires, while the sampling technique is Census (saturated sampling). So the sample in this study amounted to 198 respondents at the Department of Public Works and Spatial Planning, North Aceh Regency. The analytical method in this study is quantitative and the data analysis technique uses Structural Equation Model (SEM) analysis which is operated through SEM Amos. The results of the study found that organizational culture and leadership style had a positive effect on satisfaction and performance. Job satisfaction variable has a positive effect on performance. While work motivation has a negative effect on job satisfaction. However, organizational culture and work motivation have no effect on employee performance. In addition, satisfaction partially mediates the relationship between organizational culture and work motivation on employee performance. And job satisfaction fully mediates the relationship between leadership style and employee performance