This document presents the results of a study investigating the influence of transformational leadership and organizational culture on chairman innovation at three Islamic high schools (STAIs) in Jambi Province, Indonesia. The study found:
1) Transformational leadership has a direct, positive and significant influence on chairman innovation at the STAIs.
2) Organizational culture also has a direct, positive and significant impact on chairman innovation.
3) Transformational leadership and organizational culture together have a simultaneous direct and indirect effect on chairman innovation at the STAIs in Jambi Province.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
AN EMPIRICAL STUDY ON LEARNING ORGANIZATION PRACTICES IN TAMIL NADU NEWSPRIN...IAEME Publication
This paper reviews the conceptual framework of learning organization, and identifies the concept and practices of learning organization in TNPL. In line with current industrial contexts, this paper tentatively explains the concept of learning organization. The aim of this paper is to provide a clarified understanding and updated information of learning organization practices prevailing in organizations. Organizations need to learn new skills and develop new abilities in response to these changes of the world. Nevertheless, organizations need to deal with these changes constructively by using change for the organization’s competitive advantage.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
This document discusses a study that investigated the relationship between school principals' leadership styles and teachers' organizational citizenship behaviors. The study surveyed over 1,700 teachers about their perceptions of their principals' transformational and transactional leadership characteristics and the teachers' own organizational citizenship. The results showed that teachers perceived their principals as demonstrating high levels of both transformational and transactional leadership styles. A positive correlation was found between principals' transformational and transactional leadership and teachers' organizational citizenship. Transformational leadership had a greater influence on teachers' organizational citizenship than transactional leadership.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
AN EMPIRICAL STUDY ON LEARNING ORGANIZATION PRACTICES IN TAMIL NADU NEWSPRIN...IAEME Publication
This paper reviews the conceptual framework of learning organization, and identifies the concept and practices of learning organization in TNPL. In line with current industrial contexts, this paper tentatively explains the concept of learning organization. The aim of this paper is to provide a clarified understanding and updated information of learning organization practices prevailing in organizations. Organizations need to learn new skills and develop new abilities in response to these changes of the world. Nevertheless, organizations need to deal with these changes constructively by using change for the organization’s competitive advantage.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
This document discusses a study that investigated the relationship between school principals' leadership styles and teachers' organizational citizenship behaviors. The study surveyed over 1,700 teachers about their perceptions of their principals' transformational and transactional leadership characteristics and the teachers' own organizational citizenship. The results showed that teachers perceived their principals as demonstrating high levels of both transformational and transactional leadership styles. A positive correlation was found between principals' transformational and transactional leadership and teachers' organizational citizenship. Transformational leadership had a greater influence on teachers' organizational citizenship than transactional leadership.
The main objective of the current study is to investigate the effects of organizational culture on organizational health. Modern organizations are in a very intense competitive conditions and in order to survive, they need parameters which guarantee their survival. Therefore, the current study will investigate the significance of culture in this regard. Municipalities as one of the organizations providing urban services are in a position where it is possible to lose their impact due to the activities of other organizations. Accordingly, the statistical population selected for this study includes all the employees in Tehran Municipality. In order to gather the required data, after determining the sample size as 384 participants using Krejcie and Morgan table, standard questionnaire of Denison for culture (2000) and organizational health (2008) were used. The current study is a quantitative one carried out as a descriptive survey. The validity and reliability of the study are confirmed using appropriate methods. Finally, in order to test the hypotheses of the study, various descriptive and inferential statistical tests were used. It was found out that the organizational survival of Municipality was affected by various cultural parameters, among which compatibility had the highest impact.
A framework for developing leadership model based on national culture aspectsAlexander Decker
This document proposes a framework to help multinational companies develop culturally appropriate leadership models for their subsidiaries operating in different countries. The framework involves identifying the cultural aspects that impact the workplace in the host country, the leadership practices associated with the host country's culture, and other contextual factors. Companies would use this framework to understand how the host country's culture shapes effective leadership and to develop models that fit each local context. The document recommends using case study and action research methods to implement the framework and build customized leadership models.
This document provides background information on a case study that explored how six high-technology firms in Taiwan implemented organizational learning as an organization development intervention strategy. The case study sought to understand how individuals, teams, and organizations learned during the OL process and the extent to which OL activities contributed to organizational performance. It provides theoretical frameworks on organization development and organizational learning and describes the research methods used, which included interviews, documentation review, and observations at the six firms.
This document discusses a study on the impact of different leadership styles (transformational and transactional) on employee performance and the mediating role of job satisfaction. The study was conducted in private schools in Pakistan. The results showed that both transactional and transformational leadership styles were positively associated with employee performance, but transactional leadership had a more significant impact. Additionally, job satisfaction was found to mediate the relationship between transformational leadership and employee performance, but not between transactional leadership and employee performance. The document provides background on transformational and transactional leadership styles and reviews prior literature on their relationships with employee performance and job satisfaction. It also discusses the importance of considering cultural factors like power distance when studying leadership in different country contexts like Pakistan.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document summarizes a study on the OCTAPACE organizational culture at Mahindra & Mahindra. OCTAPACE stands for 8 dimensions of culture: Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration, and Experimentation. The study assessed Mahindra employees' perceptions of these dimensions across gender and age through a questionnaire. Statistical analysis found no significant differences in perceptions between gender or age for any dimension. Overall, the study found Mahindra's culture encourages open communication, facing problems, teamwork, and innovative problem-solving, supporting a productive work environment. Recommendations include maintaining open communication and developing insights around key cultural attributes.
Strategic management involves analyzing the internal and external environment to formulate long-term goals and plans. Key aspects include undertaking a SWOT analysis, developing a mission and vision, identifying strategic options, and setting objectives. Implementation requires engaging stakeholders, monitoring performance using tools like the balanced scorecard, and reviewing strategies over time based on environmental changes. Successful strategies differentiate the business, achieve a low cost advantage, or focus on a niche market.
Leadership Styles and Organisational Performance in Nigeria: Qualitative Pers...Dr. Amarjeet Singh
Organizations in different sectors of the Nigerian economy continue to record high cases of misappropriation, embezzlement, immoral and unethical practices, gratifications, high labour turnover, inability to meet basic required obligations, and employees’ dissatisfaction, which have further resulted in poor performance. The theoretical paper dwelled on the concepts of leadership styles as opined by several scholars in the literature and used these as springboards to arrive at elaborate ones that encapsulated all and introduced a range of common and contemporary models and approaches, including an addition of a cutting-edge competitive list to help managers discover, devise and adjust their individual management practice and style for navigation towards a sustainable organizational performance.
Influence of transformational leadership and organization climate to the wor...Alexander Decker
1) The study examines how transformational leadership and organizational climate influence work satisfaction, organizational commitment, and organizational citizenship behavior of lecturers at Sebelas Maret University.
2) Transformational leadership was found to positively influence work satisfaction but not organizational commitment or organizational citizenship behavior. Organizational climate positively influenced work satisfaction but not the other variables.
3) Work satisfaction positively influenced organizational commitment and organizational citizenship behavior. Organizational commitment also positively influenced organizational citizenship behavior.
Me it rvbssxrncjzwde1hvtrobvf3wkrvde1eaznnatawtldjm0xxrtnar010tnpcau16wm1nrgr...Merlin Sheeba
This document provides an overview of the course Organizational Behavior (OB). It discusses how OB studies individual and group behavior in organizations to improve effectiveness. OB focuses on motivation, leadership, communication, and managing change. It also addresses managing a diverse workforce, using technology to enhance creativity, developing ethical organizations, and managing organizations internationally. The goal of OB is to understand and apply knowledge of individual, group, and structural factors to help organizations achieve their goals.
Organization performance and leadership style issues in education servicesSYIKIN MARIA
This document summarizes a study that examined the relationship between leadership styles (transformational, transactional, laissez-faire) and organizational performance among academic leaders in Malaysian public universities. The study found a positive correlation between transformational leadership and organizational performance, as well as transactional leadership and organizational performance. Transformational leadership had a medium correlation while transactional leadership had a small correlation. The study concluded that transformational leadership was the most commonly practiced and effective style among academic leaders.
This document analyzes the organizational cultures of high-performing schools (HPS) and low-performing schools (LPS) in the state of Kedah, Malaysia. The study used Cameron and Quinn's Organizational Culture Assessment Instrument to measure four types of culture - clan, adhocracy, market, and hierarchy - in two HPS and two LPS with a total of 129 teachers. The findings showed that both HPS and LPS have dominant hierarchy cultures, with HPS scoring higher. Both practiced market culture equally. LPS practiced more clan culture while both practiced little adhocracy. Teachers in both schools preferred clan culture. HPS preferred market culture more than LPS. The study aims to identify cultural differences between
What makes Japanese companies more progressive than others? It actually lies in their employee centered way of management and utmost dedication to Quality.
In efforts of unifying and defining the Company culture, a study was conducted to create a benchmark and a framework based on the market trends. In this study, the history, cause, and trends of the evolving culture were studied carefully. A group of top national and international companies with well-known cultures was studied. This helped create a correlation and differentiation between the perks and the culture.
Organizational behavior (OB) provides a framework to understand life within organizations. OB uses scientific research to help understand and predict organizational dynamics and influences organizational events. It helps individuals understand themselves and others better. OB is important as it helps managers motivate employees, improve labor relations, predict and control human behavior, and effectively utilize resources which leads to higher organizational effectiveness and performance. Understanding OB plays a vital role for managers in assessing and improving an organization.
This document discusses leadership styles and their effects on teacher job satisfaction and organizational commitment. It summarizes research on transformational, transactional, and laissez-faire leadership styles. The research analyzed 12 Turkish studies using meta-analysis and found that transformational leadership had the most positive impact on teacher job satisfaction and organizational commitment. Transactional leadership had less impact, while laissez-faire leadership was negatively correlated with satisfaction, performance, and motivation.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document provides an overview of an Organization Development course for the Spring 2021 semester. It discusses the course code, title, department, instructor, and learning objectives. It then covers various topics related to Organization Development, including challenges organizations face, the meaning and objectives of OD, characteristics of OD, and levels of human systems. It also discusses the work of OD practitioners, OD perspectives, a brief history of OD, mainstream OD practices, and the role of the OD professional.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document provides an overview of organizational development (OD). It defines OD as a planned process to increase organizational effectiveness through interventions in organizational processes using behavioral science knowledge. The goal of OD is to improve how organizations function and transform systems over time. It discusses the historical emergence of OD in the 1950s-1960s and focuses on creating conducive organizational culture, improving processes, and transforming structures. The document outlines five units that will be covered related to introductions to OD, diagnoses for interventions, organizational change, managing planned change, and the OD process.
THE INFLUENCE OF ORGANIZATIONAL INNOVATION CLIMATE, CORPORATE CULTURE AND TEA...indexPub
This research focuses on the influence of organizational innovation climate, corporate culture, and team synergy on the innovative leadership of sports instructors at a Chinese university. Sample sampling was used to select from the university population using a variety of probability-based random selection methods. The sample size was approximately 50 undergraduate sports instructors per facility, with ten percent of all professors chosen for in-depth interviews in a qualitative research study.
A Qualitative Study of Ethical Change Management Affecting Teacher Satisfacti...ijtsrd
This study aims to explain the essence of ethical change management affecting teacher satisfaction and school performance. A purposive sampling of six teachers from three schools in Krabi, Thailand, was selected. The data were analysed using content analysis and the NVIVO software program. The results show that the schools face ethical issues, such as assessment methods and ethical dilemmas. Human resource management HRM in school is needed to coordinate ethical culture and ethical change with teachers in the best possible way. School’s success depends on its change management capacity to an ethical culture. School leaders should try best management practices. Analysis alone, however, cannot guarantee the success of a transition process in the school. Ethical change management could help school administrators understand ethical decisions and the relationship between HRM, ethics, goal, teacher satisfaction, and school performance outcomes. Human resource analysis includes SWOT analysis, mission vision, strategies, and ethical culture goals related to enhancing ethical change management, teacher satisfaction and school performance. Ethical change management will improve teacher satisfaction and turn it into good performance. The implication could help all organisations to increase ethical culture and develop employee satisfaction and organisational performance in any sector. Pongsakorn Limna | Sutithep Siripipattanakul | Pichakoon Auttawechasakoon "A Qualitative Study of Ethical Change Management Affecting Teacher Satisfaction and School Performance: A Case Study of Secondary Schools in Krabi, Thailand" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49516.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/49516/a-qualitative-study-of-ethical-change-management-affecting-teacher-satisfaction-and-school-performance-a-case-study-of-secondary-schools-in-krabi-thailand/pongsakorn-limna
The main objective of the current study is to investigate the effects of organizational culture on organizational health. Modern organizations are in a very intense competitive conditions and in order to survive, they need parameters which guarantee their survival. Therefore, the current study will investigate the significance of culture in this regard. Municipalities as one of the organizations providing urban services are in a position where it is possible to lose their impact due to the activities of other organizations. Accordingly, the statistical population selected for this study includes all the employees in Tehran Municipality. In order to gather the required data, after determining the sample size as 384 participants using Krejcie and Morgan table, standard questionnaire of Denison for culture (2000) and organizational health (2008) were used. The current study is a quantitative one carried out as a descriptive survey. The validity and reliability of the study are confirmed using appropriate methods. Finally, in order to test the hypotheses of the study, various descriptive and inferential statistical tests were used. It was found out that the organizational survival of Municipality was affected by various cultural parameters, among which compatibility had the highest impact.
A framework for developing leadership model based on national culture aspectsAlexander Decker
This document proposes a framework to help multinational companies develop culturally appropriate leadership models for their subsidiaries operating in different countries. The framework involves identifying the cultural aspects that impact the workplace in the host country, the leadership practices associated with the host country's culture, and other contextual factors. Companies would use this framework to understand how the host country's culture shapes effective leadership and to develop models that fit each local context. The document recommends using case study and action research methods to implement the framework and build customized leadership models.
This document provides background information on a case study that explored how six high-technology firms in Taiwan implemented organizational learning as an organization development intervention strategy. The case study sought to understand how individuals, teams, and organizations learned during the OL process and the extent to which OL activities contributed to organizational performance. It provides theoretical frameworks on organization development and organizational learning and describes the research methods used, which included interviews, documentation review, and observations at the six firms.
This document discusses a study on the impact of different leadership styles (transformational and transactional) on employee performance and the mediating role of job satisfaction. The study was conducted in private schools in Pakistan. The results showed that both transactional and transformational leadership styles were positively associated with employee performance, but transactional leadership had a more significant impact. Additionally, job satisfaction was found to mediate the relationship between transformational leadership and employee performance, but not between transactional leadership and employee performance. The document provides background on transformational and transactional leadership styles and reviews prior literature on their relationships with employee performance and job satisfaction. It also discusses the importance of considering cultural factors like power distance when studying leadership in different country contexts like Pakistan.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document summarizes a study on the OCTAPACE organizational culture at Mahindra & Mahindra. OCTAPACE stands for 8 dimensions of culture: Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration, and Experimentation. The study assessed Mahindra employees' perceptions of these dimensions across gender and age through a questionnaire. Statistical analysis found no significant differences in perceptions between gender or age for any dimension. Overall, the study found Mahindra's culture encourages open communication, facing problems, teamwork, and innovative problem-solving, supporting a productive work environment. Recommendations include maintaining open communication and developing insights around key cultural attributes.
Strategic management involves analyzing the internal and external environment to formulate long-term goals and plans. Key aspects include undertaking a SWOT analysis, developing a mission and vision, identifying strategic options, and setting objectives. Implementation requires engaging stakeholders, monitoring performance using tools like the balanced scorecard, and reviewing strategies over time based on environmental changes. Successful strategies differentiate the business, achieve a low cost advantage, or focus on a niche market.
Leadership Styles and Organisational Performance in Nigeria: Qualitative Pers...Dr. Amarjeet Singh
Organizations in different sectors of the Nigerian economy continue to record high cases of misappropriation, embezzlement, immoral and unethical practices, gratifications, high labour turnover, inability to meet basic required obligations, and employees’ dissatisfaction, which have further resulted in poor performance. The theoretical paper dwelled on the concepts of leadership styles as opined by several scholars in the literature and used these as springboards to arrive at elaborate ones that encapsulated all and introduced a range of common and contemporary models and approaches, including an addition of a cutting-edge competitive list to help managers discover, devise and adjust their individual management practice and style for navigation towards a sustainable organizational performance.
Influence of transformational leadership and organization climate to the wor...Alexander Decker
1) The study examines how transformational leadership and organizational climate influence work satisfaction, organizational commitment, and organizational citizenship behavior of lecturers at Sebelas Maret University.
2) Transformational leadership was found to positively influence work satisfaction but not organizational commitment or organizational citizenship behavior. Organizational climate positively influenced work satisfaction but not the other variables.
3) Work satisfaction positively influenced organizational commitment and organizational citizenship behavior. Organizational commitment also positively influenced organizational citizenship behavior.
Me it rvbssxrncjzwde1hvtrobvf3wkrvde1eaznnatawtldjm0xxrtnar010tnpcau16wm1nrgr...Merlin Sheeba
This document provides an overview of the course Organizational Behavior (OB). It discusses how OB studies individual and group behavior in organizations to improve effectiveness. OB focuses on motivation, leadership, communication, and managing change. It also addresses managing a diverse workforce, using technology to enhance creativity, developing ethical organizations, and managing organizations internationally. The goal of OB is to understand and apply knowledge of individual, group, and structural factors to help organizations achieve their goals.
Organization performance and leadership style issues in education servicesSYIKIN MARIA
This document summarizes a study that examined the relationship between leadership styles (transformational, transactional, laissez-faire) and organizational performance among academic leaders in Malaysian public universities. The study found a positive correlation between transformational leadership and organizational performance, as well as transactional leadership and organizational performance. Transformational leadership had a medium correlation while transactional leadership had a small correlation. The study concluded that transformational leadership was the most commonly practiced and effective style among academic leaders.
This document analyzes the organizational cultures of high-performing schools (HPS) and low-performing schools (LPS) in the state of Kedah, Malaysia. The study used Cameron and Quinn's Organizational Culture Assessment Instrument to measure four types of culture - clan, adhocracy, market, and hierarchy - in two HPS and two LPS with a total of 129 teachers. The findings showed that both HPS and LPS have dominant hierarchy cultures, with HPS scoring higher. Both practiced market culture equally. LPS practiced more clan culture while both practiced little adhocracy. Teachers in both schools preferred clan culture. HPS preferred market culture more than LPS. The study aims to identify cultural differences between
What makes Japanese companies more progressive than others? It actually lies in their employee centered way of management and utmost dedication to Quality.
In efforts of unifying and defining the Company culture, a study was conducted to create a benchmark and a framework based on the market trends. In this study, the history, cause, and trends of the evolving culture were studied carefully. A group of top national and international companies with well-known cultures was studied. This helped create a correlation and differentiation between the perks and the culture.
Organizational behavior (OB) provides a framework to understand life within organizations. OB uses scientific research to help understand and predict organizational dynamics and influences organizational events. It helps individuals understand themselves and others better. OB is important as it helps managers motivate employees, improve labor relations, predict and control human behavior, and effectively utilize resources which leads to higher organizational effectiveness and performance. Understanding OB plays a vital role for managers in assessing and improving an organization.
This document discusses leadership styles and their effects on teacher job satisfaction and organizational commitment. It summarizes research on transformational, transactional, and laissez-faire leadership styles. The research analyzed 12 Turkish studies using meta-analysis and found that transformational leadership had the most positive impact on teacher job satisfaction and organizational commitment. Transactional leadership had less impact, while laissez-faire leadership was negatively correlated with satisfaction, performance, and motivation.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document provides an overview of an Organization Development course for the Spring 2021 semester. It discusses the course code, title, department, instructor, and learning objectives. It then covers various topics related to Organization Development, including challenges organizations face, the meaning and objectives of OD, characteristics of OD, and levels of human systems. It also discusses the work of OD practitioners, OD perspectives, a brief history of OD, mainstream OD practices, and the role of the OD professional.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document provides an overview of organizational development (OD). It defines OD as a planned process to increase organizational effectiveness through interventions in organizational processes using behavioral science knowledge. The goal of OD is to improve how organizations function and transform systems over time. It discusses the historical emergence of OD in the 1950s-1960s and focuses on creating conducive organizational culture, improving processes, and transforming structures. The document outlines five units that will be covered related to introductions to OD, diagnoses for interventions, organizational change, managing planned change, and the OD process.
THE INFLUENCE OF ORGANIZATIONAL INNOVATION CLIMATE, CORPORATE CULTURE AND TEA...indexPub
This research focuses on the influence of organizational innovation climate, corporate culture, and team synergy on the innovative leadership of sports instructors at a Chinese university. Sample sampling was used to select from the university population using a variety of probability-based random selection methods. The sample size was approximately 50 undergraduate sports instructors per facility, with ten percent of all professors chosen for in-depth interviews in a qualitative research study.
A Qualitative Study of Ethical Change Management Affecting Teacher Satisfacti...ijtsrd
This study aims to explain the essence of ethical change management affecting teacher satisfaction and school performance. A purposive sampling of six teachers from three schools in Krabi, Thailand, was selected. The data were analysed using content analysis and the NVIVO software program. The results show that the schools face ethical issues, such as assessment methods and ethical dilemmas. Human resource management HRM in school is needed to coordinate ethical culture and ethical change with teachers in the best possible way. School’s success depends on its change management capacity to an ethical culture. School leaders should try best management practices. Analysis alone, however, cannot guarantee the success of a transition process in the school. Ethical change management could help school administrators understand ethical decisions and the relationship between HRM, ethics, goal, teacher satisfaction, and school performance outcomes. Human resource analysis includes SWOT analysis, mission vision, strategies, and ethical culture goals related to enhancing ethical change management, teacher satisfaction and school performance. Ethical change management will improve teacher satisfaction and turn it into good performance. The implication could help all organisations to increase ethical culture and develop employee satisfaction and organisational performance in any sector. Pongsakorn Limna | Sutithep Siripipattanakul | Pichakoon Auttawechasakoon "A Qualitative Study of Ethical Change Management Affecting Teacher Satisfaction and School Performance: A Case Study of Secondary Schools in Krabi, Thailand" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49516.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/49516/a-qualitative-study-of-ethical-change-management-affecting-teacher-satisfaction-and-school-performance-a-case-study-of-secondary-schools-in-krabi-thailand/pongsakorn-limna
The Importance Of Development In Organizational...Monica Rivera
Organizational culture has a significant impact on team development and performance. A positive culture that values collaboration, innovation and continuous learning will foster high-performing teams. As teams form and interact over time, they develop their own norms, values and ways of working that are influenced by the larger organizational culture. Leaders play a key role in shaping culture and can reinforce behaviors that support team goals. If the culture is not aligned with team objectives, it can create barriers like silos and risk aversion that prevent teams from achieving their full potential. Assessing and strategically shaping organizational culture is important for developing effective teams.
Envisioning Organizational Change as Inevitable Mechanism for Excellenceijtsrd
Organizational change is the movement of an organization from one state of affairs to another. Organizational change can take many forms. It may involve a change in a company's structure, strategy, policies, procedures, technology, or culture. The change may be planned years in advance or may be forced upon an organization because of a shift in the environment. Organizational change can be radical and alter the way an organization operates, or it may be incremental and slowly change the way things are done. In any case, regardless of the type, change involves letting go of the old ways in which work is done and adjusting to the new ways. Therefore, fundamentally, it is a process that involves effective people management. This article presents an overview on the concept of organizational change and the related factors. Dr. Nimmi Maria Oommen"Envisioning Organizational Change as Inevitable Mechanism for Excellence" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd14273.pdf http://www.ijtsrd.com/humanities-and-the-arts/education/14273/envisioning-organizational-change-as-inevitable-mechanism-for-excellence/dr-nimmi-maria-oommen
Organizational development (OD) refers to a process aimed at enhancing organizational effectiveness through planned interventions and changes. It involves improving an organization's problem-solving and renewal processes in order to help it adapt and thrive. Some key characteristics of OD include being planned, organization-wide, and managed from the top. OD emerged in the 1960s and has evolved from a focus on individual and group-level changes to system-wide interventions. Factors like communication, leadership, training, and strategic data use need to be addressed through the OD process to help organizations overcome challenges and become more effective.
This document discusses strengthening the creative transformational leadership of primary school teachers. It aims to study the components and indicators of creative transformational leadership, examine the existing and desirable levels of leadership, develop a program to strengthen leadership, and evaluate the results. The research found five elements of creative transformational leadership: vision, intellectual stimulation, creativity, inspirational motivation, and flexibility. It developed a program with five modules corresponding to these elements and a coaching/mentoring guideline. Implementing the program significantly improved teachers' creative transformational leadership levels.
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What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
This document analyzes the effects of leadership style and organizational culture on career development at the Ministry of Religious Affairs in Jambi Province, Indonesia. It finds that teachers have faced difficulties advancing in their careers, especially with promotions. The study aims to determine the influence of leadership style and organizational culture on teacher career development, both individually and simultaneously. A literature review presents theories on career development, leadership styles, and organizational culture. The study uses a quantitative approach with a survey of 151 teachers. Preliminary tests were conducted and path analysis was used to analyze the relationships between variables. The results showed that leadership style and organizational culture have a positive and significant impact on teacher career development at the ministry.
This document analyzes the effects of leadership style and organizational culture on career development at the Ministry of Religious Affairs in Jambi Province, Indonesia. It finds that teachers have faced difficulties advancing in their careers, especially with promotions. The study aims to determine the influence of leadership style and organizational culture on teacher career development, both individually and simultaneously. A literature review discusses theories of career development, leadership styles, and organizational culture. The conceptual framework proposes that leadership style and organizational culture influence career development. The methodology describes a quantitative survey approach using path analysis on a sample of 151 teachers. Preliminary tests were conducted and the results showed that leadership style and organizational culture have a positive and significant impact on teacher career development at the ministry.
This document analyzes the effects of leadership style and organizational culture on career development at the Ministry of Religious Affairs in Jambi Province, Indonesia. It finds that teachers have faced difficulties advancing in their careers, especially with promotions. The study aims to determine the influence of leadership style and organizational culture on teacher career development, both individually and simultaneously. A literature review discusses theories of career development, leadership styles, and organizational culture. The conceptual framework proposes that leadership style and organizational culture affect career development. The methodology describes a quantitative survey approach using path analysis on a sample of 151 teachers. Preliminary tests were conducted and the results showed that leadership style and organizational culture have a positive and significant impact on teacher career development at the ministry.
This document analyzes the effects of leadership style and organizational culture on career development at the Ministry of Religious Affairs in Jambi Province, Indonesia. It finds that teachers have faced difficulties advancing in their careers, especially with promotions. The study aims to determine the influence of leadership style and organizational culture on teacher career development, both individually and simultaneously. A literature review presents theories on career development, leadership styles, and organizational culture. The study uses a quantitative approach with a survey of 151 teachers. Preliminary tests were conducted and path analysis was used to analyze the relationships between variables. The results showed that leadership style and organizational culture have a positive and significant impact on teacher career development at the Ministry of Religious Affairs in Jambi Province
Developing creative and innovative culture in organizationiaemedu
This document summarizes research on developing creative and innovative cultures in organizations. It discusses the differences between creativity and innovation, with creativity being the generation of novel ideas and innovation being the implementation of those ideas. Several key dimensions of innovation culture are identified, including risk-taking, resources, knowledge, goals, rewards, tools, and relationships. Factors that support or hinder organizational creativity are also reviewed from the literature. The roles of both creativity and innovation in organizations are discussed.
This document provides an overview of organizational development. It begins with an outline of the chapter, then defines organizational development and discusses its key elements. These include developing individuals, teams, and the overall organization through acquiring skills from various fields like psychology and sociology. Organizational development aims to affect planned change through interventions and is a continuous long-term process led by leaders and consultants.
Organization development and change are professional fields of social action and the areas of scientific enquiry. The practices of organization development and change covers a wide range of activities and functions. Various areas that illustrate organization development and change Management are, working in co-ordination and integration with the other individuals, such as, employees, colleagues, supervisors, leaders, managers and directors, bringing about structural changes and processes that may influence the job satisfaction of the individuals. The study of organization development and change Management have reports a broad range of areas that have been taken into account in this research paper. The main purpose of researching upon these areas is to find out how effectiveness can be brought about in the implementation of functions within the organization. Bringing about innovative changes and transformations and implementation of tasks and functions towards the development of the organization are the main objectives of the personnel.
Leadership plays a key role in influencing innovation in organizations. Leaders establish an organizational culture that encourages innovation by implementing a structure that fosters creativity, such as through specialization and team reflexivity. Transformational and transactional leadership styles both positively impact innovation, though transformational leadership better motivates employees. Leaders also create a supportive psychological climate and strengthen relationships to generate ideas and implement innovations.
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1. www.ijbcnet.com International Journal of Business and Commerce Vol. 6, No.02: [26-38]
(ISSN: 2225-2436)
Published by Asian Society of Business and Commerce Research 26
Influence of Transformational Leadership and Cultural Organization
toward Chairman Innovation of Stai: The College of Islamic Religion of
Private in Jambi Province
Prof. Dr. Mukhtar
Professor dan Direktur Program Pascasarjana IAIN STS Jambi Indonesia
Dr. Risnita
Business and Lecturer Graduate Program IAIN STS Jambi Indonesia
Dr. Mohamad Muspawi
Postgraduate Doctoral Program IAIN STS Jambi Indonesia
Prof. Dr. Hapzi Ali, CMA
Professor of the Graduate Program MercuBuana University of Indonesia
Prof.hapzi@gmail.com
Abstract
The purpose of this study is to see the influence of Transformational Leadership and
Organizational Culture Keinovatifan Chairman of the Islamic High School (STAI) at the
College of Islamic Religion of Private in Jambi Province. This study uses a quantitative
approach with survey method directed to 3 STAI in Jambi Province. A population of 95
people consisting of structural power in each STAI. Sampling using total sampling
technique, where all the population used as a sample. Of those 95 people 30 people as
sample utuk trial and 65 people as samples for the study. The analysis tool with Path
Analysis, forwarded the analysis of determination (R Square), t test and F test, with a
tolerance of error of 5 percent. SPSS analysis tools with 22:00. Prior to analysis by Path
Analysis test Intstrumen (validity and reliability) as well as the classical assumption test.
The results of this study: 1). Transformational Leadership direct influence, positively and
significantly to Keinovatifan Chairman STAI; 2). Organizational culture directly affect,
positively and significantly to Keinovatifan Chairman STAI; 3). Transformational
Leadership and Organizational Culture simultaneous effect, either directly or indirectly
to the Chairman Keinovatifan STAI, the College of Islamic Religion of Private in Jambi
Province.
Keywords: Transformational Leadership, Organizational Culture, Chairman Innovation
2. www.ijbcnet.com International Journal of Business and Commerce Vol. 6, No.02: [26-38]
(ISSN: 2225-2436)
Published by Asian Society of Business and Commerce Research 27
1. INTRODUCTION
College leadership occupies a central position in an effort to promote the institution, he was like a
captain for a ship, therefore, one of the things that must be possessed by a leader is to innovate the
institution, which is an effort to make new breakthroughs positive that make the agency better and more
advanced. Innovation can be defined as a process in which an object or a new practice bubble up to the
surface and was adopted by individuals or groups. This process begins with the findings (invention) was
followed by the development process, the process of adoption and institutionalization (Hasibuan, 2010:
64).
Sagala proposed “Innovation is the ability to transform ideas into goods, services or processes to
solve problems and take advantage of opportunities faced” (Sagala, 2009: 180). “Innovation is a process
in which organizations utilize the skills and resources they are to develop new products and new operating
system so that they become better” (Winardi, 2008: 9). Meanwhile, Sudarwan Danim proposed
“Innovation in the form of willingness to take risks and learn together on the members of the community
learning organizations” (Danim, 2006: 251). Bolam as quoted by Hasibuan see the innovation process
contains four kinds of factors, namely: 1) the change agent, 2) the innnovation, 3) the user system, 4) the
process of innovation over time (Hasibuan, 2014: 194).
Keinovatifan Leaders also supported by the following points: First, transformational leadership.
That is a process in which leaders and subordinates are trying to reach a level of morality and a higher
motivation (Setiawan & Muhith, 2013: 24). Transformational leadership is understood by Bernard M.
Bass and Ronald E. Riggio as follows: transformational leadership presents an opportunity to improve the
image of the organization, recruitment, selection, promotion, management of diversity, teamwork,
training, development, and ability to innovate (Bass & Riggio 2006: 128).
Second, organizational culture, which is a system of shared meaning held by members that
distinguishes one organization to another (Robbins & Tomithy, 2008: 256). Schermerhorn provides a
definition of organizational culture as follows: An organizational culture that system of beliefs and shared
values that guide behavior in organizations (Schermerhorn,2010: 69).
1) Based on the facts on the ground which is owned STAI An-Nadwah Kuala Tungkal West Tanjung
Jabung, STAI Muarabulian Batanghari, and STAI SMQ Bangko Merangin District, can be described
that the visible presence of innovative efforts that have been made by the chairman of the STAI are to
bring their respective agencies increasingly better over time. It can be seen from the increase in
quantity in many respects. Therefore, researchers are interested in exploring these issues scientifically
by lifting the title “Effect of Transformational Leadership and Organizational Culture Against
Chairman Innovation of STAIon Education Journals in Jambi Province”.
From the research background, the purpose of this study was to investigate and analyze:
2) The direct effect of transformational leadership toward Chairman Innovation of STAI;
3) The direct effect of Organizational Culture to Chairman Innovation of STAI;
4) The effect of direct and indirect Transformational Leadership and Organizational Culture to Chairman
Innovation of STAI, the College of Islamic Religion of Private in Jambi Province.
3. www.ijbcnet.com International Journal of Business and Commerce Vol. 6, No.02: [26-38]
(ISSN: 2225-2436)
Published by Asian Society of Business and Commerce Research 28
2. LITERATURE REVIEW
Innovation
Innovation is the ability to transform ideas into goods, services or processes to solve problems
and take advantage of opportunities faced” (Sagala, 2009: 180). "Innovation is a process in which
organizations utilize the skills and resources they are to develop new products and new operating system
so that they become better" (Winardi, 2008: 9). Innovations such as the willingness to take risks and learn
together on the members of the community learning organizations” (Danim, 2006: 251).
Bolamas quoted by Hasibuan see the innovation process contains four kinds of factors, namely:
1) the change agent; 2) the innnovation; 3) the user system; 4) the process of innovation over time
(Hasibuan, 2014: 194). Innovation in education is an effort to make changes in order to obtain better
terms in the field of education (Sa'ud, 2008: 8). So as supreme leader in a college, then a rector/Chairman
is required to actively carry out a series of changes that occur further progress for universities lead.
Rusdiana (2014: 46) says that the Innovation education is an idea, goods, method of perceived or
observed as a novelty for a person or group of people (society), either the result of the invention or
discovery, which is used to achieve educational goals or to solve problems encountered.
Chairman Innovation of STAI in this study: Readiness STAI a Chairman in childbirth or ideas
and courage perform a series of actions change by utilizing the skills of existing resources in order to
achieve the progress of the institution or organization he leads. With indicators of innovation as follows:
a) Aspects of the idea: (1) Thinking build; (2) Oreintasi in progress; b). Aspects of action: (1) Perform a
variety of changes; (2) Utilizing existing resources, (Hasibuan, 2014; Sa’ud, 2008; Rusdiana 2014).
Transformational Leadership
Transformational Leadership is a process in which leaders and subordinates are trying to reach a
level of morality and a higher motivation (Setiawan & Muhith, 2013: 24). Transformational Leadership
understood by Bernard M. Bass and Ronald E. Riggio as follows: Transformational leadership presents an
opportunity to improve the image of the organization, recruitment, selection, promotion, management of
diversity, teamwork, training, development, and ability to innovate (Bass & Riggio 2006: 128).
Hidayat and Machali (2010: 101) says trasformasional leadership is the ability of a leader in
working with or through others to optimally transform the organization's resources to achieve the
objectives in accordance with predetermined performance targets. The resources in question can be
human resources, facilities, funds and external organizational factors. Jandaghi et. all (2009: 358) says
that transformational leaders are working with values, ethics, standards and long-term goals and focus on
the performance and development of their followers to improve their skills. Often, transformational
leaders have internal ideals and values are strong.
Transformational Leadership in this research is: The ability of a leader to recognize any changes
in the environment and moving the subordinates to be able to adapt to various changes and reforms to
achieve organizational goals. With Transformational Leadership indicators as follows: a) Aspects of
proficiency: (1) Be able to adapt; (2) Empower subordinates; b) Aspects of personality; (1) Being a role
model. (2) Respect subordinates (Bass & Riggio, 2006; Hidayat and Machali, 2010; Jandaghi et. Al,
2009).
4. www.ijbcnet.com International Journal of Business and Commerce Vol. 6, No.02: [26-38]
(ISSN: 2225-2436)
Published by Asian Society of Business and Commerce Research 29
Organizational Culture
Organizational culture is a system of shared meaning held by members that distinguishes one
organization to another (Robbins & Tomithy, 2008: 256). Another understanding organizational culture is
a system of beliefs and shared values that guide behavior in organizations (Schermerhorn, 2010: 69).
Subsequently (Colquitt, Lepine and Wesson, 2009: 563) argues that: Organizational Culture is a
social knowledge is shared within an organization, the rules, norms, and values that shape the attitudes
and behaviors of employees.
Torrington and Weightmen as cited by (Tony Bush, 2006: 134) explains that organizational
culture is a characteristic spirit and beliefs of an organization, which is shown, for example in the norms
and values that are common to talk about how people should behave towards for others, a characteristic
pattern of working relationship should be developed and changed. These norms are very deep, rigid
assumptions that are not always expressed, and always known without being able to understand.
Likewise with (Saifullah, 2012: 101) explains that the function of organizational culture are: 1).
Sense of identity and increase organizational commitment; 2). Organizing tool member; 3) Strengthening
the values within the organization; 4). Behavior control mechanisms; 5) Build a sense of identity for the
organization's members; 6) Facilitate the growth of commitments; 7) Increase the stability of the social
system, social glue, towards integration organization.
Organizational Culture in this research is: A norms, values, customs, passion and a shared belief
held disposable and held in high esteem by the people who live in an organization. Organizational Culture
Indicators in this study are as follows: 1). Code of Ethics. 2) Tolerance. 3) Thorough. 4) Cooperation. 5)
Aggressive (Tony Bush, 2006; Schermerhorn, 2010; Colquitt, Lepine et al, 2009).
3. CONCEPTUAL FRAMEWORK AND HYPHOTESIS
After determining the indicators of each variable so at this stage is to design or effect relationship
between variables based on the results of previous research.
That there is significant influence between transformational leadership on organizational
keinovatifan with the size of the organization as a moderate role (Khan Rabia, et.all, 2009).
Transformational leadership relates positively and significantly to the innovation performance of the
organization, (Saad and Mazzarol, 2016; Jong and Hartog, 2007)
Whereas there is a significant effect of transformational leadership and organizational culture on
keinovatifan, (Sarros. Et. Al 2016). The competitive advantage that, performance orientation and
organizational culture mediates the relationship between transformational leadership and organizational
climate for innovation positively (Sarrosand Cooper, 2008).
Based on the study of the theory and previous research in the design of the conceptual framework
of this study as follows:
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Figure 1 : Conceptual Framework
From the research objectives and conceptual framework, the research hypothesis is as follows
that:
Directly influence the Transformational Leadership Chairman Innovation of STAI,
Directly influence the Organizational Culture of Chairman Innovation of STAI,
Transformational Leadership and Organizational Culture affects directly and simultaneously, the
Chief Chairman Innovation of STAI, the College of Islamic Religion of Private in Jambi
Province.
4. RESEARCH METHODE
This study uses a quantitative approach, which is an action-oriented approach of measurement
variables based on the theory. With the survey method is a study conducted through direct observation of
a symptom or collection of information from large and small population, but the data is studied data from
a sample as the data representing the population.
The unit of analysis of this research is the energy structural Islamic High School (STAI) An-
Nadwah Kuala Tungkal Regency Tanjung Barat, Islamic High School (STAI) Muarabulian Batanghari
and Islamic colleges (STAI) Sheikh Maulana Qori (SMQ) Bangko Merangin District. Given the number
of respondents amounted to only 95 people (Islamic High School (STAI) An-Nadwah Kuala Tungkal
Regency Tanjung Barat = 35 suspected Islamic High School (STAI) Muarabulian Batanghari = 28, and
the Islamic University (STAI) Maulana Shaykh Qori (SMQ) Bangko Regency Merangin = 32). The
researchers used a total sampling technique, where all the population used as a sample. Of these 95
people, 30 people used as a sample test, and 65 people as samples.
Data collection techniques and research instruments used in this study was a questionnaire and
documentation. Descriptive analysis consisted of the presentation of data in tables and graphs instagram.
The data presented is data about the mean, median, mode, and standard deviation. Descriptive analysis is
conducted to describe each of the data obtained on each variable. Data description pursued succinctly and
Chairman
Innovation (Y)
Transformational
Leadership
(X1)
Organizational
Culture
(X2)
ɛ
H3
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clearly, in order to know the characteristics of the sample. Inferential analysis using statistical formulas
Path Analysis, followed by analsisi determination (R Square) F test and t test. Before the hypothesis was
tested first tested the instrument (validity and reliability), and test requirements analysis is by way of test
for normality and homogeneity test.
Path analysis is a method of multivariate data analysis in order to know the influence of the direct
and indirect causes of multiple variables (exogenous) to the endogenous variables (result) with the pattern
of all the variables are recursive and can be observed directly. Are recursive meaning, the relationship
between variables is one way, there is no reciprocal relationship. If declared A causes B, then B can not
cause A, (Hapzi Ali and Nandan Limakrisna, 2013: 137).
5. RESULT AND DISCUSSION
The results of this study begins by describing Standardized Coefficients Path Analysis forwarded
to the analysis of determination (R Square), partial hypothesis test (t test) and test the hypothesis
simultasn (F test) and pembahsan results based on hypotheses and research objectives.
Table1. Path Coefficient Analysis
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std.
Error
Beta
1
(Constant) -3.875 19.780 -.196 .845
Transformational Leadership_X1 .743 .203 .400 3.669 .001
Organizational Culture_X2 .447 .164 .296 2.719 .008
a. Dependent Variable: Chairman_Innovation_Y
Source: results of the research data processing with SPSS 22.0
From table 1 above, obtained Standardized Coefficients variable the leadership of the
Transformative (X1) and Organizational Commitment (X2) is (ρx1 = 0,400 and ρx2 = 0.269. The
resulting equation is Path Analysis (X3 = ρx3x1 X1 + ρx3x2 X2 + e) is X3 = 0,400 . + 0.269 X1, X2. the
coefficient of the leadership of the variable path Transformative (X1) greater influence of organizational
culture variable (X2) to variable Keinofatifan Chairman STAI (Y).
Furthermore, to determine the total effect of the leadership of the variables and Organizational
Commitment to Transformative Keinofatifan Chairman STAI can be seen from Table 2 as follows:
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Table 2. Model Summary
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .525a
.275 .252 17.32969
a. Predictors: (Constant), Organizational Culture_X2, Transformational
Leadership_X1
Source: results of the research data processing with SPSS 22.0
The R value of 0.525 indicates the leadership of the double correlation Transformative and
Organizational Commitment with Keinofatifan Chairman STAI amounted to 52.5 percent. Taking into
account the variations in the value of R Square of 0.275 which indicates the magnitude of the role or
contribution of the leadership of the Transformative Variables and Organizational Commitment able to
explain the variable Keinofatifan STAI Chairman and the remaining 27.2 percent 72.8,8 percent
influenced by other variables.
Other variables that can affect Keinofatifan include the Organizational Culture, Organizational
Climate, Leadership Style, Organizational Commitment. The commitment itself can also be influenced by
Organizational Culture, Organizational Climate and Leadership this case on the terms of the research
results (Nanda Limakrisna, ZulkiZulkifli, Hapzi Ali, 2016), that the Organizational Culture,
Organizational Climate and Leadership Style positive and significant impact on Organizational
Commitment, either partially or simultaneously and have a positive impact also on Employee performace.
Test Results Effect of Partial (t test) and Simultaneous Effect (Test F)
Assessment of the effect of partial aims to test whether each independent variable (exogenous)
significantly influence the dependent variable (endogenous) partially with α = 0.05 and also the
acceptance or rejection of the hypothesis. Partial test (t test) to answer a hypothetical one and two of this
study.
Table3. T Test Results (Partial)
No. Independent Variable t Value Sig.
1 Transformational Leadership_X1 3,669 ,001
2 Organizational Culture_X2 2,719 ,008
Source: results of the research data processing with SPSS 22.0
The first hypothesis:
H0 = Transformational Leadership Innovation does not directly influence the Chairman of STAI.
H1 = Transformational Leadership directly affect the the Chairman of STAI.
Based on statistical calculation results obtained by the leadership of the Transformative TValue
variable (X1) of 3669 with a significant value of 0.001. It is thus due t> t table (3,669> 1,683), then Ho is
rejected and H1 accepted, meaning Transformational Leadership directly affect the STAI Chief
Innovation.
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In addition to test hypothesis based on the level of significance, can be seen from the output
figures of significance is 0,001 less than the level of tolerance of error of 0.05 (0.001 <0.05), it can be
concluded that transformational leadership directly affects positively and significanterhadap Innovation
Chair STAI, so the first hypothesis is accepted.
Second Hypothesis:
H0 = Cultural Organization does not directly influence the Chairman Innovation of STAI,
H1 = Cultural Organization directly affect the Chairman Innovation of STAI
Based on the results obtained t value variable statistical calculations Cultural Studies
Organization (X2) of 2719 with a significant value of 0.008. Thus because t count> t table (2,719>
1,683), then Ho is rejected and H1 accepted, meaning Cultural Studies Organization directly affect the
Chairman Innovation of STAI.
In addition to test hypothesis based on the level of significance, can be seen from the output
figures a significance of 0.008 is smaller than the level of tolerance error 12:05 (0.008 <0.05), it can be
concluded that the Cultural Studies Organization direct effect positive and significanterhadap Innovation
Chair STAI, thus the second hypothesis is accepted.
Third Hypothesis:
H0 = Transformational Leadership and Organizational Culture has no direct effect and
simultaneously, Chairman Innovation of STAI,
H1 = Transformational Leadership and Organizational Culture affects directly and
simultaneously to Chairman Innovation of STAI
To answer the third hypothesis that the Transformational Leadership and Organizational Culture
simulants direct influence on the Chair of Innovation STAI, the College of Islamic Religion of Private in
Jambi Province, can diliaht of Anova in Table 4 below.
Table4. Anova
ANOVAa
Model Sum of Squares df Mean
Square
F Sig.
1
Regression 7076.344 2 3538.172 11.781 .000b
Residual 18619.718 62 300.318
Total 25696.062 64
a. Dependent Variable: Chairman_ Innovation_Y
b. Predictors: (Constant), Organizational Culture_X2, Transformational
Leadership_X1
Source: results of the research data processing with SPSS 22.0
From Table 4 above (ANOVA table) were obtained for 11 781 F value greater than F table 3:10
(11 781> 3.10) and a significant value of 0.000 is less than 5 percent (0.000 <0.05). Then the null
hypothesis (H0) is rejected and the alternative hypothesis (H1) is accepted, meaning that there is a
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positive and significant effect of variable quality Transformational Leadership and Organizational Culture
affects directly and simultaneously to Keinovatifan Chairman STAI, thus the third hypothesis is accepted.
Aside from the influence can simultaneously also in the analysis of the direct and indirect
influence through fellow independent variables. Tujaunya dalah to prove nital R Square. Correlation
between variables such as table 5 below:
Table5.Correalations
Correlations
Transformational
Leadership_X1
Organizational
Culture_X2
Chairman
_Innovatio
n _Y
Transformation
al
Leadership_X1
Pearson
Correlation
1 .119 .435**
Sig. (2-tailed) .346 .000
N 65 65 65
Organizational
Culture_X2
Pearson
Correlation
.119 1 .344**
Sig. (2-tailed) .346 .005
N 65 65 65
Chairman_Inno
vation_Y
Pearson
Correlation
.435**
.344**
1
Sig. (2-tailed) .000 .005
N 65 65 65
**. Correlation is significant at the 0.01 level (2-tailed).
Source: results of the research data processing with SPSS 22.0
Table 6. Summary of Effects of Direct and Indirect
Variable
Direct
(%)
Indirect
Total (%)
X1 (%) X2 (%)
Transformational Leadership_X1 16.00% 1.41% 17.41%
Organizational Culture_X2 8.76% 1.41% 10.17%
Total effect X1, X2 27.58%
Total Effect of other variables 72.4%
Source: results of the research data processing with SPSS 22.0
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The total value of the effect of Transformative Leadership (X1) and Cultural Organization (X2) to
Keinovatifan Chairman STAI (Y) both directly and indirectly is sebsar 27.58 percent. This value is equal
to the value of R-square of 27.5 percent differ only 0:01 due to rounding as in Table 2 Summary above
models. This process aims to determine the direct and indirect influence between independent variables.
Not that variable X1 or X2 be intervening variable but only to test the value of R square is equal to the
total direct and indirect influence.
1. Leadership Transformative affect to theChairman Innovation of STAI
Transformative Leadership positive and significant impact on Keinovatifan Chairman STAI.
Whereas Transformational Leadership Chairman STAI which will give a good effect for Keinovatifan
Chairman STAI.
The transformative leadership a leadership that has indicators Minded building; Oreintasi in
progress; Make changes; and Leveraging existing resources. All this affects an indicator and also affect
the innovation indicators is how a chief: minded building; oreintasi in progress; make changes; and utilize
existing resources (Bass & Riggio, 2006; Hidayat and Machali, 2010; Jandaghi et. al, 2009)
The results of this research according to research conducted by (Rabia Khan, et.all 2009)
"Transformational leadership and organizational innovation: Moderated by organizational size", that there
is a significant effect of transformational leadership on organizational keinovatifan with the size of the
organization as a moderate role.
And supported also by the results of (Saad and Mazzarol, 2016; Jong and Hartog, 2007) titled
"The Impact of Leadership on Organizational Innovation Performance Among Malaysia's Multimedia
Super Corridor (MSC) SME", that transformational leadership relates pisitif and significant to innovation
organizational performance.
2. Organizational culture influence to Chairman Innovation of STAI
Organizational culture positive and significant impact on Keinovatifan Chairman STAI. Leaders
who have a good organizational culture has an indicator: a good code of ethics; tolerance; meticulous;
cooperation; and aggressive. All this indicator Organizational Culture and bepengaruh impact also on
Innovation indicator is how a chief: minded building; oreintasi in progress; make changes; and utilize
existing resources (Tony Bush, 2006; Schermerhorn, 2010; Colquitt, Lepine et al, 2009).
The study's findings are consistent with research conducted by (Phong. Et.all. International
Journal, 2016), entitled: The Impact of Culture on Organizational Innovation activities - The Case Of X
Corporation In Vietnam. Which states that there is significant influence of organizational culture on
keinovatifan.
Furthermore, the results of this study in accordance with the results of the research (Katarzyna
2014) titled "The Importance of Organizational Culture For Innovation In The Company," which states
that organizational culture has a significant relationship to the company's innovation
3. The Transformative Leadership and Organizational Culture of Chairman Innovation affect the STAI
simultaneously, and both direct and indirect
The transformative leadership a leadership that has the indicator, which is able to adapt, empower
subordinates; a role model, appreciate subordinates (Bass & Riggio, 2006; Hidayat and Machali, 2010;
Jandaghi et. al, 2009).
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Leaders who have a good organizational culture has an indicator: a good code of ethics;
tolerance; meticulous; cooperation; and aggressive (Tony Bush, 2006; Schermerhorn, 2010; Colquitt,
Lepine et al, 2009).
All an indicator Leadership and Cultural Organization transformative impact and also affect the
innovation indicators is how a chief: minded building; oreintasi in progress; make changes; and utilize
existing resources, (Hasibuan, 2014; Sa'ud, 2008; Rusdiana 2014).
The results are consistent with research (SARROS. Et.all, 2016), Building a Climate for
Innovation Through Transformational Leadership and Organizational Culture. Whereas there is a
significant effect of transformational leadership and organizational culture on keinovatifan.
Furthermore, the findings are consistent with the results of the study (SARROS and Cooper,
2008), "Building a Climate for Innovation Through Transformational Leadership and Organizational
Culture". The competitive advantage that, performance orientation and organizational culture mediates
the relationship between transformational leadership and organizational climate for innovation positively.
5. CONCLUSSION
Based on the results and discussion of this research, conclusions and suggestions are as follows :
Conclusion:
Transformational Leadership direct influence, positively and significantly to Chairman Innovation of
STAI, the College of Islamic Religion of Private in Jambi Province. Whereas Transformational
Leadership Chairman STAI which will give a good effect for Keinovatifan Chairman STAI.
Cultural Organization directly affect, positively and significantly to Chairman Innovation of STAI,
the College of Islamic Religion of Private in Jambi Province. Organizational culture is well developed
in the institution gives a good effect for Chairman Innovation of STAI.
Transformational Leadership and Cultural Organization directly affect, positively and significantly to
Chairman Innovation of STAI, the College of Islamic Religion of Private in Jambi Province. That the
Chairman of the Transformative Leadership and Organizational Culture breed developed in the
institution gives a good effect also for Chairman Innovation of STA Iitself.
Suggestion:
There are still many factors that affect Keinovatifan Chairman Higher Education in this context
the Chairman STAI the College of Islamic Religion of Private in Jambi Province, such as competence,
motivation, commitment, knowled, and so forth. It berdarkan result of determination analysis, by it
because they need to proceed with other research data and information in order to obtain a better and
konfrehensif. Thus Keinovatifan Chairman STAI the College of Islamic Religion of Private in Jambi
province could better meet the public expectation in Jambi Province.