This document presents a conceptual framework exploring the impact of leadership and empowerment on organizational performance in Malaysia. It discusses how empowering leadership can foster psychological empowerment among employees by giving them influence and appreciation. The study aims to provide guidance to organizations on adopting leadership empowerment and the potential outcomes, like improved performance. While much research has found positive effects of empowering leadership, this study focuses on understanding its significance and influence on organizational outcomes. It identifies a gap in relying solely on individual-level data and argues for understanding leadership empowerment's broader impact on the organization as a whole.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
The Efficacy of Executive Coaching inTimes of Organisational.docxtodd701
This study examined the impact of executive coaching on 31 executives during a period of organizational change at a global engineering firm. The executives participated in executive coaching sessions over 4 months. The study found that executive coaching was associated with:
1) Increased goal attainment, enhanced solution-focused thinking, and a greater ability to deal with change.
2) Increased leadership self-efficacy and resilience and a decrease in depression.
3) Positive impacts that generalized to non-work areas like family life.
The study provides empirical evidence that executive coaching can help executives develop skills needed to navigate organizational change.
Journal of Economic Development, Management, IT, Finance and .docxaryan532920
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 30
Leadership Styles of Effective Project Managers: Techniques and Traits to Lead High
Performance Teams
Melissa DuBois, John Hanlon, Jodi Koch, Betty Nyatuga, Nathan Kerr
College of Engineering, Drexel University, USA
[email protected], [email protected], [email protected], [email protected], [email protected]
Abstract
Project management is a growing practice and is being utilized in an increasing number of
facilities. The project manager is at the head of this project process, and has an important role of
overseeing the project and project team, and ultimately ensuring the project ends in success.
Analyzing critical qualities of leadership and determining their positive impact can benefit
project managers in any industry and therefore promote project success. A few of these
leadership styles include: team building, establishing clear relations and roles between project
members, openness, self-confidence, organization, and clearly defining project successes,
reevaluating when necessary. These leadership styles and traits were researched and analyzed to
determine the extent they contribute to the construction, execution, and closure of the project. By
adopting these qualities, the project’s stakeholders such as investors, clients, or patients are more
likely to feel the positive impact of a successful project. Projects can also move more smoothly
and efficiently, receiving positive results in less time. This is beneficial not only to the
stakeholders, but to all members involved: the organization, the project manager, executive staff,
team members, and outsourced facilities. It is not enough to possess one of these crucial traits.
As seen in literature and historical examples, a combination is necessary to create balance and
develop into a leader that can produce an efficient team and satisfactory end results.
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 31
Introduction
In today’s increasingly complex global economy and shrinking geography, corporations,
governments, and other organizations are turning to a project management model to facilitate
successful endeavors that enhance their products, services, policies, and procedures. Project
management has proven to be a vehicle to oversee these short-term but strategic ventures. More
than ever, these organizations are recognizing that these projects require not just a project
manager, but a project leader. According to Pandya (2014), project leaders are accountable for
the day-to-day oversight of the project, the triple constraint of time, budget, and quality as any
manager is. However, they also need to manage change, assure resource availability, address
behavioral and emotional flares with internal and external stakeholders ...
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
The Efficacy of Executive Coaching inTimes of Organisational.docxtodd701
This study examined the impact of executive coaching on 31 executives during a period of organizational change at a global engineering firm. The executives participated in executive coaching sessions over 4 months. The study found that executive coaching was associated with:
1) Increased goal attainment, enhanced solution-focused thinking, and a greater ability to deal with change.
2) Increased leadership self-efficacy and resilience and a decrease in depression.
3) Positive impacts that generalized to non-work areas like family life.
The study provides empirical evidence that executive coaching can help executives develop skills needed to navigate organizational change.
Journal of Economic Development, Management, IT, Finance and .docxaryan532920
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 30
Leadership Styles of Effective Project Managers: Techniques and Traits to Lead High
Performance Teams
Melissa DuBois, John Hanlon, Jodi Koch, Betty Nyatuga, Nathan Kerr
College of Engineering, Drexel University, USA
[email protected], [email protected], [email protected], [email protected], [email protected]
Abstract
Project management is a growing practice and is being utilized in an increasing number of
facilities. The project manager is at the head of this project process, and has an important role of
overseeing the project and project team, and ultimately ensuring the project ends in success.
Analyzing critical qualities of leadership and determining their positive impact can benefit
project managers in any industry and therefore promote project success. A few of these
leadership styles include: team building, establishing clear relations and roles between project
members, openness, self-confidence, organization, and clearly defining project successes,
reevaluating when necessary. These leadership styles and traits were researched and analyzed to
determine the extent they contribute to the construction, execution, and closure of the project. By
adopting these qualities, the project’s stakeholders such as investors, clients, or patients are more
likely to feel the positive impact of a successful project. Projects can also move more smoothly
and efficiently, receiving positive results in less time. This is beneficial not only to the
stakeholders, but to all members involved: the organization, the project manager, executive staff,
team members, and outsourced facilities. It is not enough to possess one of these crucial traits.
As seen in literature and historical examples, a combination is necessary to create balance and
develop into a leader that can produce an efficient team and satisfactory end results.
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 31
Introduction
In today’s increasingly complex global economy and shrinking geography, corporations,
governments, and other organizations are turning to a project management model to facilitate
successful endeavors that enhance their products, services, policies, and procedures. Project
management has proven to be a vehicle to oversee these short-term but strategic ventures. More
than ever, these organizations are recognizing that these projects require not just a project
manager, but a project leader. According to Pandya (2014), project leaders are accountable for
the day-to-day oversight of the project, the triple constraint of time, budget, and quality as any
manager is. However, they also need to manage change, assure resource availability, address
behavioral and emotional flares with internal and external stakeholders ...
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
The Influence of Transformational Leadership, Competence, And Work Motivation...AJHSSR Journal
ABSTRACT:Objective of the study is to examine the influence of transformational leadership, competence,
and work motivation on employee performance. This study uses a quantitative method and is causal associative
in nature. This research employs a quantitative methodology. To understand events, researchers that use
quantitative research collect numerical data and analyze it using statistical methods. The method used in
collecting this data is saturated sampling or census. The definition of saturated sampling or census is a sampling
technique in which all members of the population are used as samples. This research uses the census method.
Multiple linear regression using the SPSS 29.0 tool was used for data analysis in this study. The studyindicates
that: (1) Transformational leadership has a positive and significant effect on employee performance in
employees of the Mataram City Investment and One-Stop Integrated Service Office. (2) The competence is
high. Competence does not have a significant effect on employee performance on employees. (3) Work
motivation is high. Work motivation has a significant positive effect on employee. (4) Employee performance is
high. Respondents who feel very responsible for their work tend to strive to provide the best results. Capacitybuilding programs such as transformational leadership training and development focus more on empowerment
programs, inspirational development, communication skills, and the creation of more innovative work
ecosystems that can be implemented. Another thing is always adapting and mitigating changes that occur both in
the internal environment such as changes in policies, work systems and mechanisms, and institutions, and in the
external environment such as assessing and fulfilling expectations of service satisfaction from the provision of
licensing services, as well as the speed of change in information technology.
Keywords -Transformational leadership, competence, work motivation, employee performance
The effect of career development, leadership style and organizational culture...inventionjournals
The practice of career development, leadership style and organizational culture on organizational commitment to employee satisfaction is an important factor in achieving the good governance. Causality between variables built into the model by using the 7,342 employees working in 37 regional work unit (SKPD) in the province of Papua. The sampling technique is done by using proportionate random sampling, the sample size in order to obtain a number of 379 employees with a response rate of 36.41 %, so overall the questionnaire used to analyze just 138 employees. The results of the analysis of moment structures using Ver. 21 provides evidence that career development and organizational culture proved can improve employee job satisfaction. Other facts suggest that the better career development and leadership style, the higher the employee organizational Commitment while organizational culture and employee job satisfaction was not shown to improve organizational commitment.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. Leadership is defined as interpersonal influence to achieve goals through inspiration and motivation. Talent refers to innate gifts and skills that are matched to organizational needs. Engagement means employees are committed to an organization and its values, working to improve performance. The document stresses that leadership development, talent management, and engagement are interrelated and important for organizational success. Leaders must attract, develop, and retain top talent, while creating an engaging culture where employees are productive.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. It discusses the importance of leadership development and identifies competencies organizations should focus on, like leading change, leading people, driving results, and building coalitions. It outlines strategies for leadership development, including identifying current and potential leaders, succession planning, coaching/mentoring, developing skills roadmaps, and providing challenging assignments. The goal of these strategies is to develop a strong internal pipeline of talent and leaders to ensure organizational success.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
Impact of Organisational Structure on Employee Engagement: Evidence from Nort...IJAEMSJORNAL
In the current workplace, organizational structure assumes priority in the level of employee engagement. Therefore, well planned structure results in workers efficiency and organizations effectiveness. This study assessed the impact of organizational structure on employee engagement in North Central of Nigeria. Adopting a survey design, the research made used of primary data, collected mainly through administering a set of questionnaire to 196 management staff, supervisors and non-management staff of the selected manufacturing firms from Plateau state. The findings revealed that: there is significant positive relationship between decentralisation system of control and employee productivity; standardisation system of control positively affects employees’ efficiency. The study concluded that decentralisation system of control is crucial to employees’ productivity and organisational development; also enhance rapid delivery of employee services, to both the organization and customers. Standardisation system of control ensures employee efficiency and generates quality products that give competitive edge over the competitors in the global market Incentives as key factor also contribute immensely to employee commitment in workplace. The work recommended that organisations should always employ decentralization system of control; management should adopt decentralization and see it as mechanism that fosters effective customer delivery services. In addition standardisation should be embrace, support and adopt by organizations.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
Running head EMPLOYEE INVOLVEMENT IN AN ORGANIZATION1EMPLOYEE .docxsusanschei
Running head: EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 1
EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 8
Employee Involvement Within an Organization
Millicent Prescott
Mulugeta Dessie
Strayer University
Leadership and Organizational
February 8, 2017
Outline
Thesis: Every organization aims at creating a progressive work environment based on trust, collaboration, teamwork, creative problem solving, and outstanding customer service. To achieve this, there is need for the leadership faculty to invest and understand the organization’s most valuable asset, the employees. Quality within an organization starts with an empowered and involved workforce.
I. Introduction
A. Employee involvement reflects the direct participation of employees in a bid to fulfill both the mission and objectives of the organization, and also help in decision-making and problem-solving processes.
II. Discussion
A. Drivers of employee involvement
i. Empowering employees, aligning employee efforts with organizational strategies, Supporting and recognizing employees, helping employees in their growth and development, Promoting collaboration and teamwork within the employees.
B. Relationship between employee involvement and organizational performance
i. There exists a positive relationship between involvement and organizational performance.
ii. Employee involvement ensures profitability, productivity, consumer safety and loyalty, and employee retention.
C. Employee involvement strategies
i. Employee involvement starts from the management level.
ii. The strategies may include enhance communication in the workplace, providing with advancement and development opportunities, providing the employees with adequate training and whatever they need to accomplish their tasks, motivating them through incentives and establishing a solid feedback system.
III. Conclusion
Active participation works to the benefit of both the employees and the entire organization. Employee involvement provides with a myriad of positive outcomes to the organization and for employees. To that end, organizations should ensure their employees always participate in decision-making processes, have adequate training, and ensure the presence of incentives in order to ensure employee participation.
Main Paper
Introduction
In the history of businesses and organizations, contemporary managers have agreed that of all times, this century demands more productivity and enhanced efficiency (Markos et al. 2010). It clear that every business is aiming at improving its performance, though managers are constantly dealing with numerous challenges just to keep their businesses ahead of competition. The need to improve productivity within organizations has prompted to these managers employing management tools, as suggested by scholars and researchers. Some of these tools include the Total Quality Management tool and the Process Re-Engineering tool (Markos et al. 2010). These tools, primarily focusing on process and operatio ...
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docxjustine1simpson78276
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
Role of Emotional Intelligence in Leadership Effectiveness in Service Sectorijtsrd
Leadership is always being an area to probe since ages. Leadership perspectives are found different continuously not only with ages but also with different category and type of organizations, leaderships has been a study with humungous dynamism. The way environment and organizations are changing, the challenges of leadership have also changed and new perspectives have taken place in industry related to leadership concept. This study is focused on understanding the influence through emotional intelligence on leadership effectiveness in today’s time. The paper helps in understanding the role of emotional intelligence on leadership effectiveness. The study is conducted in service organization of Pune and Mumbai. Only banks, education, retail and IT service leaders are considered for collection of data. The data is analysed by using correlation and regression analysis. The study found that emotional intelligence is highly correlated with leadership effectiveness and it is essential for any organization of service sector to have leaders with emotional intelligenece for effective performance of organization. Swati John "Role of Emotional Intelligence in Leadership Effectiveness in Service Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30573.pdf Paper Url :https://www.ijtsrd.com/management/other/30573/role-of-emotional-intelligence-in-leadership-effectiveness-in-service-sector/swati-john
This document provides an overview of a study on sustainable elements for leadership effectiveness in business organizational performance. It discusses different leadership styles and indicators that can be used to measure leadership effectiveness, such as individual and group performance outcomes. The literature review covers prior research that has found both direct impacts and limited/no impacts of leadership on organizational performance. The relationship between leadership effectiveness and performance is complex, and the truth likely lies between views that sustainability is key versus leadership having limited influence.
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
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.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
The Influence of Transformational Leadership, Competence, And Work Motivation...AJHSSR Journal
ABSTRACT:Objective of the study is to examine the influence of transformational leadership, competence,
and work motivation on employee performance. This study uses a quantitative method and is causal associative
in nature. This research employs a quantitative methodology. To understand events, researchers that use
quantitative research collect numerical data and analyze it using statistical methods. The method used in
collecting this data is saturated sampling or census. The definition of saturated sampling or census is a sampling
technique in which all members of the population are used as samples. This research uses the census method.
Multiple linear regression using the SPSS 29.0 tool was used for data analysis in this study. The studyindicates
that: (1) Transformational leadership has a positive and significant effect on employee performance in
employees of the Mataram City Investment and One-Stop Integrated Service Office. (2) The competence is
high. Competence does not have a significant effect on employee performance on employees. (3) Work
motivation is high. Work motivation has a significant positive effect on employee. (4) Employee performance is
high. Respondents who feel very responsible for their work tend to strive to provide the best results. Capacitybuilding programs such as transformational leadership training and development focus more on empowerment
programs, inspirational development, communication skills, and the creation of more innovative work
ecosystems that can be implemented. Another thing is always adapting and mitigating changes that occur both in
the internal environment such as changes in policies, work systems and mechanisms, and institutions, and in the
external environment such as assessing and fulfilling expectations of service satisfaction from the provision of
licensing services, as well as the speed of change in information technology.
Keywords -Transformational leadership, competence, work motivation, employee performance
The effect of career development, leadership style and organizational culture...inventionjournals
The practice of career development, leadership style and organizational culture on organizational commitment to employee satisfaction is an important factor in achieving the good governance. Causality between variables built into the model by using the 7,342 employees working in 37 regional work unit (SKPD) in the province of Papua. The sampling technique is done by using proportionate random sampling, the sample size in order to obtain a number of 379 employees with a response rate of 36.41 %, so overall the questionnaire used to analyze just 138 employees. The results of the analysis of moment structures using Ver. 21 provides evidence that career development and organizational culture proved can improve employee job satisfaction. Other facts suggest that the better career development and leadership style, the higher the employee organizational Commitment while organizational culture and employee job satisfaction was not shown to improve organizational commitment.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. Leadership is defined as interpersonal influence to achieve goals through inspiration and motivation. Talent refers to innate gifts and skills that are matched to organizational needs. Engagement means employees are committed to an organization and its values, working to improve performance. The document stresses that leadership development, talent management, and engagement are interrelated and important for organizational success. Leaders must attract, develop, and retain top talent, while creating an engaging culture where employees are productive.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. It discusses the importance of leadership development and identifies competencies organizations should focus on, like leading change, leading people, driving results, and building coalitions. It outlines strategies for leadership development, including identifying current and potential leaders, succession planning, coaching/mentoring, developing skills roadmaps, and providing challenging assignments. The goal of these strategies is to develop a strong internal pipeline of talent and leaders to ensure organizational success.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
Impact of Organisational Structure on Employee Engagement: Evidence from Nort...IJAEMSJORNAL
In the current workplace, organizational structure assumes priority in the level of employee engagement. Therefore, well planned structure results in workers efficiency and organizations effectiveness. This study assessed the impact of organizational structure on employee engagement in North Central of Nigeria. Adopting a survey design, the research made used of primary data, collected mainly through administering a set of questionnaire to 196 management staff, supervisors and non-management staff of the selected manufacturing firms from Plateau state. The findings revealed that: there is significant positive relationship between decentralisation system of control and employee productivity; standardisation system of control positively affects employees’ efficiency. The study concluded that decentralisation system of control is crucial to employees’ productivity and organisational development; also enhance rapid delivery of employee services, to both the organization and customers. Standardisation system of control ensures employee efficiency and generates quality products that give competitive edge over the competitors in the global market Incentives as key factor also contribute immensely to employee commitment in workplace. The work recommended that organisations should always employ decentralization system of control; management should adopt decentralization and see it as mechanism that fosters effective customer delivery services. In addition standardisation should be embrace, support and adopt by organizations.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
Running head EMPLOYEE INVOLVEMENT IN AN ORGANIZATION1EMPLOYEE .docxsusanschei
Running head: EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 1
EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 8
Employee Involvement Within an Organization
Millicent Prescott
Mulugeta Dessie
Strayer University
Leadership and Organizational
February 8, 2017
Outline
Thesis: Every organization aims at creating a progressive work environment based on trust, collaboration, teamwork, creative problem solving, and outstanding customer service. To achieve this, there is need for the leadership faculty to invest and understand the organization’s most valuable asset, the employees. Quality within an organization starts with an empowered and involved workforce.
I. Introduction
A. Employee involvement reflects the direct participation of employees in a bid to fulfill both the mission and objectives of the organization, and also help in decision-making and problem-solving processes.
II. Discussion
A. Drivers of employee involvement
i. Empowering employees, aligning employee efforts with organizational strategies, Supporting and recognizing employees, helping employees in their growth and development, Promoting collaboration and teamwork within the employees.
B. Relationship between employee involvement and organizational performance
i. There exists a positive relationship between involvement and organizational performance.
ii. Employee involvement ensures profitability, productivity, consumer safety and loyalty, and employee retention.
C. Employee involvement strategies
i. Employee involvement starts from the management level.
ii. The strategies may include enhance communication in the workplace, providing with advancement and development opportunities, providing the employees with adequate training and whatever they need to accomplish their tasks, motivating them through incentives and establishing a solid feedback system.
III. Conclusion
Active participation works to the benefit of both the employees and the entire organization. Employee involvement provides with a myriad of positive outcomes to the organization and for employees. To that end, organizations should ensure their employees always participate in decision-making processes, have adequate training, and ensure the presence of incentives in order to ensure employee participation.
Main Paper
Introduction
In the history of businesses and organizations, contemporary managers have agreed that of all times, this century demands more productivity and enhanced efficiency (Markos et al. 2010). It clear that every business is aiming at improving its performance, though managers are constantly dealing with numerous challenges just to keep their businesses ahead of competition. The need to improve productivity within organizations has prompted to these managers employing management tools, as suggested by scholars and researchers. Some of these tools include the Total Quality Management tool and the Process Re-Engineering tool (Markos et al. 2010). These tools, primarily focusing on process and operatio ...
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docxjustine1simpson78276
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
Role of Emotional Intelligence in Leadership Effectiveness in Service Sectorijtsrd
Leadership is always being an area to probe since ages. Leadership perspectives are found different continuously not only with ages but also with different category and type of organizations, leaderships has been a study with humungous dynamism. The way environment and organizations are changing, the challenges of leadership have also changed and new perspectives have taken place in industry related to leadership concept. This study is focused on understanding the influence through emotional intelligence on leadership effectiveness in today’s time. The paper helps in understanding the role of emotional intelligence on leadership effectiveness. The study is conducted in service organization of Pune and Mumbai. Only banks, education, retail and IT service leaders are considered for collection of data. The data is analysed by using correlation and regression analysis. The study found that emotional intelligence is highly correlated with leadership effectiveness and it is essential for any organization of service sector to have leaders with emotional intelligenece for effective performance of organization. Swati John "Role of Emotional Intelligence in Leadership Effectiveness in Service Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30573.pdf Paper Url :https://www.ijtsrd.com/management/other/30573/role-of-emotional-intelligence-in-leadership-effectiveness-in-service-sector/swati-john
This document provides an overview of a study on sustainable elements for leadership effectiveness in business organizational performance. It discusses different leadership styles and indicators that can be used to measure leadership effectiveness, such as individual and group performance outcomes. The literature review covers prior research that has found both direct impacts and limited/no impacts of leadership on organizational performance. The relationship between leadership effectiveness and performance is complex, and the truth likely lies between views that sustainability is key versus leadership having limited influence.
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
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.
Similar to 541-549-Leadership+Impact+on+Empowerment+and+Organisation+Performance+in+Malaysia+Conceptual+Paper.pdf (20)
This study examines how the COVID-19 pandemic impacted the financial situation and adjustment of married couples in Sri Lanka. It investigates whether couples experienced fear related to their financial situation and uncertainty during lockdowns. It also looks at the level of support couples received from extended family and whether this support helped moderate the relationship between financial fears/uncertainty and spousal adjustment. An online survey was conducted with 300 married adults. The findings showed that COVID-19 created financial fears and uncertainty among couples in Sri Lanka. It was also concluded that support from extended families contributed positively to spousal adjustment during the pandemic lockdowns.
Optimizing Post Remediation Groundwater Performance with Enhanced Microbiolog...Joshua Orris
Results of geophysics and pneumatic injection pilot tests during 2003 – 2007 yielded significant positive results for injection delivery design and contaminant mass treatment, resulting in permanent shut-down of an existing groundwater Pump & Treat system.
Accessible source areas were subsequently removed (2011) by soil excavation and treated with the placement of Emulsified Vegetable Oil EVO and zero-valent iron ZVI to accelerate treatment of impacted groundwater in overburden and weathered fractured bedrock. Post pilot test and post remediation groundwater monitoring has included analyses of CVOCs, organic fatty acids, dissolved gases and QuantArray® -Chlor to quantify key microorganisms (e.g., Dehalococcoides, Dehalobacter, etc.) and functional genes (e.g., vinyl chloride reductase, methane monooxygenase, etc.) to assess potential for reductive dechlorination and aerobic cometabolism of CVOCs.
In 2022, the first commercial application of MetaArray™ was performed at the site. MetaArray™ utilizes statistical analysis, such as principal component analysis and multivariate analysis to provide evidence that reductive dechlorination is active or even that it is slowing. This creates actionable data allowing users to save money by making important site management decisions earlier.
The results of the MetaArray™ analysis’ support vector machine (SVM) identified groundwater monitoring wells with a 80% confidence that were characterized as either Limited for Reductive Decholorination or had a High Reductive Reduction Dechlorination potential. The results of MetaArray™ will be used to further optimize the site’s post remediation monitoring program for monitored natural attenuation.
Epcon is One of the World's leading Manufacturing Companies.EpconLP
Epcon is One of the World's leading Manufacturing Companies. With over 4000 installations worldwide, EPCON has been pioneering new techniques since 1977 that have become industry standards now. Founded in 1977, Epcon has grown from a one-man operation to a global leader in developing and manufacturing innovative air pollution control technology and industrial heating equipment.
ENVIRONMENT~ Renewable Energy Sources and their future prospects.tiwarimanvi3129
This presentation is for us to know that how our Environment need Attention for protection of our natural resources which are depleted day by day that's why we need to take time and shift our attention to renewable energy sources instead of non-renewable sources which are better and Eco-friendly for our environment. these renewable energy sources are so helpful for our planet and for every living organism which depends on environment.
Climate Change All over the World .pptxsairaanwer024
Climate change refers to significant and lasting changes in the average weather patterns over periods ranging from decades to millions of years. It encompasses both global warming driven by human emissions of greenhouse gases and the resulting large-scale shifts in weather patterns. While climate change is a natural phenomenon, human activities, particularly since the Industrial Revolution, have accelerated its pace and intensity
Evolving Lifecycles with High Resolution Site Characterization (HRSC) and 3-D...Joshua Orris
The incorporation of a 3DCSM and completion of HRSC provided a tool for enhanced, data-driven, decisions to support a change in remediation closure strategies. Currently, an approved pilot study has been obtained to shut-down the remediation systems (ISCO, P&T) and conduct a hydraulic study under non-pumping conditions. A separate micro-biological bench scale treatability study was competed that yielded positive results for an emerging innovative technology. As a result, a field pilot study has commenced with results expected in nine-twelve months. With the results of the hydraulic study, field pilot studies and an updated risk assessment leading site monitoring optimization cost lifecycle savings upwards of $15MM towards an alternatively evolved best available technology remediation closure strategy.
Recycling and Disposal on SWM Raymond Einyu pptxRayLetai1
Increasing urbanization, rural–urban migration, rising standards of living, and rapid development associated with population growth have resulted in increased solid waste generation by industrial, domestic and other activities in Nairobi City. It has been noted in other contexts too that increasing population, changing consumption patterns, economic development, changing income, urbanization and industrialization all contribute to the increased generation of waste.
With the increasing urban population in Kenya, which is estimated to be growing at a rate higher than that of the country’s general population, waste generation and management is already a major challenge. The industrialization and urbanization process in the country, dominated by one major city – Nairobi, which has around four times the population of the next largest urban centre (Mombasa) – has witnessed an exponential increase in the generation of solid waste. It is projected that by 2030, about 50 per cent of the Kenyan population will be urban.
Aim:
A healthy, safe, secure and sustainable solid waste management system fit for a world – class city.
Improve and protect the public health of Nairobi residents and visitors.
Ecological health, diversity and productivity and maximize resource recovery through the participatory approach.
Goals:
Build awareness and capacity for source separation as essential components of sustainable waste management.
Build new environmentally sound infrastructure and systems for safe disposal of residual waste and replacing current dumpsites which should be commissioned.
Current solid waste management situation:
The status.
Solid waste generation rate is at 2240 tones / day
collection efficiently is at about 50%.
Actors i.e. city authorities, CBO’s , private firms and self-disposal
Current SWM Situation in Nairobi City:
Solid waste generation – collection – dumping
Good Practices:
• Separation – recycling – marketing.
• Open dumpsite dandora dump site through public education on source separation of waste, of which the situation can be reversed.
• Nairobi is one of the C40 cities in this respect , various actors in the solid waste management space have adopted a variety of technologies to reduce short lived climate pollutants including source separation , recycling , marketing of the recycled products.
• Through the network, it should expect to benefit from expertise of the different actors in the network in terms of applicable technologies and practices in reducing the short-lived climate pollutants.
Good practices:
Despite the dismal collection of solid waste in Nairobi city, there are practices and activities of informal actors (CBOs, CBO-SACCOs and yard shop operators) and other formal industrial actors on solid waste collection, recycling and waste reduction.
Practices and activities of these actor groups are viewed as innovations with the potential to change the way solid waste is handled.
CHALLENGES:
• Resource Allocation.
Microbial characterisation and identification, and potability of River Kuywa ...Open Access Research Paper
Water contamination is one of the major causes of water borne diseases worldwide. In Kenya, approximately 43% of people lack access to potable water due to human contamination. River Kuywa water is currently experiencing contamination due to human activities. Its water is widely used for domestic, agricultural, industrial and recreational purposes. This study aimed at characterizing bacteria and fungi in river Kuywa water. Water samples were randomly collected from four sites of the river: site A (Matisi), site B (Ngwelo), site C (Nzoia water pump) and site D (Chalicha), during the dry season (January-March 2018) and wet season (April-July 2018) and were transported to Maseno University Microbiology and plant pathology laboratory for analysis. The characterization and identification of bacteria and fungi were carried out using standard microbiological techniques. Nine bacterial genera and three fungi were identified from Kuywa river water. Clostridium spp., Staphylococcus spp., Enterobacter spp., Streptococcus spp., E. coli, Klebsiella spp., Shigella spp., Proteus spp. and Salmonella spp. Fungi were Fusarium oxysporum, Aspergillus flavus complex and Penicillium species. Wet season recorded highest bacterial and fungal counts (6.61-7.66 and 3.83-6.75cfu/ml) respectively. The results indicated that the river Kuywa water is polluted and therefore unsafe for human consumption before treatment. It is therefore recommended that the communities to ensure that they boil water especially for drinking.
Presented by The Global Peatlands Assessment: Mapping, Policy, and Action at GLF Peatlands 2024 - The Global Peatlands Assessment: Mapping, Policy, and Action
Improving the viability of probiotics by encapsulation methods for developmen...Open Access Research Paper
The popularity of functional foods among scientists and common people has been increasing day by day. Awareness and modernization make the consumer think better regarding food and nutrition. Now a day’s individual knows very well about the relation between food consumption and disease prevalence. Humans have a diversity of microbes in the gut that together form the gut microflora. Probiotics are the health-promoting live microbial cells improve host health through gut and brain connection and fighting against harmful bacteria. Bifidobacterium and Lactobacillus are the two bacterial genera which are considered to be probiotic. These good bacteria are facing challenges of viability. There are so many factors such as sensitivity to heat, pH, acidity, osmotic effect, mechanical shear, chemical components, freezing and storage time as well which affects the viability of probiotics in the dairy food matrix as well as in the gut. Multiple efforts have been done in the past and ongoing in present for these beneficial microbial population stability until their destination in the gut. One of a useful technique known as microencapsulation makes the probiotic effective in the diversified conditions and maintain these microbe’s community to the optimum level for achieving targeted benefits. Dairy products are found to be an ideal vehicle for probiotic incorporation. It has been seen that the encapsulated microbial cells show higher viability than the free cells in different processing and storage conditions as well as against bile salts in the gut. They make the food functional when incorporated, without affecting the product sensory characteristics.
Kinetic studies on malachite green dye adsorption from aqueous solutions by A...Open Access Research Paper
Water polluted by dyestuffs compounds is a global threat to health and the environment; accordingly, we prepared a green novel sorbent chemical and Physical system from an algae, chitosan and chitosan nanoparticle and impregnated with algae with chitosan nanocomposite for the sorption of Malachite green dye from water. The algae with chitosan nanocomposite by a simple method and used as a recyclable and effective adsorbent for the removal of malachite green dye from aqueous solutions. Algae, chitosan, chitosan nanoparticle and algae with chitosan nanocomposite were characterized using different physicochemical methods. The functional groups and chemical compounds found in algae, chitosan, chitosan algae, chitosan nanoparticle, and chitosan nanoparticle with algae were identified using FTIR, SEM, and TGADTA/DTG techniques. The optimal adsorption conditions, different dosages, pH and Temperature the amount of algae with chitosan nanocomposite were determined. At optimized conditions and the batch equilibrium studies more than 99% of the dye was removed. The adsorption process data matched well kinetics showed that the reaction order for dye varied with pseudo-first order and pseudo-second order. Furthermore, the maximum adsorption capacity of the algae with chitosan nanocomposite toward malachite green dye reached as high as 15.5mg/g, respectively. Finally, multiple times reusing of algae with chitosan nanocomposite and removing dye from a real wastewater has made it a promising and attractive option for further practical applications.
1. Central European Management Journal ISSN:2336-2693 | E-ISSN:2336-4890
Vol. 31 Iss. 1 (2023)
10.57030/23364890.cemj.31.1.57 541 | P a g e
Leadership Impact on Empowerment and Organisation
Performance in Malaysia: Conceptual Paper
Yusri Hazrol Yusoff1, Faiz Zainal Abidin2, Muhammad Faiz Mohd Zabidi3, Muhammad Zarief Aiman
Muliadee4, Wan Fadhilah Wan Hitam5
1Faculty of Accountancy, Universiti Teknologi MARA, 42300 Bandar Puncak Alam Selangor, Malaysia,
2,3TNB Power Generation Sdn. Bhd., No. 129, Jalan Bangsar, 59200 Kuala Lumpur, Malaysia,
4Deloitte Business Advisory Sdn Bhd, Menara LGB, 1, Jalan Wan Kadir, TTDI, Kuala Lumpur, Malaysia,
5Politeknik Nilai, Kompleks Pendidikan Bandar Enstek, 71760, Bandar Enstek, Seremban, Negeri
Sembilan, Malaysia.
ABSTRACT
The success and effectiveness of leadership are crucial as its impact are verily connected is the elements of
empowerment and performance of an organisation in Malaysia. This study aims to propose a conceptual
framework on what are the desired effects for organisations to look out for adopting the concept of
leadership empowerment to their organisation. In essence, this conceptual framework is ideally intended
to provide some base guidance for organisations that is in the process of adopting the leadership
empowerment concept for their company. In the process of adopting this conceptual framework, the
organisation would be able to have the optimism of improving their organisations performance and the
elements of outcomes to be expected throughout the adoption process. Fundamentally, leadership that
promotes the element of empowerment to others fosters psychological empowerment. The study
revealed that employees that feel psychologically empowered believe they can influence their workplace
and that their efforts are appreciated. The study also provides criticisms of leadership style by
management in an organisation that is impacting employee empowerment and organisation performance.
Keywords: Leadership, Impact, Empowerment, Organisation Performance, Effectiveness, Malaysia.
1 Introduction
In the context of businesses nowadays, leadership is essentially the action traits of leading a group of
people or an organisation with a powerful connection in which the leader influence and encourages others to move
or change to achieve dedicated goals (Northouse, 2018). Academic research environments define leadership as a
process of social influence in which a person can enlist the aid and support of others with the idea of common
accomplishment (Chemers, 1997). The success of an organisation’s performance is often related to having a good
leader that could chart a clear path for the company in terms of business strategy, together leading the team
continuously, providing guidance on execution of the charted work streams ensuring targeted organisation goals can
be met. Few of the main characteristics of a well-performing organisations can be distinguished compared to the
unsuccessful ones, among others by having the presence of a dynamic and capable leadership in the organisation
(Druskat and Wheeler, 2003).
Elaborating further, empowerment on the other hand entails the capacity of individuals or groups of
employees to take control of their company affairs. This includes exercising power to achieve their own goals, and
the process by which individual and the business collectively, able to work cooperatively to maximize the quality of
their works (Adam, 2008). In a simpler approach, Rappaport’s (1984) described empowerment as a process of which
individuals, groups, and communities take control of their lives.
Fundamentally, marrying the concepts of leadership and empowerment together would have various
effects to an organisation performance. These effects would vary and highly dependent on how the organisations
identify their leaders that have the capabilities to carry the entrusted leading role combined with the empowerment
mandated by the management and to ensure successful delivery of the desired outcomes. As rightfully said by
Kelloway et al (2012), leadership success and effectiveness are important because they are linked to organisational
outcomes.
2. Central European Management Journal ISSN:2336-2693 | E-ISSN:2336-4890
Vol. 31 Iss. 1 (2023)
10.57030/23364890.cemj.31.1.57 542 | P a g e
In a nutshell, leadership and empowerment should not be seen as a delegating process, it is rather the
leaders' ability to delegate authority, encourage accountability and promotes for self-directed decision-making that
enhance the development of employees (Hakimi et al., 2010).
2 Background of Study
Despite the fact that leadership empowerment in companies of different business segments or even
different countries may not be identical or comparable, there is clear indication of successful organisations having
very much similar leadership empowerment effects.
The effectiveness of management of the company is primarily determined through the effectiveness of its
human resources, where leaders must pay focus on employees' attitudes, behaviours, aspirations, and needs so that
employees can always be motivated to improve their performance, and an organisation must empower these
individuals to the greatest extent possible in order to create and raise performance and commitment (Gede et al.,
2022). This is to ensure that the organisation is stable and efficient.
To put things into perspectives, this study aims to propose a conceptual framework on what are the
desired effects for organisations to look-out for in adopting the concept of leadership empowerment to their
organisation. In essence, this conceptual framework is ideally intended to provide some base guidance for
organisations that is in the process of adopting leadership empowerment concept for their company with the
optimism of improving organisations performance and what are the elements of outcomes to expect in the adoption
process.
3 Problem Statement
Organisations often neglect the power of instilling leadership qualities and the empowerment elements to their
employees, resulting to the employees being less efficient, zero creativity and most of the time, a feeling of self-
demotivation, of which the end results of this continuous negativity can be catastrophic to the organisation
performance. To relate, this has been noted by Gregory et al (2010) there are numerous leadership behaviours been
documented academically, but the value of empowering leadership has been evident to be as the most visible
towards organisations performance. To ensure the gap between leadership empowerment and its impact on
organisations performance can be minimized, organisations must establish a strategy that requires them the ability to
be more flexible and more open towards instilling direct empowerment to the employees with full trust throughout
the whole process. This would ensure positive practices in terms of organisational effectiveness. Fundamentally,
there is a core conviction that empowering action in leaders promotes psychological empowerment (Raub and
Robert, 2010). To further support this, Gregory et al (2010) study findings have revealed that workers who feel
psychologically empowered believe their contributions are valuable and have the power to change their workplace.
4 The Gap in Research
There are numerous academic research and findings detailing on the leadership and empowerment impact
towards organisation performance. Majority of the findings noted that the impacts of leadership empowerment
towards organisation performance will results to the improvement of performance, both to employees and to the
organisation as a whole. Hatta et al (2018), in its research findings noted that empowerment initiatives improve
employee performance, well-being, and positive attitudes.
There is a limitation of this research paper where there is a reliance on individual-level data.
With the above in place, this study is structured to focus on an intention to understand impact of leadership and
empowerment have a significance influence that is attributable to an impact towards organisational performance.
5 Literature Review
According to Sanda and Arthur (2016), leadership can be classified into two types: transformational leadership
and transactional leadership. Transformational leaders are endowed with charisma. They inspire subordinates and
connect to their principles and moral values by envisioning and representing an inspiring future. This style of
leadership involves the creation of an emotional bond between leaders and employees. Transformational leaders
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truly care about their employees' well-being. This is being supported by Hatta et al (2018) study findings where
transformational leader behaves at each stage of the transformation process can transform the condition of his
organisation. Transformational leadership has the ability to lead an organisation to a better direction. On the other
hand, transactional leadership is a two-way street. Employees are contingently motivated based on their
performance. Focusing on instrumental economic transactions, it encourages subordinates by appealing to their
personal desires. Transactional leaders often maintain control through organisational bureaucracy, policy, power,
and authority; this type of leadership is sometimes referred to as authoritative. As noted by Sanda and Arthur (2016),
Transactional leadership emphasises the interaction that occurs between leaders and their followers. This interaction
is based on the leader engaging with others what is necessary and outlining the conditions and incentives that
followers will get if those requirements are met. Thus, transactional leaders delegate what has to be done and
provide rewards in exchange for successfully accomplishing the task.
Transactional and transformational leadership are universally recognised to be non-exclusive. A competent
leader should be able to transition between transformational and transactional leadership styles according to the
circumstances. However, transformational leadership has garnered increased scholarly attention across disciplines in
the last decade due to the fact that its relationship-oriented nature and the abundance of empirical evidence on its
positive influence on employee attitudes and behaviours Sanda and Arthur (2016), A competent or good leader will
have their own followers. As mentioned by Gede et al. (2021), Transformational leadership is an attitude that a
leader has in order to build loyalty and commitment without much regard for their own interests, and it also guides
followers in identifying them. This can eventually inspire employees to look far above their personal interests and
have a significant and remarkable impact on employee performance. Moreover, Leadership determines whether or
not an organisation achieves its objectives. The success of a person in leading an organisation is the success of
influencing others to implement or carry out his vision Hatta et al (2018).
Employee productivity is essential to the success and growth of any organisation. More specifically for service
organisations, where employee performance is a determining factor for higher growth, as consumer perceptions of
service quality are believed to be influenced by their interaction with employees. According to Demirci and Erbas
(2010), and Hatta et al (2018), employees have been observed that they are unable to perform their best unless they
have complete control or autonomy over their jobs. Too much adherence to rules and regulations has an adverse
effect on employee service quality. Empowerment has a significant effect on employee performance. Employee
empowerment has been shown in numerous studies to boost job satisfaction, organisational dedication,
innovativeness, and performance. Almost all previous empirical studies examined the direct effects of employee
empowerment on these outcome variables. An employee empowerment approach that includes practises aimed at
sharing information, incentives, employment expertise, and responsibility with employees is expected to increase
their performance. The intention is to enables them to adapt to unforeseen circumstances, improve the quality of
interactions and make more efficient use of their time Demirci and Erbas (2010).
Based on (Biemann et al., 2015) and Demirci and Erbas (2010), Maintaining the following four conditions is
essential for successful employee empowerment implementation in the organisation:
Shared Vision
The leaders of the organisation's vision may also include top strategic objectives such as financial solvency,
enhanced reporting processes, and boosting the degree of customer satisfaction. Thus, unless the same goal is
shared by the leaders, adopting employee empowerment would be extremely difficult, if not impossible. A common
goal with the director is vital, and empowering endeavours can get traction, set their own goals, and then build their
own procedure to accomplish those goals. To begin, the department or organisation would provide the
empowerment team with the opportunity to train selected individuals to develop their leadership capabilities.
Organisational Support
Getting supervisors and managers to attend training courses would be nearly impossible without the
director's direct support. Aside from that, planning staff meetings is unlikely to be successful as well. As a result, the
top director has a key impact and involvement (whether directly or indirectly) in the organisation's empowerment
project's to be successfully executed.
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Knowledge and Learning
Following the successful completion of the empowerment project, the team members are anticipated to
improve their project management and team development skills, which will be useful for future initiatives.
Furthermore, skills such as brainstorming, time management, enhanced discussion, consensus-based decision
making, and problem-solving techniques for managers and supervisors, as well as leadership development and
customer service training for employees could be maintained.
Institutional Recognition
To ensure the successful implementation of an empowerment project, team members must be broadly
appreciated and recognised for their abilities in their efforts. As a result, the reputation of an empowerment team
and its members might have a direct impact towards the acceptance of the director and department managers,
supervisors, and front-line staff.
Although organizations cannot guarantee everlasting employment, they must ensure that a talented and
versatile employee is retained, particularly in crucial roles within the organization. Employee satisfaction and loyalty
may be increased by using an empowering leadership style. Any changes at the top of the leadership may also create
an uncomfortable atmosphere across the office. This may promote sentiments of competitiveness, instability, and
uncertainty in leader-employee interactions, which may affect work satisfaction. To mitigate the adverse
implications, leaders can establish clear development goals and identify prospective career paths for subordinates
within the organization. They might also express clear criteria for determining the extent to which they would
demonstrate empowering leadership behaviors toward followers. These measures may assist to minimize career
insecurities and individuals' turnover intentions (Biemann et al., 2015).
According to Gu et al (2022), employees are generally influenced by their leaders' behaviors and
interactions with them. A high trust level indicates high-quality exchange relationships between the empowered
leader and subordinates. A series of empowering leadership actions, such as promoting cooperative decision-making
and delegation, demonstrates leaders' confidence and trust in their subordinates to accomplish required tasks. As a
result, empowered leaders is more likely to encourage a positive relationship between leaders and employees.
Empowered members with high authority are more inclined to promote their own opinions and relationships with
team leaders or supervisors, and those who perceive they are overqualified could be motivated to use their excess
skills and experience to better accomplish their duties.
Increased employee autonomy as a result of empowering leadership may also raise employee strain,
undermining the positive impacts of empowering leadership on work-related outcomes. Furthermore, obtaining
additional assignments and obligations from leaders interferes with previously constructed individuals' role
conceptions, raising individuals' role stress. Thus, employees’ role stress, which may be triggered by their leader's
empowering conduct, may lead to job-induced tension, reducing their ability to efficiently utilize the positive effects
of empowering leadership on work-related outcomes (Cheong et al., 2016).
Work morale, discipline, and performance all indicate job satisfaction. Job satisfaction levels might have an
asymmetrical influence. Job happiness has an impact on the fulfillment of successful organisational goals. A low
degree of work satisfaction, on the other hand, will be a risk that can lead to the organization's demise or setbacks,
both swiftly and slowly (Hatta et al., 2018). This is supported by Demirci & Erbas (2010), employees are motivated
and given the opportunity to make the greatest use of the opportunities that are provided to them when they are
empowered. The workplace will provide them with freedom and enjoyment, and employees will enjoy the
satisfaction of knowing that they have contributed to the success of the company.
6 The Proposed Conceptual Framework to Leadership Empowerment and its Effect
Towards Organisation Performance
For the benefits of this paper, the conceptual framework (refer below, Figure 1) has been developed to illustrate
on how leadership and empowerment take effects to organisations performance. To reiterate, the below conceptual
framework is intended to provide some base guidance for organisations that is in the process of instilling leadership
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empowerment concept within their organisations. The ultimate goals are to enhance the organisation performance at
the same time to pre-amp the organisation on the elements of outcomes to expect throughout the adoption process.
Figure 1: Leadership and Empowerment effects towards organisation performance
As illustrated in Figure 1, it briefly portrays the mechanics of how the process of leadership and
empowerment works hand-in-hand to boost the organisation performance. With a diligent adoption of leadership
and empowerment within an organisation, there will be outcomes to be expected such as having the flexibility in
delegation of authority (Hakimi et al, 2010) , higher accountability in works deliverables (Konczak et al., 2000),
growing sense of self-motivation (Kelloway et al., 2012), continuous skills enhancement among the employees
(Pearce and Sims, 2002) , and finally instilling the sense of psychological empowerment (Raub and Robert, 2010).
From the above identified expected outcomes, it is visibly clear that the proposed conceptual framework can be
beneficial in giving positive impact at the same time to serve as a guide for the organisations that has the ultimate
goals is to enhance the organisation performance.
7 Criticisms on Leadership Style by Management in an Organisation Impacting
Employee Empowerment and Organisation Performance
Organisational culture, organisational behavioural practises, and the organisational programme are all included in
environment empowerment (Ripley and Ripley, 1990). The framework for which each employee and team operates
is the empowering environment. It promotes the desired behavioural traits in both individuals and teams. As an
element of the organisational programme, it recognises and rewards empowering behaviour. Making empowerment
and quality a part of the organisational programme offers a methodical technique to ensure that organised activities
take place exactly as planned. Such a management project emphasizes the behaviours, attitudes, and procedures that
make preventive possible in order to stop problems before they start.
8 Organisation Quality
Quality becomes ingrained in the culture of the company. Dedication, patience, and time are necessary for high-
quality goods and services. As quoted from Ripley and Ripley (1990), “How can businesses afford more time to do
something over again if they simply cannot manage to do it well the first time?” Doing things correctly the first time
is always less expensive. The cost of poor quality is the cost of making mistakes. This is among the causes for
empowerment and the emphasis on high-quality goods and services with a view to ongoing development and
customer satisfaction. Three factors make up the cost of quality: failure, appraisal, and prevention (Ripley and
Ripley, 1990). Both the total cost of quality and the current state of a particular product or method compliance
should be determined through measurement.
9 Organisations that Display Empowering Behaviour
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When it comes to behaviour, empowerment differs beyond often what managers are used to. It is no longer
effective for managers to instruct staff members on what to do while also evaluating their performance. A shift into
a more strategic human resource management approach to labour seems to be consistent with quality empowered
management. In many cases, individuals with advanced degrees or specific technical skills know further about their
fields of specialty than their immediate supervisors do. These folks benefit from empowerment the most right away.
Employees does not always make the best decisions. The overwhelming success of unrestricted economies has
taught organisations that, nonetheless, people are most motivated and make the wisest judgements when they are
allowed to pursue their own interests, at least in terms of their personal workspace or surroundings. Where
businesses have dared to encourage self-management, productivity has increased by between 40% and 50% (Ripley
and Ripley, 1990).
Figure 2: The Innovative Organisation – The Inverted Model by Ripley and Ripley (1990)
10 Getting Past Empowerment Resistance
Employee resistance to empowerment has a variety of causes, including worrying over heavier workloads.
Therefore, management must identify their own aversion to change, share their views with individuals who are likely
to do so, and acknowledge that empowering an organisation involves more than just a philosophical commitment.
Management needs to strengthen their interpersonal abilities as well as their knowledge of human motives and
behaviour (Ripley and Ripley, 1990). Therefore, among the cornerstones to empowerment is to alter the type of
discussions managers have had with their employees in order to get them to be receptive to new and better ways of
designing the working environment. For a manager to genuinely understand their associates, employees, and clients,
verbal response techniques are a must-have talent. In order for self-managing team members to operate at their
highest levels of productivity and quality, managers must transition from their conventional roles as supervisors and
information keepers to that of facilitators, coaches, and mentors of a working environment.
Customer Customer Customer
President-CEO
Upper Management
Middle Management
Self-managing Workforce
Teams (Individual Worker)
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11 Conclusion
In summary, as more leadership and decision-making authority is decentralised and shared through
empowerment, employees need to be given more freedom to make their own decisions. Without a doubt,
empowerment is achieved through structural and objective organisational changes that provide people more
freedom to decide and influence how their work is done (Demirci and Erbas, 2010). Employee perceptions of self-
efficacy are increased as a result of a successful empowerment initiative, which addresses a significant organisational
obstacle. By offering role definition, job enrichment, and appropriate training, it also accomplishes job mastery
(Demirci and Erbas, 2010).
Through career planning, rewards, and welfare, as well as by using counselling, motivation, and appraisal
techniques, social persuasion, and other techniques, Empowerment also supports the progress of its personnel
(Demirci and Erbas, 2010). When empowerment strategies are used, employees gradually begin to feel appreciated,
competent, and that the work they are doing has a significant significance and influence. As mentioned by Demirci
and Erbas (2010), when genuinely empowered, employees continue to feel as though they have a huge number of
possibilities to put their skills to use. In exchange, employees are anticipated to alter their behaviour in order to
better utilise their abilities at work. These employee-driven changes are anticipated to contribute to the productivity
and performance of the company.
The promise of improved financial and operational results as an outcome of a boost in overall employee
engagement, involvement, and work happiness is what drives businesses to apply the empowerment process.
Furthermore, empowerment and the methods for putting it into practise are far from being a straightforward "quick
fix"; It actually includes a continual process that is extremely complicated and multifaceted (Appelbaum et al., 1999).
One of the main tenets of performance management is that success and competition in business depend on
employee empowerment. Germany and Japan have both successfully used empowerment in their own particular
ways (Ripley and Ripley, 1990). Malaysia must design and execute its own empowerment strategy that embraces and
celebrates the country's diversity which in return would benefits the organisation performance.
Recommendation
Thus, in order to encourage employee creativity and improve performance, management should consider
the following:
Employee Retention
The organisation’s human resources department should strongly be advised implementing reward schemes
in order to inspire workers and increase their output at work (Setiawan et al., 2020). This method will be up workers’
motivation and give a positive impact on productivity and performance.
Proper Resource Allocation
A significant cause of employee annoyance and discouragement is a lack of suitable resources. The void
left by upper management's ongoing incapacity to create a viable plan for the company can be filled by an assertive
middle management (Ripley and Ripley, 1990). Therefore, organisations should too careful with allocating resources
because it will be affected to performance.
Bonafede Training Plan
A comprehensive training programme is necessary for empowerment, starting with top management and
ending with front-line employees (Ripley and Ripley, 1990). Planning for empowerment training must be
synchronised and discussed with higher management. The purpose of training is to advance and promote the
organisation’s goals, mission, and objectives. Assigning, directing, or adding more policies and procedures would not
be enough to sustain the active human process of empowerment.
Accustomed Self-managing Teams Empowerment
One of the main strategies in the Creative Organisation for resolving complicated issues, boosting output,
and enhancing innovation is the use of self-managing teams; Self-managing teams have a proven track record of
increasing productivity in practically all organisational levels of the workplace (Ripley and Ripley, 1990). Most of
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these employees end up knowing much more than their superiors do about their specific field of work. Highly
adaptable self-managing work group structures are essential for maximum utilisation of workforce, particularly
motivating and retaining their highest levels of productivity and effectiveness.
Acknowledgments
The authors would like to express their gratitude to the Faculty of Accountancy, Universiti Teknologi
MARA, Malaysia, for funding and facilitating this research project.
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