The document summarizes research on the relationship between servant leadership and job satisfaction, and how this relationship is moderated by decision-making processes and organizational structure. It presents 8 hypotheses about how involvement and dominance in decision-making, and levels of formalization and centralization, impact the relationship between servant leadership and employee job satisfaction. The research uses an experimental vignette study and an organizational survey of managers to test these hypotheses.
The document is a mid-candidature review for Nathan Eva's PhD thesis examining the relationship between servant leadership and job satisfaction, moderated by decision making processes and organizational structure. It outlines 8 hypotheses regarding how involvement, dominance, formalization, and centralization impact the servant leadership to job satisfaction relationship. It describes a 2-part study using experiments and an organizational survey to test the hypotheses. Preliminary results from Study 1 provide support for some hypotheses and contradictions for others.
This document provides an overview of Nathan Eva's confirmation seminar which examines the relationship between servant leadership and job satisfaction, with a focus on the mediating role of decision making processes and the moderating role of organizational structure. The study aims to address gaps in the literature by exploring how servant leadership influences decision making and how organizational factors like centralization and formalization impact these relationships. Quantitative surveys of managers will assess servant leadership styles, decision making, job satisfaction, and structural variables, with the goal of collecting a sample of 200-250 for analysis using structural equation modeling.
This document provides an introduction and background to a study on the relationship between flexible work arrangements, specifically telecommuting, and employee job involvement. It discusses previous research that identified individual and organizational determinants of job involvement. While some studies have looked at how factors like gender and tenure influence job involvement, little research has examined the impact of work arrangements. The objective of this study is to determine whether telecommuting affects employee job involvement levels and whether tenure, age or gender influence job involvement. It aims to address gaps in understanding how work arrangements may impact an important work attitude.
Effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
11.effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
Impact of Lmx on Organizational Justice and Organizational Justice on Organiz...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document is the oral defense presentation for Claude B. Tanoe's quantitative study examining the relationships between senior leader attrition, leadership competency, and organizational effectiveness in the federal government. The presentation outlines the problem statement, purpose, theoretical framework, research design, questions, population/sample, data collection/analysis, findings, conclusions and implications, limitations, and recommendations of the study. It also includes an introduction, outline, and concludes by asking for any questions.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
The document is a mid-candidature review for Nathan Eva's PhD thesis examining the relationship between servant leadership and job satisfaction, moderated by decision making processes and organizational structure. It outlines 8 hypotheses regarding how involvement, dominance, formalization, and centralization impact the servant leadership to job satisfaction relationship. It describes a 2-part study using experiments and an organizational survey to test the hypotheses. Preliminary results from Study 1 provide support for some hypotheses and contradictions for others.
This document provides an overview of Nathan Eva's confirmation seminar which examines the relationship between servant leadership and job satisfaction, with a focus on the mediating role of decision making processes and the moderating role of organizational structure. The study aims to address gaps in the literature by exploring how servant leadership influences decision making and how organizational factors like centralization and formalization impact these relationships. Quantitative surveys of managers will assess servant leadership styles, decision making, job satisfaction, and structural variables, with the goal of collecting a sample of 200-250 for analysis using structural equation modeling.
This document provides an introduction and background to a study on the relationship between flexible work arrangements, specifically telecommuting, and employee job involvement. It discusses previous research that identified individual and organizational determinants of job involvement. While some studies have looked at how factors like gender and tenure influence job involvement, little research has examined the impact of work arrangements. The objective of this study is to determine whether telecommuting affects employee job involvement levels and whether tenure, age or gender influence job involvement. It aims to address gaps in understanding how work arrangements may impact an important work attitude.
Effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
11.effect of occupational stress on executives leadership stylesAlexander Decker
This study examined the relationship between occupational stress and leadership styles among 388 executives at a public sector organization in Tamil Nadu, India. Two assessment tools were used to measure occupational stress levels and leadership styles. Correlation analysis found that higher levels of occupational stress were positively correlated with coercive and authoritative leadership styles, but negatively correlated with affiliative, democratic, pace-setting, and coaching styles. Chi-square tests also confirmed an association between stress levels and leadership styles. The results suggest that occupational stress influences leadership style, making executives more likely to adopt coercive or authoritative styles and less likely to adopt collaborative styles when under higher stress.
Impact of Lmx on Organizational Justice and Organizational Justice on Organiz...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document is the oral defense presentation for Claude B. Tanoe's quantitative study examining the relationships between senior leader attrition, leadership competency, and organizational effectiveness in the federal government. The presentation outlines the problem statement, purpose, theoretical framework, research design, questions, population/sample, data collection/analysis, findings, conclusions and implications, limitations, and recommendations of the study. It also includes an introduction, outline, and concludes by asking for any questions.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
Asif razzaq final Business Research Methods on Employees satisfactionAsif Razzaq
Workplace spirituality may positively impact organizational commitment and job satisfaction. The study examined these relationships among employees of Toyota dealerships in Islamabad and Rawalpindi, Pakistan. A survey was administered to 111 employees. Results showed workplace spirituality significantly influences both organizational commitment and job satisfaction. Prior research also linked these concepts, with spiritual workplaces enhancing motivation, commitment, and adaptability among employees. The study aimed to analyze these effects at Toyota and investigate how job satisfaction relates to organizational commitment.
This document summarizes a research study that examined the relationships between individual characteristics, group strength, emotional exhaustion, organizational citizenship behavior, job satisfaction, and service sabotage among restaurant employees in Bekasi City, West Java, Indonesia. The study used a quantitative research design and surveyed 107 restaurant employees. Statistical analysis using GSCA software found that acts of sabotage were not related to individual characteristics or group strength. However, service sabotage was related to employee job dissatisfaction and levels of organizational citizenship behavior. Specifically, employees with higher job satisfaction and who exhibited more organizational citizenship behaviors were less likely to engage in service sabotage. Emotional exhaustion was also found to influence job satisfaction and sabotage, such that employees with more stable emotions had
This document discusses literature on the concepts of work engagement and employee involvement. It defines work engagement as a heightened emotional and psychological connection to one's job and organization that involves vigor, dedication and absorption. Employee involvement is defined as empowering employees to participate in managerial decision-making appropriate to their level. The literature suggests that work engagement and high-involvement work practices can lead to positive employee attitudes, discretionary behaviors, well-being and improved performance.
The meaning and measurement of employee engagement A review of the literature...Omar Ababneh
This document provides a review of the literature on defining and measuring employee engagement. It discusses several debates in the literature, including whether burnout is the antithesis of engagement, if engagement is a state or trait, and how engagement differs from similar constructs like job satisfaction and organizational commitment. The review examines how engagement has been defined by various researchers and identifies inconsistencies in these definitions. It also analyzes the different approaches that have been used to measure engagement and the limitations of these approaches. The goal of the document is to bring clarity to the conceptualization and measurement of employee engagement.
1) The document reports on a 2012 survey of 546 government employees from 53 countries regarding their perceptions of bureaucracy in their organizations.
2) Key findings include that only 23% of respondents spent over 70% of their day focused on tasks, and the majority felt their ability to improve performance was limited by the organizational structure.
3) A statistical model found employees were much more likely to focus on tasks if administrative tasks and outside stimulation took up less than 10% of their day, and if they were satisfied with their work schedule. This supports the theory that unnecessary controls reduce performance.
Work-Family Factors and its Relationships Between Dispositional, Occupational...Waqas Tariq
This study was conducted to test the mediating effects of work-family factors on the relationships between dispositional and occupational characteristics as the independent variables and intention to stay as the dependent variable. By using self-administered research questionnaire, data was collected from 240 middle age single mother employees in Klang Valley, Malaysia. Samples were determined through simple random sampling method whereby six out of 24 single mother associations were selected to obtain research samples. Descriptive statistical analysis was conducted to describe the respondents. Pearson Product Moment Correlation was used to determine the relationships among variables and Structural Equation Modeling using AMOS version 16.0 was utilized for model testing and to verify the presence of mediation effects. Further, the Soble’s z-test was used to test whether the mediators carry the effect of the independent variables on the dependent variable. The findings indicated that there were positive relationships among variables. The results also established the presence of mediation effects between the independent and dependent variables. Organizations may utilize work-family factors as mechanism to promote longer retention among employees. Keywords: Intention to stay, work-family facilitation, family satisfaction, dispositional characteristics, occupational characteristics.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Team responsibility structure_and_team_performanceabi_raji
This document summarizes a study on the relationship between team responsibility structure and team performance. It analyzes data from 36 case studies in organizations that have implemented team-based work. The study distinguishes between "hierarchical teams," where the team leader takes responsibility for decisions, and "shared-responsibility teams," where team members make decisions autonomously. The analysis finds that managers and HR staff perceive shared-responsibility teams as contributing more to performance outcomes than hierarchical teams. Performance is measured in terms of work process factors like productivity, quality, and time metrics, as well as HR factors like involvement, competence, and turnover. The findings provide empirical evidence that distributing responsibilities among team members, rather than concentrating them in a team leader,
Influence of leadership styles on job satisfaction of employees in small and ...Alexander Decker
- The document discusses theories of job satisfaction, including content theories proposed by Maslow and Hertzberg, and process theories proposed by Adams and Vroom.
- Maslow's hierarchy of needs theory and Hertzberg's two-factor theory suggest that satisfying higher-level needs like achievement and recognition leads to greater job satisfaction.
- Adams' equity theory and Vroom's expectancy theory propose that job satisfaction results from fair compensation relative to inputs and expectations. When compensation matches or exceeds expectations, satisfaction is higher.
The document presents three studies that examine affective commitment to different targets in the workplace: the organization, supervisor, and work group. Study 1 develops measures of commitment to these targets and finds they are distinct factors that relate differentially to hypothesized antecedents like perceived organizational support and leader-member exchange quality. Study 2 finds organizational commitment indirectly influences turnover intentions and mediates the effects of other commitments. Study 3 finds commitment to the supervisor directly impacts job performance, and organizational commitment has an indirect effect through supervisor commitment, while work group commitment does not affect performance. The studies provide validity for measures of multiple commitments and clarify their differential roles in outcomes.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document contains reflections on the 2007 CIPD learning and development survey. It discusses several key findings from the survey:
1) Coaching activity in organizations appears to be declining, down from 79% of organizations in 2006 to 63% currently. This could indicate that expected business benefits from coaching have not been realized.
2) There are sectoral differences in coaching adoption, with small organizations and voluntary sector organizations lagging behind larger private sector firms. Line manager involvement in coaching staff is also lower in small organizations.
3) For coaching's full value to be realized, organizations need to focus more on developing internal coaching capability, especially among line managers. Equipping line managers to coach has been shown to
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Improving Interpersonal Relationship in Workplacesiosrjce
1) Positive interpersonal relationships in the workplace foster beneficial outcomes for both individuals and organizations. Improving relationships can increase job satisfaction, commitment, and perceived organizational support while decreasing intent to leave.
2) Factors like employee demographics, work environment, and dispositional differences can impact workplace relationships if not properly managed. Compatibility, communication, and interaction settings between coworkers also influence relationships.
3) Management can promote friendships and positive relationships by initiating social activities inside and outside of work. Individuals must also get along with coworkers to create a positive work environment and healthy relationships.
The document contains a list of 9 tables and charts related to classifying employees based on different factors such as age, gender, qualifications, work experience, satisfaction levels, interpersonal relationships, rewards, performance, and career opportunities. Each table is given a title and assigned a page number in the document.
Research Methods Assignment - The Relationship among board of director charac...Amany Hamza
This report attempts to critically analyse the research paper:
Dunn, P., & Sainty, B. (2009) The relationship among board of director characteristics, corporate social performance and corporate financial performance, International Journal of Managerial, Finance, Vol. 5 No. 4, 2009 pp. 407-423
The document summarizes a presentation on the relationship between servant leadership and job satisfaction, and the moderating role of organizational structure. It discusses how servant leadership is positively linked to job satisfaction but this relationship may be weakened by high levels of formalization and centralization within an organization's structure. The presentation outlines hypotheses about these relationships and describes two studies - an experiment and organizational survey - that were conducted to test the hypotheses. The preliminary results indicate servant leadership has a strong relationship with job satisfaction, which is strengthened when organizational structure has low levels of formalization and centralization.
The document describes two studies examining the relationship between servant leadership and employee job satisfaction, and the moderating roles of decision making processes and organizational structure. Study 1 surveyed 336 managers, measuring their CEO's leadership style, decision making approach, organizational structure, and job satisfaction. Study 2 used an experimental vignette design with 1,569 respondents to further test the relationships. The studies found servant leadership was positively related to job satisfaction, and this relationship was strongest when leadership involved employees in decision making and the organization had high formalization and centralization.
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxglendar3
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
Asif razzaq final Business Research Methods on Employees satisfactionAsif Razzaq
Workplace spirituality may positively impact organizational commitment and job satisfaction. The study examined these relationships among employees of Toyota dealerships in Islamabad and Rawalpindi, Pakistan. A survey was administered to 111 employees. Results showed workplace spirituality significantly influences both organizational commitment and job satisfaction. Prior research also linked these concepts, with spiritual workplaces enhancing motivation, commitment, and adaptability among employees. The study aimed to analyze these effects at Toyota and investigate how job satisfaction relates to organizational commitment.
This document summarizes a research study that examined the relationships between individual characteristics, group strength, emotional exhaustion, organizational citizenship behavior, job satisfaction, and service sabotage among restaurant employees in Bekasi City, West Java, Indonesia. The study used a quantitative research design and surveyed 107 restaurant employees. Statistical analysis using GSCA software found that acts of sabotage were not related to individual characteristics or group strength. However, service sabotage was related to employee job dissatisfaction and levels of organizational citizenship behavior. Specifically, employees with higher job satisfaction and who exhibited more organizational citizenship behaviors were less likely to engage in service sabotage. Emotional exhaustion was also found to influence job satisfaction and sabotage, such that employees with more stable emotions had
This document discusses literature on the concepts of work engagement and employee involvement. It defines work engagement as a heightened emotional and psychological connection to one's job and organization that involves vigor, dedication and absorption. Employee involvement is defined as empowering employees to participate in managerial decision-making appropriate to their level. The literature suggests that work engagement and high-involvement work practices can lead to positive employee attitudes, discretionary behaviors, well-being and improved performance.
The meaning and measurement of employee engagement A review of the literature...Omar Ababneh
This document provides a review of the literature on defining and measuring employee engagement. It discusses several debates in the literature, including whether burnout is the antithesis of engagement, if engagement is a state or trait, and how engagement differs from similar constructs like job satisfaction and organizational commitment. The review examines how engagement has been defined by various researchers and identifies inconsistencies in these definitions. It also analyzes the different approaches that have been used to measure engagement and the limitations of these approaches. The goal of the document is to bring clarity to the conceptualization and measurement of employee engagement.
1) The document reports on a 2012 survey of 546 government employees from 53 countries regarding their perceptions of bureaucracy in their organizations.
2) Key findings include that only 23% of respondents spent over 70% of their day focused on tasks, and the majority felt their ability to improve performance was limited by the organizational structure.
3) A statistical model found employees were much more likely to focus on tasks if administrative tasks and outside stimulation took up less than 10% of their day, and if they were satisfied with their work schedule. This supports the theory that unnecessary controls reduce performance.
Work-Family Factors and its Relationships Between Dispositional, Occupational...Waqas Tariq
This study was conducted to test the mediating effects of work-family factors on the relationships between dispositional and occupational characteristics as the independent variables and intention to stay as the dependent variable. By using self-administered research questionnaire, data was collected from 240 middle age single mother employees in Klang Valley, Malaysia. Samples were determined through simple random sampling method whereby six out of 24 single mother associations were selected to obtain research samples. Descriptive statistical analysis was conducted to describe the respondents. Pearson Product Moment Correlation was used to determine the relationships among variables and Structural Equation Modeling using AMOS version 16.0 was utilized for model testing and to verify the presence of mediation effects. Further, the Soble’s z-test was used to test whether the mediators carry the effect of the independent variables on the dependent variable. The findings indicated that there were positive relationships among variables. The results also established the presence of mediation effects between the independent and dependent variables. Organizations may utilize work-family factors as mechanism to promote longer retention among employees. Keywords: Intention to stay, work-family facilitation, family satisfaction, dispositional characteristics, occupational characteristics.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Team responsibility structure_and_team_performanceabi_raji
This document summarizes a study on the relationship between team responsibility structure and team performance. It analyzes data from 36 case studies in organizations that have implemented team-based work. The study distinguishes between "hierarchical teams," where the team leader takes responsibility for decisions, and "shared-responsibility teams," where team members make decisions autonomously. The analysis finds that managers and HR staff perceive shared-responsibility teams as contributing more to performance outcomes than hierarchical teams. Performance is measured in terms of work process factors like productivity, quality, and time metrics, as well as HR factors like involvement, competence, and turnover. The findings provide empirical evidence that distributing responsibilities among team members, rather than concentrating them in a team leader,
Influence of leadership styles on job satisfaction of employees in small and ...Alexander Decker
- The document discusses theories of job satisfaction, including content theories proposed by Maslow and Hertzberg, and process theories proposed by Adams and Vroom.
- Maslow's hierarchy of needs theory and Hertzberg's two-factor theory suggest that satisfying higher-level needs like achievement and recognition leads to greater job satisfaction.
- Adams' equity theory and Vroom's expectancy theory propose that job satisfaction results from fair compensation relative to inputs and expectations. When compensation matches or exceeds expectations, satisfaction is higher.
The document presents three studies that examine affective commitment to different targets in the workplace: the organization, supervisor, and work group. Study 1 develops measures of commitment to these targets and finds they are distinct factors that relate differentially to hypothesized antecedents like perceived organizational support and leader-member exchange quality. Study 2 finds organizational commitment indirectly influences turnover intentions and mediates the effects of other commitments. Study 3 finds commitment to the supervisor directly impacts job performance, and organizational commitment has an indirect effect through supervisor commitment, while work group commitment does not affect performance. The studies provide validity for measures of multiple commitments and clarify their differential roles in outcomes.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document contains reflections on the 2007 CIPD learning and development survey. It discusses several key findings from the survey:
1) Coaching activity in organizations appears to be declining, down from 79% of organizations in 2006 to 63% currently. This could indicate that expected business benefits from coaching have not been realized.
2) There are sectoral differences in coaching adoption, with small organizations and voluntary sector organizations lagging behind larger private sector firms. Line manager involvement in coaching staff is also lower in small organizations.
3) For coaching's full value to be realized, organizations need to focus more on developing internal coaching capability, especially among line managers. Equipping line managers to coach has been shown to
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Improving Interpersonal Relationship in Workplacesiosrjce
1) Positive interpersonal relationships in the workplace foster beneficial outcomes for both individuals and organizations. Improving relationships can increase job satisfaction, commitment, and perceived organizational support while decreasing intent to leave.
2) Factors like employee demographics, work environment, and dispositional differences can impact workplace relationships if not properly managed. Compatibility, communication, and interaction settings between coworkers also influence relationships.
3) Management can promote friendships and positive relationships by initiating social activities inside and outside of work. Individuals must also get along with coworkers to create a positive work environment and healthy relationships.
The document contains a list of 9 tables and charts related to classifying employees based on different factors such as age, gender, qualifications, work experience, satisfaction levels, interpersonal relationships, rewards, performance, and career opportunities. Each table is given a title and assigned a page number in the document.
Research Methods Assignment - The Relationship among board of director charac...Amany Hamza
This report attempts to critically analyse the research paper:
Dunn, P., & Sainty, B. (2009) The relationship among board of director characteristics, corporate social performance and corporate financial performance, International Journal of Managerial, Finance, Vol. 5 No. 4, 2009 pp. 407-423
The document summarizes a presentation on the relationship between servant leadership and job satisfaction, and the moderating role of organizational structure. It discusses how servant leadership is positively linked to job satisfaction but this relationship may be weakened by high levels of formalization and centralization within an organization's structure. The presentation outlines hypotheses about these relationships and describes two studies - an experiment and organizational survey - that were conducted to test the hypotheses. The preliminary results indicate servant leadership has a strong relationship with job satisfaction, which is strengthened when organizational structure has low levels of formalization and centralization.
The document describes two studies examining the relationship between servant leadership and employee job satisfaction, and the moderating roles of decision making processes and organizational structure. Study 1 surveyed 336 managers, measuring their CEO's leadership style, decision making approach, organizational structure, and job satisfaction. Study 2 used an experimental vignette design with 1,569 respondents to further test the relationships. The studies found servant leadership was positively related to job satisfaction, and this relationship was strongest when leadership involved employees in decision making and the organization had high formalization and centralization.
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxglendar3
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxtodd581
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
In facing the change in the era of globalization, giving feedback cannot be overstated, particularly in the transformation of the present leaders. In the context of education, leaders must foster a culture of constructivefeedback to help followers developing their potential and talents and improving their work performance. Feedback delivered either formally or informally, helps to improve the performance of followers. Therefore, the feedback environment is believed to play an important role to improve the feedback interventions in organizations. Global assessment of the feedback environment focused on the followers’ perception on the source credibility, feedback quality, feedback delivery, favorable feedback, unfavorable feedback, source availability, and promoting feedback seeking (Steelman, Levy, & Snell, 2004). Previous studies explained that the feedback environment encourages behavior feedback on job performance among followers, integrate the followers in the social group at work, and identify their behavior with the expectations and standards fixed. In addition, the study also found that feedback environment that is conducive to increase the ability of individuals in accomplishing the task given. Indirectly, educators with high teaching self-efficacy will view the task as a challenge while educators with low self-efficacy will feel the challenge as a threat to themselves. Thus, it is believed that feedback environment particularly will be able to generate high self-efficacy among the educators.
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
This document summarizes Ed Turner's dissertation on trust in an organization undergoing change. The study examines the relationship between trusting behaviors of senior leaders at a Colorado telecommunications company and subordinates' perceptions of trust during a period of mergers, downsizings and restructuring. The dissertation committee and informed consent are noted. The problem statement, purpose statement, significance, research questions and methodology are outlined. A correlational study using a trust inventory survey of 357 employees from different levels will determine if trust differs by gender, job level or position in the changing organization.
A study on worker participation in management and its impacts on employees productivity with special reference to Micromatic Grinding Technologies Ltd, Dobaspet
The document provides an overview of leader-member exchange (LMX) theory. It defines LMX theory as focusing on the interactive relationship between a leader and subordinates. The theory proposes that leaders form distinct relationships, either in-groups or out-groups, with subordinates. In-groups receive more privileges and resources while out-groups receive the minimum. The document outlines the phases of LMX relationships, benefits of high-quality LMX, strengths and weaknesses of the theory, and provides examples of how LMX can be applied and measured in organizations.
Lunenburg, fred c[1]. leader member exchange theory ijmba v13 2010William Kritsonis
The document summarizes the leader-member exchange (LMX) theory, which proposes that leaders form two groups - an in-group and an out-group - among their followers. Members of the in-group receive greater responsibilities, rewards, and attention from the leader. Research supports that in-group members have higher performance and job satisfaction than out-group members. The LMX theory emphasizes developing high-quality relationships with as many subordinates as possible to maximize productivity and engagement.
HR Research paper Employee Morale finalGwen Knight
Close relationships between supervisors and employees have the greatest impact on improving employee morale. Developing these relationships requires supervisors to frequently interact with employees face-to-face, remove barriers between management and workers, share strategies and plans, and be trained in building human relationships. While incentives are sometimes used to boost morale, research finds they do not create lasting commitment and can damage workplace relationships. Instead, supervisors building strong relationships through open communication and respect has been shown to most effectively increase employee engagement and morale.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
Perceived Managerial Leadership Styles, Work Engagement, Organizational Commi...Dr. Ibrahim Siawash
This research was conducted as part of requirement for my MS degree in Industrial Organizational Psychology from GC University Lahore. Contact me for the complete thesis findings and discussions.
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
This document provides an overview of organizational behavior including its objectives, outcomes, major contributing disciplines, and evolution. The objectives are to understand individual and group behavior, apply OB knowledge to business, and develop better workplace relationships. Regarding evolution, the document discusses the classical approach focusing on efficiency, the neo-classical approach emphasizing human relations, and the modern approach combining classical and social science concepts. Major disciplines influencing OB include psychology, sociology, social psychology, anthropology, and political science.
Here are potential responses to the discussion questions:
1. If I were Mike Lazaridis, I would likely support Balsille's pursuit of the Phoenix Coyotes. As long-time partners who had built RIM together through mutual support, trust and shared vision, denying or being indifferent to Balsille's personal interests could damage our strong working relationship. Supporting each other's passions and goals outside of work seems important for maintaining the close bond between us as leaders.
2. Some keys to a successful leadership team include shared vision and values, clear roles and responsibilities, strong communication, mutual trust and respect, ability to provide constructive challenge to each other's ideas, and willingness to support each other personally and professionally. Having
The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.
Gahye Hong (Korea University) and colleagues provide a summary of their recent paper on leadership and affective organizational commitment in Cross Cultural & Strategic Management. The paper has appeared in Volume 23, Issue 2 and can be accessed through the following link:
http://www.emeraldinsight.com/doi/abs/10.1108/CCSM-03-2014-0034
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document summarizes a research study conducted at Politeknik LP3I Bandung examining the influence of organization structure, work environment, and motivation on employee performance. The study used a quantitative approach, surveying 55 employees. The results found that organization structure, work environment, and motivation all positively influence employee performance. An appropriate organization structure and positive work environment are important for improving employee welfare and motivation, which enhances performance and allows the organization to achieve its goals.
Similar to Servant Leadership, Decision Making and Structure (20)
This document provides information and advice about the exam for the MGF1100: Managerial Communication course. It discusses exam format and content, including that it is worth 40% and consists of 6 questions with 4 to be answered. Students are advised to plan their time, clearly lay out their work, and include an introduction, analysis, linking to class theories, and conclusion in their answers. The document also provides sample exam questions and encourages students to critically evaluate concepts from the course and not get overwhelmed. Finally, it reminds students to complete a course evaluation to provide feedback.
This document provides information and guidance about the exam for a business ethics course. It discusses exam format, including that it is worth 50% and consists of answering 3 out of 10 questions in a 3 hour closed book exam. Students have roughly 50-55 minutes per question. Answers will be marked out of 100 and the overall mark is the average of the 3 essays. The document provides tips for writing the exam, such as setting out answers clearly and including an introduction, analysis, and conclusion with definitions, examples and analysis of the question. It also notes that examples used cannot be from a student's own assignment.
The document provides information and advice about the exam for an international management course. It notes that the exam is worth 40% and consists of two parts: Part A involves answering 4 out of 6 short questions, while Part B involves analyzing a case study by providing an introduction, answering 3 questions in an analysis, and giving recommendations. It then reviews the key topics covered in each week of the course that could appear as exam questions and provides advice on how to structure answers for Part B of the exam. Finally, it encourages students to provide feedback and notes that completing an honors project can help students stand out.
This document summarizes key concepts from Confucianism, Christianity, and Islam that relate to business ethics. It then prompts discussion on the ethical explanations for endorsed Islamic business practices like honesty and family-based employment. Students are asked to consider the advantages and disadvantages of these practices. The document concludes by asking students to identify similarities and differences between the three religions' ethics and to debate whether and how religious values should influence corporate decision-making.
This document provides information about Week 11 of an international management course, including:
- A discussion of cross-cultural teams, defining different types of expatriate employees and considerations around international assignments.
- Four discussion questions about identifying team types and improving cohesion in cross-cultural teams.
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This document provides information for a Week 11 class on current issues in managerial communication. It includes details about the tutor, Nathan Eva, and three discussion topics: 1) the legal requirement for corporations to disclose financial information to investors and the advantages and disadvantages of this; 2) the illegal actions of Enron executives who falsified financial records to hide the company's poor financial situation; 3) the appropriate and inappropriate uses of technology by businesses today, including using social media for recruitment and the phone hacking scandal at News of the World. The document concludes by noting that next week's class will involve revision and students should come prepared.
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This document outlines the course content and materials for Week 9 of an international management course. It discusses leadership styles across cultures, including recommended styles for different cultural contexts defined by power distance and uncertainty avoidance. It also provides case studies on leadership in Germany and recommends a related leadership practices course. The next week's lecture topics are defined as international human resource management concepts like expatriate types and orientations.
This document outlines the topics to be covered in Week 10 of the course MGX5020: Business ethics in a global environment. The week will examine Confucianism and Christianity and their influence on business practices. It will discuss these religions' perspectives on previous cases of unethical business behavior and whether they can help identify issues and provide guidance to avoid problems. The influence of Christianity on the capitalist work ethic will also be explored through video links on Niall Ferguson and the Cadbury company. Students will consider the benefits and risks of embodying religious principles in organizational culture.
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Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
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Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
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There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
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5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
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Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Servant Leadership, Decision Making and Structure
1. Global Servant Leadership Roundtable 21/06/2012
The relationship between servant leadership
and job satisfaction:
The moderating roles of the
decision making process and organisational structure.
Nathan Eva
Monash University
www.monash.edu.au
2. Servant Leadership and
Job Satisfaction
• There is a clear link between servant leadership and
employee job satisfaction.
– (Cerit, 2009; Jaramilo et al., 2009)
• Literature has largely ignored the black box between
leadership and job satisfaction.
– (Griffith, 2004; Laub, 1999; Miears, 2004)
• Empowered employees are more satisfied with their
employment.
– (Jiang, Li-Yun & Law, 2011; Ugboro & Obeng, 2000)
• Empowerment is drawn from three distinct areas:
– Leadership;
– Motivational; and
– Structural.
– (Menon, 2001; Tymon, 1988)
www.monash.edu.au
2
3. Decision Making Process and
Job Satisfaction
• Drawing upon the Upper Echelon theory, leaders choose
their own decision making style.
– (Hambrick & Mason, 1984; Hambrick, 2007)
• Two contrasting styles of decision making: Involved and
Dominant.
– (Black & Gregersen, 1997)
• Leaders who are more involved in the decision making
process can better engage their employees.
– (Castaneda & Nahavandi, 1991; Kezar, 2001; Weisbord, 2004; Williams, 1998)
• Employees who feel engaged have higher levels of job
satisfaction as well as lifting their performance.
– (Gardell, 1977; Kearney & Hays, 1994; Parnell & Menefee, 1995)
www.monash.edu.au
3
4. Decision Making Process:
Involvement and Dominance
Hypothesis 1: The level of leader involvement in the decision making process
positively moderates the relationship between servant leadership and job
satisfaction whereby the more a servant leader is involved in the decision
making process, the higher levels of elicited employee job satisfaction.
Hypothesis 2: The level of leader dominance in the decision making process
negatively moderates the relationship between servant leadership and job
satisfaction whereby the more a servant leader is dominant in the decision
making process, the lower levels of elicited employee job satisfaction.
Hypothesis 3: The positive relationship between servant leadership and job
satisfaction will be moderated by both involvement and dominance such that
the positive relationship between servant leadership and job satisfaction will
be stronger when involvement is high and dominance is low.
www.monash.edu.au
4
5. Organisational Structure and
Job Satisfaction
• Structural variables of Formalisation and Centralisation.
– (Provan & Skinner, 1989)
• High levels of formalisation and centralisation have
constantly been proven to reduce job satisfaction
amongst employees.
– (Aiken & Hage, 1966; Lambert et al., 2006; Pool, 1997; Walter & Bruch, 2010)
• As a servant leader’s greatest strength is their
interactions with their employees, the higher levels of
structure in an organisation will lower the impact servant
leadership has on employees and therefore their job
satisfaction.
– (Andersen, 2009; Cunningham, 2004; Wright & Pandey, 2010)
www.monash.edu.au
5
6. Organisational Structure:
Formalisation and Centralisation
Hypothesis 4: The level of organisation formalisation negatively moderates the
relationship between servant leadership and job satisfaction whereby the
more formalised the organisation the lower levels of elicited employee job
satisfaction.
Hypothesis 5: The level of organisation centralisation negatively moderates the
relationship between servant leadership and job satisfaction whereby the
more centralisation the organisation the lower levels of elicited employee job
satisfaction.
Hypothesis 6: The positive relationship between servant leadership and job
satisfaction will be moderated by both formalisation and centralisation such
that the positive relationship between servant leadership and job satisfaction
will be stronger when formalisation and centralisation are low.
www.monash.edu.au
6
7. DMP, Organisational Structure
and Job Satisfaction
• Combines the leadership, motivational and structural
approaches to empowerment.
– (Menon, 2001; Tymon, 1988)
• Having low levels of formalisation in an organisation can
increase leader involvement in the DMP as employees
look to the leader, not to the manual to make decisions.
– (Howell & Dorfman, 1981; Shamir & Howell, 1999; Wright & Pandey, 2010)
• Higher levels of centralisation in an organisation leads to
a lack of flexibility, thus leaders will tend to make the
decisions independently creating institutionalised
dominance thus decreasing job satisfaction.
– (Black & Gregersen, 1997; Davis et al., 2009;)
www.monash.edu.au
7
8. Decision Making Process and
Organisational Structure
Hypothesis 7: The positive relationship between servant leadership and job
satisfaction will be moderated by both involvement and formalisation such
that the relationship between servant leadership and job satisfaction will be
strongest when involvement is high and formalisation is low.
Hypothesis 8: The positive relationship between servant leadership and job
satisfaction will be negatively moderated by both dominance and
centralisation such that the relationship between servant leadership and job
satisfaction will be weakest when dominance and centralisation are high.
www.monash.edu.au
8
9. Methodology
• There have been reservations in behavioural research of
using a solitary data collection method.
– (Brutus & Duniewicz, 2012; Dial, 2006; Yukl, 1989)
• Therefore, this study will draw upon both experiments
and surveys.
– (Van Ginkel & Van Knippenberg, 2012; Van Knippenberg & Van Knippenberg, 2005)
• Experiments were used to draw conclusions before the
organisational survey was undertaken.
– (Rus et al., 2010)
• Further bolsters confidence in the findings.
– (Denzin, 1989; Rus, et al., 2012)
www.monash.edu.au
9
10. Study 1 – Experiment
• 2 x 2 x 2 x 2 between-subjects design.
– (Charness, Gneezy & Kuhn, 2012)
• 16 differing vignette case studies.
• Pilot studies confirmed the manipulations.
• Sample yielded 975 respondents which exceeds the
minimum of 40 per cell.
– (Myers and Hansen, 2011)
• Post hoc analysis of the power exceeds 0.80 threshold.
– (Tharenou et al., 2007)
www.monash.edu.au
10
11. Study 2 – Organisational Survey
• Sample comprised of middle managers who rated the
leadership and decision making style of their
CEO/GM/MD.
• Further, the respondents rated their job satisfaction and
the level of organisational structure within their
organisation.
• 1,500 questionnaires were mailed out.
• 336 questionnaires were returned (22.4%), well above the
200-250 recommended.
– (Hair et al., 2010; Maxwell, 2000)
www.monash.edu.au
11
12. Decision Making Process – Study 1
H1 & 2 H3
3.8
3.6
High Dominance
Involvement
Low Dominance
Dominance
3.6
Job Satisfaction
3.4
Job Satisfaction
3.4
3.2
3.2
3
3
High Low
High Low
Involvement
Level of DMP
Decision Dominance
Making Process High Low Involvement High Low
Involvement 3.47 3.23 High 3.32 3.63
Dominance 3.29 3.42 Low 3.25 3.21
www.monash.edu.au
12
13. Decision Making Process – Study 2
5
low Involvement
high Involvement
4.5
Job Saitsfaction
4
3.5
3
low high
Servant Leadership
H1
(Aiken & West, 1991; Dawson & Richter, 2008)
www.monash.edu.au
13
14. Organisational Structure – Study 1
H4 & 5 H6
3.8
3.6
High Formalisation
Formalisation
Low Formalisation
Centralisation 3.6
Job Satisfaction
Job Satisfaction
3.4
3.4
3.2
3.2
3
2.8
3
High Low
High Low
Centralisation
Organisational Structure
Organisational Formalisation
Structure High Low Centralisation High Low
Formalisation 3.26 3.44 High 3.05 3.22
Centralisation 3.13 3.58 Low 3.48 3.68
www.monash.edu.au
14
15. Organisational Structure – Study 2
5
(1) Low Form
Low Cent
4.5
(2) High Form
Job Satisfaction
Low Cent
4
(3) Low Form
High Cent
3.5
(4) High Form
High Cent
3
Low High
Servant Leadership
H6
(Aiken & West, 1991; Dawson & Richter, 2008)
www.monash.edu.au
15
16. DMP & Organisational Structure – Study 1
H7 H8
3.8 3.8
High Formalisation High Centralisation
Low Formalisation Low Centralisation
3.6 3.6
3.4
3.4
3.2
3.2
3
3
2.8
High Low 2.8
Leader Involvement in the Decision Making High Low
Leader Dominance in the Decision Making
Process
Process
Formalisation Centralisation
Involvement High Low Dominance High Low
High 3.38 3.57 High 3.00 3.58
Low 3.15 3.32 Low 3.27 3.35
www.monash.edu.au
16
17. DMP & Organisational Structure – Study 2
5
(1) Low Inv
Low Form
4.5
(2) High Inv
Job Satisfaction
Low Form
4
(3) Low Inv
High Form
3.5
(4) High Inv
High Form
3
Low High
Servant Leadership
H7
(Aiken & West, 1991; Dawson & Richter, 2008)
www.monash.edu.au
17
18. DMP & Organisational Structure – Study 2
5
(1) Low Dom
Low Cent
4.5
(2) High Dom
Job Satisfaction
4 Low Cent
(3) Low Dom
3.5 High Cent
3 (4) High Dom
High Cent
2.5
Low High
Servant Leadership
H8
(Aiken & West, 1991; Dawson & Richter, 2008)
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19. Preliminary Discussion
• First and foremost it reiterates the strong relationship
servant leadership has with job satisfaction.
• Creates context for the servant leader job satisfaction
relationship.
• High levels of involvement in the decision making
process strengthen the relationship between servant
leadership and job satisfaction.
• Low levels of organisational structure strengthen the
relationship between servant leadership and job
satisfaction.
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20. Preliminary Discussion
• Under the condition of high involvement, high levels of
formalisation was found to positively impact the
relationship between servant leadership and job
satisfaction as well as the hypothesised high involvement
low formalisation interaction.
• The relationship between servant leadership and job
satisfaction was weakest when dominance and
centralisation were low not when they were high as
hypothesised.
• However, the servant leadership job satisfaction
relationship was strongest when dominance was low and
centralisation was high.
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27. Experiment Scales
• Job Satisfaction
– (Moyes & Redd, 2008)
• Age
• Gender
• Degree
• Major
• Current Year of Study
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28. Survey Scales
• Servant Leadership
– (Sendjaya et al., 2008)
• Decision Making Process (Involvement/Dominance)
– (Mayer et al., 2011)
• Organisational Structure (Formalisation/Centralisation)
– (Provan & Skinner, 1989)
• Job Satisfaction
– (Moyes & Redd, 2008)
• Size (number of employees)
• Tenure under the leader
• Age
• Gender
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29. Sample Questions
• Servant Leadership
– Leads by personal example
• Involvement
– My CEO participates in most strategic decision making meetings
• Dominance
– My CEO is reluctant to compromise their decisions with others’
views.
• Centralisation
– Even small matters have to be referred to someone higher up
for a final answer
• Formalisation
– The company has a large number of written rules and policies
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30. Experiment Manipulations
• Servant Leadership
– “Your supervisor constantly listened to your opinions, often going out of her way to
help you resolve problems, even if it disadvantaged her. Over the journey your
supervisor has acted as a mentor being very open and honest, helping you through
different and varied situations.
• High Involvement Low Dominance
– “In these discussions your supervisor was always present and active. From your
interactions, you noticed that your supervisor listened intently, was well informed of
all the situations inside and outside of the company.”
• High Dominance Low Involvement
– “…your supervisor empowered your team to run your own meetings; however she
was quite dominant in every decision. From your interactions, you noticed she
would only appreciate views that were aligned with her own, always pushed to
have her decisions implemented and was reluctant to compromise on her position.”
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31. Experiment Manipulations
• High Formalisation
– “You were handed a rules and procedure manual and were told that every question
you had about your job could be found in there. Once you looked inside, you found
a clear job description telling you what you needed to do for each job rotation and
guidelines to follow if any issue arose.”
• High Centralisation
– “…you were told by one of the workers that “you’ll learn quickly, that in this
company you can’t use your own discretion – you do what they tell you”. Thinking
back, you realise that many of the decisions you have made, had to be approved
by your supervisor...”
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Editor's Notes
This research draws its theoretical origins from empowerment literature. Leadership – employees empowered through leaders creating a shared vision of the future, transforming the organisation (reflected by SL)Motivational – employees empowered through their ability to influence work outcomes (involvement or dominance in the DMP)Structural – employees empowered through being granted power through structural processes such as decentralisation (Form and Cent)
Involvement in the decision making process refers to what extent the leader is actively involved with the employees in the strategic decisions made by the organisation.Dominance in the decision making process refers to what extent the leader dominants the strategic decision making process, striving to have their views implemented.Inv are better able to communicate why strategic decisions, develop enthusiasm and bring expertise to the DMP. Dominant leaders disengage their employees through narrowly focusing on their own opinion.
Formalisation refers to the rules and regulations set out by the organisation. This includes what decisions to make when confronted with different circumstances.Centralisation refers to focusing the decision making on one central point in an organisation. A more centralised organisation will have decision making power originating from one or few individuals.Form – SL especially as it reduces their ability to impact their employees, be available for them and empower them through a shared vision or mentoring employees. Cent – reducing collaboration, accountability to employees, shared vision and empowerment.
With the leader involved in the DMP – this will increase JS.Inv Form – relationship between SL and JS will be stronger when Inv is high and Form is LowDom Cent – RS bw SL & JS weaker when Dom High and Cent H
Increased call in leadership research due to self-report limitations. Tested in an experiment which was high in internal validity Method previously been used in leadership research by Van Knippenberg and associates.
Vignettes – chosen as ease of administration and the timely manner they can be produced and administered. Pilot Studies – 48 business studentsG*Power
Data divided into groups based on the hypotheses.All hypotheses were supported.Although these findings do justify the hypotheses, they do not speak on the applicability in a real world situation. Therefore, in order to further validate the hypotheses, they must be run in an organisational setting.
Hierarchical regression analysis with SPSS.Hyp 1 supported, Hyp 2 and 3 not supported. Simple slopes analysis - illustrated using one standard deviation above and below the mean of involvement to represent high and low involvement in the decision making processThe more a leader is involved in the decision making process, the stronger the relationship between servant leadership and job satisfaction.
Data divided into groups based on the hypotheses.All hypotheses were supported.
Hierarchical regression analysis with SPSS.Hyp 4 and 5 not supported, Hyp 6 supported. Simple slopes analyses and post hoc tests for slope differences Showed a difference between Slope 1 (Low F Low C) and Slope 2 (High F Low C) and Slope 3 (Low F High C) but not Slope 4 (High F High C)
Data divided into groups based on the hypotheses.All hypotheses were supported. H7 HighestH8 Lowest
Hierarchical regression analysis with SPSS.Hyp 7 supportedSimple slopes analyses and post hoc tests for slope differences Showed a difference between Slope 2 (High Inv Low Form) and Slope 1 (Low Inv Low Form) but not Slope 3 (Low I High F) and Slope 4 (High In High F)Still the second highest gradient.
Hierarchical regression analysis with SPSS.Hyp8 supportedSimple slopes analyses and post hoc tests for slope differences Showed a difference between Slope 4 (High D High C) and Slope 1 (Low D Low C) and Slope 3 (Low D High C) but not Slope 1 (Low D Low C)Weakest Low Dom Low Cent (employee autonomy = happy so SL won’t affect it) Strongest Low Dom High Cent. Tells us that keep dominance low. People are fine with High Cent with a Servant Leader. Understanding that the structure that enforces SL to check off decisions not the leader (as they are not dom).More importantly it tells us that if you are having High C you need to have a leader who displays SL behaviours or you will at the bottom as people don’t like centralisation. By implementing SL in a highly centralised organisation we see that it creates a change in JS.
This has not been done in as much depth, with experiments or with simple slopes analysisNever been looked at with mod factorsInv DMP – not only has it provided empirical evidence that SL are more inclined to undertake an Inv style – it has also shown that the more involved a SL is in the DMP the higher levels of job satisfaction will be felt by the employees.Both the exp and the survey showed that the relationship between SL and JS was the strongest in low C & F enviro. However of note was the strong relationship present in a HF HC context – it does make theoretical and practical sense. A leader who shows SL is more preferable than one who doesnt (especially in a High struc org).
Surprising, however it is not uncommon to find form = JS in small to medium firmsAs the Inv SL are writing the procedures this would naturally have an involved / SL flair. Cent Dom – As I’ve already covered although still interpreting this finding