This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
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.
Perception of civil servants on performance : An Emperical Analysis of Indone...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.
The Effect of Leadership, Organizational Culture, Work Motivation And Job Sat...inventionjournals
The aims of this study are to reveal the effect of leadership, organizational culture, work motivation and job satisfaction on teacher organizational commitment at high school in Medan. This research measured the direct effect and indirect effect of exogenous variables to endogenous variables. The number of samples is 330 teachers taken from 570 teachers as population. The data were gathered by using a set of questionnaires that had been checked for its validity and reliability. The data then were analyzed by using path analysis model. The results revealed that leadership, organizational culture, work motivation and job satisfaction effect significantly either directly or indirectly on teacher organizational commitment at high schools in Medan
This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
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.
Perception of civil servants on performance : An Emperical Analysis of Indone...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.
The Effect of Leadership, Organizational Culture, Work Motivation And Job Sat...inventionjournals
The aims of this study are to reveal the effect of leadership, organizational culture, work motivation and job satisfaction on teacher organizational commitment at high school in Medan. This research measured the direct effect and indirect effect of exogenous variables to endogenous variables. The number of samples is 330 teachers taken from 570 teachers as population. The data were gathered by using a set of questionnaires that had been checked for its validity and reliability. The data then were analyzed by using path analysis model. The results revealed that leadership, organizational culture, work motivation and job satisfaction effect significantly either directly or indirectly on teacher organizational commitment at high schools in Medan
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.
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
CEO’s Values, Management Style and Firm Performance: Evidence from Social Ent...SEFORÏS
A substantial body of research emphasizes the importance of the person in charge of an organization for a firm’s decisions and performance, yet less is known about which individual traits and experiences can explain variation in management styles that contribute to differences in firm performance. Our paper explores the possibility that a CEO’s personal values help shape his or her management style, which in turn helps drive firm outcomes.
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
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.
Effect of Organizational Culture, Organizational Commitment to Performance: S...theijes
This study aims to analyze and determine the influence of organizational culture on organizational commitment
and employee performance as well as the influence of organizational commitment to employee performance.
The approach used is causality between the variables, whereas sampling techniques using the census method
with the number of respondents targeted 115 employees. All the variables measured using indicators variables,
and analytical methods used are Structural Equation Model (SEM). The results showed that organizational
culture has a positive and significant impact on organizational commitment and employee performance. It was
also found that organizational commitment has a positive and significant impact on employee performance, and
organizational commitment has a significant role as a mediating variable between organizational culture with
employee performance. These findings give meaning that, to improve employee performance it is necessary to
increase organizational culture and organizational commitment.
Role conflict and role ambiguity in higher educationinventionjournals
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
The Effect of Transformational Leadership on Market Orientation, Learning Ori...IOSR Journals
The study is aimed at examining the Effect of Transformational Leadership on Market Orientation, Learning Orientation, Organization Innovation and Organization Performance of the Star-Rated Hotels in Central Java Province. The research samples cover 110 Marketing Managers of the Star-Rated Hotels in Central Java Province. Sample determination applies totals sampling or population sampling in which all members of the population are used as research samples and its Marketing Manager as the respondent represents every star-rated organization/hotel. In examining the established model relationship, the data are analyzed by using Structural Equation Modeling (SEM). The results reveal: Transformational Leadership does not give significant effect on Organization Performance; Transformational Leadership gives significant effect on Market Orientation; Transformational Leadership gives significant effect on Organization Innovation; Transformational Leadership gives significant effect on Learning Orientation; Market Orientation does not give significant effect on Organization Performance; Market Orientation gives significant effect on Organization Innovation; Market Orientation does not give significant effect on Learning Orientation; Learning Orientation gives significant effect on Organization Innovation; Learning Orientation does not give significant effect on Organization Performance; and Organization Innovation gives significant effect on Organization Performance.
The Thomas-Kilmann Conflict Mode Instrument assesses an individual’s typical behavior in conflict situations and describes it along two dimensions: assertiveness and cooperativeness. The model has 5 conflict modes.
This instrument is useful as a conflict resolution tool.
For more information on how to use the TKI with your team, contact the Corporate Learning Institute at 800-203-6734 or at corplearning@corplearning.com
Understanding Conflict Styles - using the Thomas Kilmann Conflict Model ktpworks
A recent presentation on Conflict Management given by Eleanor Yearwood of Key Talent Partners. The presentation reflects on the use of the Thoman Kilmann Conflict Model to help people be more aware of their - and others' - style of conflict handling, and how better awareness might help us adapt our style in order to have more influence. Adapting our style may also make us more effective negotiators, enhance interpersonal group dynamics and is applicable at every level of an organisation. The model also promotes the idea that different strategies work better in different situations, and by being more aware of our 'default' approach, we can learn to choose the most appropriate approach to give us the results we want in a particular context.
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.
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
CEO’s Values, Management Style and Firm Performance: Evidence from Social Ent...SEFORÏS
A substantial body of research emphasizes the importance of the person in charge of an organization for a firm’s decisions and performance, yet less is known about which individual traits and experiences can explain variation in management styles that contribute to differences in firm performance. Our paper explores the possibility that a CEO’s personal values help shape his or her management style, which in turn helps drive firm outcomes.
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
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.
Effect of Organizational Culture, Organizational Commitment to Performance: S...theijes
This study aims to analyze and determine the influence of organizational culture on organizational commitment
and employee performance as well as the influence of organizational commitment to employee performance.
The approach used is causality between the variables, whereas sampling techniques using the census method
with the number of respondents targeted 115 employees. All the variables measured using indicators variables,
and analytical methods used are Structural Equation Model (SEM). The results showed that organizational
culture has a positive and significant impact on organizational commitment and employee performance. It was
also found that organizational commitment has a positive and significant impact on employee performance, and
organizational commitment has a significant role as a mediating variable between organizational culture with
employee performance. These findings give meaning that, to improve employee performance it is necessary to
increase organizational culture and organizational commitment.
Role conflict and role ambiguity in higher educationinventionjournals
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
The Effect of Transformational Leadership on Market Orientation, Learning Ori...IOSR Journals
The study is aimed at examining the Effect of Transformational Leadership on Market Orientation, Learning Orientation, Organization Innovation and Organization Performance of the Star-Rated Hotels in Central Java Province. The research samples cover 110 Marketing Managers of the Star-Rated Hotels in Central Java Province. Sample determination applies totals sampling or population sampling in which all members of the population are used as research samples and its Marketing Manager as the respondent represents every star-rated organization/hotel. In examining the established model relationship, the data are analyzed by using Structural Equation Modeling (SEM). The results reveal: Transformational Leadership does not give significant effect on Organization Performance; Transformational Leadership gives significant effect on Market Orientation; Transformational Leadership gives significant effect on Organization Innovation; Transformational Leadership gives significant effect on Learning Orientation; Market Orientation does not give significant effect on Organization Performance; Market Orientation gives significant effect on Organization Innovation; Market Orientation does not give significant effect on Learning Orientation; Learning Orientation gives significant effect on Organization Innovation; Learning Orientation does not give significant effect on Organization Performance; and Organization Innovation gives significant effect on Organization Performance.
The Thomas-Kilmann Conflict Mode Instrument assesses an individual’s typical behavior in conflict situations and describes it along two dimensions: assertiveness and cooperativeness. The model has 5 conflict modes.
This instrument is useful as a conflict resolution tool.
For more information on how to use the TKI with your team, contact the Corporate Learning Institute at 800-203-6734 or at corplearning@corplearning.com
Understanding Conflict Styles - using the Thomas Kilmann Conflict Model ktpworks
A recent presentation on Conflict Management given by Eleanor Yearwood of Key Talent Partners. The presentation reflects on the use of the Thoman Kilmann Conflict Model to help people be more aware of their - and others' - style of conflict handling, and how better awareness might help us adapt our style in order to have more influence. Adapting our style may also make us more effective negotiators, enhance interpersonal group dynamics and is applicable at every level of an organisation. The model also promotes the idea that different strategies work better in different situations, and by being more aware of our 'default' approach, we can learn to choose the most appropriate approach to give us the results we want in a particular context.
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
The Relationship between Leadership Style and Personality Traits and their Im...ijtsrd
This study examines the relationship between transformational and transactional leadership styles and their impact on organizational citizenship behavior OCB , with emotional demands as a moderating variable and employee engagement as a mediating variable. The study involved 433 participants, and data were analyzed using regression analysis. The findings indicate a positive association between transformational leadership and job engagement and a positive relationship between transactional leadership and job engagement. Furthermore, the results show that employee engagement fully mediates the positive relationship between transformational leadership and OCB, but the effect size is small, suggesting other factors may also play a role. The study also reveals that emotional demands moderate the relationship between transactional leadership and OCB. The study contributes to the literature on leadership and OCB, providing insights for managers and organizations on enhancing employee engagement and OCB through effective leadership styles and management of emotional demands. Nicolas Kasanda Wa Kabamba | Wang Xiao Chen "The Relationship between Leadership Style and Personality Traits and their Impact on Organizational Citizenship Behavior" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd56372.pdf Paper URL: https://www.ijtsrd.com.com/other-scientific-research-area/other/56372/the-relationship-between-leadership-style-and-personality-traits-and-their-impact-on-organizational-citizenship-behavior/nicolas-kasanda-wa-kabamba
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.
Developing the Leader-Follower Relationship PerceptionLinaCovington707
Developing the Leader-Follower Relationship:
Perceptions of Leaders and Followers
Thomas Joseph
Colorado Technical University
Leader-member exchange (LMX) theory considers the impact that leaders and followers relationships
have on an organization. This study was an investigation of the leader-follower relationship and the
influence these relationships have on individual performance in an organization. The purpose of the study
was to explore the lived experiences of leaders and followers who had experienced the phenomenon. A
qualitative research method and phenomenological design was employed for data collection and analysis
to examine leaders and followers lived experiences. Twenty-three participants, comprising of seven
leaders and sixteen followers, were interviewed using an in-depth, one-on-one semi-structured interview
process. Data from the interviews were recorded, transcribed, and analyzed. Analysis of the data
identified collaborative relationship, partnership relationship, and engaged relationship as major
contributors to the leader-follower relationship and the influence of the relationship on individual
performance.
INTRODUCTION
As organizations endeavor to become more successful, leaders play a significant role in the way their
followers devote their time, efforts, and commitment to, first of all, their job and secondly, how they
extend their support to achieving organizational objectives. Studies of the leadership discipline
acknowledge that the exchange of information forms the basis to high-quality relationships that exist
within organizations (Brown & Moshavi, 2005; Pothos & Juola, 2007). Leaders can potentially inspire the
actions of their followers by improving the quality of the leader-follower dyadic relationship (Graen,
Cashman, Ginsburgh, & Schliemann, 1977). Dansereau, Graen, and Haga (1975) affirmed that the quality
of the dyadic relationship can impact individual performance. The relationship shared between leaders
and followers in the workplace is significant in determining the levels of employee performance,
satisfaction, retention, loyalty, and commitment (Shaw, 1997; Dirks & Ferrin, 2002).
Leader-member exchange (LMX) theory considers the impact that leaders and followers relationships
have on an organization. Harris and Kacmar (2006) affirmed that nearly all of the literature published on
LMX expresses the possibility that high-quality relationships, typified by high levels of trust, increased
communication channels, rewards, and favors, offer some positive benefits both to followers and the
company where they are employed. Followers who have high LMX are typically more devoted and
productive to their group and leader than followers who have low LMX (Schriesheim, Castro, Zhou, &
Yammarino, 2001). LMX instruction has been accepted as a preparation for effective leadership (Graen &
Uhl-Bien, 1991) and more often than not as a universal theory (Anderson, & Shivers ...
Context matters examining ‘soft’ and ‘hard’ approaches to emp.docxdickonsondorris
Context matters: examining ‘soft’ and ‘hard’ approaches to employee
engagement in two workplaces
Sarah Jenkins* and Rick Delbridge
Cardiff Business School, Cardiff University, Cardiff, UK
This paper reports different managerial approaches to engaging employees in two
contrasting organizations. We categorize these approaches to employee engagement as
‘hard’ and ‘soft’, and examine how these reflect the different external contexts in which
management operate and, in particular, their influence on management’s ability to
promote a supportive internal context. The paper extends the existing literature on the
antecedents of engagement by illustrating the importance of combining practitioner
concerns about the role and practice of managers with the insights derived from the
psychological literature relating to job features. We build from these two approaches to
include important features of organizational context to examine the tensions and
constraints management encounter in promoting engagement. Our analysis draws on
the critical organizational and HRM literature to make a contribution to understanding
different applications of employee engagement within organizations. In so doing, we
outline a situated and critical reading of organizations to better appreciate that
management practices are complex, contested, emergent, locally enacted and context
specific, and thereby provide new insights into the inherent challenges of delivering
engaged employees.
Keywords: contextual contingencies; critical HRM; drivers of engagement; employee
engagement; ‘hard’ and ‘soft’ management approaches to engagement
Introduction
This paper presents a qualitative study of two contrasting organizational cases to examine
and explain different management approaches to engaging employees. Our research
demonstrates how contextual contingencies enable or impede management’s ability to
deliver employee engagement. To assess this, we borrow from the early HRM research
(Storey 1989) to distinguish between ‘hard’ and ‘soft’ management approaches to
employee engagement. VoiceTel embodied a ‘soft approach’ to employee engagement –
this centred on promoting positive workplace conditions and relationships between
management and employees, designing work and forging a work environment which was
conducive to promoting employee engagement; enhanced individual employee
productivity was not the primary focus or purpose. In stark contrast, EnergyServ adopted
‘hard’ engagement – this refers to the explicit objective of gaining competitive advantage
through increased employee productivity wherein employee engagement aims to directly
increase employee effort to improve organizational performance. Employee responses
were also very different – VoiceTel’s employees reported high levels of engagement, in
contrast, at EnergyServ, despite senior management’s commitment to, and prioritizing of,
employee engagement, high levels of employee disengagement were evident. Therefore,.
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.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
The Influence of Leadership Style and Organizational Climate on Work Relation...theijes
The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.
Running Head LEADERSHIP APPROACHES1Leadership App.docxcowinhelen
Running Head: LEADERSHIP APPROACHES
1
Leadership Approaches
Name:
Institution
Date:
Literature Review
Organizational leadership in the contemporary environment is increasingly becoming a vital tool in defining the competitiveness of an organization due to the role it plays in motivating employees and determining critical decisions. Accordingly, diverse empirical studies have been conducted in the field of leadership in an attempt to determine the optimal leadership approach that should be adopted by organizations. The diverse leadership approaches that have been learned in the past include transformational leaders, transactional leadership, trait leadership, and situational leadership. The transformational leadership implies a leadership approach in which the leader works the juniors in the identification of the changes that are needed, defining the vision to guide the change execution and embracement, and in the execution of the change (Hill & Jones, 2014). In contrast, the transactional leadership implies that leaders should reward or punish employees in return for their efforts and deterrence against undue behaviors in the organization. The trait leadership approach indicates that leaders are defined by personal characteristics that are integrated (Hill & Jones, 2014). Thus, diverse individual differences help in selecting and fostering an effective leader. In contrast, the situational leadership approach indicates that effective leaders are defined by the situation of the leadership needed in a diverse environment. Thus, the approach implies that leaders should be capable of adjusting their leadership style to ensure they are capable of leading certain followers (Hill & Jones, 2014).
This literature review explores on various journal articles that have focused on the leadership approaches in different setups. One of the critical journal articles that have investigated the role of leadership approach is by Den, Deanne, and Belshack (2012). The article investigates when the transformational leadership leads to proactive behavior of the employee. Equally, the study explores the role of self-efficacy and autonomy in influencing employee personal initiative (Den, Deanne, & Belschak, 2012). The study was conducted using two-multisource researchers to evaluate the interaction between the contextual and personal variables towards the proactive behavior of employees. Consequently, the three authors of their study found that transformational leadership, employee independence, and breadth of the service-efficacy have a positive impact in stimulating proactive behavior among the employees (Den, Deanne, & Belschak, 2012). Furthermore, the study found the positive interaction between the personal and contextual variables in determining the proactive behavior of the employees. The findings of the study indicate that transformational leadership and high employee autonomy relate positively in enhancing the proactive behavior of the workers in i ...
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Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
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In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
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Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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Running Head SERVANT LEADERSHIP1SERVANT LEADERSHIP2.docxtodd521
Running Head: SERVANT LEADERSHIP 1
SERVANT LEADERSHIP 2
Servant Leadership
Annotated Bibliography
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.
The paper developed through a systematic review of 285 articles on the topic of servant leadership aimed at comparing servant leadership with other approaches to leadership, the nature of servant leadership and the theoretical basis through which servant leadership developed. As a result, the paper provides a comprehensive overview of servant leadership, its advantages and challenges while also comparing servant leadership to other forms of leadership that individuals use. Subsequently, the paper provides important insights regarding servant leadership, its application compared to other forms of leadership as well as recommendations for future research. This information is crucial in the development of my research paper given that not only does the paper cover and provide important information regarding servant leadership but also because through the systematic review that was used to develop the paper, the authors were able to collect information from many sources increasing not only the validity but also the reliability of the information.
Williams, W. A., Brandon, R. S., Hayek, M., Haden, S. P., & Atinc, G. (2017). Servant leadership and followership creativity. Leadership & Organization Development Journal.
The paper examines how political skills and servant leadership interact to influence employee creativity and workplace culture. In developing the paper, the authors selected a sample of 280 participants comprising both undergraduate and graduate students for the study and collected data across three periods of time. Finding from the study indicate that servant leadership increases the creativity of employees by fostering a proper working environment Moreover, servant leadership according to the study is strengthened based on the political skills of those in leadership. The paper is useful in my research project in that it provides crucial information regarding servant leadership, its association with workplace politics and how leaders practising servant leadership can navigate such workplace challenges.
DeConinck, J., & DeConinck, M. B. (2017). The relationship between servant leadership perceived organizational support, performance, and turnover among business to business salespeople. Archives of Business Research, 5(10).
The paper, developed through responses from a sample of 383 salespersons who trade between businesses in the US explores the influence of servant leadership on the salespersons in terms of outcome performance, organizational support, turnover and turnover intentions. Findings from the study indicate that servant leadership directly influences performance but had an indirect relationship with turnover intentions as w.
Leadership Styles and Organizational Citizenship Behavior.docxjeremylockett77
Leadership Styles and Organizational Citizenship Behavior: The Mediating
Effect of Subordinates’ Competence and Downward Influence Tactics
Lee Kim Lian
UCSI University
Low Guan Tui
Vesseltech Engineering Sdn Bhd
The objective of this study is to test a theory-based model predicting the relationships between leadership
styles, subordinates’ competence, downward influence tactics and outcome of organizational citizenship
behavior in Malaysian-based organizations. Data was collected from 347 respondents that represent
major industries like services, manufacturing, mining and construction companies. Path analysis
technique was used to test the model developed. The results show that the transformational leadership
style has significant positive relationship with subordinates’ organizational citizenship behavior, whereas
the transactional leader style is negatively related to organizational citizenship behavior. This result
illustrates the direct effects of leadership styles on the subordinates’ outcome. In addition, inspirational
appeals and consultation tactics, as downward influence tactics, were found to mediate the relationship
between transformational leadership and organizational citizenship behavior. Likewise, subordinates’
competence mediates the relationship between transformational leadership and consultation tactics.
These results only partially support the efficacy of the influence theory, and therefore lend support to
contingency theories of leadership. Implications for research and direction for future research are also
discussed.
INTRODUCTION
This study explores how superior leadership styles may impact subordinates’ organizational
citizenship behavior (OCB). The importance of leadership style as predictor of OCB has been well
established in Western settings (Bass, 1985; Organ, 1988; Podsakoff, MacKenzie, Morrman & Fetter,
1990; Howell & Avolio, 1993; Lowe, Kroeck & Sivasubramaniam, 1996; Podsakoff, MacKenzie &
Bommer, 1996; MacKenzie, Podsakoff & Rich, 2001; Geyer & Steyrer, 1998; Wang, Law, Hackett,
Wang, Chen, 2005; Schlechter & Engelbrecht, 2006; Boerner, Eisenbeiss, Griesser, 2007). However,
there is scant research explore the indirect effects between this two variables. Hence, the inclusion of
subordinates’ competence and downward influence tactics served to investigate the role of intervening
effect between leadership styles and OCB.
Several researchers have suggested that leadership research needs to focus more on the “fundamental”
issues, such as influence processes that characterize leader-follower interaction (Bass, 1990; Hollander &
Offermann, 1990; Yukl, 1989). Research has also shown that effective leaders must have the ability to
recognize when to use different tactics of influence as well as the skill necessary to effectively carry out
Journal of Applied Business and Economics vol. 13(2) 2012 59
these influence attempts (Kipnis, Schmidt & Wilkinson, 1980; Yu.
Similar to The effect of transformational leadership, superior subordinate (20)
The effect of transformational leadership, superior subordinate
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.6, No.25, 2014
The Effect of Transformational Leadership, Superior-Subordinate
Relationship, Job Satisfaction and Willing Cooperation towards
Organizational Citizenship Behavior and Employee Performance
Setyo Sardjono1, Martani Huseini2, Kusdi Raharjdo2, & Zainul Arifin2
1. Doctoral Program Student of Business Administration, Faculty of Administrative Science
2. Lecturer of Administrative Science Faculty, Brawijaya University, Malang
* E-mail of the corresponding author: setyo.sardjono@ack-coal.co.id
Abstract
The purpose of this study is to describe the impact of leadership on performance, through a theoretical model
using a "willing cooperation" (Mastrangelo et al., 2004) as one of the variables, and the combination of the
impact of transformational leadership, superior-subordinate relationship, job satisfaction, and willing cooperation
on organizational citizenship behavior (OCB) and performance of employees. The model is then tested
empirically on 255 employees of PT Timah (Persero) Tbk., a state-owned company and is the largest tin mining
company in Indonesia. The sample data was analyzed using the Generalized Structured Component Analysis
(GSCA). The study results in several findings. Firstly, transformational leadership and superior-subordinate
relationship has been found to have no significant effect on the performance of the employees; but it has indirect
effect through the willing cooperation. Secondly, job satisfaction has been found to have no significant effect on
OCB and employee performance; but it has indirect effect through the willing cooperation. These findings
underline the importance of willing cooperation as a mediating variable between leadership and job satisfaction
with OCB and employee performance. Thirdly, it has been found that willing cooperation is significantly
influenced by the superior-subordinate relationship and job satisfaction; and conversely, it has significant effect
on OCB and employee performance. This is a new finding providing empirical evidence that willing cooperation
can be used as an explanation for the relationship between leadership variables and its outputs.
Keywords: transformational leadership, leader-member exchange, willing cooperation, job satisfaction,
organizational citizenship behavior, employee performance, Indonesia’s state-owned mining corporation.
1. Introduction
Our research departs from a theoretical study of leadership, i.e macro leadership (represented by the theory of
transformational leadership) and micro leadership (as represented by the theory of a superior-subordinate
relationship or Leader-Member Exchange theory). Based on the empirical study on previous studies, it is known
that the output of leadership is generally explained by the variables of job satisfaction, OCB, and employee
performance. Most of these studies measure the effectiveness of leadership through the outputs. However,
through the empirical study on previous studies, we also find that there is an no less important output of
leadership, but is still very rarely studied, namely willing cooperation. Mastrangelo et al. (2004) is the first
researcher and so far is the only one who has raised willing cooperation as one of the variables in the study; in
which their research seeks to connect professional leadership (focusing on task) and personal leadership
(focusing on relationship) with willing cooperation. Willing cooperation in this regard is defined or interpreted as
"a condition in which the followers perform commands and / or direction of the leader through the cooperative
attitude that prompted them to actively contribute to realizing the objectives of the organization".
Although the construct of willing cooperation has only been studied by Mastrangelo et al. (2004), but it actually
has a solid foundation, i.e through the thought of Chester Barnard, an expert on the theory of organization from
humanitarian principle around the 1940s, where Barnard sees organizations as cooperative systems. Through this
perspective, Barnard considers that the task of leaders in an organization is "to elicit cooperation ... and to use
their communication and leadership skills to build teamwork and cooperation" (Barnard in Wren and
Greenwood, 1998:169). In other words, leaders are in charge to build readiness and volunteerism of their
followers / subordinates to cooperate (willingness to cooperate). The rationale is what we believe would be a
strong theoretical foundation to elevate the concept of willing cooperation as one construct to study.
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2. Literature Review
2.1 Transformational Leadership and Superior-Subordinate Relationship
Proximity and reciprocal relationship between leaders and followers is not something new. James MacGregor
Burns (1978) has proposed the term "transforming leadership", in which one of the characteristics is equality of
leaders and followers in the formulation of common goals. The objectives to be achieved must represent the
values and motivations (needs and desires, aspirations and expectations), both on the part of the leaders and
followers. "Leaders inducing followers to act for certain goals that represent the values and the motivations—the
wants and needs, the aspiration and expectations—of both leaders and followers" (Burns, 1978: 28).
Bernard M. Bass substantially develops the concept, by introducing "transformational leadership" instead of
transforming leadership as suggested by Burns (Couto, 1995: 104). According to Bass, transformational leaders
are capable of transforming their followers to have more motivation and do extra efforts to achieve the
performance exceeding the expectations (Bass, 1985). Although there are differences between these two
thoughts, but Bass’ basic idea is explicitly taken from Burns’ thought, and thus underlined the new paradigm
shift in leadership theory. This change reflects the change in the paradigm of organization, especially
organizations of the 21st century, where leaders are no longer playing the role as the sole determinant of the
direction of the organization, but they must engage their followers through a process of participatory decision-making,
decentralization, and emphasizes empowerment (Kotter, 1997).
Leadership studies at the micro level emphasize one-on-one relationship (dyadic) between leaders and followers,
which is known as the theory of leader-member exchange (LMX). Leadership is no longer seen as a macro-asimentric
relationship between followers and leaders, but a micro-symmetrical relationship between leaders and
each follower individually. LMX theory emphasizes the fact that a superior does not always show the same
behavior in treating subordinates, because bosses tend to develop relationship with varying intensity and degrees
individually with their followers / subordinates (Lussier and Acua, 2004). The quality and nature of dyadic
relationship in superior-subordinate relationship determines whether a subordinate is included as an in-group or
out-group member. Subordinates show mutual trust, mutual respect, mutual love, mutual influence, and high
exchange rate of information and feedback with superiors in high superior-subordinate relationship; otherwise
subordinates tend to fulfill only normative characteristics, according to their rights and obligations set out in the
formal employment contract in situation where superior-subordinate relationship is in low level (Lee et al.,
2007).
Studies of the superior-subordinate relationship generally put this variable as a moderator on the influence of
leadership on organizational outcomes. But specifically, the relationship of transformational leadership and
superior-subordinate relationship is still debated especially on the actual direction of the relationship. According
to research by Li and Hung (2009) and Weng et al. (2011), transformational leadership has a positive effect on
the superior-subordinate relationship. Therefore, our study hypothesizes that:
H1: Transformational leadership has a positive effect on the relationship between superiors and subordinates.
2.2 The Relationship of Transformational Leadership and Job Satisfaction
The relationship of transformational leadership and job satisfaction has been described by Podsakoff et al.
(1996), which suggests that transformational leadership behaviors could encourage employees to work beyond
their normal responsibilities, thereby increasing productivity and job satisfaction. Conway and Monk (2008) find
that transformational leadership affects job satisfaction. Riaz and Haider (2010) find a positive effect of
transformational leadership on job satisfaction and employee performance. Therefore, our study hypothesizes
that:
H2: Transformational leadership has a positive effect on job satisfaction.
2.3 The Relationship of Transformational Leadership and Willing Cooperation
Cooperation is another factor that is important in the process of leadership. According to Chester Barnard, a
humanist scholar, tasks that have been differentiated in modern organizations need to be re-integrated with the
efforts to communicate the goals of the organization and to give attention to the motivation of employees /
workers (Barnard, 1938). It is concluded that one of the key tasks of a leader / executive is managing the
informal aspects such as to develop a cooperative social system within the organization. The challenge of
modern organizations require executives to integrate aspects of "leadership" and "managerial" (management) as
a whole in leading organizations (Fernandez, 2010:469); and the executive function in the organization is "to
define the purpose of enterprises, to elicit cooperation, and ... to use their communication and leadership skills to
build teamwork and cooperation (Barnard in Wren and Greenwood, 1998:169). Leadership techniques, according
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to Barnard, has no meaning unless the leader has a creative approach to finding ways to encourage the
willingness of subordinates to cooperate (willingness to cooperate), establish common goals, and to know when
and how to communicate efficiently and effectively with subordinates (Fernandez, 2010:474).
However, so far there is no or still very little empirical research that reveals the concept of cooperation as stated
by Barnard. Mastrangelo, Eddy, and Lorenzet (2004) provide a valuable contribution through research entitled
“The Importance of Personal and Professional Leadership”, which specifically raises the concept of "willing
cooperation" as one of the research constructs. The concept is based on the premise that leaders develop
cooperation on the part of followers through a variety of ways, namely coercion, rewards (material exchange) or
through awareness and voluntary of followers (Mastrangelo et al., 2004:438); in which the last way refers to
willing cooperation. We assume that the characteristics of transformational leadership that reflects the closeness
between leaders and followers will be a positive influence on the willing cooperation. Therefore, our study
hypothesizes that:
H3: Transformational leadership has a positive effect on willing cooperation.
2.4 The Relationship of Transformational Leadership and Leadership Output (OCB and Employee
Performance)
A number of empirical studies prove the positive effect of transformational leadership on a variety of
organizational outputs (especially commitment, and employee performance). Howell and Frost (1989) find that
transformational leadership behaviors affect job performance. Riaz and Haider (2010) find a positive effect of
transformational leadership on job satisfaction and employee performance. Li and Hung (2009) find superior-subordinate
relationship has a positive effect on employee performance. Yang (2009) finds a positive effect of
transformational leadership on performance.
The concept of Organizational Citizenship Behavior (OCB) was first initiated by Smith, Organ, and Near (1983),
relating to the measurement of employee performance, in which they see that there are a number of employee
behaviors in the workplace that can be something positive and help achieve organizational performance, but are
not favored in a formal performance appraisal system. Organ defines OCB as "individual behavior that is
discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate
promotes the effective functioning of the organization" (Organ, 1988:4). The dimension of OCB consists of
altruism, compliance, courtesy, sportsmanship, and civic virtue. These behaviors are not explicitly listed in job
description, so they do not affect the remuneration system of employees. Based on the understanding of a
number of studies (Borman & Motowidlo, 1993; Organ, 1988; Smith et al., 1983), it is suggested that OCB has a
positive impact on the organization in a way that it smoothens the work of the “social machine" of organizations,
improves efficiency, and reduces friction among employees.
Since its introduction in the scientific literature in 1983 (Smith, Organ and Near, 1983), researchers have
explored the theoretical construct of OCB domain and connected it with a variety of things such as
organizational effectiveness, overall performance of employees, the characteristics of the Big Five personality,
work behavior, and procedural fairness (Podsakoff et al., 2001). In general, the researchers suggest that OCB has
beneficial impact to the organization (Borman and Motowidlo, 1993; Organ, 1988: Smith et al., 1983), in a way
that OCB can smoothen the "social machine" work of the organization, improve efficiency, and reduce friction
among employees. OCB behavior is classified as creative behavior that determines the success of the
organization, where the in-role behaviors alone are not sufficient to support "organizational survival and
effectiveness" (Katz, 1964:132). In particular, the effect of transformational leadership on OCB has been found
by Asgari et al. (2008) and Connell (2005). But Podsakoff et al. (1990) found only indirect effect, through the
followers’ trust, and Carter et al. (2012) found a moderating influence through LMX (relationship quality).
Based on the previous studies, therefore, our study hypothesizes that:
H4: Transformational leadership has a positive effect on OCB.
H5: Transformational leadership has a positive effect on employee performance.
2.5 The Relationship of Superior-Subordinate Relationship and Job Satisfaction
Previous researchers have found that the quality of superior-subordinate relationship affects individual and
organizational outputs, such as work performance, performance evaluation, job satisfaction, delegation and
communication effectiveness (Lee et al., 2007). A number of studies such as Greguras and Ford (2006), Bhal and
Ansari (2007), Volmer et. al (2011), Janssen and Van Yperen (2004), and Pellegrini and Scandura (2006) have
found that superior-subordinate relationships affect job satisfaction. Therefore, our study hypothesizes that:
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H6: Superior-subordinate relationship has a positive effect on job satisfaction.
2.6 The Relationship of Superior-Subordinate Relationship and Willing Cooperation
As well as transformational leadership, there has been no research that describes the influence of superior-subordinate
relationship to willing cooperation. However, theoretical studies on willing cooperation, we assume
that the quality of superior-subordinate relationship will encourage willing cooperation; or in other words, it has
a positive influence on willing cooperation. Therefore, our study hypothesizes that:
H7: Superior-subordinate relationship has a positive effect on the willing cooperation.
2.7 The Relationship of Superior-Subordinate Relationship and Leadership Output (OCB and Employee
Performance)
Various empirical studies have shown positive effect of superior-subordinate relationship quality on
performance, satisfaction to superiors, and organizational commitment, and is negatively related to turnover
(Landry and Vandenberghe, 2009). Various studies have also found negative relationship between superior-subordinate
relationship quality and interpersonal problems that are dyadic, such as tension or conflict between
superiors and subordinates (Dansereau et al., 1975; Howat and London, 1980; Keller and Dansereau, 1995). In
addition, superior-subordinate relationship quality has been found to correlate negatively with employee turnover
(Graen et al., 1982) and turnover intentions (Vecchio and Gobdel, 1984). It can be concluded that high quality of
superior-subordinate relationship is beneficial for organizations, leaders, followers, and all work units, and in
turn improve the effectiveness and success of the organization (Graen and Uhl-Bien, 1995). The influence of
LMX on OCB has been stated in the research by Greguras and Ford (2009); Carter et al. (2012); Isaac & Nature
(2009); Connell (2005); and Truckenbrodt (2000). However, it is not proven in the research by Asgari et al.
(2008). Therefore, our study hypothesizes that:
H8: Superior-subordinate relationship has a positive effect on OCB.
H9: Superior-subordinate relationship has a positive effect on employee performance.
2.8 The Relationship of Job Satisfaction and Willing Cooperation
Job satisfaction is one of the expected effects in organizational leadership. Components of job satisfaction can be
distinguished into (1) extrinsic job satisfaction, and (2) intrinsic job satisfaction. Moorman et al. (1993) have
found that intrinsic job satisfaction consists of the opportunity to use one's skills in employment, participation in
the work (job participation), as well as involvement and sense of satisfaction in completing something (feeling of
accomplishment). While extrinsic component consists of the need for adequate remuneration, opportunities for
growth, and praise for good work. There are no studies that examine the impact of job satisfaction on willing
cooperation. However, based on theoretical studies on willing cooperation, we assume that willing cooperation
will have positive influence on job satisfaction. Therefore, our study hypothesizes that:
H10: Job satisfaction has positive effect on willing cooperation.
2.9 The Relationship of Job Satisfaction and Leadership Output (OCB and Employee Performance)
According to Spector (1997), high job satisfaction ratings correlates positively with OCB behaviors, i.e
punctuality, sacrifice, and obedience. The meta-analysis summarizes 55 studies conducted by Organ and Ryan
(1995), in which they have identified a number of variables as antecedents of OCB. One of the principal
variables identified is job attitudes, which includes job satisfaction. Organ and Ryan (1995) have found that
employee satisfaction correlates significantly with the dimensions of Altruism (0.28) and Generalized
Compliance Compliance or (0.28). These findings are further confirmation of the previous meta-analysis
conducted by Podsakoff et al. (2001), where they also find significant relationship between job satisfaction and
both dimensions of OCB. With regard to the effect of job satisfaction on employee performance, the results of
the studies by Crossman and Abou-Zaki (2000) and Carmeli (2004) state that job satisfaction has a positive
effect on employee performance. Therefore, our study hypothesizes that:
H11: Job satisfaction has positive effect on OCB.
H12: Job satisfaction has positive effect on employee performance.
2.10 The Relationship of Willing Cooperation dan and Leadership Output (OCB and Employee
Performance)
There have been no studies that examine the impact of output willing cooperation on leadership outputs (OCB
and employee performance). However, based on theoretical studies on willing cooperation, we assume that
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willing cooperation will have positive influence on the outputs. Therefore, our study hypothesizes that:
H13: Willing cooperation has positive effect on OCB.
H14: Willing cooperation has positive effect on employee performance.
3. Research Design and Methodology
3.1. Sample
The study was conducted at PT Timah (Persero) Tbk, a government-owned tin mining company and the largest
tin mining company in Indonesia. The company has the rights to control tin mining area of 512,655 hectares with
117 Mining Business License both on land (onshore) and at sea (offshore), with operations covering Bangka
Belitung Province and Kepulauan Riau Province, known as the Indonesian Tin Belt. Today, PT Timah (Persero)
Tbk. is a holding company that oversees several subsidiaries engaged in mining and investment business.
The population of the study was all full-time employees at the echelon levels of 3-6 at PT Timah (Persero) Tbk.
and all its subsidiaries. However, some subsidiaries were not included because the number of permanent
employees was too little to be taken as population, namely PT Indometal (London) Ltd. (2), PT DAK (4), and PT
TAJ (2). Sampling was done with a proportional stratified random sampling technique, based on the number of
employees in each company and the employment levels. Based on the description of the population and the
sample (Table 1) through Slovin formula to get galad estimate of 5%, then 255 respondents were drawn from a
total population of 699 employees at the echelon level of 3-6.
Table 1. Population and Sample
200
No Employment
levels
PT Timah
Tbk
PT
Tambang
Timah
PT
Timah
Industri
PT Timah
Investasi
Mineral
PT Timah
Eksplomin
Total
1 Echelon 3 25 (9) 3 (1) - 2 (0) - 30 (10)
2 Echelon 4 67 (25) 18 (7) 1 (0) - 2 (0) 88 (32)
3 Echelon 5 162 (59) 55 (20) 4 (2) 4 (2) 3 (1) 228 (84)
4 Echelon 6 254 (93) 97 (35) 3 (1) - - 353 (129)
Total 508 (186) 173 (63) 8 (3) 6 (2) 5 (1) 700 (255)
3.2 Measurement
3.2.1 Transformational Leadership
Transformational leadership is a form of leadership that inspires followers to be not selfish for the good of the
organization, and is able to provide striking and extraordinary effect on followers (Robbins, 2005). Measurement
of the dimensions of transformational leadership is based on TLI (Transformational Leadership Inventory)
instrument as developed by Podsakoff et al. (1990), which consists of the following six indicators: (1) high
performance expectations; (2) individualized support; (3) intellectual stimulation; (4) articulating a vision; (5)
providing an appropriate model; and (6) fostering the acceptance of group goals. Therefore, in this study
transformational leadership was measured as a second-order construct that consists of 5 indicators with 23 items.
3.2.2 Superior-Subordinate Relationship
Superior-subordinate relationship can be defined as the quality of relationships one-on-one (dyadic) between
superiors and subordinates and the effect on organizational outputs in a given period of time (Lussier and Achua,
2004:225). Superior-subordinate relationship is measured with an instrument that is commonly used, namely the
LMX-7, as suggested by Graen and Uhl-Bien (1995:237). This instrument is a questionnaire consisting of 7
(seven) questions that reveal the quality of superior-subordinate relationship. In other words, superior-subordinate
relationship in this study was measured as a first-order construct with seven items.
3.2.3 Willing Cooperation
Willing cooperation is a condition in which followers perform commands and / or direction of a leader through a
cooperative attitude that prompts him to contribute actively to realize the goals of the organization (Mastrangelo
et al., 2004). The dimension of willing cooperation measured in the research done by Mastrangelo et al. (2004) is
a six-item question which is defined as the placement of the attitude of "want to" into a real cooperative
behavior. An example of the item is "I collaborate with a leader because I feel confident with the leader's vision
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for the future of our (organization)", or "I cooperate with the leader because I am interested in the leader's vision
for our company". Measurement was performed in a 1-5 Likert scale (1 = strongly disagree, 5 = strongly agree).
Willing cooperation in this study was measured as a first-order construct with seven items.
3.2.4 Job Satisfaction
Job satisfaction is defined as pleasant or positive emotional state that comes from one's assessment of the
employment and work experience he feels (Locke, 1976). This study uses the measurement of job satisfaction
according to Luthans (2005) and Robbins and Coulter (2002), namely the work itself, promotion, supervision,
rewards, and peer support. Job satisfaction was measured in this study as a first-order construct with five items;
in this case job satisfaction is structured as a formative construct.
3.2.5 OCB
OCB is defined as "individual behavior that is discretionary, not directly or explicitly recognized by the formal
reward system of the company, and that in the aggregate promotes the effective functioning of the organization"
(Ogan, 1988: 4). This study uses measurements of OCB, the original two-dimensional, that is willingness to
sacrifice (Altruism) and comply with the rules (Conscientiousness) (Smith, Organ, and Near, 1983; Organ and
Konovsky, 1989); and three other dimensions were added later, sportsmanship, friendliness / courtesy, and
citizenship (Civic Virtue) (Organ and Ryan, 1995). Thus, OCB in this study was measured as a second-order
construct that consists of 5 indicators with 20 items.
3.2.6 Employee Performance
According to Campbell et al. (1990), employee performance (job performance) is performed behaviors of
employees in carrying out their work, which can be observed and is relevant to the organization's goals.
Measurements used in this study are based on a mix of criteria by Bernardin and Russell (2001) and the criteria
by Gomes et al. (2004), the following five dimensions: quantity, quality, time, attendance, and cooperation.
However, employee performance is measured as the first-order construct consisting of 10 items, where each
dimension of performance is represented by two items.
Figure 1. Specification of Measurement Model
Visually, the model that describes the measurement of the constructs in this study is as Figure 1; there are two
second-order constructs (TL and OCB), and four first-order constructs.
4. Findings and Discussion
4.1. Reliability and Validity and Measure of Fit
Analyses employing on-line GeSCA software showed that in the convergent validity test, there was one item that
was not valid (factor loading < 0.50), namely TL3, and the factor was thus excluded from the model. After
running the data back, then we obtained that all the items already met the validity requirement (see Table 2).
Discriminant validity test showed that there were two variables that were less qualified (AVE < 50). However, by
comparing the root of AVE and the correlations among latent variables, it was found out that all eligible variables
(root of AVE was greater than the correlation among variables). The size of measure of fit for the structural
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model was 0.523 for FIT and 0.518 for Afit, so that the model can be said to explain at least 51.8% of the
variance of the variables. But GFI and SMSR values could not be calculated, because one of the latent variables
was a formative construct, namely job satisfaction; so the measure of fit for the overall model could not be
identified.
Table 2. Loading Estimate Item
Item Estimate Item Estimate Item Estimate Item Estimate
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Transformational Leadership
TL1 0.852 TL8 0.856 TL14 0.799 TL20 0.901
TL2 0.747 TL9 0.869 TL15 0.804 TL21 0.882
TL4 0.734 TL10 0.871 TL16 0.736 TL22 0.889
TL5 0.597 TL11 0.831 TL17 0.774 TL23 0.876
TL6 0.878 TL12 0.819 TL18 0.884
TL7 0.759 TL13 0.809 TL19 0.901
Job Satisfaction
Puas1 0 Puas3 0 Puas5 0
Puas2 0 Puas4 0
Leader-Member Exchange
LMX1 0.641 LMX3 0.757 LMX5 0.617 LMX7 0.750
LMX2 0.793 LMX4 0.734 LMX6 0.696
Willing Cooperation
WC1 0.871 WC3 0.849 WC5 0.801 WC7 0.789
WC2 0.848 WC4 0.836 WC6 0.765
Organizational Citizenship Behavior
OCB1 0.756 OCB6 0.733 OCB11 0.534 OCB16 0.732
OCB2 0.627 OCB7 0.555 OCB12 0.614 OCB17 0.537
OCB3 0.680 OCB8 0.704 OCB13 0.582 OCB18 0.656
OCB4 0.687 OCB9 0.629 OCB14 0.557 OCB19 0.698
OCB5 0.644 OCB10 0.739 OCB15 0.733 OCB20 0.686
Employee Performance
Kin1 0.626 Kin4 0.561 Kin7 0.584 Kin10 0.605
Kin2 0.744 Kin5 0.613 Kin8 0.669
Kin3 0.776 Kin6 0.603 Kin9 0.704
Source: Data processing GeSCA, 2014
4.2. Analysis of Structural Model
Analysis of the structural model is particularly useful for hypothesis testing; where the hypothesis tested in this
study consisted of 14 hypotheses. Outputs of GeSCA program in testing the structural model suggest that there
are four (4) H0 accepted, or in other words the research hypothesis (Hi) can not be proven by data and must be
rejected, as explained in the following table.
Table 2. The Results of Hypothesis Testing
Hypotheses Paths Coefficients SE CR Conclusion
H1 TL LMX 0.715 0.047 15.3* H1 accepted
H2 TL Job Satisfaction 0.408 0.110 3.72* H2 accepted
H3 TL Willing Cooperation 0.358 0.090 3.96* H3 accepted
H4 TL OCB 0.474 0.100 4.75* H4 accepted
H5 TL Employee Performance 0.019 0.120 0.16 H5 rejected
H6 LMX Job Satisfaction 0.238 0.106 2.23* H6 accepted
H7 LMX Willing Cooperation 0.325 0.076 4.3* H7 accepted
H8 LMX OCB 0.178 0.071 2.5* H8 accepted
H9 LMX Employee Performance 0.093 0.097 0.96 H9 rejected
H10 Job Satisfaction Willing
Cooperation
0.222 0.070 3.16* H10 accepted
H11 Job Satisfaction OCB -0.006 0.099 0.06 H11 rejected
H12 Job Satisfaction Employee
Performance
0.000 0.072 0.0 H12 rejected
H13 Willing Cooperation OCB 0.180 0.083 2.17* H13 accepted
H14 Willing Cooperation Employee
Performance
0.303 0.106 2.85* H14 accepted
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In addition to hypothesis testing, analyses of structural model also estimate the coefficient of path indicators on
second-order constructs, and the results are presented in the following table.
Table 3. Path Coefficient of Second-Order Constructs
Estimate SE CR
TL
expectation 0.202 0.019 10.729 *
support 0.183 0.016 11.391*
stimulation 0.173 0.020 8.535*
vision 0.236 0.029 8.060*
exemplary 0.168 0.021 8.203*
group 0.252 0.019 13.438*
OCB
altruism 0.246 0.017 14.673*
obedience 0.237 0.013 17.938*
sportmanship 0.230 0.015 15.760*
courtesy 0.238 0.014 16.523*
Civic virtue 0.239 0.016 15.356*
Presented visually, the results of the analysis of the structural model in this study is detailed as Figure 2. The
diagram shows the overall relationship of the first and second-order constructs.
Figure 2. The Results of Structural Model Testing
The model obtained through GSCA inferential statistical testing can be further simplified as in Figure 3. The
diagram shown only includes pathways of hypothesis testing results that are significant. In other words, this is
the final model in this study to describe the relationships among the hypothesized constructs and it shows
significant effect relationship.
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Puas: satisfied Kinerja: performance
Figure 3. Final Model
4.3. Discussion
The findings of this study support the idea by Barnard (1938) on the organization as a cooperative system and
the function of the leader to elicit cooperation; and the need for leaders to have a creative approach to finding
ways to encourage the willingness of subordinates to cooperate (Fernandez, 2010: 474). The willing cooperation
theory is supported by this study with analysis of indirect influence as follows:
a. Transformational leadership has no direct effect on employee performance but through willing cooperation
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the indirect effect coefficient is 0.108.
b. Superior-subordinate relationship has no direct effect on employee performance but through willing
cooperation the indirect effect coefficient is 0.098.
c. Job satisfaction has no direct effect on OCB but through willing cooperation the indirect effect coefficient is
0.040.
d. Job satisfaction has no direct effect on employee performance, but through willing cooperation the indirect
effect coefficient is 0.067.
Research on leadership, both macro (such as transformational leadership theory) and micro (such as superior-subordinate
relationship theory), has only examined the effect of leadership directly to specific expected outputs
(OCB and employee performance). In its variations, previous studies have attempted to put a leadership position
in the organization, such that it can affect subordinates / employees, through a variety of variables arranged in a
particular model.
This study distinguishes itself from previous studies, by opening a wider paradigm of leadership effects on
employees, through the variable of willing cooperation. The study findings suggest that the macro and micro
leadership can affect expected output on the employees, if it is initiated with voluntarily willingness to cooperate
on the part of followers. This view has such big implication that leadership requires reciprocal response between
superiors and subordinates. Authoritative leadership model that provides direction, is directive in nature, and
uses the top-down approach has long been considered as the non-effective leadership method, particularly for the
21st century organization (Schneier and Beatty, 1994; Kotter, 1997; Riaz and Haider, 2010). The challenge of
leadership has changed at this time, due to the complexity of the environment and changes in the characteristics
of organizations. As concluded by Riaz and Haider (2010) leaders are facing greater challenges than ever before
due to the Increased environmental complexity and the changing nature of the organization.
Leadership models that include the concept of cooperation between the leader and followers are increasingly
necessary as to accommodate the more complex organizational tasks. The theory of willing cooperation is one
step forward to describe the leadership of cooperation in the 21st century organization. As derived from the
findings of this study, the variable of willing cooperation occupies an important position as a bridge between
leadership and the expected outputs. The novelty of this study is shown in real departure from the concept of
partnership that has been formulated long ago by Barnard. Barnard sees organization as a system of
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cooperation, which includes formal and informal side, and it has regained a place in the study of leadership
(Fernandez, 2010). Our research puts empirical support to that idea, in the context of the importance of willing
cooperation, which is expected to contribute to the study of leadership, especially to illustrate the importance of
leaders and followers cooperation in realizing the objectives of the organization.
5. Limitations and Further Research
Several limitations should be noted from this study are as follows:
1. Population of this study is limited to permanent employees, whereas the larger percentage of employees are
non-permanent employees (contract and outsourcing employees), so the population is not a good
representation of the overall employees. Non-pemanent employees need to be investigated separately in the
context of leadership, because their characteristics and relationships to work are different from regular
employees. The results of this study cannot be applied as an analysis of non-permanent employees, and thus
this becomes a limitation of the study that needs to be considered in understanding the findings and
conclusions reached in this study.
2. Future researchers have the opportunity to develop of more robust theoretical models, so as to better explain
the phenomenon of organizational leadership, particularly associated with willing cooperation. One
possibility to strengthen the model is the inclusion of the variable of organizational commitment. One
example is a hypothetical model of Huang and Hsiao (2007), which suggests mutual influence between job
satisfaction and organizational commitment.
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