This study examined the relationships between path-goal leadership styles, work group diversity, work group effectiveness, and turnover intention. It hypothesized that:
1) Work group diversity would be negatively related to effectiveness.
2) Path-goal leadership styles would be positively related to effectiveness.
3) Work group diversity would be positively related to turnover intention.
4) Path-goal styles would be negatively related to turnover intention.
The study surveyed 242 employees in diverse work groups. It found support for hypotheses 2 and 3, with path-goal styles positively linked to effectiveness, and some aspects of diversity positively linked to turnover intention. However, hypotheses 1 and 4 were not supported. Overall, the variables explained modest
1) The document discusses transformational leadership behaviors that are important for school principals to possess, including idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation.
2) It reviews literature showing that transformational leadership is positively associated with schools' innovative climate, teacher commitment, and overall school performance.
3) The study aims to discover the level of transformational leadership behaviors demonstrated by school principals in their daily administrative practices, with results indicating principals demonstrate high levels of these behaviors.
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.
This document provides an overview of the conceptual framework for learning-centered leadership. It begins by defining leadership as "the process of influencing others to achieve mutually agreed upon purposes for the organization." The document then reviews 5 core findings from research on leadership: 1) leadership matters for organizational success, especially in education; 2) leadership matters even more in difficult times; 3) leadership is critical during periods of significant organizational transition; 4) instructionally-focused and change-oriented leadership are effective frames for education; and 5) team leadership may enhance performance. It concludes by presenting a model showing how leader behaviors, shaped by prior experiences and characteristics, indirectly influence student outcomes through impacting school operations and classroom activities.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
The Impact of Personality Traits of subordinates in their assessment of the F...inventionjournals
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
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 document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
1) The document discusses transformational leadership behaviors that are important for school principals to possess, including idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation.
2) It reviews literature showing that transformational leadership is positively associated with schools' innovative climate, teacher commitment, and overall school performance.
3) The study aims to discover the level of transformational leadership behaviors demonstrated by school principals in their daily administrative practices, with results indicating principals demonstrate high levels of these behaviors.
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.
This document provides an overview of the conceptual framework for learning-centered leadership. It begins by defining leadership as "the process of influencing others to achieve mutually agreed upon purposes for the organization." The document then reviews 5 core findings from research on leadership: 1) leadership matters for organizational success, especially in education; 2) leadership matters even more in difficult times; 3) leadership is critical during periods of significant organizational transition; 4) instructionally-focused and change-oriented leadership are effective frames for education; and 5) team leadership may enhance performance. It concludes by presenting a model showing how leader behaviors, shaped by prior experiences and characteristics, indirectly influence student outcomes through impacting school operations and classroom activities.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
The Impact of Personality Traits of subordinates in their assessment of the F...inventionjournals
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
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 document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
Distributed leadership involves sharing leadership responsibilities throughout an organization. There are several reasons why distributed leadership is effective: it improves student outcomes and organizational effectiveness; builds commitment among staff; and is considered ethical as it engages all stakeholders in decision-making. Distributed leadership distributes leadership to key people in the organization and complements the roles of both formal leaders and informal teacher leaders.
Education at a Glance OECD 20113 s2.0-b9780080448947004310-mainJohn Taylor
This document summarizes research on transformational school leadership. It begins by discussing the roots of transformational leadership theory in the work of James McGregor Burns and Bernard Bass. It then reviews evidence that transformational leadership has positive effects on teachers and school organizations, including teacher commitment, satisfaction, classroom practices, and school culture. The document outlines a school-specific model of transformational leadership with four dimensions: setting directions, developing people, redesigning the organization, and managing instruction. It provides details on the leadership practices within each dimension, such as building a shared vision, fostering group goals, and developing capacity in teachers.
This document provides guidance for students in MGT321 Week 1. It outlines the learning objectives and activities for the week. Students will be introduced to leadership theories and traits through assigned readings, discussions, and a written assignment on the differences between leadership and management. Key theories discussed include power/influence approaches, contingency theory, and situational leadership theory. Students are provided guidelines for discussion posts and assignments. Recommended additional readings are also referenced.
This document provides guidance for students in Week 2 of an online leadership course. It outlines the learning objectives, activities and assignments for the week. Students will learn about contingency and situational leadership theories, and how to evaluate leadership styles based on individual personality traits and situational context. They will complete discussions on leadership case studies and a written self-reflection on personal leadership qualities. The document provides details on the assessments, resources and expectations for students' work.
Transformational leadership characteristics necessary for today’s leaderssabrinahjmohdali
This study examines the traits and characteristics of university presidents considered to be transformational leaders. The author conducted a Delphi study with a panel of 52 university president experts to identify qualities of effective leadership in higher education. The panel reached consensus that transformational leadership is needed to introduce change in higher education. Specifically, presidents need commitment, competence, authenticity and the ability to effectively communicate vision. They must also overcome resistance to change from entrenched faculty and staff and address funding limitations through alternative strategies. The study provides insight into leadership approaches necessary to adapt universities to changing economic and academic environments.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
This document provides guidance for week 4 of an organizational leadership course. It outlines the learning objectives and activities for the week, which include analyzing leader-follower interactions and different theories of motivation. Students are asked to complete discussions on the role of followers and motivation. Readings cover topics like followership, motivation, autonomy, and developing autonomy-supportive leadership behaviors. The document provides learning maps for the full course and notes for discussions, assignments, and resources.
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
This document provides guidance for students in Week 3 of an MGT321 leadership skills course. It outlines the learning objectives and activities for the week, which include discussions on emotional intelligence and business ethics, as well as a written assignment on servant leadership. It recommends related readings and emphasizes important notes about discussion and assignment requirements. The document also provides an overview of leadership assessment approaches, including trait, skills, style, situational, and transformational leadership theories.
Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...Rana ZEINE, MD, PhD, MBA
The organizational culture of higher education institutions was analyzed using a survey. The results showed that behavioral norms associated with passive/defensive and aggressive/defensive cultures were overrepresented, while constructive norms were underrepresented compared to an ideal profile. This indicates a focus on tasks over people and lower-order needs over higher-order needs. Gaps between current and ideal profiles were identified to help target areas for cultural change in higher education institutions.
Best Intentions and Conflicting Messages in Developing Student Leadership Ide...MelRoc7
Presentation given by Melissa L Rocco, M.A. and Amy Barnes, Ed. D at the ACPA College Student Educators International 2016 Convention in Montreal, Canada.
This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
This document discusses attributes of successful teamwork based on a literature review and case study of student teams. The key attributes identified for effective teamwork are: commitment to shared goals and team success; interdependence where members contribute more together than individually; and strong interpersonal skills like open communication, trust and respect. The case study examines two student teams, one highly successful that demonstrated these attributes, and another dysfunctional team that did not.
This document summarizes a case study on successful versus unsuccessful teamwork among student project teams. It identifies key attributes of successful teams found in the literature, including commitment to shared goals, interdependence, strong interpersonal skills, open communication, appropriate composition, and commitment to processes. The case study examines two teams - a highly successful team that demonstrated these attributes, and a dysfunctional team that split apart. The unsuccessful team lacked commitment to shared goals, saw members as competitive rather than interdependent, and did not support each other when facing problems.
Effective Techniques to Optimize a Sales Force while Decreasing TurnoverBrett Chase
This paper explores effective techniques for optimizing a sales force while decreasing turnover based on 10 empirical studies. It examines the hiring process and impact of company image on attracting talent. Surprisingly, the best candidates were found to be existing employees in non-selling roles who were familiar with the company. Relationship-building techniques between management and staff like servant leadership and leader-member exchange were found to reduce turnover by increasing organizational commitment. Maintaining positive customer relationships through appropriate sales contests and understanding customer moods were also determined to improve performance and sales.
This document summarizes a research paper that investigated the relationship between spiritual management tactics and determinants of employee turnover intention. It reviewed literature on concepts of spirituality, spiritual management, and the service profit chain framework. The study used surveys of managers and employees and statistical analysis to examine the effects of 11 spiritual management tactics on factors like organizational commitment, job stress, promotion, and quality of work life that influence turnover. The results found differences in how managers and employees view appropriate spiritual tactics and identified concrete suggestions for implementing spiritual management to reduce turnover.
Turnover intentions among home workers and European Union migrants A proposal...Jaroslav Aleksandrovic
This document proposes a mixed-design study to examine turnover intentions among home workers and EU migrants in the UK hotel industry. It notes high turnover in hospitality and dependence on migrant workers. The study aims to compare drivers of turnover intention between British and Polish workers in London hotels. It hypothesizes that intentions may differ due to factors like national culture, work priorities, and adaptation over time. A literature review covers turnover models and factors like job satisfaction, supervision, and person-organization fit. It also discusses international perspectives and differences between populations.
Relationship between performance appraisal politics, organizational commitmen...Alexander Decker
This document summarizes a study examining the relationship between performance appraisal politics, organizational commitment, and turnover intention. The study was conducted in the pharmaceutical industry in Pakistan. Data was collected through questionnaires from 10 companies, with a 90% response rate. The study found that perceptions of political motives in performance appraisals were negatively related to organizational commitment and positively related to turnover intention. Organizational commitment was also found to be negatively related to turnover intention.
Modelling unclear career development with job satisfaction, job stress, and t...Sheila Chairunisha
This study examines the relationship between unclear career development, job dissatisfaction, job stress, and employee turnover intention in the banking and IT sectors of Pakistan. The study hypothesized that unclear career development leads to job dissatisfaction, which in turn causes job stress and increased turnover intention. Data was collected through questionnaires from employees and analyzed using structural equation modeling. The results supported the hypotheses, showing unclear career development positively influences job dissatisfaction, which then positively influences job stress and turnover intention. The study concludes a clear career path is needed to improve job satisfaction, reduce stress, and lower employee turnover.
Distributed leadership involves sharing leadership responsibilities throughout an organization. There are several reasons why distributed leadership is effective: it improves student outcomes and organizational effectiveness; builds commitment among staff; and is considered ethical as it engages all stakeholders in decision-making. Distributed leadership distributes leadership to key people in the organization and complements the roles of both formal leaders and informal teacher leaders.
Education at a Glance OECD 20113 s2.0-b9780080448947004310-mainJohn Taylor
This document summarizes research on transformational school leadership. It begins by discussing the roots of transformational leadership theory in the work of James McGregor Burns and Bernard Bass. It then reviews evidence that transformational leadership has positive effects on teachers and school organizations, including teacher commitment, satisfaction, classroom practices, and school culture. The document outlines a school-specific model of transformational leadership with four dimensions: setting directions, developing people, redesigning the organization, and managing instruction. It provides details on the leadership practices within each dimension, such as building a shared vision, fostering group goals, and developing capacity in teachers.
This document provides guidance for students in MGT321 Week 1. It outlines the learning objectives and activities for the week. Students will be introduced to leadership theories and traits through assigned readings, discussions, and a written assignment on the differences between leadership and management. Key theories discussed include power/influence approaches, contingency theory, and situational leadership theory. Students are provided guidelines for discussion posts and assignments. Recommended additional readings are also referenced.
This document provides guidance for students in Week 2 of an online leadership course. It outlines the learning objectives, activities and assignments for the week. Students will learn about contingency and situational leadership theories, and how to evaluate leadership styles based on individual personality traits and situational context. They will complete discussions on leadership case studies and a written self-reflection on personal leadership qualities. The document provides details on the assessments, resources and expectations for students' work.
Transformational leadership characteristics necessary for today’s leaderssabrinahjmohdali
This study examines the traits and characteristics of university presidents considered to be transformational leaders. The author conducted a Delphi study with a panel of 52 university president experts to identify qualities of effective leadership in higher education. The panel reached consensus that transformational leadership is needed to introduce change in higher education. Specifically, presidents need commitment, competence, authenticity and the ability to effectively communicate vision. They must also overcome resistance to change from entrenched faculty and staff and address funding limitations through alternative strategies. The study provides insight into leadership approaches necessary to adapt universities to changing economic and academic environments.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
This document provides guidance for week 4 of an organizational leadership course. It outlines the learning objectives and activities for the week, which include analyzing leader-follower interactions and different theories of motivation. Students are asked to complete discussions on the role of followers and motivation. Readings cover topics like followership, motivation, autonomy, and developing autonomy-supportive leadership behaviors. The document provides learning maps for the full course and notes for discussions, assignments, and resources.
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
This document provides guidance for students in Week 3 of an MGT321 leadership skills course. It outlines the learning objectives and activities for the week, which include discussions on emotional intelligence and business ethics, as well as a written assignment on servant leadership. It recommends related readings and emphasizes important notes about discussion and assignment requirements. The document also provides an overview of leadership assessment approaches, including trait, skills, style, situational, and transformational leadership theories.
Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...Rana ZEINE, MD, PhD, MBA
The organizational culture of higher education institutions was analyzed using a survey. The results showed that behavioral norms associated with passive/defensive and aggressive/defensive cultures were overrepresented, while constructive norms were underrepresented compared to an ideal profile. This indicates a focus on tasks over people and lower-order needs over higher-order needs. Gaps between current and ideal profiles were identified to help target areas for cultural change in higher education institutions.
Best Intentions and Conflicting Messages in Developing Student Leadership Ide...MelRoc7
Presentation given by Melissa L Rocco, M.A. and Amy Barnes, Ed. D at the ACPA College Student Educators International 2016 Convention in Montreal, Canada.
This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
This document discusses attributes of successful teamwork based on a literature review and case study of student teams. The key attributes identified for effective teamwork are: commitment to shared goals and team success; interdependence where members contribute more together than individually; and strong interpersonal skills like open communication, trust and respect. The case study examines two student teams, one highly successful that demonstrated these attributes, and another dysfunctional team that did not.
This document summarizes a case study on successful versus unsuccessful teamwork among student project teams. It identifies key attributes of successful teams found in the literature, including commitment to shared goals, interdependence, strong interpersonal skills, open communication, appropriate composition, and commitment to processes. The case study examines two teams - a highly successful team that demonstrated these attributes, and a dysfunctional team that split apart. The unsuccessful team lacked commitment to shared goals, saw members as competitive rather than interdependent, and did not support each other when facing problems.
Effective Techniques to Optimize a Sales Force while Decreasing TurnoverBrett Chase
This paper explores effective techniques for optimizing a sales force while decreasing turnover based on 10 empirical studies. It examines the hiring process and impact of company image on attracting talent. Surprisingly, the best candidates were found to be existing employees in non-selling roles who were familiar with the company. Relationship-building techniques between management and staff like servant leadership and leader-member exchange were found to reduce turnover by increasing organizational commitment. Maintaining positive customer relationships through appropriate sales contests and understanding customer moods were also determined to improve performance and sales.
This document summarizes a research paper that investigated the relationship between spiritual management tactics and determinants of employee turnover intention. It reviewed literature on concepts of spirituality, spiritual management, and the service profit chain framework. The study used surveys of managers and employees and statistical analysis to examine the effects of 11 spiritual management tactics on factors like organizational commitment, job stress, promotion, and quality of work life that influence turnover. The results found differences in how managers and employees view appropriate spiritual tactics and identified concrete suggestions for implementing spiritual management to reduce turnover.
Turnover intentions among home workers and European Union migrants A proposal...Jaroslav Aleksandrovic
This document proposes a mixed-design study to examine turnover intentions among home workers and EU migrants in the UK hotel industry. It notes high turnover in hospitality and dependence on migrant workers. The study aims to compare drivers of turnover intention between British and Polish workers in London hotels. It hypothesizes that intentions may differ due to factors like national culture, work priorities, and adaptation over time. A literature review covers turnover models and factors like job satisfaction, supervision, and person-organization fit. It also discusses international perspectives and differences between populations.
Relationship between performance appraisal politics, organizational commitmen...Alexander Decker
This document summarizes a study examining the relationship between performance appraisal politics, organizational commitment, and turnover intention. The study was conducted in the pharmaceutical industry in Pakistan. Data was collected through questionnaires from 10 companies, with a 90% response rate. The study found that perceptions of political motives in performance appraisals were negatively related to organizational commitment and positively related to turnover intention. Organizational commitment was also found to be negatively related to turnover intention.
Modelling unclear career development with job satisfaction, job stress, and t...Sheila Chairunisha
This study examines the relationship between unclear career development, job dissatisfaction, job stress, and employee turnover intention in the banking and IT sectors of Pakistan. The study hypothesized that unclear career development leads to job dissatisfaction, which in turn causes job stress and increased turnover intention. Data was collected through questionnaires from employees and analyzed using structural equation modeling. The results supported the hypotheses, showing unclear career development positively influences job dissatisfaction, which then positively influences job stress and turnover intention. The study concludes a clear career path is needed to improve job satisfaction, reduce stress, and lower employee turnover.
This document summarizes a study that examines the influence of transformational leadership behaviors on employee turnover in the banking and education sectors in Pakistan. The study analyzed the relationship between transformational leadership and perceived organizational support, leader-member exchange, trust, job alternatives, and turnover intentions. It found that transformational leadership was significantly related to perceived organizational support and leader-member exchange, which in turn mediated the relationship between transformational leadership and turnover intentions. Trust and job alternatives also moderated the relationship between transformational leadership and turnover intentions. The study concluded that transformational leadership behaviors can help reduce employee stress and turnover intentions, building organizational commitment and performance.
ICAP 2014 Authentic Leadership and Turnover IntentionGarazi_Az
This study examined the relationship between employees' perceptions of authentic leadership and their turnover intentions. It analyzed the mediating roles of work-group identification and work engagement. Survey data from 623 employees across various organizations was collected. Results showed authentic leadership was positively related to work engagement and work-group identification, and negatively related to turnover intentions. Both work-group identification and work engagement partially mediated the relationship between authentic leadership and turnover intentions. This suggests authentic leaders can reduce employee turnover by enhancing work-group identification and engagement.
In this webinar you will develop an understanding of how to calculate employee turnover, as well as learn why employee turnover is an important metric in managing your employees. We will cover how to develop and implement employee retention strategies in order to protect you from high turn over costs.
A STUDY ON HOW EMOTIONAL DISSONANCE IMPACT WORK EXHAUSTION, JOB SATISFACTION ...IAEME Publication
This document summarizes a study on how emotional dissonance impacts work exhaustion, job satisfaction, and turnover intention among IT professionals. It defines emotional dissonance as the conflict between emotions felt and emotions expressed. The study collected data from 246 IT professionals in India to examine how emotional dissonance relates to work exhaustion, job satisfaction, and turnover intention. The results showed that emotional dissonance experienced by IT professionals leads to increased work exhaustion and reduced job satisfaction, which in turn influences their turnover intention.
Not sure why employees keep leaving your organization? Check out these interesting stats on turnover and how to manage it so that you keep your best of best talent and attract even more.
This document is a report submitted by a student named Alex Stewart for their CAPE Management of Business course. It summarizes their research on the importance of the Human Resource Management department at the Waterloo Guest House in Black River, Jamaica. The report outlines the aims, methodology, findings and conclusions of the research. It was found that the HRM department plays an important role in community engagement, employee satisfaction and maximizing profits at the guest house.
The document discusses Islamic legal maxims (qawaid fiqhiyyah). It defines key terms like shariah, fiqh, usul fiqh, and qawaid fiqhiyyah. It explores the differences between these terms and discusses the importance of learning legal maxims, their sources and classifications. Legal maxims are general rules derived from fiqh that can be applied to different cases and help understand Islamic law.
Transformational leadership the impact on organisation and personal outcome(1)sabrinahjmohdali
The document discusses transformational leadership and its impact on organizational and personal outcomes. It begins by defining transformational leadership as inspiring followers to accomplish more than initially planned by aligning their values with the organization.
The literature review then examines the impact of transformational leadership on specific organizational outcomes like organizational citizenship behavior, culture, and vision. It also explores personal outcomes for followers such as empowerment, satisfaction, and motivation. Understanding these impacts can help transformational leaders influence behaviors that benefit the organization.
The relationship between transformational leadership and organizational effec...Niki Koutrou
Transformational leadership influences major changes in attitudes and builds commitment to an organization's mission. It stimulates new perspectives, generates awareness of vision/mission, develops high ability in followers, and motivates people to look beyond self-interest. Characteristics include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Organizational effectiveness is understood through goals, system resources, internal processes, and multiple constituencies approaches. Transformational leaders positively impact employee satisfaction, productivity, and effectiveness by managing change, clarifying purpose, creating vision, empowering followers, and coordinating teamwork, resulting in strong organizational culture and indirect relationship with effectiveness. Leaders should develop strong culture through human resource investment and "transforming" people
Group Behavior in OrganizationsAt an organizational level,.docxgilbertkpeters11344
Group Behavior in Organizations
At an organizational level, group behavior is necessary for continued functioning of the
organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
to reward behaviors of those who effectively participate in the organization's operations.
Besides, there are also systems that define consequences that can take place in case
individuals behave outside the accepted practices of the organization. What develops out of
this is an employee's attachment to the organization based on common beliefs, values, and
traditions. The shared attachment and even the commitment to common beliefs, values, and
traditions make up an organization's culture (Helms & Stern, 2001; Lok & Crawford, 2001).
What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
sense of belongingness by its members and level of camaraderie.
They also mentioned there might be differences between hierarchies or levels within an
organization's culture. Based on the solidarity and sociability of each, upper management
might differ from the decisions made by middle management and line staff. These differences
might also occur between functional departments and, in larger organizations, between
geographically distinct sections of the organization.
What Sheard and Kakabadse wanted to emphasize through this discussion was there might
be distinct subcultures within an organization's culture.
According to De Long and Fahey (2000), "Subcultures consist of distinct sets of values,
norms, and practices exhibited by specific groups or units in an organization." Subcultures
may be readily observed in larger, more bureaucratic organizations or organizations having
well-established departments with employees that have highly specialized or possessing
unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
their organization's culture. Journal of Management in Medicine, 15(6), 415–429.
Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating
role of job satisfaction. Journal of Managerial Psychology, 16(8), 594–613.
Sheard, A., & Kakabadse, A. (2002). Key roles of the leadership landscape. Journal of
Managerial Psychology, 17(1/2), 129–144.
3-17 Kenneth Brown is the principal owner of Brown Oil, Inc. After quitting his university teaching job,
Ken has been able to increase his annual salary by a factor of over 100. At the present time, Ken is
f.
Every organization strives for lasting success which is highly dependent on the quality
of its workforce. Workforce commitment is been considered as a major factor in
determining the organizational performance and effectiveness. Among various
determinants, leadership style of leader has been established as one of the most
determinant of employees’ organizational commitment. It is therefore concluded that
leadership styles (transformational and transactional) influence the development of
employees’ organizational commitment in the organizational settings. So,
organizations that are willing to have high employees’ organizational commitment
should provide training that encourage leaders to exhibit behaviors like building trust,
inspiring shared vision, encouraging creativity, emphasizing development and
recognizing accomplishments.
ABSTRACT: Meetings, Incentives, Conferences, Exhibition (MICE) are considered that they are not able to give the best performance yet, where the tends to upset the society. Furthermore, the perpetrators of several cases cannot be revealed yet. This study are to measure and analyze the extent to which the MICE organizations performance are influenced by leadership style, organizational culture, and job satisfaction. Study used a quantitative approach with path analysis as its method where 166 MICE CEO were used as its samples. The research findings show that Leadership style significantly affected towards the job satisfaction, but insignificantly affected the organizational performance. Organizational culture significantly affected job satisfaction, but insignificantly affected the organizational performance. Job satisfaction worked as a mediator of the effect between the relationships of leadership styleon organizational performance, and between the relationships of organization cultur to organizational performance.
HEALTHCARE ENVIRONMENT
High-quality healthcare organizations are driven by attention to their customers, excellent workmanship, empowered workforces, and
innovation and change as a response to their environment. The Patient Protection and Affordable Care Act of 2010 established the mandate
of increasing access to care while decreasing costs. Ongoing healthcare reform emphasizes the importance of collaborative teams in the
redesign of healthcare delivery systems that provide high-quality, client-centered, mutually accountable care across the lifespan (Roussel,
Thomas, & Harris, 2016). Consequently, healthcare providers are challenged to focus on quality, cost-effectiveness, and responsiveness to
the voice of the consumer in all aspects of care.
The overall goal of transforming the healthcare system is to develop a seamless, coordinated care approach for clients by: 1) improving
population health and client outcomes, 2) enhancing the client experience, and 3) continued improvements in providing high-quality services
at a lower cost (Stiefel & Nolan, 2012). Traditional measures of these outcomes are now being combined into value-based competitive
reimbursement models from third-party payors and regulatory agencies. It is generally accepted that in order to survive financially and
competitively, healthcare organizations must break down traditional organizational hierarchies and embrace a culture of collaboration and
teamwork among providers and stakeholders (including consumers) at all levels. High-quality healthcare organizations recognize the
environmental factors inherent in maintaining competitive advantage and ensuring financial viability include an examination of organizational
culture with an emphasis on team-building, group dynamics, conflict resolution, negotiation, reframing historical sources of power,
environmental issues, cultural competence, and diversity.
ORGANIZATIONAL CULTURE AND ENVIRONMENT
It is impossible to promote high-performing teams without true commitment to teamwork at all levels. Shared vision, open dialogue, trust, and
a sense of belonging are critical elements for overcoming organizational challenges and ongoing strategic development. Consequently, it is
important to insure that the culture, alignment of corporate objectives, and educational/technical supports are congruent with establishing a
culture of teamwork and collaboration. Longstanding paradigms of organizational hierarchies, privileged conversations, and discipline-
specific silos must be replaced by an organizational climate that fosters equalization of power, shared governance, participative
management, transparency, open communication, and individual/group contributions to organizational goals. Synergy of vision and desired
outcome is essential. Team-related activities and organizational objectives must also be aligned. Stakeholders must understand how their
contributions align with corporate objectives and feel that their efforts are valued. It is incr ...
The group faced two main issues during their assignment. First, there was a lack of critical analysis during research due to dividing work and not commenting on each other's parts. They proposed adopting a facilitative leadership model to promote critical thinking. Second, decision making was unsystematic with interruptions, due to being overly polite. They proposed using brainstorming to systematically involve members and allow for constructive conflict. Overall, the experience highlighted the importance of systematic critical thinking and debate within groups to achieve quality work.
A study on impact of job characteristics on key attitudesAlexander Decker
This document discusses a study on the impact of job characteristics on the attitudes of faculty members at professional educational institutes. The study examined how factors like promotional opportunities, task variety, pay satisfaction, and professional development related to faculty commitment levels and job satisfaction. A survey of 251 faculty members found that promotional opportunities, task variety, pay, and participation in decision making were positively associated with higher job satisfaction and affective commitment, while participation related to increased normative commitment. The document provides context on factors that influence organizational commitment and job satisfaction, and their relationship to job characteristics.
A study on impact of job characteristics on key attitudesAlexander Decker
The document discusses a study that examines the impact of job characteristics like promotional opportunities, task variety, pay satisfaction, and professional development on the job satisfaction and organizational commitment of faculty members at professional educational institutes. It reviews literature on job characteristics, organizational commitment, job satisfaction, and the relationship between these factors. The study aims to understand how job characteristics influence the job attitudes of faculty members.
How Followers Create Leaders The Impact of Effective FollowerPazSilviapm
This study investigated how effective followership influences leader emergence in self-managing teams. The researchers hypothesized that an individual's leadership behaviors and identity are shaped by the effective followership of their peers. Survey data from 58 student self-managing teams showed that team members were more likely to emerge as leaders when exposed to more effective followership. This provides empirical evidence that followers play an important role in creating leaders through their influence on leadership behaviors and identities.
This document presents a conceptual framework for how organizational culture is determined and impacts an organization. It is determined by transformational leadership and organizational communication media. Organizational culture then impacts motivation, organizational commitment, job satisfaction, engagement, job involvement, innovation, organizational citizenship behavior, productivity, and performance within an organization. The framework was developed through a literature review to establish how these factors relate and influence one another.
The relationship between Transformational Leadership and Work Gr.docxoreo10
The relationship between Transformational Leadership and Work Group Performance
1.0 The Study Objective:
The study aims to examine the following research Hypothesis:
Transformational leadership positively predicts work group performance.
2.0 Theoretical Background
2.1 Transformational Leadership
Transformational leadership is defined as a process that changes and transforms people, and comprises an exceptional form of influence, resulting in the achievement of higher levels of performance amongst followers than previously thought possible (Bass, 1990). People who exhibit transformational leadership often have a strong idealised influence (charisma), as well as a strong set of internal values and ideas. In addition, they are effective at motivating followers in ways that promote the greater good, as opposed to their own self-interest (Bass, 1990; Bass & Avolio, 1994). Bass and Avolio (2000) identify five components of transformational leadership traits and behaviours, which are theoretically and empirically related (Avolio & Bass, 1995). Those components are:
a. Idealised influence (attributed) is the degree to which leaders behave in a charismatic way, which subsequently causes followers to admire, respect and trust them. Charismatic leaders excite, arouse and inspire their followers to the point that the relationship between the leader and the follower becomes one based on personal understanding, as opposed to one based on formal rules, regulations, rewards or punishments. The leader shares risk with followers, and is consistent in conducting with underlying values and principles. However, Bass (1985) considers charisma a necessary but not sufficient condition for transformational leadership.
b. Idealised influence (behavioural) refers to the charismatic actions of the leader, whereby followers transcend their self-interest for the sake of the organisation and accordingly develop a collective sense of mission and purpose.
c. Inspirational motivation refers to leaders’ behaviours to motivate those around them through the provision of meaning and the articulation of appealing visions. Inspirational leaders demonstrate self-determination and commitment to attain objectives and thereby achieve their vision. Such leaders provide an emotional appeal to increase awareness and an understanding of mutually desired goals amongst their followers.
d. Intellectual stimulation is the degree to which leaders stimulate their followers to think critically and to be innovative and creative. Such leaders do not criticise individual members’ mistakes; rather, they provide followers with challenging new ideas. As a result, followers become critical in their problem-solving and tend to have enhanced thought processes.
e. Individualised consideration is the degree to which leaders pay attention to followers’ needs, provide support and encouragement, act as mentors or coaches, and listen to followers’ concerns. A leader displaying individualised considera ...
This document summarizes an article that examines how empowering leadership in management teams relates to knowledge sharing, team efficacy, and team performance. The study surveyed management teams in 102 U.S. hotel properties. The results showed that empowering leadership was positively related to both knowledge sharing and team efficacy within teams, which in turn were both positively related to higher team performance as measured by a time-lagged market-based source. The study aimed to provide greater understanding of how empowering leadership can improve team processes and states that ultimately enhance team performance.
Impact of Leadership Styles on Followers' Job Satisfaction: A Four Frame Mod...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document discusses leadership styles and their effects on teacher job satisfaction and organizational commitment. It summarizes research on transformational, transactional, and laissez-faire leadership styles. The research analyzed 12 Turkish studies using meta-analysis and found that transformational leadership had the most positive impact on teacher job satisfaction and organizational commitment. Transactional leadership had less impact, while laissez-faire leadership was negatively correlated with satisfaction, performance, and motivation.
Please respond to the below discussion questionsDo the foll.docxleahlegrand
Please respond to the below discussion questions:
Do the following when responding to discussion questions:
Read your peers’ answers.
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Discussion #1
Discuss the varied challenges faced by leaders or managers concerning teams made of a diverse workforce. Include considerations such as how some team members might be from different countries or how the teams might meet virtually.
Undoubtedly, globalization has made the diversification of the workforce unavoidable. People with specialties across the world are employed to perform specific functions for organizations. And all these people come together to work as team members. Thus, a team might be composed of employees from within and virtual, and they all perform their functions with different temperaments and attitudes. Gross (2002) described a virtual team as a group who performs its work mostly through electronic technology. Matthews-Joy & Gladstone (2000) added that because the virtual members may be detached both geographically and organizationally, they rely on technology for task-related communication.
One of the challenges is lack of face-to-face interaction. Frequently, leaders and team members cannot depend on voice levels, smiles, and raised eyebrows to ascertain understanding because they rely on technology. There is the need for reliable technological communication strategies to control the situation (Wilson, 2003). It is imperative for leaders to encourage members to be sensitized to the importance of this barrier and how to address it. Another issue is virtual members forming trusting working relationships via technological alone. The challenge is technology not viable in the underdeveloped and developing countries. Therefore, such virtual meetings are mostly chaotic.
For instance, in Ghana, sometimes in the course of working on your assignment, the power goes off. I had it very tough when I started the program. In fact, I had to acquire an inverter to store energy for use when the power went off. Other times it may not be a power problem but the inability to access the Internet. According to Duarte & Snyder (2001), leaders must endeavor to watch members keenly in support of creating positive interpersonal relationships. One other challenge is to be precise about the specialties of members to attain the goal of the organization (Anderson & Shane, 2002). The World Report on Disa ...
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
1) Google's HR team needed to develop trust, team cohesiveness, and teamwork competencies to function effectively as a true team.
2) Team members should have been instructed in teamwork competencies like conflict management ahead of time.
3) Trust is highly important for cross-functional teams given their diversity, and it can be built quickly by understanding different backgrounds and perspectives.
Similar to The impact of path-goal leadership styles on work group effectiveness and turnover intention. (20)
The impact of path-goal leadership styles on work group effectiveness and turnover intention.
1. The impact of path-goal leadership styles on work group
effectiveness and turnover intention.
Globalization and the demand for a skilled, educated, and expeditious workforce pressure
organizations to leverage their diverse workforces to gain competitive advantage (Harris, 1996).
Throughout the next decade, the U.S. workforce is forecasted to become even more diverse, with 75
percent of the immigrant population arriving in the United States from Asia and Latin America, with
only five percent coming from Canada and Europe. Women and minorities were projected to
represent 70 percent of the U.S.'s 2008 workforce (Lockwood, 2005).
To maintain financial competitiveness in this diverse landscape, organizational leaders must
embrace the leadership styles that are most effective in motivating the diverse groups in which
many employees work. Diversity in work groups can generate significant benefits for organizations,
including enhanced innovation, creativity, and productivity (Valentine, 2001). Capturing these
benefits takes the right type of leadership style and skills (Jung and Sosik, 2002; Silverthorne, 2001;
Waldman et al., 2001; Kim and Organ, 1986; House, 1971; Fiedler, 1967). Despite recognition that
an appropriate leader can enhance a work group's performance, increase group members' job
satisfaction, and reduce turnover intentions, there is scant research assessing the impact of specific
leadership styles on diverse work group effectiveness and turnover intention (Duemer et al., 2004).
To help fill this gap, we analyze the relationships among three Path-Goal leadership styles, diversity,
work group effectiveness and work group members' turnover intention.
The following section discusses the important literature about diverse work groups, work group
effectiveness, turnover intention, and Path-Goal leadership styles. Then, the methods and results of
our data collection and analysis are presented. Finally, the conclusions and implications of this
study's findings for organizational leaders and the fields of leadership and management are
explained.
REVIEW OF THE LITERATURE
Work Groups and Work Group Diversity
Work groups are comprised of individuals who are interdependent and/ or interact with each other
to complete tasks and projects that contribute to organizational productivity, innovation, and
creativity. The exchange of information and know-how among work group members as they achieve
common goals generates social bonds that enhance productivity and organizations' financial
performance (Gil et al., 2005; Blanchard and Miller, 2001; Beck et al., 1999; Anakwe and Greenhaus,
1999; Nonaka and Takeuchi, 1995).
Diverse work groups exist when members' individual attributes differ (Mannix and Neale, 2005;
Hobman et al., 2004, 2003). Researchers often focus on two dimensions of group member diversity.
The first is "visible dissimilarity," which includes explicit characteristics such as age, race/ethnicity,
and gender, and the second is "value/informational dissimilarity," which includes relative
characteristics such as functional background, educational background, and seniority (Hobman et
al., 2004, 2003; Chattopadhyay, 2003; Chatman and Flynn, 2001; Williams and O'Reilly, 1998).
When individuals interact with people whom they perceive as different, they tend to classify
2. themselves and those people into social categories (Cox and Nkomo, 1990). Research has found that,
early in the life of a work group, members focus on the visible aspects of diversity such as gender,
race/ethnicity, and age. As group members interact, they redirect their attention to other members'
non-visible features such as personality, education, expertise, values, and communication styles
(Cunningham and Sagas, 2004; Hobman et al., 2004, 2003; Salomon and Schork, 2003; Richard et
al., 2002; Caudron, 1994). Employees with more perceived value/informational dissimilarity with
their leaders tend to be less satisfied with them and have weaker organizational attachment that
those with high perceived similarity (Lankau et al., 2007).
Diverse work groups present their leaders with challenges and benefits. Among the challenges are
potentially unfavorable interpersonal relationships, impeded intra-group communication, low group
cohesiveness, and high employee turnover (Joplin and Daus, 1997; Schneider, 1987; Pfeffer, 1983).
If not managed correctly, diversity can negatively affect work group members' retention,
organizational commitment, and productivity, harming the group's overall effectiveness (Chemers et
al., 1995). Thomas (1999) confirmed that homogeneous groups experienced better work
performance that heterogeneous ones.
Researchers have also identified potential benefits of diverse work (Miura and Hida, 2004; Caudron,
1994). Work group resources (including knowledge creation) reside in ali work group members and
are embedded in their social networks (Anakwe and Greenhaus, 1999; Nahapiet and Ghoshal, 1998).
Social-emotional theorists assert that the common work activities and goals shared by group
members may satisfy members' need to belong regardless of a group's diversity (Dion, 2000; Beck et
al., 1999; Caudron, 1994). When diverse group members' resources are properly channeled, groups
utilize their differences as sources of learning, growth, and adaptability, positively impacting
organizational performance (Schneider, 1987).
Work Group Effectiveness
Organizations often rely on work groups for product development, service improvement, and
operations. For work groups to be effective, group members must feel that teamwork, care, and
trust are core group values (Campbell and Swift, 2006; Gil et al., 2005; Kochan et al., 2003; Harrison
et al., 1998). Organizations with successful work group leaders who are able to promote such values
find themselves with high levels of work group effectiveness which contribute to their organization's
competitiveness (Cohen and Bailey, 1997).
Mirvis and Kanter (1991) and Foldy (2004) found that, under certain circumstances, members can
feel social reassurance in their work groups despite differences with other group members. When
leaders communicate positively about work group diversity, emphasizing the group's common work
goals, and members take constructive, introspective views about their beliefs about diversity, work
group effectiveness is enhanced, positively impacting organizational competitiveness (Thatcher et
al., 2003; Hostager and DeMeuse, 2002).
It is important for group leaders to acknowledge and celebrate diversity so that it is viewed as a
generator of innovation and creativity for the organization (Hobman et al., 2003; Chattopadhyay,
2003; Ely and Thomas, 2001; Cohen and Bailey, 1997). Diverse work group effectiveness tends to
decline when members become dissatisfied with leadership styles that do not meet their
expectations. As a result, diverse work groups need leaders who motivate members to embrace their
diversity (Sousa-Poza and Henneberger, 2004; Peterson, 2004; Kuo, 2004; Khatri et al., 2001;
Aquino et al., 1997; House and Dessler, 1974). Such leaders motivate high levels of work group
performance and foster job satisfaction (Kim and Organ, 1986). Conflict generated by work group
diversity that is not properly addressed by leaders can be a barrier to work group effectiveness and
3. may result in decreased member retention (Boyar et al., 2003; Jehn et al., 1999).
Research about diversity and work group effectiveness led to the first hypothesis:
H1. There is a statistically significant negative relationship between work group diversity and work
group effectiveness.
Path-Goal Leadership Theory
Leadership literature is replete with theories that confirm the important relationship between
positive leadership and group or organizational effectiveness. Good leaders develop sound strategies
and structures that support employees, reward their commitment, and minimize their turnover
(Sheard and Kakabadse, 2002, 2004; Waldman et al., 2001; Fiedler, 1967). They also provide visions
that empower, motivate, and encourage high levels of individual and work group performance (Ahn
et al., 2004; Ogbonna and Harris, 2000; Joplin and Daus, 1997).
Path-Goal leadership theory provides a framework that explains the success of leaders who are
flexible and able to generate high levels of work group effectiveness by increasing members'
motivation through clarification, direction, structure, and rewards (Hsu et al., 2003; Silverthorne,
2001; House and Mitchell, 1974; House, 1971). Leaders with Path-Goal leadership styles clarify and
provide direction for followers, help remove obstacles, and provide encouragement and rewards for
goal achievement. These leaders achieve results because of their influential posture, ability to work
effectively with others, and success in generating worker satisfaction (Youngjin, 2006; House and
Mitchell, 1974).
Path-Goal Leadership Theory and Work Group Effectiveness
The Path-Goal leadership theory assigns responsibility for a work group's effectiveness to its leaders
based on the premise that leaders' behaviors impact their work groups. Individuals adopting Path-
Goal leadership styles tend to be successful in enhancing work group effectiveness because these
styles enable leaders to assess needs and clarify goals in many work group situations (Ogbonna and
Harris, 2000). The flexibility of Path-Goal leadership styles may also enhance diverse work group
members' satisfaction with their working conditions, thereby raising their retention rates (Duemer et
al., 2004). Based on these findings, the second hypothesis for this study is:
H2. There is a statistically significant positive relationship between PathGoal leadership styles and
work group effectiveness.
Turnover Intention
Research has also found that employee dissatisfaction with work group experiences, including
leaders' styles and work group diversity, directly contributes to their turnover intentions (Brannon et
al., 2007; Hwang and Kuo, 2006; Samad, 2006; Loi et al., 2006; Bigliardi et al., 2005; Chen and
Silverthorne, 2005; Peterson, 2004; Abraham, 1999; Sims and Kroeck, 1994). Because work group
diversity may enhance conflict among work group members, turnover intentions among affected
work group members may rise (Brannon et al., 2007). Thus, this study's third hypothesis is:
H3. There is a statistically significant positive relationship between work group diversity and
turnover intention.
Turnover intention has been found to be highly correlated with and a precursor to resignations.
4. Resignations disrupt overall organizational effectiveness and increase expenses (Rao and Argote,
2006; Sousa-Poza and Henneberger; 2004; Taplini et al., 2003).
Porter and Steers' (1973) met-expectation theory proposed that employees' expectations are tied to
satisfaction with their work groups. Empirical studies have confirmed this theory, finding that
positive work group experiences and effectiveness can enhance employees' satisfaction and
minimize turnover intentions (Cohen and Bailey, 1997; Hom et al., 1984). Work group leaders are
charged with enhancing the effectiveness, including minimization of member turnover, of their work
groups (Chatman and Flynn, 2001; Pelled et al., 1999; Andre, 1995). When work group leaders
appreciate their members and highlight their individual value and contribution to performance, work
group cohesiveness improves, effectiveness increases, organizational commitment is enhanced, and
turnover intention declines (Brannon et al., 2007; Loi et al., 2006; Valentine, 2001). This leads to this
study's fourth hypothesis:
H4. There is a statistically significant negative relationship between PathGoal leadership styles and
turnover intention.
Review of the literature about diversity work group effectiveness, turnover intention, and Path-Goal
leadership styles reveals gaps in analysis of how these topics may be related. Thus, the final two
hypotheses for this study are:
H5. There is a statistically significant positive relationship among Path-Goal leadership styles,
diversity, and work group effectiveness.
H6. Path-Goal leadership styles, diversity and work group effectiveness significantly impact work
group members' turnover intention.
METHODOLOGY
Research Question and Hypotheses
When designing this study, the main interest was in determining the interrelationships among Path-
Goal leadership styles, diversity in work groups, work group effectiveness and work group members'
turnover intentions. Figure I shows the combination of variables in this study.
[FIGURE 1 OMITTED]
Population and Sampling Plan
Surveys were distributed to all 260, full-time, white collar and blue-collar workers at a southeastern
U.S. multinational manufacturing firm. All participants worked in one of 20 work groups in
production/manufacturing, distribution/logistics, technology, cleaning/painting, or recycling, ranging
in size from five to 25 employees. All participants completed surveys anonymously during working
hours, and the study's data was collected during a one-week period in fall 2007, yielding 242 usable
surveys (a 92% response rate).
Instrumentation and Data Analysis
The survey had four parts with 48 total questions, leveraging proven instruments developed and
tested in prior research. Part One used the Perceived Dissimilarity Scale (Hobman et al., 2004) to
measure "visible dissimilarity" (information about participants' age, gender, race, ethnicity,
5. educational level, occupational level, and job tenure) and "value/ informational dissimilarity," (data
about participants' values, work principles, and functional experience). Part Two measured
participants' perceptions of their work group leaders' styles using the Perceived Leadership
Behavior Scale (PLBS) (House and Dessler, 1974). Part Three measured participants' perceptions of
their work groups' effectiveness using Part IV (The Perceived Work Group Effectiveness Scale) of
the Defense Equal Opportunity Management Institute's Occupational Climate Survey (DEOCS). Part
Four measured employees' turnover intention, using The Turnover Intention Scale (Camman et al.,
1983).
To analyze study data, descriptive statistics, factor analyses, and multiple regression analyses were
applied. Adopted scales were retested for internal consistency and reliability.
RESULTS
Internal Consistency and Reliability of Survey Subscales
Factor analysis of all subscales yielded one-factor solutions for each of the following variables:
visible dissimilarity, value/informational dissimilarity, instrumental leadership, supportive
leadership, participative leadership, and turnover intention scales. Factor analyses revealed a two-
factor solution for the DEOCS Work Group Effectiveness Scale. Cronbach's alphas were calculated
to determine the levels of sims 3 cheat codes internal consistency and reliability for all subscales,
revealing alphas above .79 for each.
Research Findings
Analysis of the descriptive statistics of the sample showed that participants' demographics were
representative of employees working in heavy manufacturing in southeastern U.S. Demographic
information for the sample is separated into visible and value/informational dissimilarity categories
and is detailed in Table 1.
Hypothesis 1. Results of a multiple regression analysis revealed that visible dissimilarity (p = .193)
did not have a significant negative correlation with work group effectiveness and that
value/informational dissimilarity (p = .053) displayed a negative trend effect relationship with work
group effectiveness. The adjusted [R.sup.2] shows that work group diversity explained only 5% of
the variability in work group effectiveness. Results of this analysis did not confirm prior research
that found that diversity impeded work group effectiveness (Joplin and Daus, 1997; Chemers et al.,
1995; Schneider, 1987; Pfeffer, 1983). Thus, the first hypothesis was not supported.
Hypothesis 2. This hypothesis was designed to confirm the results of prior research into the
effectiveness of Path-Goal leadership styles (Hsu et al., 2003; Silverthorne, 2001; Ogbonna and
Harris, 2000; House and Mitchell, 1974; House, 1971). Multiple regression analysis revealed that ali
three Path-Goal leadership styles had statistically significant, positive relationships with work group
effectiveness, supporting the second hypothesis and confirming the findings of prior research. The
Instrumental leadership style was most strongly correlated with work group effectiveness at p =
.005, Participative leadership was correlated at p = .013, and Supportive leadership was correlated
at p = .026. Combined, the Path-Goal leadership styles explained 34% of the variability in work
group effectiveness.
Hypothesis 3. The third hypothesis was developed to confirm research that found that diverse work
groups would experience high levels of turnover intention (Joplin and Daus, 1997; Schneider, 1987;
Pfeffer, 1983). A multiple regression analysis indicated that value/informational dissimilarity had a
6. statistically significant positive correlation (p = .019) with turnover intention. Visible dissimilarity in
work groups did not demonstrate a statistically significant relationship with turnover intention (p =
.656). This supports the literature which suggests that, over time, members focus more on co-
workers' non-visible aspects of diversity. However, the adjusted [R.sup.2] for this analysis shows that
work group diversity only explained 2% of the variance in turnover intention. Given the low adjusted
[R.sup.2] of this analysis Hypothesis 3 was not supported.
Hypothesis 4. Foundational research for this hypothesis were studies by Gil et al. (2005) and Hsu et
al. (2003), which found that Path-Goal leadership styles were effective in reducing employee
turnover intention. A regression analysis revealed that both Instrumental leadership (p = .365) and
Participative leadership (p = . 127) styles were negatively correlated with turnover intention,
although not at statistically significant levels. The Supportive leadership style, however, did have a
statistically significant negative relationship with turnover intention (p = .002.) Path-Goal leadership
styles explained 22% of the variability in turnover intention. Thus, the fourth hypothesis was only
partially supported.
Hypothesis 5. Multiple regression analysis revealed positive, statistically significant relationships
between Instrumental and Participative leadership styles and work group effectiveness, confirming
earlier research (Hsu et al., 2003; Silverthorne, 2001; Ogbonna and Harris, 2000). However, neither
visible nor value/informational dissimilarity was significantly correlated with work group
effectiveness. As a group, the three Path-Goal leadership styles and diversity explained 37% of the
variability in work group effectiveness. Thus, this hypothesis is only partially supported. Table 2
contains the results of the analysis.
Hypothesis 6. Regression analysis revealed that Path-Goal leadership styles, diversity, and work
group effectiveness explained 23% of the variability of turnover intention. Value/informational
dissimilarity (p = .045) had a significant positive relationship with turnover intention, suggesting
that work group members' turnover intentions increased with increasing levels of value/
informational dissimilarity. The Supportive leadership style (p = .006) also had a statistically
significant relationship with turnover intention, showing that leaders of diverse work groups
demonstrating the Supportive leadership style lowered members' turnover intentions. It is
interesting to note that at a .10 level of significance, the Participative leadership style is significantly
correlated with turnover intention. Finally, although prior studies have found that group members'
perceptions of work group effectiveness positively impact turnover intentions (Brannon et al., 2007;
Cohen and Bailey, 1997; Kim and Organ, 1986), this analysis did not confirm this relationship (p =
.858). Thus, Hypothesis 6 is only partially supported. Details of this analysis are in Table 3.
DISCUSSION
Employees are often organized into work groups in order to increase organizational productivity and
competitiveness. Work group leaders are tasked with creating and nurturing environments that
motivate members' contribution to the achievement of common work goals. In the U.S., many work
groups are diverse, reflecting the country's demographic make-up.
This research found that Path-Goal leadership styles had statistically significant, positive
relationships with diverse work group effectiveness, with Instrumental leadership demonstrating the
strongest correlation. An interesting finding was that Supportive leadership (offering camaraderie,
friendliness, and concern for achievement and group members' well-being) was the Path-Goal
leadership style most highly correlated with reduced work group members' turnover intention. This
study confirmed some existing research about diversity and work group effectiveness and
disconfirmed other findings by demonstrating that visible dissimilarity among members does not
7. significantly impact effectiveness, and that members' dissimilarity in values, principles, and
functional experience only has a negative trend effect on effectiveness. The practical implication of
this finding is that organizations emphasizing common values and conducting appropriate diversity
training may be able to improve employee satisfaction and diverse work group performance. This
study was unable to confirm, however, the negative relationship between work group effectiveness
and turnover intention that was found in previous research.
Limitations and Research Recommendations
Because all data used in this study comes from one source using a self-report survey, it has the
potential for common method variance, limiting the generalizability of the study's findings.
Additionally, because quantitative data rather than qualitative data were gathered, the study does
not follow up with participants about their specific work situations. Finally, this study only included
Path-Goal leadership styles, excluding other types of leadership styles that may have been more
characteristic of this organization's work group leaders, which may have yielded additional insight
for leadership experts.
To mitigate these limitations, it is recommended that future research study larger groups of
employees in other industries and geographies. It is also recommended that qualitative data be
collected to be able to delve deeper into perceptions of leadership styles and work group
effectiveness as potential reasons for turnover intention. Finally, a longitudinal study is
recommended to assess work group effectiveness and turnover intention before and after work
group leaders are trained in Path-Goal leadership styles and diversity tolerance.
Conclusion
In summary, this research supports existing empirical work that studied different parts of the
equation that includes leadership style, work group effectiveness, diversity, and turnover intention.
Additionally, it fills a literature gap by combining all four variables into its analysis. Because this
study includes all variables, it sheds new light on the impact of Path-Goal leadership styles on
diverse work group effectiveness and turnover intention and provides new insight about how leaders
of diverse work groups can improve their effectiveness and encourage work group member
retention. Because both work group effectiveness and employee retention positively contribute to
bottom-line performance, organizational leaders and researchers benefit from the findings.
References
Abraham, R. 1999. "The Relationship between Differential Inequity, Job Satisfaction, Intention to
Turnover and Self-esteem." The Journal of Psychology 133 (2): 205-215.
Ahn, M.,J. S. Adamson, and D. Dornbusch. 2004. "From Leaders to Leadership: Managing Change."
Journal of Leadership Organizational Studies 10 (4): 112-124.
Anakwe, U. and J. Greenhaus. 1999. "Effective Socialization of Employees: Socialization Content
Perspective." Journal of Managerial Issues 11 (3): 315330.
Andre, R. 1995. "Leading Diverse Management Teams in Logistics." Journal of Business Logistics 16
(2): 65-84.
Aquino, K., R. Griffeth, D. Allen, and P Horn. 1997. "Integrating Justice Constructs into the Turnover
Process: A Test of a Referent Cognitions Model." Academy of Management Journal 40 (5): 1208-
8. 1227.
Beck, D., R. Fisch, and W. Bergander. 1999. "Functional Roles in Work Groups An Empirical
Approach to the Study of Group Role Diversity." Psychologische Beitrage 41 (3): 288-308.
Bigliardi, B., A. Petroni, and A. Dormio. 2005. "Organizational Socialization, Career Aspirations and
Turnover Intentions Among Design Engineers." Leadership Organization Development Journal 26
(5/6): 424-441.
Blanchard, K. and M. Miller. 2001. The Secret: What Great Leaders Know and Do. San Francisco,
CA: Berrett-Koehler Publisher.
Boyar, S., C. Maertz, Jr., A. Pearson, and S. Keough. 2003. "Work-Family Conflict: A Model of
Linkages Between Work and Family Domain Variables and Turnover Intentions." Journal of
Managerial Issues 15 (2): 175-190.
Brannon, D., T. Barry, P. Kemper, A. Schreiner, and J. Vasey. 2007. "Job Perceptions and Intent to
http://www.sims3code.com Leave Among Direct Care Workers: Evidence from the Better Jobs Better
Care Demonstrations." The Gerontological 47 (6): 820-830.
Cammann, C., M. Fichman, G. D. Jenkins, and J. R. Klesh. 1983. Assessing the Attitudes and
Perceptions of Organizational Members: A Guide to Methods, Measures, and Practices. New York,
NY: Wiley Sons, Inc.
Campbell, C. and C. Swift. 2006. "Attributional Comparisons Across Biases and Leader-Member
Exchange." Journal of Managerial Issues 18 (3): 393-410.
Caudron, S. 1994. "Diversity Ignites Effective Work Teams." Personnel Journal 73: 54-63.
Chatman, J. A. and E J. Flynn. 2001. "The Influence of Demographic Heterogeneity on the
Emergence and Consequences of Cooperative Norms in Work Teams." Academy of Management
Journal 44: 956-974.
Chattopadhyay, P. 2003. "Can Dissimilarity Lead to Positive Outcomes? The Influence of Open
Versus Closed Minds." Journal of Organizational Behavior 24 (3): 295-312.
Chemers, M. M., S. Oskamp, and M. A. Costanzo. 1995. Diversity in Organizations" New
Perspectives for a Changing Workplace. Thousand Oaks, CA: Sage.
Chen, J. and C. Silverthorne. 2005. "Leadership Effectiveness, Leadership Style and Employee
Readiness." Leadership and Organizational Development 26 (4): 280-288.
Cohen, S. G. and D. E. Bailey. 1997. "What Makes Teams Work: Group Effectiveness Research From
the Shop Floor to the Executive Suite." Journal of Management 23: 239-264.
Cox, T. and S. Nkomo. 1990. "Invisible Men and Women: A Status Report on Race as a Variable in
Organization Behavior Research." Journal of Organizational Behavior 11 : 419-431.
Cunningham, G. B. and M. Sagas. 2004. "The Effect of Group Diversity on Organizational
Commitment." International Sports Journal 8 (1): 124-131.
9. Dion, K. L. 2000. "Group Cohesion: From Field of Forces to Multidimensional Construct." Group
Dynamics: Theory, Research and Practice 4: 7-26.
Duemer, L. S., M. Christopher, E Hardin, and L. Olibas. 2004. "Case Study of Characteristics of
Effective Leadership in Graduate Student Collaborative Work." Education Chula Vista 124: 721-726.
Ely, R. J. and D. A. Thomas. 2001. "Cultural Diversity at Work: The Effects of Diversity Perspectives
on Work Group Processes and Outcomes." Administrative Science Quarterly 46 (2): 229-273.
Fiedler, F. E. 1967. A Theory of Leadership Effectiveness. New York, NY: McGraw-Hill.
Foldy, E. G. 2004. "Learning from Diversity: A Theoretical Exploration." Public Administration
Review 64 (5): 529-538.
Fujimoto, Y. and C. E. Hartel. 2004. "A Field Test of the Diversity-openness Moderator Model in
Newly Formed Groups: Openness to Diversity Affects Group Decision Effectiveness and Interaction
Patterns." Cross Cultural Management 11 (4): 4-14.
Gil, E, R. Rico, C. Mcover, and A. Barrasa. 2005. "Change-oriented Leadership, Satisfaction and
Performance in Work Groups: Effects of Team Climate and Group Potency." Journal of Managerial
Psychology 20 (3/4): 312-328.
Harris, P. 1996. "Diversity in the Global World Culture." Equal Opportunities International 15 (2):
36-51.
Harrison, D., K. Price, and M. Bell. 1998. "Beyond Relational Demography: Time and the Effects of
Surface and Deep-Level Diversity on Work Group Cohesion." Academy of Management 41 (1): 96-
108.
Hobman, E. V., P. Bordia, and C. Gallois. 2004. "Perceived Dissimilarity and Work Group
Involvement: The Moderating Effects of Group Openness to Diversity." Group Organizational
Management 29: 560-567.
--, --, and --. 2003. "Consequences of Feeling Dissimilar from Others in a Work Team." Journal of
Business and Psychology 17: 301-304.
Hom, P. W., R. W. Griffeth, and C. L. Sellaro. 1984. "The Validity of Mobley's (1977) Model of
Employee Turnover." Organizational Behavior and Human Performance 34: 141-174.
Hostager, T. and K. DeMeuse. 2002. "Assessing the Complexity of Diversity Perceptions: Breadth,
Depth, and Balance." Journal of Business and Psychology 17 (2): 189-206.
House, R.J. 1971. "A Path-Goal Theory of Leader Effectiveness." Administrative Science Quarterly
321-328.
-- and G. Dessler. 1974. Path-Goal Theory of Leadership: Some Post Hoc and a Priori Tests.
Carbondale, IL: Southern Illinois University Press.
-- and T. R. Mitchell. 1974. "Path-Goal Theory of Leadership." Journal of Contemporary Business 3
(Fall): 81-97.
10. Hsu, J., J. c. Hsu, S. Y. Huang, L. Leong, and A. M. Li. 2003. "Are Leadership Styles Linked to
Turnover Intention?: An Examination in Mainland China." Journal of American Academy of Business
3 (1): 37.
Hwang, I. and J. Kuo. 2006. "Effects of Job Satisfaction and Perceived Alternative Employment
Opportunities on Turnover Intention: An Examination of Public Sector Organizations." Journal of
American Academy of Business 8 (2): 254-260.
Jehn, K. A., G. B. Northcraft, and M. A. Neale. 1999. "Why Difference Makes a Difference: A Field
Study of Diversity, Conflict, and Performance in Workgroups." Administrative Science Quarterly 44
(4): 741-764.
Joplin, J. and C. Daus. 1997. "Challenges of Leading a Diverse Workforce." The Academy of
Management Executive 11 (3): 32-48.
Jung, D. I. and J. J. Sosik. 2002. "Transformational Leadership in Work Groups: The Role of
Empowerment, Cohesiveness and Collective Efficacy on Perceived Group Performance." Small Group
Research 33:313-336.
Khatri, N., C. Fern, and P. Budhwar. 2001. "Explaining Employee Turnover in an Asian Context."
Human Resource Management Journal 11 (1): 54-75.
Kim, K. and D. Organ. 1986. "Determinants of Leader-Subordinate Exchange Relationships." Group
and Organization Studies 7 (1): 77-89.
Kochan, T., K. Bezrukova, R. Ely, S. Jackson, A. Joshi, and K. Jehn. 2003. "The Effects of Diversity on
Business Performance." Society of Human Resource Management 42: 3-33.
Kuo, C. 2004. "Research on the Impact of Team Leadership on Team Effectiveness." Journal of
American Academy of Business 5 (1): 266-277.
Lankau, M. J., A. Ward, A. Amason, T. Ng, J. A. Sonnenfeld, and B. R. Agle. 2007. "Examining the
Impact of Organizational Value Dissimilarity in Top Management Teams." Journal of Managerial
Issues 19 (1): 11-34.
Lockwood, N. R. 2005. "Workplace Diversity." Society of Human Resource Management
(http://www.shrm.org/research/quarterly).
Loi, R., N. Hang-Yue, and S. Foley. 2006. "Linking Employees' Justice Perceptions to Organizational
Commitment and Intention to Leave: The Mediating Role of Perceived Organizational Support."
Journal of Occupational and Organizational Psychology 79 (1): 101-120.
Mannix, E. and M. Neale. 2005. "What Differences Make a Difference? The Promise and Reality of
Diverse Teams in Organizations." Psychology Science 6 (2): 31-56.
Mirvis, P. H. and D. Kanter. 1991. "Beyond Demography: A Psychographic Profile of the Workforce."
Human Resource Management 30 (1): 45-69.
Miura, A. and M. Hida. 2004. "Synergy between Diversity and Similarity in Group-Idea Generation."
Small Group Research 35 (5): 540-550.
11. Naphapiet, J. and S. Ghoshal. 1998. "Social Intellectual Capital and the Organizational Advantages."
Academy of Management Review 23: 242-266.
Nonaka, I. and H. Takeuchi. 1995. The Knowledge-Creating Company. New York, NY: Oxford.
Ogbonna, E. and L. C. Harris. 2000. "Leadership Style, Organizational Culture and Performance:
Empirical Evidence from UK Companies." International Journal of Human Resource Management 11
(4): 766-788.
Pelled, L., K. Eisenhardt, and K. Xin. 1999. "Exploring the Black Box: An Analysis of Work Group
Diversity, Conflict, and Performance." Administrative Science Quarterly 44 (1): 1-28.
Peterson, S. 2004. "Toward a Theoretical Model of Employee Turnover: A Human Resource
Development Perspective." Human Resource Development Review 3 (3): 209-228.
Pfeffer, J. 1983. "Organizational Demography and Turnover: An Examination of Multi-Form and Non-
Linear Heterogeneity." Berkeley University Journal 12: 299-357.
Porter, L. and R. Steers. 1973. "Organizational, Work, and Personal Factors in Employee Turnover
and Absenteeism." Psychological Bulletin 80:131-176.
Rao, R. and L. Argote. 2006. "Organizational Learning and Forgetting: The Effects of Turnover and
Structure." European Management Review 3 (2): 77-85.
Richard, O., T. Kochan, and A. McMillan-Capehart. 2002. "The Impact of Visible Diversity on
Organizational Effectiveness: Disclosing the Contents in Pandora's Black Box." Journal of Business
and Management 8 (3): 265-291.
Salomon, M. E and J. M. Schork. 2003. "Turn Diversity to Your Advantage." Research Technology
Management 46 (4): 37-51.
Samad, S. 2006. "Predicting Turnover Intentions: The Case of Malaysian Government Doctors."
Journal of American Academy of Business 8 (2): 113-121.
Schneider, B. 1987. "The People Make the Place." Personnel Psychology 40: 437-453.
Sheard, A. G. and A. P. Kakabadse. 2004. "A Process Perspective on Leadership and Team
Development." Journal of Management Development 23 (1): 7-62.
-- and -- 2002. "Key Roles of the Leadership Landscape." Journal of Managerial Psychology 17 (1):
129-144.
Silverthorne, C. 2001. "A Test of the Path-Goal Leadership Theory in Taiwan." Leadership
Organizational Development Journal 22 (4): 151-158.
Sims, R. and G. Kroeck. 1994. "The Influence of Ethical Fit on Employees' Satisfaction, Commitment
and Turnover." Journal of Business Ethics 13 (12): 939-940.
Sousa-Poza, A. and E Henneberger. 2004. "Analyzing Job Mobility With Job Turnover Intentions: An
International Comparative Study." Journal of Economic Issues 38 (1): 113-136.
12. Taplini, I., J. Winterton, and R. Winterton. 2003. "Understanding Labor
Turnover in a Labor Intensive Industry: Evidence From the British Clothing Industry." Journal of
Management Studies 40 (4): 1021-1046.
Thatcher, S., K. Jehn, and E. Zanutto. 2003. "Cracks in Diversity Research: The Effects of Diversity
Faultlines on Conflict." Group Decision and Negotiation 12: 217-241.
Thomas, D. C. 1999. "Cultural Diversity and Work Group Effectiveness." Journal of Cross-Cultural
Psychology 30 (2): 242-263.
Valentine, S. R. 2001. "A Path Analysis of Gender, Race, and Job Complexity as Determinants of
Intention to Look for Work." Employee Relations 23 (2): 130-138.
Waldman, D., G. Ramirez, R. House, and P. Puranam. 2001. "Does Leadership Matter? CEO
Leadership Attributes and Profitability Under Conditions of Perceived Environmental Uncertainty."
Academy of Management Journal 44 (1): 134-143.
Williams, K. Y. and C. A. O'Reilly. 1998. "Organizational Demography in Japanese Firms: Group
Heterogeneity, Individual Dissimilarity, and Top Management Team Turnover." Academy of
Management Journal 20: 77-40.
Youngjin, K. 2006. "Supporting Distributed Groups with Group Support Systems: A Study of the
Effect of Group Leaders and Communication Modes on Group Performance." Journal of
Organizational and End User Computing 18 (2): 20-38.
Marva L. Dixon
Director; Army Community Services
U.S. Army Garrison, Vicenza
Laura Kozloski Hart
Associate Professor of International Business and
Strategy
Barry University
Table 1
Demographic Information (N = 242)
Percent Number
Visible Dissimilarity
Race
13. Asian 0.4 1
Black/African American 30.6 74
Indian/Alaskan Native 0.4 1
White 68.6 166
Ethnicity
Hispanic/Latino 2.1 5
Non Hispanic/Latino 97.9 237
Value/Informational Dissimilarity
Highest Education Level Completed
Junior High School 0.8 2
Partial High School 2.1 5
High School 42.1 102
Partial College 41.7 101
Bachelor's degree 10.7 26
Graduate/Professional Degree 2.5 6
Occupational Level
Director/Professional 5.8 14
Manager/Supervisor/Tech 23.2 56
Administrative 5.4 13
Clerical/Sales 5.4 13
Skilled Manual Employee 44.0 106
Machine Operator/Semi-Skilled 12.0 29
Unskilled 4.1 10
Table 2
Multiple Regression Analysis Results of the Impact of Path-Goal
Leadership Styles and Diversity on Work Group Effectiveness
14. Independent Variable (a) B SE [beta] t Sig
Participative Leadership .20 .08 .26 2.60 .010 *
Supportive Leadership .16 .08 .20 1.95 .053
Instrumental Leadership .15 .05 .19 2.90 .004 *
Visible Dissimilarity -.06 .05 -.08 -1.18 .241
Value/Informational -.08 .05 -.11 1.51 .133
Dissimilarity
* p .05.
R [R.sup.2] Adj [R.sup.2] Std. Error of
the Estimate
.62 (a) .38 .37 .67
(a) Predictors: (Constant), Participative leadership, Supportive
leadership, and Instrumental leadership; visible dissimilarity and
value/informational dissimilarity.
Table 3
Multiple Regression Analysis Results of the Impact of Path-Goal
Leadership Styles, Diversity, and Work Group Effectiveness on
Turnover Intention
Independent Variable (a) B SE [beta] t Sig
Participative Leadership -.33 .18 -.21 -1.84 .067
Supportive Leadership -.53 .19 -.32 -2.77 .006 *
Instrumental Leadership .12 .12 .07 0.98 .328
Visible Dissimilarity -.09 .12 -.06 -0.73 .466
Value/Informational .25 .13 .13 2.02 .045 *
Dissimilarity
Work Group Effectiveness -.03 .16 -.01 -0.18 .858
15. * p .05.
R [R.sup.2] Adj [R.sup.2] Std. Error of
the Estimate
.50 (a) .25 .23 1.58
(a) Predictors: (Constant), Participative leadership, Supportive
leadership, Instrumental leadership, visible and value/informational
dissimilarity, and work group effectiveness.
Table 4
Research Hypotheses and Results
Hypotheses Research Findings
H1: There is a statistically Supported
significant positive relationship
between Path-Goal leadership styles
and work group effectiveness.
H2: There is a statistically Not supported
significant negative relationship
between work group diversity and
work group effectiveness.
H3: There is a statistically Partially supported
significant negative relationship
between Path-Goal leadership styles
and turnover intention.
H4: There is a statistically Not supported
significant positive relationship
between work group diversity and
turnover intention.
16. H5: There is a statistically Partially supported
significant positive relationship
among Path-Goal leadership styles,
diversity, and work group
effectiveness.
H6: Path-Goal leadership styles, Partially supported
diversity, and work group
effectiveness significantly impact
work group members' turnover
intention.
COPYRIGHT 2010 Pittsburg State University - Department of Economics
No portion of this article can be reproduced without the express written permission from the
copyright holder.
Copyright 2010 Gale, Cengage Learning. All rights reserved.