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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.
This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
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.
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
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.
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
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
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.
This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
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.
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
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.
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
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
Analyzing Correlation of Leadership Style with Organizational Maturity a Mili...inventionjournals
Management and leadership are the pillars of every organization and society. Advancement of technology, complexity and size of today’s organizations, and organizations’ continuous effort to gradually evolve their processes and achieve organizational maturity to gain competitive advantage and greater sustainability have highlighted the role of organizational leadership more than ever. Conducted in 2016, the present research is an attempt to determine the Correlation between Leadership Style and Organizational Maturity in a Military Organization .This research is an applied study in terms of objective, and a descriptivesurvey study with respect to data collection method. The statistical population included 150 personnel of a military organization. The data is collected using two questionnaires: the leadership style questionnaire and the organizational maturity questionnaire. The questionnaire's reliability is 0.98 using the Cronbach’s alpha for all dimensions of the questionnaire. A construct validity assessment is conducted to calculate the questionnaire’s validity, and results reflected validity of the research instrument (AVE>0.5). Data analysis is carried out through structural equations modeling in Smart PLS. Results revealed that the variance and path coefficients have significantly adequate values. Findings were also reflective of a significant Correlation between leadership style and organizational maturity of employees. However, a significant negative Correlation is observed between organization’s leadership goal setting and organizational maturity on the one hand, and leadership style and organizational maturity on the other. As a result, the research hypotheses were rejected. In addition, there is no Correlation between organizational maturity and leadership style, and thus the related hypothesis is rejected in studied organization.
Lunenburg, fred c[1]. leader member exchange theory ijmba v13 2010William Kritsonis
The document summarizes the leader-member exchange (LMX) theory, which proposes that leaders form two groups - an in-group and an out-group - among their followers. Members of the in-group receive greater responsibilities, rewards, and attention from the leader. Research supports that in-group members have higher performance and job satisfaction than out-group members. The LMX theory emphasizes developing high-quality relationships with as many subordinates as possible to maximize productivity and engagement.
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.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
The impact of path-goal leadership styles on work group effectiveness and tur...vengefulobjecti04
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
This document discusses organizational behavior and provides definitions and models of organizations. It defines organizational behavior as the field studying how individuals, groups and structure impact behavior in organizations. It presents three models of organizations: behavior, structure, and processes. For behavior, it discusses individual characteristics and motivation as well as group behavior, leadership and politics. For structure, it discusses organizational design and job design. Finally, for processes, it discusses communication and decision making as important organizational processes.
1. The document discusses leadership in schools and defines different leadership styles.
2. It examines three common leadership styles - autocratic, democratic, and laissez-faire - and how each style impacts student performance, teacher satisfaction, and the overall school organization.
3. The best leadership style is democratic as it encourages participation, cooperation and shared decision making, creating a positive learning environment. However, different situations may call for different styles.
Transformational leadership focuses on developing followers into leaders. It inspires followers to commit to a shared vision and goals through idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration. James MacGregor Burns first introduced the concept in 1978 to describe political leaders, and it is now used in organizational psychology. Transformational leadership enhances employee attitudes, performance, satisfaction and commitment. It encourages creativity, problem solving, and challenges assumptions. Research shows transformational leadership positively impacts individual, group and organizational outcomes.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
Role of Emotional Intelligence in Leadership Effectiveness in Service Sectorijtsrd
Leadership is always being an area to probe since ages. Leadership perspectives are found different continuously not only with ages but also with different category and type of organizations, leaderships has been a study with humungous dynamism. The way environment and organizations are changing, the challenges of leadership have also changed and new perspectives have taken place in industry related to leadership concept. This study is focused on understanding the influence through emotional intelligence on leadership effectiveness in today’s time. The paper helps in understanding the role of emotional intelligence on leadership effectiveness. The study is conducted in service organization of Pune and Mumbai. Only banks, education, retail and IT service leaders are considered for collection of data. The data is analysed by using correlation and regression analysis. The study found that emotional intelligence is highly correlated with leadership effectiveness and it is essential for any organization of service sector to have leaders with emotional intelligenece for effective performance of organization. Swati John "Role of Emotional Intelligence in Leadership Effectiveness in Service Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30573.pdf Paper Url :https://www.ijtsrd.com/management/other/30573/role-of-emotional-intelligence-in-leadership-effectiveness-in-service-sector/swati-john
This 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.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
Analyzing Correlation of Leadership Style with Organizational Maturity a Mili...inventionjournals
Management and leadership are the pillars of every organization and society. Advancement of technology, complexity and size of today’s organizations, and organizations’ continuous effort to gradually evolve their processes and achieve organizational maturity to gain competitive advantage and greater sustainability have highlighted the role of organizational leadership more than ever. Conducted in 2016, the present research is an attempt to determine the Correlation between Leadership Style and Organizational Maturity in a Military Organization .This research is an applied study in terms of objective, and a descriptivesurvey study with respect to data collection method. The statistical population included 150 personnel of a military organization. The data is collected using two questionnaires: the leadership style questionnaire and the organizational maturity questionnaire. The questionnaire's reliability is 0.98 using the Cronbach’s alpha for all dimensions of the questionnaire. A construct validity assessment is conducted to calculate the questionnaire’s validity, and results reflected validity of the research instrument (AVE>0.5). Data analysis is carried out through structural equations modeling in Smart PLS. Results revealed that the variance and path coefficients have significantly adequate values. Findings were also reflective of a significant Correlation between leadership style and organizational maturity of employees. However, a significant negative Correlation is observed between organization’s leadership goal setting and organizational maturity on the one hand, and leadership style and organizational maturity on the other. As a result, the research hypotheses were rejected. In addition, there is no Correlation between organizational maturity and leadership style, and thus the related hypothesis is rejected in studied organization.
Lunenburg, fred c[1]. leader member exchange theory ijmba v13 2010William Kritsonis
The document summarizes the leader-member exchange (LMX) theory, which proposes that leaders form two groups - an in-group and an out-group - among their followers. Members of the in-group receive greater responsibilities, rewards, and attention from the leader. Research supports that in-group members have higher performance and job satisfaction than out-group members. The LMX theory emphasizes developing high-quality relationships with as many subordinates as possible to maximize productivity and engagement.
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.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
The impact of path-goal leadership styles on work group effectiveness and tur...vengefulobjecti04
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
This document discusses organizational behavior and provides definitions and models of organizations. It defines organizational behavior as the field studying how individuals, groups and structure impact behavior in organizations. It presents three models of organizations: behavior, structure, and processes. For behavior, it discusses individual characteristics and motivation as well as group behavior, leadership and politics. For structure, it discusses organizational design and job design. Finally, for processes, it discusses communication and decision making as important organizational processes.
1. The document discusses leadership in schools and defines different leadership styles.
2. It examines three common leadership styles - autocratic, democratic, and laissez-faire - and how each style impacts student performance, teacher satisfaction, and the overall school organization.
3. The best leadership style is democratic as it encourages participation, cooperation and shared decision making, creating a positive learning environment. However, different situations may call for different styles.
Transformational leadership focuses on developing followers into leaders. It inspires followers to commit to a shared vision and goals through idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration. James MacGregor Burns first introduced the concept in 1978 to describe political leaders, and it is now used in organizational psychology. Transformational leadership enhances employee attitudes, performance, satisfaction and commitment. It encourages creativity, problem solving, and challenges assumptions. Research shows transformational leadership positively impacts individual, group and organizational outcomes.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
Role of Emotional Intelligence in Leadership Effectiveness in Service Sectorijtsrd
Leadership is always being an area to probe since ages. Leadership perspectives are found different continuously not only with ages but also with different category and type of organizations, leaderships has been a study with humungous dynamism. The way environment and organizations are changing, the challenges of leadership have also changed and new perspectives have taken place in industry related to leadership concept. This study is focused on understanding the influence through emotional intelligence on leadership effectiveness in today’s time. The paper helps in understanding the role of emotional intelligence on leadership effectiveness. The study is conducted in service organization of Pune and Mumbai. Only banks, education, retail and IT service leaders are considered for collection of data. The data is analysed by using correlation and regression analysis. The study found that emotional intelligence is highly correlated with leadership effectiveness and it is essential for any organization of service sector to have leaders with emotional intelligenece for effective performance of organization. Swati John "Role of Emotional Intelligence in Leadership Effectiveness in Service Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30573.pdf Paper Url :https://www.ijtsrd.com/management/other/30573/role-of-emotional-intelligence-in-leadership-effectiveness-in-service-sector/swati-john
This 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.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
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.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
Write a response in 300 words. To my peers’ topic below.RESPOND .docxambersalomon88660
Write a response in 300 words. To my peers’ topic below.
RESPOND TO THESE QUESTIONS
1. Though many leadership theories have been proposed and implemented in the last twenty years, have these theories really reshaped organizational behavior (OB) in such a way that employees are excited and ready to help the organization achieve its goals and objectives?
2. Are there newer theories beyond servant leadership, stewardship, or transformational leadership that might reframe employees and even OB? Were theories proposed more than twenty years ago perhaps too futuristic at the time?
3. Power and politics have often been touted as influencing, even shaping, organizational behavior. Discuss how leadership might be used (the style, approach, and essentials) so that power and coercion do not shape employee behavior negatively.
4. How can you reframe employees’ feelings about offshoring jobs to restore trust in leader/managers?
· 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.
Collins, L_M4_A1Twenty-First-Century Change Challenges
Implications and Servant Leadership and Transformational Leadership: Power/Coercion employees (followers). The word follower will be used intermittently throughout this discussion because it is a familiar term in the religious circles. It means the same as employee. The title Servant Leadership and Transformational Leadership has been promoted as the optimal paradigm for employees especially in various work environments. Those leaders or managers who are given this title have in some ways utilized the power of the position to influence and reshape organizational behavior to maintain productivity. Sometimes this reshaping has reframed employee feelings about the organization and affects the level of trust in that organization. The title “transformational leader” or “servant leader” has been ascribed to some of the world’s best (worst) leaders: Jesus Christ, Gandhi, Genghis Khan, Mao, and even Hitler. Interesting enough, the embattled social network guru Mark Zuckerberg has been called a transformational leader. What seems to bind the mentioned formidable and familiar individuals I mentioned above is their ability to inspire and mobilize followers (employees) by motivating them to transcend self-interest and achieve higher-order needs. The global impact of the leadership theory and how it impacts employee or a follower’s response to organizational behavior is increasingly hard to escape. Individuals can benefit from cross-cultural research on the topic for example, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program studied implicit leadership theories in 62 cultures across the world. Their findings discovered that attributes of tran.
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.
The document discusses several key aspects of leadership scope and effective leadership. It defines leadership as establishing a vision and guiding others towards achieving common goals. It also discusses that leadership scope is determined by factors like purpose, skills, and respect. Effective leadership involves maintaining high ethical standards, creating a healthy organizational culture, understanding how to facilitate change, and making decisions through participative processes. Leadership is strongly tied to effective communication to influence and guide followers.
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 ...
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
The Effect of Transformational Leadership, Organizational Commitment and Empo...inventionjournals
The aim of this conducted study is to analyze the effect of transformational leadership, organizational commitment, empowerment of organizational citizenship behavior and managerial performance at PT. Cobra Direct Sale Indonesia. Analyzing the effect of organizational citizenship behavior on managerial performance at PT. Cobra Direct Sale Indonesia and analyze the influence of transformational leadership, organizational commitment, empowerment of managerial performance through organizational citizenship behavior at PT. Cobra Direct Sale Indonesia. The population in this research is manager of PT. Cobra Direct Sale Indonesia spread over 24 provinces which consist of 150 people. Sampling method used in this study using census. The analysis method used is descriptive analysis and Structural Equation Modeling (SEM). The result of research shows that transformational leadership, organizational commitment and empowerment give influence to organizational citizenship behavior and managerial performance of PT. Cobra Direct Sale Indonesia. Organizational citizenship behavior gives influence to managerial performance of PT. Cobra Direct Sale Indonesia. Transformational leadership, organizational commitment, empowerment gives effect to managerial performance through organizational citizenship behavior of PT. Cobra Direct Sale Indonesia
Gadjah Mada International Journal of Business - September-DecDustiBuckner14
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
This study examines the impact of ethical leadership on employee job satisfaction and organizational commitment in Chinese public sector organizations. It hypothesizes that ethical leadership positively relates to both employee attitudes, and that this relationship is mediated by psychological empowerment. The researchers surveyed 467 public sector employees over three time periods to test these relationships using confirmatory factor analysis and structural equation modeling. The results found that ethical leadership positively impacts job satisfaction and affective commitment, and that psychological empowerment fully mediates the relationship between ethical leadership and affective commitment, and partially mediates the relationship between ethical leadership and job satisfaction. This contributes to understanding how ethical leadership influences employees through psychological empowerment.
This document presents a conceptual framework exploring the impact of leadership and empowerment on organizational performance in Malaysia. It discusses how empowering leadership can foster psychological empowerment among employees by giving them influence and appreciation. The study aims to provide guidance to organizations on adopting leadership empowerment and the potential outcomes, like improved performance. While much research has found positive effects of empowering leadership, this study focuses on understanding its significance and influence on organizational outcomes. It identifies a gap in relying solely on individual-level data and argues for understanding leadership empowerment's broader impact on the organization as a whole.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Impact of Lmx on Organizational Justice and Organizational Justice on Organiz...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document 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.
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docxjustine1simpson78276
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
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Introduction
The role of leadership in any organization cannot be overempasized.Leadership was primarily seen
as an exchange process (Homans , 1950 ). However, it was James Mcgregor Burns (1978) who
conceptualized leadership into its two present forms: transformational leadership and transactional
leadership. Transformational leaders areleaders who inspire and motivate their followers to achieve
extraordinary outcomes and also in the process improve their own leadership capacity. Transactional
leaders are those who believe in exchange relationship. When subordinates perform well they are
rewarded and when they perform poorly they are punished. Research exemplified by P.M Podskasoff
(1996) and his full range model of leadership showed that contingent reward is more effective under
various circumstances.
Since the past two decades, transformational leadership has emerged as one of the most researched
theories in the organizational behavior domain in understanding of leadership effectiveness.(Piccolo
and Colquitt, 2006; Barling, Christie and Turner, 2008). Researchevidences suggest that
transformational leadership has a positive effect on follower work attitudes and performance at both
the individual as well as at organizational levels (e.g.,Lowe, Kroeck, &Sivasubramaniam, 1996).
Indeed metaanalytic reviews have shown positive associations between transformational leadership
and work outcomes of interest to the organisation such as job satisfaction, organizational commitment
etc (Judge & Piccolo, 2004; Lowe et al., 1996). Despite this, limited attention has been paid to the
organisationalmechanisms underlying theserelationships (Avolio et al., 2004).
Some leadership researchers (e.g., Shamir, House, & Arthur, 1993; Yukl, 2010) however consistently
emphasize that different transformational leader behaviors might involve different influence
processes.
Leadership and Influence processes
Research shows that transformational leadership is positively related to organizational learning
(Bhat , 2013; Garcia , 2012 ; Hugo , Vlado& Miha,2009). Organizational learning is a social
phenomenon (Bhat , 2013). An individual’s learning depends on the knowledge that other members of
the organization possess(Figueiredo , 2003). The social interaction not only facilitates coordination
and communication but also learning. In order to leverage knowledge based resources throughout the
organization, the firm should promote organizational learning (Tetrick& Da Silva , 2003). According to
S Ganapathy and Kumar (2000) , Organizational learning occurs at three levels – at the individual
level learning is all about the development of specific skills at the work place, at the group level
members obtain a context for learning and guidance for the future learning through shared
experiences and at the organizational level , learning is more formal and results in the development
and maintenance of procedures to enhance learning outcomes.
2. 2
Research evidences also suggest that transformational leadership positively affects organizational
justice (Rokhman&Hassan , 2012 ; Pillai , Schriesheim, Williams,1999).According to Greenberg
(1990) organizational justice refers to the employees perception of fairness in organization including
how decisions are made regarding the distribution of outcomes and the perceived fairness of those
outcomes.
Both these constructs of organizational learning and organisational justice are important in
determining work related attitudes and emotions respectively.Thus the employees feel more
emotionally attached to and involved in the organization .They feel a sense of ownership and more
psychologically empowered. According to K.WThomas and Velthouse (1990),psychological
empowerment is defined as the intrinsic motivation manifested in four cognitions reflecting an
individual’s orientation to his or her work role. The four dimensions are meaning,competence ,self
determination and impact. Meaning refers to a fit between one’s work role requirement and one’s
beliefs, values and behaviors. (Brief and Nord , 1990). Competence refers to one’s belief in his
capability to perform work activities with skill. (Gist and Mitchell , 1992). Self determination refers to
the sense of choice in initiating and regulating one’s actions. (Deci and Ryan , 1985). Impact is the
degree to which one can influence strategic , administrative or operating outcomes at work.(Ashforth ,
1989).
Gary Yukl (2010) proposed that leadership enables the process of building commitment to the
organization’s objectives and can empower followers to accomplish these objectives. Followers who
feel more empowered tend to reciprocate by being more committed to their organization (Koberg et
al., 1999; Wang & Lee, 2009), which suggests that followers may be more likely to identify with their
organization. Organizational Identification is defined as the organizational member’s perception of
oneness with the organization (Ashforth&Mael , 1989). Organizational Identification includes cognitive
as well as emotional components ( Zhu , Sosik , Riggio ,2012).. The cognitive component refers to the
common interests that an individual shares with the organization and the calculative benefits that
he/she gains by association with the organisation. The emotional component refers to an individual’s
positive image of one’s organisation.
Theoretical perspectives
According to the self concept based theoretical model proposed by Shamir et al (1993) ,
transformational leaders influence their followers in three ways: by increasing followers’ self-efficacy,
by influencing followers’ value internalization, and by facilitating followers’ social identification with the
group.
R Kark, Shamir, and Chen (2003) further proposed that follower social identification mediates the
effect of transformational leadership on follower psychological states, such as organizational-based
self-esteem and collective efficacy.
However, the underlying processes through which transformational leadership affects follower social
identification is not explained and thus, there is a gap in the literature that is aspired to be filledup
through this study.
3. 3
The main purpose of the study is three fold:The first objective is to examine the underlying
organisational processes through which transformational leadership influence employees’
identificationwith the organization. Secondly, to examine the role of organisational learning and
organizational justice as mediators in the relationship between transformational leadership and
psychological empowerment is one of the main purposes of this study. The third objective is to
examine the role of psychological empowerment as a mediating factor between transformational
leadership and employee’s identification with the organization.
Review of Literature
Transformational Leadership can be defined as the way of leadership that aims performance beyond
the subordinate’s expectations by transforming their emotions,thoughts, beliefs and values. (Rafferty
&Griffin, 2004).
According to transformational leadership theory (Bass, 1985) and self-concept-based explanations of
such leadership (Shamir et al., 1993; Sosik& Cameron, 2010), transformational leaders influence
followers’ self-definitions, affect, values, beliefs, and behaviours.
They also empower followers to recognize the importance of their work and develop their knowledge,
skills and abilities to reach their full potential (Bass, 1985). Thus, transformational leaders are likely to
be associated with empowered followers who possess strong identification with their organizations.
Transformational leaders empower their followers and pay attention to their individual needs and
personal development.
In order to leverage knowledge based resources and empower their employees throughout the
organization, the firm should promote organizational learning (Tetrick& Da Silva , 2003).
Transformational leaders emphasize organizational justice, so that followers are more likely to identify
with the leader and the organization.(Zhu , Sosik , Riggio& Yang , 2012)
The following presents the literature review in a concise manner.
Literature Reviewin brief
Studies on Transformational Leadership & Organizational Learning
AuthorName
&Journal
Paper Thrust Findings
Correa , Morales , Pozo
,Industrial Marketing
Management 36 (2007) , 349-
359
Leadership and organisational
learning’s role on innovation
and performance : Lessons
from Spain
Organizational Learning and
Transformational Leadership
factors influence firms to
develop and implement
organisational innovation.
Transformational leadership
style improves the
development of learning within
an organization and hence
influence innovation.
Mirkamali ,Thani ,
Alami.Procedia Social and
Behavioural Sciences 29(2011)
139-148.
Examining the Role of
transformational leadership and
job satisfaction in the
organizational learning of an
automative manufacturing
company
The main purpose of this study
is to establish a mutual
relationship between
transformational leadership and
organizational learning.
The findings suggest that
transformational leadership and
organizational learning is
relatively desirable. It also
shows that work experience
does not create a difference in
organizational learning but
4. 4
gender and education play an
important role in risk
receptivity, exploring reasons
for mistakes and taking
advantage of experiences and
risk receptivity components
respectively.
Montes , Moreno ,
Morales.Technovation
25(2005) , 1159-1172.
Influence of support leadership
and teamwork cohesion on
organizational learning ,
innovation and performance :
an empirical examination
The main focus of this paper is
on the effects that
organizational learning and
teamwork cohesion have on
organizational’s capacity to use
innovation so as to meet the
changing needs of the
environment.
Teamwork cohesion ,
organizational learning and
technical and administrative
cohesion is enhanced by
support leadership. Also
teamwork cohesion promotes
organizational learning which
in turn enhances the
organizational performance.
Morales ,Barrionuevo ,
Guturrez.Journal of Business
Research 65(2012) 1040-1050
Transformational leadership
influence on organizational
performance through
organizational learning and
innovation.
This study analyses the
influences of transformational
leadership on organizational
performance through the
dynamic capabilities of
organizational learning and
innovation.
Findings suggest that
organizational performance is
influenced by transformational
leadership positively through
organizational learning and
innovation.
Hassan , Khalid and
ZamirWorld Applied Sciences
Journal 27(10):1372-1379 ,
2013.
Interrelationship among
transformational leadership ,
organizational learning and
organizational innovation : A
study of Pakistan’s telecom
sector
This study analyses the effect
of transformational leadership
on the level of organisational
learning and organizational
innovation in the telecom
sector of Pakistan.
The findings shows that strong
and supportive leadership leads
towards organizational
innovation. Organizational
learning promotes incessant
motivation and avoids
stagnation. Transformational
leadership promotes
organisational learning that
leads to organizational
innovation and high
competitive advantage.
Aruna B Bhat , Santosh
Rangnekar ,
MukeshBarua.Elite Research
Journal of Education and
Review , Vol 1 (4) pp 24-31 ,
June 2013
Impact of Transformational
Leadership Style on
Organisational Learning
The main objective of the
paper is to explore certain
characteristics or factors of
transformational as well as
transactional leadership which
significantly affects
organizational learning.
The findings shows that
Transformational leaders affect
significantly negative to
organizational learning and
contingent reward of
transactional leadership
however significantly affects
organizational learning. Also
its found that innovation and
experimentation dimensions of
organizational learning has
more effect on transactional
leadership as compared to
transformational.
Studies on Transformational Leadership & Organizational Justice
AuthorName
&Journal
Paper Thrust Findings
Storm , Sears , Kelly . Journal
of Leadership and
Organizational Studies 2014
Vol 21(1) 71-82
Work engagement : The role of
Organizational Justice and
Leadership Style in Predicting
Engagement among Employees
The main focus of this study is
to contribute to the engagement
literature by examining the two
social contextual variables
preceding engagement ,
specifically organisational
justice and leadership style.
The findings suggest that the
set of results is consistent with
the principles of leader fairness
theory. It also suggests that a
low transactional leadership
style elicits uncertainity about
one’s social self in the context
of the workplace and this state
of uncertainty incites an
employees intensified desire to
seek justice related
information.
WahiburRoshman and
ArifHassan.World Review of
Business Research Vol 2 No 4
July 2012 Pp 164-171
Transformational Leadership
and Work Outcomes :
Organizational Justice as the
Mediator
The main focus of this paper is
to establish the potential
mediating role of
organizational justice in the
relationship between
transformational leadership and
The test of mediation effect of
procedural justice on
transformational leadership and
work outcome revealed no
significant effect on job
satisfaction and turnover
5. 5
work outcomes (ie job
satisfaction ,organizational
commitment and turnover
intention. Organizational
Justice theory has been used as
an useful framework towards
understanding
individuals’attitude towards
work , work behaviour and job
performance.
intention , however it was
partially significant with
organizational commitment.
Piyali Ghosh , AlkaRai and
Apsha Sinha .Personnel
Review Vol 43 No 4 , 2014 pp
628-652
Organizational Justice and
Employee Engagement-
Exploring the linkages in
public sector banks in India
The main focus of this study is
to explore whether the
perceptions of distributive ,
procedural and interactional
justice are related to employee
engagement as an extension of
the antecedent-consequences
model of Saks(2006), and to
examining the possibility of
inter relationships between
these three dimensions of
justice.
Findings suggests that
distributive , procedural and
interactional justice are related
to each other. Also distributive
and interactional justice take
precedence over procedural
justice in determining job
engagement while distributive
justice plays the most
important role in determining
organisational engagement
followed by procedural and
interactional justice.
ZunnoorainKhan ,Shahzad
Khan ,
SaibShahzadInternational
Review of Management and
Business Research , Vol 2
Issue 3 ,September 2013 pp
847-852.
Moderating Role of Procedural
Justice and Empowerment in
Transformational Leadership
with its impact on
Organizational Commitment
The rationale of the study is to
find out the importance of
transformational leadership and
its impact on organizational
commitment with the
moderating role of procedural
justice and empowerment.
Findings suggest that
transformational leadership and
organizational commitment are
closely intertwined in a
positive relationship. It also
shows insignificant results on
the relationship that exists
between procedural justice and
organizational commitment ,
however the relationship is
positive.
Richard J Eberlin , B Charles
Tatum . Management Decision
, Vol 46 No 2 , 2008 , pp 310-
329
Making Just Decisions :
Organizational Justice ,
Decision Making and
Leadership
This study understands the
complex relationships among
organizational justice , decision
making and leadership.
Different kinds of leaders adopt
differing decision making
approaches.
Findings suggest that managers
rated high on social justice
portrayed transformational
leadership . Also managers
rated lower on social justice if
they portrayed as restricted in
their decision making
approach. Justice ratings were
significantly influenced by
leadership style and decision.
Upasna A Agarwal , Personnel
Review, Vol 43 No 1 , 2014 ,
pp 41-73
Linking Justice , trust and
innovative work behaviour to
work engagement.
This study examines the
antecedents , outcomes and
psychological experiences that
impact work engagement. It
also examines the impact of
justice on employee
engagement levels.
Findings depicts that
procedural justice ,
interactional justice and
psychological contract
fulfilment are positively related
to work engagement with trust
as the mediating element.
MarzichAlvandi , Hamid
Faroghi , Majid
SuleymaniInternational
Research Journal of Applied
and Basic Sciences. Vol 8 (2) ,
pp 146-149, 2014
The Relationship between the
Organizational Justice and
Empowerment of the
Employees of Hamdan Sport
and Youth Government Offices
in Iran.
This study attempts to show the
relationship between the
organizational justice and
empowerment of employees of
the Hamadan Sport Youth
Government Offices.
Results indicate that
meaningful and positive
relationship exists between
organizational justice and its
aspects with the empowerment
of the employees. However no
relationship was established
between organizational justice
and the feelings of efficacy.
RajnandiniPillai ,Scandura and
Williams . Journal of
International Business Studies
.Vol 30 No 4 , 1999.
Pp 763-779
Leadership and Organizational
Justice : Similarities and
Differences Across Cultures
The main purpose of the study
is to explore the possible
differences and similarities of
leadership and organizational
justice in each culture.
Transformational Leadership is
found to enhance perceptions
of procedural fairness in all
cultures. Transformational
Leadership is found to be
participative and more
effective in influencing job
attitudes in low power distance
countries.
P Krafft , AS Engelbrecht , CC
Theron . SA Journal of
Industrial Psychology.
Vol 30 (1) , 2004, pp 10-18
The influence of
transformational and
transactional leadership on
dyadic trust relationships
through perceptions of trust.
The focus of this paper is to
investigate the relationship
between transformational
leadership and transactional
leadership and interpersonal
trust and whether
Findings suggested that
interactional justice played a
greater role than procedural
justice in relationship between
transformational leadership.
Distributive justice mediated
6. 6
organizational justice plays a
mediating role.
the relationship between
transformational leadership and
trust.
Studies on Transformational Leadership,Organizational Learning, Organizational Justice,
Empowerment & Work Outcomes
AuthorName
&Journal
Paper Thrust Findings
Munir ,Rehman , Malik and
Mamor. Procedia Social and
Brhavioural Sciences 65 (2012)
885-890 ,
Relationship between
Transformational Leaderhsip
and Employee’s Job
Satisfaction among the
academic staff
The main focus of this paper is
to understand that
transformational leadership and
job satisfaction are two
important elements in creating
a healthy organization.
Transformational leadership
plays an important role in
influencing job satisfaction.
SumitJha ,South Asian Journal
of Global Business Research
Vol 3(1) , 18-35.
Transformational Leadership
and Psychological
Empowerment: Determinants
of OCB
The focus of the paper is to
understand the various
antecedents of OCB. It also
studies the relationship
between transformational
leadership and OCB with
Psychological empowerment as
the moderating factor.
Positive relationship exists
between transformational
leadership & OCB. The
moderating effect of
psychological empowerment
on OCB is also found
significant.
KhalifSafari ,Haghighi ,
Rastegar, Jamshidi. Procedia
Social and Behavioral
Sciences, 30(2011). 1147-1152
The Relationship between
psychological empowerment &
Organizational Learning.
The main focus is to
investigate the relationship
between psychological
empowerment and
organizational learning.
Results indicated that amongst
factors of psychological
empowerment self efficacy,
self determination , impact and
meaningfulness had most
power to predict the
Organizational Learning.
Mohammad Ali Mostafapour,
Khadije. Journal of Basic
Applied Sciences & Research.
2(12),569-575.
Study of the relationship
between Organizational
Learning and Empowerment
Strategy for Staff working at
Education Administration.
The study was meant to
research the relationship
between organizational
learning and empowerment
strategy for staff working at
education administration.
Results indicate meaningful
relationship exists between
organizational learning and the
empowerment of the
employees.
Kollmann , T Stockmann ,
Knell , Peschl , Buchwald.
Central European Business
Review, Volume 2 , Number 1
, March 2013.
Integrating dependency on the
leader and empowerment into
transformational leadership-
creative performance
relationship
The focus of the paper is that
creativity is an outcome of
transformational leadership as
a result of follower’s emotional
attachment to the leader and
the motivational arousal of the
followers as a consequence of
the leader’s behaviour.
Dependence is a negative side
effect of transformational
leadership in terms of the
outcome of employee
creativity.
Empowerment is a creativity
encouraging behaviour which
can stimulate creativity.
Fabian O Ugwu , Ike E Onjushi
, Alma Sanchez . Personnel
Review , Vol 43 No 3, 2014,
pp 377-400
Linking organizational trust
with employee engagement :
the role of psychological
empowerment
The present study attempts to
explore the relationships
among organizational trust ,
psychological empowerment
and work engagement in
Nigeria. More specifically it
aims to investigate the
moderating role of
psychological empowerment in
the relationship between
organizational trust and work
engagement.
The results suggests that
organizational trust and
psychological empowerment
are predictors of work
engagement. It also shows a
moderating effect of
empowerment on the
relationship between trust and
engagemement.
MarzichAlvandi , Hamid
Faroghi , Majid
SuleymaniInternational
Research Journal of Applied
and Basic Sciences. Vol 8 (2) ,
pp 146-149, 2014
The Relationship between the
Organizational Justice and
Empowerment of the
Employees of Hamdan Sport
and Youth Government Offices
in Iran.
This study attempts to show the
relationship between the
organizational justice and
empowerment of employees of
the Hamadan Sport Youth
Government Offices.
Results indicate that
meaningful and positive
relationship exists between
organizational justice and its
aspects with the empowerment
of the employees. However no
relationship was established
between organizational justice
and the feelings of efficacy.
Dennis Wat , Margaret A
Shaffer . Personnel Review ,
Vol 34 , No 4 , 2005
Pp 406-422
Equity and relationship quality
influences on organizational
citizenship behaviors-The
mediating role of trust in the
supervisor and empowerment
The main purpose of the paper
is to develop and test an
expanded social exchange
model of organizational
citizenship behaviour (OCB)
that includes characteristics of
Findings reveal that there is a
direct effect of trust in the
supervisor and psychological
empowerment on all
dimensions of the OCBs. Trust
in supervisor played an
7. 7
the social context to engage in
citizenship behaviors.
important mediating role in all
relationships.
Bruce J Avolio ,Weichun Zhu ,
William Koh and Puja Bhatia
Journal of Organizational
Behavior . Vol 25 , pp 951-968
, 2004
Transformational Leadership
and organizational commitment
: mediating role of
psychological empowerment
and moderating role of
structural distance.
The main thrust of the study is
to examine the underlying
processes through which
transformational leadership
influence followers
organizational commitment by
emphasizing on psychological
empowerment and also to
explore the moderating role of
structural distance on the
relationship between
transformational leadership and
organizational commitment.
Results shows positive
association of transformational
leadership and organizational
commitment. Also empowered
employees reciprocate more
with higher levels of
commitment to their
organizations.
Dr. Rashid Saeed ,Arshia
Hashmi , Lodhi , Moeed
Ahmad , Mohammad Arshad ,
Azeem Ahmad . Journal of
Basic and Applied Scientific
Research
Vol 3 (6) , 2013 , pp 38-36
The effect of Transformational
Leadership on Organizational
Commitment with a mediating
effect of psychological
empowerment.
This paper evaluates the
mediating role of psychological
empowerment with causal
effect for the relationship of
transformational leadership and
organizational commitment.
This paper also tries to find the
impact of transformational
leadership on organizational
commitment.
The results of the study reflects
that psychological
empowerment positively
mediate the relationship
between transformational
leadership and organizational
commitment.
Rolf Van Dick , Giles Hirst ,
Michael W Grojean , Jan
Wieseke. Journal of
Occupational and
Organizational Psychology
Vol 80 , 2007 , pp 133-150
Relationships between leader
and follower organizational
identification and implications
for follower attitudes and
behaviour.
The main purpose of the paper
is to investigate whether leader
organizational identification
and whether this relationship in
turn enhances follower job
satisfaction and OCB.
The findings suggests that
leaders self construal in terms
of the organization is related to
follower organizational
identification and this leads to
greater follower satisfaction
and a greater willingness to
exert extra effort on behalf of
the organization.
Research Gaps
After reviewing the literature, the following gaps were found.
1. The underlying processin the organisation through which Transformational Leadership
influences follower’s organizational identification is still not explored.
2. Organizational Learning and Organizational Justice as mediation factors influencing
psychological empowerment of employees needs to be studied as no relevant studies are
there in the Indian Context.
3. To date, little is known about the links between leadership and organizational justice other
than in Western cultures.
4. Further there has been very few research examining the relationship between
transformational leadership and organizational justice in India.
5. Very few studies on Transformational Leadershiphas been focussed on the IT Sector in India
Rationale
In this age of rapid changes in the business environment, a kind of leadership is required that enables
organizations to transform themselves and cope with the continual changes. Leaders should be able
to help the organization to develop a vision; to mobilize the organization to accept and work towards
achieving the new vision; to institutionalize the changes that must last over, and help the employees
to actualise their fullest potential. Such leaders are called transformational leaders as they create
8. 8
something new out of something old. Transformational leaders continually strive towards improving
their leadership qualities and also stimulate their followers to exhibit outstanding performance (Bass,
1985).
Transformational leadership plays a crucial role in an organization. A transformational leader changes
the existing organizational culture with a new vision and a revision of its shared assumptions, values
and norms. In Indian organisations, which functions primarily on the strength of trust and relationship
between its members, the effects of transformational leadership will be more visible (Balaji& Krishnan,
2014). Indian values in organisations are 1.Preference for hierarchy 2.Embeddedness 3.Personalised
rather than contractual relationship 4.Harmony 5.Duty and obligation rather than hedonism(Sinha,
2000). R.V.Krishnan (2001), however,argues that Indian culture is conducive to emergence of
transformational leadership as fundamental beliefs that are unique to Indian worldview, i.e.,
preference for action, potential divinity and goal freedom facilitate the emergence of transformational
leadership. According to B.Bass and Steidlemeier(1999) , the congruence in values between the
leader and follower is the moral foundation of transformational leadership. Followers mould their
beliefs, feelings and behaviour according to those of the leader. According to Brown (1994),
transformational leadership is the need of an evolving technological society. Transformational leaders
must meet market demands faster and better than before, given the increasingly interdependent
economy.
Further, in the IT sector, the organizational belief system plays a very significant role in enhancing an
employee’s commitment (Chandna& Krishnan, 2009).The transformational leader in the IT sector
could enhance the employees work beliefs by increasing their sense of ownership and empowering
them. The leaders also encourage their employees to challenge the old assumptions and drive them
to learn more and hence intellectually stimulate them. Organisational learning mechanism enables
employees to develop these work related attitudes at all levels: individual, team and organisational
level.
Employees feel more emotionally attached to and involved in the organization if steps are taken to
ensure positive emotions as to how their work affects the organization. The employees should feel
that if their work serves the group’s interest it will result in their own success. Hence a reward system
with a transparent performance-reward relationship has to be in place. Therefore, organisational
justice plays an important role in inducing work-related positive emotions. In addition, a sense of
identification with the organisation is thus cultivated within the employees.
Hence, this study is an attempt to examine the constructs of transformational leadership,
organizational learning, organizational justice and psychological empowerment in enhancing the
organisational identification of the employees.
Problem Statement
Leadership management in the organisation is moving towards the trend of Transformational
Leadership (Crawford, 2005).According to Hater and Bass (1988) considerable research has been
9. 9
done on exchange relationship between the leader and subordinate . The concept of transformational
leadership is based on strong personal identification and going beyond a self interested exchange of
rewards between the leader and the subordinate . The question thus arises is how does this
transformational leadership make a difference in the follower’s identification. There are studies which
have explored the relationship between transformationalleadership and follower identification,
however the underlying mechanisms have not been entirely clear. The academia is yet to fully
examine the mediating factors between transformational leadership and follower identification.
Additionally most of the studies have been conducted in the Western Context. There is a need to
examine this leadership construct in other cultural contexts. The present study is based on these
concerns, and takes into account the constructs of Organizational Learning, Organizational Justice
and Psychological Empowerment in establishing the relationship between Transformational
Leadership and Employee’s Organizational Identification.
Research Questions
Thus the following questions need to be answered.
What are the relevantdimensionsof Transformational Leadership so far as the employees of
IT Sector of India is concerned?
What are the relevant dimensions of Organizational Identification of the employees?
What is the impact of manager’s transformational leadership style on the organizational
identification of the employees?
What are the underlying processes which impact the relationship between Transformational
Leadership and Employee’s Identification with the Organisation?
1. What is the impact of Transformational Leadership on Psychological Empowerment of the
employees? And how it is acting as a mediating factor between Transformational
Leadership and Employee’s OrganizationalIdentification?
2. To what extent transformational leadership affects the level of organizational learning?
3. Does organizational learning mediate the relationship between Transformational
Leadership and Psychological Empowerment?
4. To what extent does transformational leadership affect the level of organizational justice?
5. Does organisational justice mediate the relationship between transformational leadership
and psychological empowerment of the employees?
What recommendations can be formulated from the results?
Theoretical Framework
According to the self-concept based theoretical model proposed by B Shamir (1993) ,
transformational leaders influence their followers in three ways: by increasing followers’ self-efficacy,
by influencing followers’ value internalization, and by facilitating followers’ social identification with the
group.
10. 10
Model 1
R Kark, Shamir, and Chen (2003) further proposed that follower social identification mediates the
effect
Of transformational leadership on follower psychological states, such as organizational-based self-
esteem and collective efficacy.
Model 2
Hypothesized Causal Model
Based on the review of the literature, the following model has been inferred. Transformational
leadership helps the employees to grow and develop by empowering them and by aligning the
objectives and goals of the individual followers, the leaders, the group and the organization. This
empowerment can be brought about by promoting organizational learning and organizational justice
Transformational
Leadership
Followers’ value
internalization
Followers’ social
identification
Followers’ self-
efficacy
Transformational
Leadership
Transformational
Leadership
Followers’ social
identification
Self EsteemFollowers’ social
identification
Collective
Efficacy
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throughout the organization. As a result of the increased empowerment of the followers they would
tend to identify themselves more with the organisation.
Objectives
The present study hasthe following objectives:
1. To examine whether transformational leadership plays a significant role in the organizational
identification of the employees.
2. To examine organizational learning and organizational justice as functions of transformational
leadership.
3. To examine whether transformational leadership significantly affects the level of psychological
empowerment of the employees.
4. To explore whether psychological empowerment of employees varies significantly with
varying levels of organizational justice and also that of organisational learning.
5. To examine the organizational identification as a function of psychological empowerment of
the employees.
6. To explore the structure of relationship between all the variables included in the hypothesized
causal model.
Hypotheses:
H1: Transformational Leadership will have positive and significant impact on the
organizational identification of the employees.
H2: Transformational Leadership is positivelyand significantly related to Organisational
Learning.
H3:Transformational Leadership ispositively and significantly related to Organizational
Justice.
H4: Psychological Empowerment of employees will vary significantly with varying levels of
Organizational Learning.
H5: Psychological Empowerment of employees will vary significantly with varying levels of
Organizational Justice.
H6: Psychological Empowerment of employees leads to Organizational Identification of
employees.
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H7: Organizational Learning mediates the relationship between transformational leadership
and psychological empowerment of the employees such that transformational leadership will
have stronger positive relationship with the psychological empowerment of the employees.
H8:Organizational Justice mediates the relationship between transformational leadership and
psychological empowerment of the employees such that transformational leadership will have
stronger positive relationship with the psychological empowerment of the employees.
H9:Psychological Empowerment positively mediates the relationship between
transformational leadership and Organisational Identification of the Employees.
Method of Study
Sample: The sample of the present research will consist of a total of 400 employees. The study shall
be focussed in the IT sector of India. Simple Random sampling and Stratified Random Sampling will
be used to collect the data of the proposed study. Important demographic variables like gender, age
range, annual income, etc. will also be taken into consideration in the proposed study.
Data Collection: Questionnaires and interview shall be used for the purpose of data collection.
Data Analysis: Multiple Regression and Structural Equation Modelling shall be used for the Analysis
of Data using SPSS Version 20.
Significance of the study
This study may contribute to the growing understanding of effectiveness of transformational
leadership outside of the Western Culture. There are a large number of studies on transformational
leadership in the west. However, as far as India is concerned, the exploration of this topic is still in its
infancy. This study will focus on the IT sector of India which is one of the fastest growing one and also
one of the most prospective sectors that contributes to the country’s GDP.
This study will be focussed on the IT sector in India. IT sector is fast developing and the backbone of
economy. This study will provide additional support for transformational leadership theory by
demonstrating a motivational mechanism through which employees identify with their organizations.
This study would also provide guidance to the managers as to how transformational leadership may
be utilized to the benefit of the organizations in the IT sector in particular and other sectors in
general.. This proposed study would also suggest specific measures, techniques and strategies for
enhancing the overall performance and productivity of the employees because it is well believed fact
that the productivity of any organization is dependent on effective leadership. Therefore, HR policy
implications could be the important contributions of this present research.
Limitations
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1. This study is solely confined to the IT sector. Therefore, thefindings may not be generalizable
to all kinds of organizations. The same study can be replicated in the other sectors to see the
difference in the results.
2. The sample size considered in the study may not be adequate to reflect the actual scenario in
the workplace.
3. This study would be based on the employees’ perception of leadership style and other
variables included in the study. The leaders’ perspectives are not considered for the purpose
of cross validation of data.
Timeline
Total time period required will be 4 years.
Time Duration Distribution of Work
July 2013 to December 2013 Course work, deciding on tentative topic. Collection of material
January 2014 to June 2014 Course work, review of literature, Developing the Research Model
July 2014 to December 2014 Finalising research proposal, registration seminar, preparing
questionnaire, library visits, attending conferences
January 2015 to June 2015 Review of literature, Pilot Study, Field work, Data collection, Library
visit
July 2015 to December 2015 Review of literature, data analysis and interpretation, thesis writing ,
attending conferences
January 2016 to June 2016 Review of new articles, compiling the results of the analysis and
interpretation, thesis writing and attending conferences
July 2016 to December 2016 Review of new articles, writing the interpretation of result, thesis
writing, attending conferences
January 2017 to June 2017 Final corrections and submission of thesis
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