Leadership Style Organizational Culture And Performance Empirical Evidence From Uk Companies Pdf

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Leadership style, organizational culture and performance: empirical evidence from UK companies

This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended. This systematic literature review applies matrix method to examine major literature in leadership and organizational learning. A total of 57 peer-reviewed English publications from 45 journals were selected and analyzed. The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning.

The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may have not been included. This review offers an overall picture of the existing knowledge of organizational learning and leadership that will be fruitful for practitioners to understand and replicate these concepts. There are little systematic literature reviews on the relationship between leadership and organizational learning.

This paper is among the first systematic reviews to analyze how leadership has been associated with organizational learning and provide potential research directions. Do, T. Report bugs here. Please share your general feedback. You can join in the discussion by joining the community or logging in here. You can also find out more about Emerald Engage.

Visit emeraldpublishing. Answers to the most commonly asked questions here. Abstract Purpose This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended.

Findings The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning.

Practical implications This review offers an overall picture of the existing knowledge of organizational learning and leadership that will be fruitful for practitioners to understand and replicate these concepts.

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Review of empirical research on leadership and organizational learning

The human capital becomes a significant achievement of every organization in the context of the transformation of the fundamental principles in doing business. Every business structure creates and maintains a unique organizational culture that determines the degree of comfortable conditions for employees in their workplace, the level of their interest in the successful operation of the company and the desire to gain leadership in the market. The systematization of existing scientific capacity in the field of human resources management has shown the relationship between the level of dissatisfaction of employees with working conditions and the degree of their readiness to find a new place where they can work in more comfortable conditions. The study is based on the use of analytical and comparative methods. The study is based on a method of data collection, which contains the analysis of the results of successfully returned out of distributed questionnaires. A 5-digit Likert scale analyzed the results. The purpose of the research is to analyze the relationship between job satisfaction, organizational culture and staff turnover in Pakistan.

Quality Improvement QI — a systematic approach that uses specific techniques to improve quality — is rightly seen as the way forward for leaders in healthcare, who feel that it should be embraced to boost effectiveness and enhance care for patients. There is much feedback on the benefits of using QI for healthcare teams and also a general feeling that quality care can be achieved if our healthcare leadership embrace quality improvement. There are many types of leadership styles evident within healthcare, but one thing seems clear: great leadership produces great teams with lower stress levels and higher quality patient care. One thing is clear: great leaders who invest in QI can set the tone and transform the culture of an organisation or team. If we want QI to become widespread and the norm in healthcare, management and leadership need to be willing to change.


Leadership style, organizational culture and performance: empirical evidence from UK companies. Emmanuel Ogbonna and Lloyd C. Harris. Abstract The topics.


Review of empirical research on leadership and organizational learning

This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended. This systematic literature review applies matrix method to examine major literature in leadership and organizational learning. A total of 57 peer-reviewed English publications from 45 journals were selected and analyzed. The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning. The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may have not been included.

Purpose: The present study aims to investigate the influence of transformational leadership style TFL on organizational learning OL. More specifically, it aims to examine the mediating effect of organizational culture OC on this relationship, in the context of ministries operating in Palestine. Two hypotheses were proposed for testing. The data were collected from managers at 23 ministries in Gaza by using self adminstarted questionniers and the data aggregated by individual level. Findings: The results demonstrated that organizational culture was a significant predictor of organizational learning and functioned as a fully mediator between the transformational leadership style and organizational learning.

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Abstract Literature suggests that by developing strong organizational culture and effective leadership, firms can achieve effective business performance. Although this topic has been researched worldwide, little empirical research has been investigated the association between the three concepts. This paper helps to fill this gap in the literature using the association between the leadership, culture and performance using the data collected from national and global firms with several sectors manufacturing, finance and telecommunication in Turkey. A survey was carried out on employees who accepted to respond to our questionnaires. The outcomes of the statistical analyses of this study have demonstrated the effects of culture and leadership over firm performance.

Citations per year

This research aims to identify the effect of organization culture, leadership, and work motivation on employee performance of banking organizations in Southeast Sulawesi. The methods used in this research are a descriptive survey and explanatory survey. Meanwhile, data processing was done using Lisrel 8. The first hypotheses test result showed that organizational culture has a significant and positive effect on leadership. The second hypotheses test result showed that organizational culture has a significant and positive effect on employee work motivation. The third hypotheses test result showed that organizational culture and leadership have significant effects, both partially and simultaneously, on work motivation. The fourth hypotheses test result showed that organizational culture, leadership, and work motivation have a significant effect, both partially and simultaneously, on employee performance.

Acar, A. Eurasian Business Review, 1: Antoncic, B. Journal of Business Venturing, Arnold, D. Journal of Health Care Marketing, 7 1 : Baker W.

2 Comments

  1. Verbizttones 16.05.2021 at 20:41

    Leadership Style, Organizational Culture and Performance: Empirical Evidence from U.K. Companies. August ; The International Journal.

  2. Pierre S. 20.05.2021 at 15:57

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