scholarly journals Effectiveness of Interpersonal Leadership for Engagement and Task Performance of Nurses

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402092442
Author(s):  
Nazia Habib ◽  
Sajid Hussain Awan ◽  
Shaheryar Naveed ◽  
Chaudhry Shoaib Akhtar
Keyword(s):  
Transformational Leadership ◽  
Private Sector ◽  
Task Performance ◽  
Work Engagement ◽  
Interactional Justice ◽  
Full Time ◽  
Public And Private ◽  
Significant Difference ◽  
Public And Private Sector ◽  
And Task

Transformational leadership has been studied as an essential trait for nurse leaders in the past; however, there is a dearth of studies on interpersonal leadership which is a combined construct of transformational leadership and interactional justice. The main objective of this article was to examine the relationship between interpersonal leadership and task performance. A cross-sectional research design was adopted for this study. 700 questionnaires were circulated among nurses from 14 major hospitals across the country. Out of these, 336 nurses replied. The final usable sample size was 283 full-time nurses, out of which 91.8% were female. The online and paper-based instruments were floated twice, at different timings with different cover letters to avoid common method bias. Nurses perceive that interpersonal leadership can significantly enhance their task performance. Similarly the study also found significant mediation of work engagement in the positive relationship between interpersonal leadership and task performance. Moreover, there was no significant difference between public and private sector nurses about interpersonal leadership and its relationship with work engagement and task performance. Interpersonal leadership has been found as significantly and positively effective toward work engagement and task performance of nurses working both in public and private sector hospitals. The results establish that by adopting the interpersonal leadership style, a nurse leader can enhance the work engagement of her followers. The study suggests that interpersonal leadership should be adopted as a total concept in nurse management to achieve better results in terms of work engagement and task performance.

scholarly journals Effect of Medium of Instruction on Students’ Motivation Towards Learning at Secondary Level

2020 ◽  
Vol 6 (1) ◽  
pp. 301-308
Author(s):  
Muhammad Anwer ◽  
Ijaz Ahmad Tatla ◽  
Intzar Hussain Butt
Keyword(s):  
Secondary Schools ◽  
Private Sector ◽  
Longitudinal Studies ◽  
Secondary Level ◽  
Reliability Coefficient ◽  
Medium Of Instruction ◽  
Public And Private ◽  
Significant Difference ◽  
Motivation Level ◽  
Public And Private Sector

The present study aimed to investigate the effect of medium of instruction on students’ motivation towards learning at secondary level. It comprised of 1456 respondents as a sample of the study which were conveniently selected from public and private sector secondary schools from the district Kasur of Punjab province.Motivation scale towards learning by Sultana, (2014) having 20 Likert type items with a reliability coefficient value 0.85 was used for data collection.Findings of the study revealed that the medium of instruction had no significant effect on motivation level of students towards learning. On the basis of gender there was found no significant effect on motivation level. There was significant difference between English and Urdu mediums urban respondents’ motivation level as urban English medium students had significantly higher motivation level than urban Urdu medium students. There was significant difference between English and Urdu mediums rural respondents’ motivation level as rural Urdu medium students had significantly higher motivation level than rural English medium students. It was recommended that the findings of the study should be refined for further implications through further longitudinal studies with more data from other provinces of Pakistan.

scholarly journals Public Service Motivation among Indonesian Employees: a Critical Review Toward the Psm Theory

2015 ◽  
Vol 5 (1) ◽  
pp. 133
Author(s):  
Syamsir Syamsir
Keyword(s):  
Developing Countries ◽  
Private Sector ◽  
Public Service ◽  
Developed Countries ◽  
Public Service Motivation ◽  
Cultural Dimensions ◽  
Public And Private ◽  
Significant Difference ◽  
The Difference ◽  
Public And Private Sector

Public Service Motivation (PSM) is still a new concept in public administration theory. As a nascent theory, it needs to be proved with any contexts and cases of many countries around the world, especially developing countries that might have different contexts related to cultures, beliefs, views on the importance of financial rewards, etc. So far, most PSM research focuses more on comparisons between public and private employees in the Western and developed countries. There is almost no study about the PSM in developing countries. In addition, most of PSM theories tended to generalize the assumptions of the PSM among employees and often ignore cultural dimensions in their analysis. There is an impression that PSM theories are cross-culturally viable. This study examined the application of the PSM theories in Indonesia as a developing country, especially in Padang West Sumatera. Rational choice theories and the other PSM theories had been used in analyzing the finding of this study. Using t-test on responses by 417 respondents of public and 201 of private sector employees, this study tested the difference of PSM levels between the two sector employees. The findings of this study indicated that there is a significant difference in the level of PSM between public and private sector employees in Padang West Sumatera. The level of PSM of public employees tends to be lower than that of private sector. The results of this study imply that PSM theory is not cross-culturally viable.

A Comparative Analysis of Dividend Policy of Selected New and Old Generation Private Sector Banks in India

2016 ◽  
Vol 5 (2) ◽  
Author(s):  
Souvik Banerjee
Keyword(s):  
Comparative Analysis ◽  
Statistical Analysis ◽  
Private Sector ◽  
Corporate Finance ◽  
Public And Private ◽  
Dividend Payout ◽  
Significant Difference ◽  
Dividend Distribution ◽  
Public And Private Sector ◽  
New Generation

Determinants of Dividend Distribution are one of the hotly debated topics in corporate finance. In this research paper fourteen private sector banking companies in India are taken into account, for analysis. Out of these, six are new generation private sector banks, whereas eight are old generation private sector banks. The statistical analysis showed that there is no significant difference in Dividend Payout Ratio of public and private sector banks. The data are considered for two financial years, i.e. 2013-14 and 2014-15.

Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India

2021 ◽  
pp. 097226292110526
Author(s):  
Jain Mathew ◽  
Kohila Rajam ◽  
Sridevi Nair
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Engagement ◽  
Public And Private ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.

Earnings in the Public and Private Sectors 1950—1975

1975 ◽  
Vol 74 ◽  
pp. 60-70 ◽  
Author(s):  
A.J.H. Dean
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Affected Relative ◽  
Cyclical Behaviour ◽  
Relative Earnings ◽  
Public And Private Sector ◽  
Market Pressures

This article analyses the trend of earnings in the public and private sectors of the British economy from 1950 to 1975. It was found that public and private sector earnings moved closely together throughout the 1950s and 1960s but then diverged considerably in the early 1970s, with public sector earnings moving ahead of private sector earnings in an unprecedented fashion in 1974 and 1975; given the earlier stability in relative earnings, this movement might be temporary. There was a significant difference in the cyclical behaviour of the two series with public sector earnings generally increasing faster than private sector earnings during the downswing and vice versa during the upswing; this finding is consistent with the lesser exposure of the public sector to market pressures. Incomes policy does not appear to have affected relative earnings in any systematic way.

scholarly journals Interpersonal conflict – handling styles used in public and private sector organisations: A comparative study

2006 ◽  
Vol 32 (1) ◽  
Author(s):  
Werner Havenga ◽  
Jan Visagie
Keyword(s):  
Empirical Study ◽  
Private Sector ◽  
Comparative Study ◽  
Local Authority ◽  
Interpersonal Conflict ◽  
Organizational Conflict ◽  
Public And Private ◽  
Significant Difference ◽  
Conflict Handling ◽  
Public And Private Sector

The objective of this study was to determine and compare by means of an empirical study whether there exists a significant difference in the handling of interpersonal conflict between two totally different organisations. The study made use of the Rahim Organisational Conflict Inventory – ROC-II instrument to determine the extent of usage of five conflict handling styles by employees of an agricultural company and a local authority. Results indicated that a significant difference exists in usage of the various handling styles between respondents and their superiors as well as respondents and their peers. The obliging style and integrating styles were used the most and the dominating style was used the least in both organisations. Significant differences were also recorded with regard to sex, age and qualifications and the usage of different conflict handling styles. These results have definite implications for managing conflict in organisations. Opsomming Die doelwit van hierdie studie was om d.m.v ’n empiriese studie vas te stel en te vergelyk of daar ’n betekenisvolle verskil is in die hantering van interpersoonlike konflik tussen twee verskillende organisasies. Die studie het gebruik gemaak van die Rahim Organizational Conflict Inventory – ROC II instrument om vas te stel watter mate die vyf konflikhantering-style binne ’n landboumaatskappy en ’n plaaslike owerheid, gebruik word. Resultate het gewys dat daar ’n betekenisvolle verskil is in hanteringstyle tussen respondente en hul hoofde sowel as respondente en hul gelykes. Die toegewende- en integrerende styl was die meeste gebruik en die dominerende styl die minste in beide organisasies. Betekenisvolle verskille is ook aangeteken met betrekking tot geslag, ouderdom en kwalifikasies en die gebruik van die verskillende konflikhantering-style. Hierdie resultate hou noemenswaardige implikasies in vir die bestuur van konflik in organisasies.

scholarly journals Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance

2016 ◽  
Vol 2 (4) ◽  
pp. 1
Author(s):  
Paul L. Flemming
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Organizational Behavior ◽  
Employee Performance ◽  
The United States ◽  
Conventional Theory ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Public And Private Sector

Conventional theory, which holds that there is a significant difference between leadership in the public and private sectors as leaders manage organizational culture to achieve strategic performance, has begun to be disputed by recent scholars in organizational behavior. The purpose of this study was to validate the views of organizational practitioners that private sector leaders are best suited to facilitate organizational efficiency by examining the link between leaders, culture, and employee performance. The Multifactor Leadership Questionnaire (MLQ) was distributed to middle managers (N=200) who worked in public and private sector organizations across the United States Virgin Islands to examine how the leaders used organizational culture to improve their organizations’ performances. The study found that leadership practices in both sectors have significant effects on performance. While the hierarchy culture was dominant in government agencies dictating effectiveness is the adherence to strict rules and regulations, the criteria of effectiveness most prominent in the private sector was market culture evident in the achieving of goals, outpacing the competition, increasing market share, and acquiring premium levels of financial returns. These findings suggest that, contrary to conventional theory, those leaders with the greatest organizational success are not restricted only to the private sector; but they are also evident in the public sector. This study concluded that leadership in both the public and the private sectors can induce a significant level of performance when strategies are aligned with organization’s culture and objectives as these organizations developed, grow, and mature.

scholarly journals Public Service Motivation Among Indonesian Employees: a Critical Review toward the PSM Theory

2018 ◽  
Author(s):  
Syamsir
Keyword(s):  
Developing Countries ◽  
Private Sector ◽  
Public Service ◽  
Developed Countries ◽  
Public Service Motivation ◽  
Cultural Dimensions ◽  
Public And Private ◽  
Significant Difference ◽  
The Difference ◽  
Public And Private Sector

Public Service Motivation (PSM) is still a new concept in public administration theory. As a nascent theory, it needs to be proved with any contexts and cases of many countries around the world, especially developing countries that might have different contexts related to cultures, beliefs, views on the importance of financial rewards, etc. So far, most PSM research focuses more on comparisons between public and private employees in the Western and developed countries. There is almost no study about the PSM in developing countries. In addition, most of PSM theories tended to generalize the assumptions of the PSM among employees and often ignore cultural dimensions in their analysis. There is an impression that PSM theories are cross-culturally viable. This study examined the application of the PSM theories in Indonesia as a developing country, especially in Padang West Sumatera. Rational choice theories and the other PSM theories had been used in analyzing the finding of this study. Using t-test on responses by 417 respondents of public and 201 of private sector employees, this study tested the difference of PSM levels between the two sector employees. The findings of this study indicated that there is a significant difference in the level of PSM between public and private sector employees in Padang West Sumatera. The level of PSM of public employees tends to be lower than that of private sector. The results of this study imply that PSM theory is not cross-culturally viable.

The Crucial Role of Leadership in Meeting the Challenges of Change

2005 ◽  
Vol 9 (2) ◽  
pp. 27-39 ◽  
Author(s):  
Beverly Alimo-Metcalfe ◽  
John Alban-Metcalfe
Keyword(s):  
Transformational Leadership ◽  
Private Sector ◽  
Crucial Role ◽  
Line Managers ◽  
Public And Private ◽  
Male And Female ◽  
Managing Change ◽  
The Subject ◽  
Public And Private Sector

One of the most important factors, in managing change effectively, is the nature of leadership exercised Much has been written on the subject of leadership, but most of it has emanated from US studies of ‘distant’ leaders (e.g. CEOs). We undertook research into the nature of ‘nearby’ leadership (day-to-day behaviours of line managers), in UK public and private sector organisations, since such behaviours must be embedded in the organisations' culture if effectiveness is to be sustained. This paper describes the findings from our major investigation, involving over 4,000 male and female managers and professionals, which resulted in a new model of leadership of a very different tenor to the dominant US ones. It also describes how we have used the 360-feedback instrument developed from the research—The Transformational Leadership Questionnaire (TLQ)—to support culture change programmes, and the major barriers to the effectiveness of such interventions.

Innovative HRM Practices: A Comparison of Public and Private Sector Banks of India

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Harjeet Kour ◽  
Kamlesh Gakhar
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Management ◽  
Primary Data ◽  
Public And Private ◽  
The Public ◽  
Public Sector Banks ◽  
Hrm Practices ◽  
Significant Difference ◽  
Public And Private Sector

Due to globalisation, public sector banks are facing tough competition from the private sector banks, both domestic and foreign. To improve their efficiency and to excel in performance, they have realised the significance of innovative HRM practices, which were earlier being used largely by private sector banks. The present study is based on primary data collected from four hundred two employees of eight banks of India comprising of four banks each from the public and private sector. We examine if there is any statistically significant difference between public and private sector banks in the implementation of forty nine innovative HRM practices. These practices fall under seven different heads: recruitment and selection, training and development, performance management, compensation management, career development, employee motivation and employee security. The results of the t-tests indicate that in the area of innovative HRM, organisational policies and practices in the public and private sectors remain different in many important respects. It has been found that the private sector banks are far ahead of the public sector banks regarding the implementation of these practices. Further, it has been found with the help of different statistical tools that the level of implementation of these innovations in the eight surveyed banks also varies when examined individually.

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