Value Orientation of Middle Level Managers in Selected Public HIL’s (Higher Institute of Learning’s) in Metro Manila: It’s Implication to Leadership Styles

2014 ◽  
Keyword(s):  
Leadership Styles ◽  
Value Orientation ◽  
Middle Level ◽  
Metro Manila

The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

2021 ◽  
Vol 40 (1) ◽  
pp. 74-93
Author(s):  
Mohammed Ali Al-Awlaqi ◽  
Ammar Mohamed Aamer ◽  
Maged Mohammed Barahma ◽  
Mohamed Battour
Keyword(s):  
Human Capital ◽  
Leadership Styles ◽  
Leadership Style ◽  
Correspondence Analysis ◽  
Selection Process ◽  
Middle Level ◽  
Content Type ◽  
Transformational Leadership Style ◽  
And Training ◽  
Selection Of

PurposeThe purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.Design/methodology/approachThe participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.FindingsWe found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.Originality/valueAlthough, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

scholarly journals Leadership Style Paradigm Shift in Hospital Industry: Need of the Day, in Comparison with Hospitality Industry

2019 ◽  
Vol 21 (1) ◽  
pp. 141-153
Author(s):  
Bhagyashree Sudhakar Joshi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Hotel Industry ◽  
Point Of View ◽  
Middle Level ◽  
Paradigm Change ◽  
Hospital Industry ◽  
Leadership Positions ◽  
Survey Tool ◽  
Hospital Leaders

Importance: Current hospital leaders struggle to find leadership style which is beneficial and suitable to face the challenges present in the organization. Limited literature and lack of evidence on leadership styles related to the hospital and healthcare industry leave them directionless. Scarcity of training from the leadership point of view and lack of leadership models and lack of evidence on ‘which leadership style is most suitable and beneficial’ in the hospital industry, especially in the Indian context, increase the need for the current study. Objective: To understand and compare the leadership styles adopted by the top and middle level leaders from the hospital and hotel industry. Methodology: Quantitative study design, that is, survey, was used in this study. Survey tool consisted of structure items on 10 leadership styles with five-point Likert scale. A total of 41 top and middle level leaders from hospital and hotel industry participated in this study. Results: The study addressed issues pertaining to leadership, suggesting a paradigm change in hospital industry in relation to leadership style. Results showed that male leaders dominated the top and middle level leadership positions in both industries. Hospital leaders were older and more qualified and experienced as compared to those in hotel industry. Leaders reported using all 10 leadership styles from low to high levels. As each leadership style has its own strengths and weaknesses, adopting a combination of multiple leadership styles as per the need strengthens the overall output. Conclusion: Mixed leadership style needs to be adopted by the hospital leaders.

scholarly journals Influence of directive and supportive leadership styles on employee job satisfaction in commercial banks in in Kenya

2019 ◽  
Vol 8 (6) ◽  
pp. 168-174
Author(s):  
Davidson Mghanga Mwaisaka ◽  
George K'Aol ◽  
Caren Ouma
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Commercial Banks ◽  
Sampling Technique ◽  
Target Population ◽  
Middle Level ◽  
Supportive Leadership ◽  
Employee Job Satisfaction ◽  
Correlational Research

The purpose of the study was to examine the influence of directive and supportive leadership style on employee job satisfaction in commercial banks in Kenya. The study adopted the positivism research philosophy and descriptive correlational research design.  The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. Using a stratified sampling technique, the study drew a sample size of 386 employees reporting to middle-level managers. Data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics. Statistical Package for Social Sciences (SPSS) version 20. The results of the study showed that a directive leadership style and supportive leadership styles positively and significantly predicted employee job satisfaction. The results of the regression analysis after moderation showed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction.

scholarly journals Influence of participative and achievement oriented leadership styles on employee job satisfaction in commercial banks in Kenya

2019 ◽  
Vol 8 (5) ◽  
pp. 42-53
Author(s):  
Davidson Mghanga Mwaisaka ◽  
George K'Aol ◽  
Caren Ouma
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Commercial Banks ◽  
Sampling Technique ◽  
Target Population ◽  
Middle Level ◽  
Participative Leadership ◽  
Employee Job Satisfaction ◽  
Correlational Research

The purpose of the study was to examine the influence of participative and achievement-oriented leadership styles on employee job satisfaction in commercial banks in Kenya. This study adopted the positivism research philosophy while building a descriptive correlational research design.  The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. , the study drew a sample size of 386 employees reporting to middle-level managers, using a stratified sampling technique. Data were collected utilizing a questionnaire and analyzed using descriptive and inferential statistics — statistical Package for Social Sciences (SPSS) version 20. The results of the study showed that a participative leadership style and achievement-oriented leadership styles positively and significantly predicted employee job satisfaction. From the results of the regression analysis after moderation, it was revealed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction.

scholarly journals Leadership Styles: A Comparative Analysis of PTD Officers and DG Officers in the Ministry of Education Malaysia

2021 ◽  
Author(s):  
◽  
Shahrizal Norwawi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Middle Level ◽  
Ministry Of Education ◽  
Government Organization ◽  
Mixed Methods Approach ◽  
Multifactor Leadership ◽  
Laissez Faire ◽  
Qualitative Part

<p>The purpose of this study is to explore the leadership styles of middle level managers working in the Ministry of Education Malaysia. The middle level managers in this research are restricted to those from the Administrative and Diplomatic Officers Scheme of service (PTD: Skim Pegawai Tadbir dan Diplomatik) and Education Officers Scheme of service (DG: Skim Pegawai Perkhidmatan Pendidikan Siswazah/Bukan Siswazah). Leadership style, in this study, is defined as the extent to which a leader exhibits transformational, transactional and/or laissez-faire styles of leadership. This study adopts a mixed methods approach in helping to elicit information pertaining to the leadership styles of the PTD and DG middle level managers. A Multifactor Leadership Questionnaire (MLQ) 5x rater form is used in the quantitative strand while the qualitative part of this study utilises a standardised open-ended interview approach. A total of 122 respondents working in ten departments in the Ministry of Education answered the questionnaire while eight middle level managers (four PTD and four DG middle level managers) were interviewed. The results of both of the quantitative and qualitative strands indicate that the PTD and DG middle level managers showed more transformational leadership styles as compared to transactional leadership styles. In addition, the t-test reveals that the two groups of middle level managers do not show any significant differences in terms of their leadership styles. The findings also indicate that there were no significant differences in the perceptions of the overall transformational, transactional and laissez-faire leadership styles of the PTD middle level managers as perceived by their subordinates from different schemes of service. However, the same could not be said of DG middle level managers as their overall transformational as well as laissez-faire leadership styles indicate significant differences as perceived by subordinates from different schemes of service. This study will benefit the Malaysian public sector in understanding the different styles of leadership among middle level managers working in government organization. More specifically, this study is useful for understanding the similarities and differences of leadership styles of the DG and PTD middle level managers working in the Ministry of Education Malaysia.</p>

scholarly journals PENGARUH STRUKTUR DESENTRALISASI, PARTISIPASI ANGGARAN DAN ORIENTASI NILAI MANAJER PADA INOVASI TERHADAP KOMITMEN ORGANISASI PADA INDUSTRI PERBANKAN DI ACEH

2017 ◽  
Vol 9 (2) ◽  
pp. 15
Author(s):  
Ika Rahmadani
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Banking Industry ◽  
Negative Influence ◽  
Organisational Culture ◽  
Value Orientation ◽  
Middle Level ◽  
Future Research ◽  
Organisational Commitment ◽  
Budgetary Participation

Abstract: The objective of this study are to eximine the influence of decentralised sturcture, budgetary participation, managers value orientation towards innovation on organisational commitment. The respodents were middle level managers in Aceh’s banking industry. Out of 131 questionnaires distributed, 118 can be used for analysis. Using Regression Analysis, the result of this study indicates that the decentralised structure and managers value orientation towards innovation have a negative influence to organisational commitment. Meanwhile, the budgetary participation has a positive and significant influence to organisational commitment. Recomendation for the future research is to use other variable such as organisational culture or job satisfaction to see its colleration to organisational commitment.  

IMPACT OF COMMUNICATION AND LEADERSHIP ON ORGANISATIONAL PERFORMANCE

2020 ◽  
pp. 416-425
Author(s):  
Dr. Ramanababu Karaka ◽  
Dr. Jaladi Ravi ◽  
Dr. Haniefuddin Shaik ◽  
Dr. Shaik Shamshuddin
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Organizational Effectiveness ◽  
Automobile Industry ◽  
Research Study ◽  
Middle Management ◽  
Senior Management ◽  
Middle Level ◽  
Top Management ◽  
Organisational Performance

This research study examines the styles of organizational leadership and evaluates them in terms of related measures of organizational effectiveness with the objective of exploring whether there is any relationship between leadership styles and organizational effectiveness. Since the undertakings chosen from Automobile Industry there are different categories of employees in the organization. These different categories are broadly classified into five categories namely workers otherwise called as Associates, Junior Management Cadre, Middle Management Cadre, Senior Management Cadre and Top Management. In the Managerial category there are different cadres, they are Junior Managers, Middle level managers and senior level managers. Since “the study is impact of leadership styles on organizational effectiveness” the associates category, staff and operators categories and Junior Managerial category are excluded from the purview of the study as these categories do not possess Decision Making Powers.

Staff-Initiated Organizational Change

2021 ◽  
pp. 310-326
Author(s):  
Thomas Packard
Keyword(s):  
Social Capital ◽  
Organizational Change ◽  
Problem Solving ◽  
Leadership Styles ◽  
Change Agents ◽  
Middle Level ◽  
Problem Analysis ◽  
Top Down ◽  
Organizational Conditions ◽  
Policy Program

Staff-initiated organizational change is a series of activities carried out by lower or middle-level staff to improve organizational conditions, policy, program, or procedures for the ultimate improvement of service to clients. It has similarities with the more top-down approach to change covered in Section 3; both approaches are intended to improve the functioning of the organization, and both use some of the same processes, such as problem analysis and problem solving. Staff-initiated organizational change is different in that it is initiated by staff at lower levels. Steps include assessment, preinitiation (change agents assessing and developing their influence and social capital and inducing or augmenting stress so that the problem will be addressed), initiation, implementation, institutionalization, and evaluation. This approach may present some risk for lower level staff, depending on the leadership styles and philosophies of managers and the overall culture of the organization. If proper conditions exist, improvements in organizational operations are possible.

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