People try to find the role of government in today’s modern society. Citizens of any country look forward to benefit from government services. Although the government implements laws and policies in all areas of society, people only know about it through government’s services. We describe a good government’s service of organization, department, unit, and division that has an appropriate human strategy. Purpose: Purpose of this study is to investigate which factors have been missing that connects and maintains the sustainability between the leadership style and employees’ satisfaction in the government sector of Mongolia. More specifically, the purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology: The questionnaire is designed by a synthesis of existing constructs in current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of the territory and administration of Mongolia. Factor analysis, a reliability test, a collinearity test, and correlation analyses confirm the validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. The sample of this study is chosen from the public organization. Mongolia is a developing country. This country needs good public leaders who can serve citizens. This study will be extended further. In addition, Mongolia really needs sufficient studies. Practical implications: This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of these findings are beneficial to organizations aimed at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although the leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between the leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that the organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. An appropriate leadership style is most effective when it matches the organizational climate as well as employees’ work style. Furthermore, a suitable organizational climate will increase the level of job satisfaction. If the work style of employees is respected and taken into consideration, the leadership style can find its way into job satisfaction. Originality/value: This study is the first to understand the motivators of job satisfaction in the government sector of Mongolia. This study suggests valuable findings for executive officers who are junior and primary unit’s officers of the register sector of government in Mongolia. The findings of this study help managers and executives in their effort develop and implement successful human resource strategies.
Sustainability 2019, 11, 125 2 of 17 work style. Furthermore, a suitable organizational climate will increase the level of job satisfaction. If the work style of employees is respected and taken into consideration, the leadership style can find its way into job satisfaction. Originality/value: This study is the first to understand the motivators of job satisfaction in the government sector of Mongolia. This study suggests valuable findings for executive officers who are junior and primary unit's officers of the register sector of government in Mongolia. The findings of this study help managers and executives in their effort develop and implement successful human resource strategies.
This research aims to compare the relationship between Entrepreneurial Leadership (EL) and subordinate-rated Leader-Member Exchange (LMX) for female and male leaders (supervisors) in Mongolia, Taiwan and Thailand. By administering the same instrument to public sector of icials of different Asian countries, a questionnaire was developed based on concepts from both LMX and entrepreneurial leadership. This study used convenient sampling process in which we selected public-sector units that we have connections with. Data were gathered from 948 employees, working in 158 units in Mongolian, Taiwan and Thailand's public sector organizations. Due to the nature of nested data, Hierarchical Linear Modeling (HLM) was worked to investigate the sample of current study. The study detected the correlation of EL and LMX that this has stronger correlation for male supervisors than female supervisors of Mongolia and Taiwan. For Thailand, the result provides partial support. Whether entrepreneurial leadership can manage to a standard of leader-member exchange for leaders and subordinates depends on gender of them. The current study can identify the gender's effect on the correlation between entrepreneurial leadership and leader-member exchange in a cross-cultural study. The indings imply that entrepreneurial leadership is an ef icient leadership style in public sector organizations, and this leadership skill particularly works for male leaders. Recommendation for further research is to expand the sample population from both rural and urban public sector organizations of some Asian countries.
Given that social dilemmas such as climate change, unemployment, and public health are growing globally, recognition of social drivers related to sustainable development while generating social impact is of particular interest to professionals and academics. This study aims to highlight the antecedents of sustainable social impact. Thus, we evaluate the association between entrepreneurial orientation and social impact through the mediation effects of social factors named social drivers, including service innovation, social innovation, and social value orientation. The data collection is from the service and non-service industries in Taiwan. A total of 270 samples consisting of employees, managers, SME owners, and CEOs is used. We employed structural equation modeling (SEM) to test the proposed hypotheses. Research findings indicate entrepreneurial orientation is a determining factor of sustainable innovation that not only renders entrepreneurially strategic dispositions of an organization but also significantly contributes to generating drastic social impact. In particular, entrepreneurs are found to be more proactive in solving problematic social issues through their entrepreneurial characteristics. Statistical findings support that all direct effects, besides partial and full mediation, are proved, which reveals the transformative potential of selected social drivers. Altogether, research findings provide exciting insights into entrepreneurship knowledge, innovation, and value assumptions in the social context. We further discuss theoretical and practical implications.
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