This study applied transformational leadership and perspective theory to ascertain the impacts of idealized influence and inspirational motivation on organizational culture. Data were gathered from information technology firm managers in Jordan, utilizing a quantitative approach – there were three levels of managers involved. Structural equation modeling with partial least squares (PLS-SEM) was used for data analysis. The results show positive impacts of idealized influence and inspirational motivation on organizational culture. The positive impact of idealized influence and inspirational motivation on organizational performance implies that organizational culture mediates the relation between idealized influence, inspirational motivation, and organizational performance. Several interesting findings were highlighted for the Information Technology sector in Jordan. Relevant companies worldwide could peruse the findings of this study to improve their organizational culture and performance. The current study adds to the epistemology new framework covering the transformational leadership theory perception to address the factors that influence organizational performance, including the transformational leadership styles to achieve superior performance through the activation of organizational culture.
The current study aims to examine the relationship between the delegation of authority and employee performance in the banking sector in Palestine. Delegating authority explores new competencies and experiences that increase the quantity and quality of performance (Al-Jammal, Al-Khasawneh, & Hamadat, 2015). The concept of delegation of authority is gaining increasing attention by human resources management in large organizations because the concept of delegation of authority is one of the most important concepts used in the practice of management (Muhammad & Kazmi, 2020). A questionnaire was used to collect data and 300 questionnaires were distributed after being reviewed by a panel of experts. The Social Package for the Social Sciences (SPSS) was used to analyze and process the data, and the study found that there is a positive relationship between the delegation of authority and performance. This relationship mediates job satisfaction, as delegation contributes to increased job satisfaction, thus, job satisfaction increases the quality of performance. The current research recommended that additional efforts should be invested to enhance the culture of delegation of power and attention to the state of job satisfaction among workers in banks as well as other institutions and that future research should focus on finding new ways to ensure improvement in the quality of performance in the banking sector in Palestine
This quantitative study aimed to determine the impacts of intellectual stimulation, individualized consideration on organizational culture utilizing transformational leadership theory and perspective theory. Data were obtained from three levels of managers of Information Technology companies in Jordan. Partial least squares structural equation modeling (PLS-SEM) was used for data analysis. Intellectual stimulation and individualized consideration were found to impact both organizational culture and organizational performances positively. Organizational culture was found to mediate the relationship between intellectual stimulation, individualized consideration, and organizational performances. Interesting findings relating to Information Technology companies in Jordan were identified. Institutions with a comparable situation could peruse this study to improve their organizational culture and performances. Finally, this study fills in the literature gaps, combined the transformational leadership theory and Harrison and Stokes model by providing insights about the mediating role of organizational culture in the relationship between transformational leadership styles and organizational performance.
When comparing actual outputs of an organization to its expected results, aims, and objectives, this is referred to as organizational performance (Abuzarqa, 2019; Al Khajeh, 2018). Therefore, this study is to determine the impact of organizational culture and leadership styles on the performance of Jordanian government organizations. The total number of respondents in this survey was 168, and they were divided into Jordanian government employees. The quantitative analysis test, which includes the validity test, reliability test, classic assumptions test, and hypothesis test, is used in the data analysis process. Organizational culture and leadership styles are independent variables in this study. Organizations’ performance is the dependent variable in this study. The findings of this study reveal that organizational culture and leadership styles have a significant or minor impact on the performance of Jordanian public organizations. The two independent variables have a significant point that supports the hypothesis. As a result, it is widely assumed that organizational culture and leadership styles have an impact on the functioning of Jordanian government organizations. Future studies may examine managerial support as a moderating variable between organizational culture and leadership styles and performance.
The aim of this study looks at the function of leadership (LE) in mediating the link between job satisfaction and affective commitment toward organizational behavior in Jordan. The concept of commitment and its different relations have been widely studied in the organizational behavior literature, either as employees’ commitment to organizations (Sumarsi & Rizal, 2022; Khraiwish, Al-Gasawneh, Joudeh, Nusairat, & Alabdi, 2022). The study looks at this issue by gathering information from 208 employees in Jordanian companies, which were analyzed using SmartPLS. According to the findings of the study, leadership use and affective commitment support are critical to increasing the efficacy of organizational behavior, but leadership use and job satisfaction are noncritical to increasing the efficacy of organizational behavior. The findings indicate that there is a considerable association between affective commitment and organizational behavior. Additionally, leadership has a key role in mediating the link between affective commitment and the success of organizational behavior. Future studies may examine managerial support on the relationship between job satisfaction and affective commitment toward organizational behavior
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