Exploration of servant leadership and volunteers' commitment in the nonprofit and voluntary sector in war zones

Mejheirkouni, Ammar

doi:10.1108/ijpl-06-2020-0045

Cited by 3 publications

(9 citation statements)

References 38 publications

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“…What has been an issue seems to be the neglect of the human element necessary for TPA employees to identify themselves with the change efforts. It is mentioned that the recent inclinations when seeking change in performance are towards relational and ethical considerations (Mejheirkouni, 2020; Van Dierendonck et al. , 2014).…”

Section: Discussionmentioning

confidence: 99%

Change for performance improvement in the Tanzania Ports Authority, a public sector organization in Tanzania

Issa

Masanja²

2022

IJPL

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PurposeThis study is about the Tanzania Ports Authority (TPA), a central institution in the country that has seen efforts towards improved performance in terms of cargo handled and revenue generated from port operations. This study identifies the actions that were taken by public institutional leaders as a result of political leadership call for performance improvements and implications therefrom for sustainable performance. It attempts to engage with both change and public value theories to make sense of TPA efforts and implications as a result.Design/methodology/approachThe study was conducted at TPA headquarters in Dar-es-Salaam and involved the management and other staff members. The study design was descriptive and exploratory. Data collection involved mostly the use of semi-structured questionnaires and review of documents.FindingsThe study reveals that the efforts to improve performance at the TPA indicate success in terms of cargo handled and revenue increases. Factors that support change and factors that impede change efforts were also identified making reference to Lewin's change theories and ADKAR (awareness, desire, knowledge, ability and reinforcement) model. The varied level of improved performance is attributed to the emphasis on change factors and the origin of change that do not give the human element the requisite concern. The quest for performance improvement in the public sector organization is also found wanting on the failure to place the requisite emphasis on public value creation both in processes set in motion and the desired outcomes. A more planned systematic change, championed or internalized within the organization by internal players, specifically TPA's management, is also proposed for a better and more consistent sustainable change in performance at TPA and possible in other public organizations.Research limitations/implicationsThe study is about an organization within a change context that is driven by the top leadership of the country. There have been studies on TPA but not as a change process and not yet after 2015 when the country witnessed a very strong leadership. According to Kets de Vries (2016), powerful leadership in Africa has had little to show and a legacy to be lauded. Therefore, there might be some relevance to contribute to the reasons why most African leadership fails, if that is the case.Practical implicationsPerformance can be achieved through change efforts that are driven by the country's top leadership when the context is right and support factors are present. What can be elusive is sustainable performance creating public value and that endures despite changes in the country's leadership, particularly when internal leadership of a public organization is not the change champion and is basically toeing a line, and the change process is not holistic. A more systemic approach to efforts to create strong organizations as opposed to strong individuals in leadership may be key to sustainable change in similar institutions in Tanzania and Africa.Originality/valueThe study is based on change management models that have gained long-term interest of both scholars and practitioners. It explores a performance-seeking initiative in a developing country's context that is driven by top country's political leadership. It is thus unique because the institutional leadership had to be in stride with national level changes that was centered on efforts to improve service delivery and to counter corruption and complacency in public institutions. It has also attempted to link change theories and public value creation in the quest for improved public performance.

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Section: Discussionmentioning

confidence: 99%

Change for performance improvement in the Tanzania Ports Authority, a public sector organization in Tanzania

Issa

Masanja²

2022

IJPL

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“…Job demands-resources match Cox, et al, 2011;Huynh, et al, 2012;Ockenden & Hutin, 2008 (Almas et al, 2020;Bang, 2011), engagement (Mayr, 2017), commitment (Mejheirkouni, 2020), satisfaction (Bang (2011;Oostlander et al, 2014), and work engagement (Haivas et al, 2013).…”

Section: Influencing Factors Referencesmentioning

confidence: 99%

“…(Greenleaf, n.d.) A sense of responsibility, altruistic values, caring for others' well-being, commitment to others' growth, personal ethics, social awareness, stewardship, honesty, etc. Dryburgh, 2020Frick, 2004Greenleaf, 2003;Greenleaf, n.d.;Mejheirkouni, 2020;Schneider & George, 2011;Spears, 1998. Leader-Member Exchange: Leadership style that focuses on the quality of the dyadic (two-way) relationship between leaders and followers (Graen & Uhl-Bien, 1995).…”

Section: Action-taking Experiences Leadership Competencies Referencesmentioning

confidence: 99%

Relationship Between Volunteer Stewardship Action-Taking Experiences and Their Leadership Competencies During the Covid-19 Pandemic

Windon¹,

Buchko²

2022

Journal of Leadership Education

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The purpose of this quantitative study was to assess the relationship between volunteer leadership competencies and stewardship action-taking experiences among Master Gardener (MG) and Master Watershed (MW) volunteers during the COVID-19 pandemic. We collected data from 1196 Penn State Extension MG and MW respondents.The mean summative score for the volunteer stewardship action-taking experience was 2.32 (SD = .79), and volunteer leadership competencies was 3.45 (SD = .60). The results of this study showed a significant moderate association between volunteer stewardship action-taking experiences and volunteer leader competencies (r = .34, p ≤ .001). Volunteer leadership competencies can explain approximately 11 % of the variation in volunteer stewardship action-taking experiences during the COVID-19 pandemic. The new knowledge that our research brings can significantly contribute to the practice in leadership teaching and learning of Extension organizations' volunteers. Future leadership trainings on the enhancement of the MG and MW volunteer leaders' stewardship action-taking capacity can help contribute to the greater good in their communities in a more confident and efficient manner. Further research should focus on identifying other factors that can affect MG and MW stewardship action-taking experiences, including the impact of the demographics and motivation.

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“…Selain itu, kajian oleh Mejheirkouni (2020) ke atas sukarelawan di Syria mendapati ciri-ciri pemimpin kebaktian seperti jujur, mendahulukan kakitangan, empati dan bertanggungjawab merupakan faktor yang mempengaruhi komitmen sukarelawan untuk terus berkhidmat bersama organisasi bukan berasaskan keuntungan tersebut. Lebih jelas lagi, kajian-kajian lepas (Mazarei et al 2013;Veres et al 2019;Mejheirkouni 2020) mendapati pemimpin yang mengamalkan gaya kepimpinan kebaktian mendorong kakitangan untuk cenderung memberi komitmen yang tinggi dalam menjalankan tugas. Berdasarkan sorotan literatur yang telah dibincangkan di atas, hipotesis yang dibentuk adalah seperti berikut: H1 Kepimpinan kebaktian mempunyai hubungan signifikan yang positif dengan komitmen organisasi.…”

Section: Kepimpinan Kebaktian Dan Komitmen Organisasiunclassified

“…Dapatan kajian lain turut menyokong bahawa kepimpinan kebaktian yang mengutamakan keperluan kakitangan, empati dan mengamalkan tingkah laku beretika adalah pemimpin yang berkemampuan tinggi untuk memotivasikan kakitangan (Greenleaf 1970) Kedua, kajian ini menunjukkan hubungan positif antara kepimpinan kebaktian dan komitmen organisasi. Ini adalah selari dengan kajian lepas yang dijalankan oleh Mazarei et al (2013); Veres et al (2019) dan Mejheirkouni (2020) mendapati pemimpin yang mengamalkan gaya kepimpinan kebaktian mendorong kakitangan untuk cenderung memberi komitmen yang tinggi dalam menjalankan tugas. Kesesuaian antara gaya kepimpinan dan ciri-ciri pengikut berupaya untuk mempengaruhi tingkah laku individu dalam organisasi termasuklah komitmen organisasi (Prabowo et al 2018).…”

Section: Perbincanganunclassified

Kesan Kepimpinan Kebaktian Terhadap Tingkah Laku Kewarganegaraan Organisasi: Komitmen Organisasi sebagai Pengantara

2022

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Exploration of servant leadership and volunteers' commitment in the nonprofit and voluntary sector in war zones

Cited by 3 publications

References 38 publications

Change for performance improvement in the Tanzania Ports Authority, a public sector organization in Tanzania

Change for performance improvement in the Tanzania Ports Authority, a public sector organization in Tanzania

Relationship Between Volunteer Stewardship Action-Taking Experiences and Their Leadership Competencies During the Covid-19 Pandemic

Kesan Kepimpinan Kebaktian Terhadap Tingkah Laku Kewarganegaraan Organisasi: Komitmen Organisasi sebagai Pengantara

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