Leadership styles and quality of work life in SMEs

Nanjundeswaraswamy, T S; R, D.R. Swamy D

doi:10.5267/j.msl.2014.12.006

Cited by 59 publications

(63 citation statements)

References 4 publications

(3 reference statements)

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“…The model defines QWL as the concern of an organization about humanistic and environmental values, considering eight essential and comprehensive criteria to achieve it: 1. adequate and fair compensation; 2. safe and healthy working conditions; 3. opportunity to use and develop human capacities; 4. opportunity to growth and security; 5. social integration in the work organization; 6. constitution in the work organization 7. work and total life span; and 8. social relevance of work life. Working with QWL indicators similar to those of Walton's, the studies by Nanjundeswaraswamy and Swamy (2015), by Swamy, Nanjundeswaraswamy, and Rashmi (2015), and by Akter and Banik (2018), among others, support that Walton's model remains valid. QWL models are being added to literature.…”

Section: Quality Of Life In the Context Of Workmentioning

confidence: 88%

Personal Organizational Well-Being and Quality of Organizational Life: The Mediating Role of Organizational Culture

Paz

Fernandes

Carneiro

et al. 2020

RAM, Rev. Adm. Mackenzie

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Purpose: To test models of mediation and moderation of the organizational culture, competing values and styles of organizational operation having quality of organizational life (QOL) as antecedent and personal organizational well-being (POW) as consequent. Originality/value: Literature has presented tests of mediation/moderation models to understand well-being of employees and support leadership in the implementation of strategies that fit into the organizational realities. Organizational culture has been used as a component variable of some of those models. However, no publication investigating culture as mediator/moderator of the quality of life/well-being relation was found. Design/methodology/approach: Quantitative, transversal survey employing scales that present evidences of psychometric validity applied to 1,292 employees (81%) of the population in a public organization. Two mediation models and two moderation models were tested through multiple regression. Findings: The results of the linear and hierarchic regression analyses used to test the proposed models showed that, except for the bureaucratic culture, all types of culture had significant power of mediation between the variables of QOL and POW. No moderation relation was found. The empirical evidences of the models tests point out the need for considering cultural traits of organizations in the design of strategies of intervention related to QOL and POW, since some may be more applicable to given cultures and less applicable to others.

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Section: Quality Of Life In the Context Of Workmentioning

confidence: 88%

Personal Organizational Well-Being and Quality of Organizational Life: The Mediating Role of Organizational Culture

Paz

Fernandes

Carneiro

et al. 2020

RAM, Rev. Adm. Mackenzie

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show abstract

“…One view is that leadership is a process in which the leader uses power and influence to direct followers in their activities to accomplish the goals of an organization (Franco & Matos, 2015). Other researchers asserted that leadership is a science of encouraging persons to participate voluntarily in the achievement of individual and organizational targets (Bohlooli & Ghahari, 2014;Moghadam & Chakherlouy, 2014;Nanjundeswaraswamy & Swamy, 2015). Leadership is also a behaviour that involves the way an individual behaves and expedites actions in motivating and stimulating individuals to pursue and achieve the organization's goal (Arham, 2014).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

Jekelle¹

2021

jeb

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Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

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“…For the present study, the grand mean was found to be 3.53. Grand mean can be viewed as a cut-off score for the Likert scale measurement (Nanjundeswaraswamy and Swamy, 2013;Jerome, 2013;Anand, 2013;Srinivas, 2013;Nanjundeswaraswamy and Swamy, 2015). Table 6 shows the level of QWL of employees in the oil and gas industry.…”

Section: Status Of Qwlmentioning

confidence: 99%

A Study on Quality of Work Life of Employees in LPG Bottling Plant

Nanjundeswaraswamy

Renuka

Srinivasaiah

2021

BJO&PM

Self Cite

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Goal: Quality of Work Life (QWL) draws more attention in the present context, and it is a multidimensional construct. The oil and gas industries have realized the significance of employees' QWL to retain and attract a talented workforce in the competitive job market. This study examines the status of QWL of employees in the LPG Bottling Industry.Design / Methodology / Approach: A measuring scale was designed and validated to evaluate the employees QWL working in the LPG bottling plant. The data for the study was gathered from 435 employees working in four LPG bottling industries. Using Exploratory Factor Analysis (EFA), predominant components of QWL are identified. With the Confirmatory Factor Analysis (CFA), the designed scale is validated. With percentage analysis and chi-square analysis, the data was analyzed, and meaningful inferences were drawn.Results: EFA and CFA resulted in four components of QWL with 19 items representing superior model fit. The model fit indices reported from the model namely Chi-Square value = 399.020; CMIN = 2.978, AGFI = 0.900; CFI = 0.937; GFI = 0.915; IFI = 0.938; NFI = 0.909; TLI = 0.920 and RMSEA = 0.068 are in the acceptable range. 51.5% of the respondents expressed to be satisfied with present condition of QWL. The research outcome revealed that among demographical characteristics, nature of activities significantly impacts on the status of QWL of employees. Limitations of the investigation:The data was collected from 435 employees working in four industries because of time constraints.Practical implications: This research's outcome will help the policymakers of LPG Bottling industries to implement QWL interventions for improving the work-life of employees.Originality / Value: The present paper is one among the few studies carried out in the oil and gas sector as minimal research has been done in this area.

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Leadership styles and quality of work life in SMEs

Cited by 59 publications

References 4 publications

Personal Organizational Well-Being and Quality of Organizational Life: The Mediating Role of Organizational Culture

Personal Organizational Well-Being and Quality of Organizational Life: The Mediating Role of Organizational Culture

Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

A Study on Quality of Work Life of Employees in LPG Bottling Plant

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