The impact of transformational leadership on organisational performance case study: the University of Jordan

Robles

et al. 2021

Heliyon

Despite the wide-ranging studies on Corporate Social Responsibility (CSR), firm performance, and Organizational Leadership (OL), there have been only a few studies examining the inter-relationship between them. Accordingly, this investigation has tried to investigate how OL contributes to the firm's performance through the CSR strategies. It has an internal orientation to CSR motivations compared to the existing studies that mostly considered the external factors in implementing of CSR in firms; also, it has a comprehensive view toward the firm's performance by considering both financial and non-financial aspects of performance. It could be said that this study has tried to answer the question of whether or not CSR can be as a mediator between the OL and firm performance. Data collection was performed from 285 manufacturing and consumer products firms located in Malaysia during the four-month period of June-September of 2020. AMOS Structural Equation Modeling (AMOS-SEM) method was applied to analyze the model. Following the Baron and Kenny approach in testing the hypotheses, it was found that the relationships of OL and financial performance, as well as OL and non-financial performance were partially mediated by CSR. In addition, the non-financial performance was found as a full mediator between the OL and financial performance. Further, the results revealed two full mediated relationships in this way that non-financial performance was a full mediator variable between CSR and financial performance, as well as CSR and nonfinancial performance which were found as two multiple full mediators between OL and financial performance. The results help Malaysian managers to understand their current status, capabilities, strong points and weaknesses in leadership regarding to CSR. Moreover, due to the positive effects of CSR on both firm's financial and non-financial performance, CSR is recommended to be integrated in leadership style and the organizational strategies in order to having better performance.

Section: Discussionsupporting

confidence: 85%

How does organizational leadership contribute to the firm performance through social responsibility strategies?

Robles

et al. 2021

Heliyon

“…Because MSMEs have more superficial oversight and bureaucracy, it quickly sets goals and introduces new ways to facilitate innovative action. However, prior research on the effect of transformational leadership on organizational performance yielded insignificant results (Alsayyed et al,2020;Akdere and Egan, 2020).…”

Section: Introductionmentioning

confidence: 91%

Energizing Organizational Learning and Organizational Performance: Human Capital Theory Perspective

2023

QAS

This paper examines how energizing the organizational learning process improves embroidery SMEs' performance in Indonesia. Quantitative research was conducted to test the suggested model's relationships. We use covariancebased SEM to analyze the relationship between variables. To achieve the objectives of this study, a survey method was used for 205 SMEs consisting of owners, managers, and managers from a population of 280 embroidery SMEs in Tasikmalaya Regency and City, West Java. This study proposes a conceptual paradigm to energize organizational learning processes to improve the performance of embroidery SMEs in a dynamic environment. The findings show that the energizing organizational learning process positively affects embroidery business performance. The authors also discovered that an energizing corporate learning process moderates the relation between transformative leadership and organizational performance. This research only uses one type of leadership. It is possible to use several other types of leadership to be tested in an empirical model. Additionally, more sample variety should be considered in terms of cross-cultural comparative studies. This study addresses gaps in the literature and practice of transformational leadership, examining the interaction between energizing organizational learning processes and the efficacy of SME teamwork.

“…Verbree et al (2015) demonstrated that leadership has a strong association with organizational performance among health and biomedical research group leaders who are working at university medical centers or public biomedical research organizations in The Netherlands. Alsayyed et al (2020) illustrated that transformational leadership affects organizational performance significantly, along with idealized influence and intellectual stimulation, at the University of Jordan. Therefore, it was hypothesized that:…”

Section: Transformational Leadership Job Crafting and Research Perfor...mentioning

confidence: 99%

Determinants of research performance of university academics and the moderating and mediating roles of organizational culture and job crafting

Rasdi

Tauhed

Zaremohzzabieh

et al. 2022

EJTD

Purpose This paper aims to identify the role of organizational and individual factors in predicting the research performance of academics when job crafting is a mediator variable and organizational culture is a moderating variable. Design/methodology/approach This study was conducted by collecting responses from academics at five Malaysian research-based universities. The sample size was 273. Standard questionnaires were used to collect the data. The data were analyzed using partial least squares structural equation modeling. Findings The most significant predictors of research performance were organizational culture, individual effort and professional development, whereby job crafting was most optimally predicted by work engagement and transformational leadership. While organizational culture moderated the relationship between transformational leadership and research performance, the mediating role of job crafting was insignificant between work engagement and research performance. Research limitations/implications The findings have important implications for human resource development practitioners (HRD) in terms of improving overall academic research performance. Practical interventions are suggested to assist academics in enhancing their performance. This study highlights how academic performance can be managed more effectively. Originality/value The findings extend the HRD literature in higher education and offer a framework that enhances the understanding of the organizational and individual factors that influence academics' research performance within a specific context of research universities in a non-Western context.