The Influence of Transformational Leadership Behaviours on Oman Public Employees’ Work Performance

Abstract

The purpose of this paper is to investigate the influence of transformational leadership behaviors work performance in the context of Omani governmental organizations. The research emphasizes that transformational leadership is a crucial element to enhance employees' performance. Transformational leadership Inventory was used to measure transformational leadership behaviors. Contextual and task performance were used to measure work performance. Quantitative survey method was applied and a sample of 335 middle-level managers of Omani public civil service organizations was selected to answer the instrument. Analysis of Moment Structures (AMOS) was utilized to analyse the collected data and test the research questions, and hypotheses. The techniques of data analysis comprised descriptive statistics, a Confirmatory Factor Analysis (CFA), and a Structural Equation Modeling (SEM) analysis. The empirical results indicate that transformational leadership behaviours (core transformational leadership, providing individualized supports, intellectual stimulation, and setting high performance expectation) have a significant impact on contextual performance. Whereas, core transformational leadership and providing individualized supports have a significant impact on task performance.

Pengaruh Budaya Organisasi, Keadilan Organisasional, Dan Motivasi Kerja Terhadap Komitmen Organisasional

“…SDM sebagai pelaksana setiap kegiatan operasional yang dijalankan untuk mencapai tujuan perusahaan yang diinginkan. SDM sangat penting untuk efektivitas perusahaan karena memainkan peran yang besar dalam mendukung keunggulan kompetitif perusahaan melalui karyawan yang berkomitmen (Zefeiti & Mohamad, 2017) Komitmen organisasional adalah keinginan kuat untuk tetap sebagai anggota organisasi, keinginan untuk berusaha keras sesuai keinginan organisasi, keyakinan tertentu, dan penerimaan nilai dan tujuan organisasi (Luthans, 2006:224). Rahman et al (2015) menyatakan individu ketika menunjukkan komitmen terhadap organisasi mereka, cenderung akan tetap tinggal di organisasinya dan juga diharapkan untuk memberikan yang terbaik dalam mendukung organisasi mereka dan bekerja keras untuk keberhasilan dan kemakmurannya.…”

The Effect Of Leadership Style, Culture And Organizational Commitment To Employee Performance

“…According to [65], High organizational commitments can improve employee performance. The strong belief in the value and objectives of the Organization, the willingness to make many efforts on behalf of the Organization and the strong desire to remain a member of the organization can motivate employees to work better [55] [66]. Employee achievement and performance is characterized by the skills, efforts, and nature of the working conditions [67].…”

“…Employee achievement and performance is characterized by the skills, efforts, and nature of the working conditions [67]. Effective work results will be gained when employees have a strong commitment to organizational and psychological attachment with the organization [66] [68].…”

Work Place Empowerment: An Assessment for the Omani Civil Service Agencies

“…Among many approached used to collect data, for this study, the drop and collect questionnaire approach was utilized. This approach was selected due to the difficulties in conducting this type of study in Oman, as indicated by other researchers (e.g., Al Zefeiti, 2017;Common, 2011;Dorfman & House, 2004). To minimize this difficulty, it was decided to visit the participants and make direct contact and, in addition, to adapt some of the guideline provided by Saunders et al (2012).…”

“…The calculated sample for this study was S=354, however, more than this sample size of (S-580) questionnaires were distributed to obtain a satisfactory number of samples, after taking into the consideration of the unreturned questionnaires. This large sample distribution was required to counter act the possibility of having a large number of unanswered questionnaires, that was expected due to the common difficulty of conducting this type of research in governmental sectors in Oman and was based on the experience of previous studies (Al-Araimi, 2012; Al Zefeiti, 2017;Al Zefeiti & Mohamad, 2015;Common, 2011;Dorfman & House, 2004). In addition, a large samples size is able to minimize sampling error (Babbie, 2012;Barlett, Kotrlik, & Higgins, 2001;Hezarvand, 2013;Rubin & Babbie, 2010;Rumsey, 2016).…”