The Relationship between Transformational Leadership and Organizational Culture in National Oil Corporation of Libya

Abstract

The purpose of the study is to investigate the relationship between transformational leadership and organizational culture in National Oil Corporation of Libya. This research was carried out by measuring the data gathered from the five point likert scale. The Multifactor Leadership Questionnaire (MLQ) was used to measure transformational leadership, while the Organizational Culture Assessment Instrument (OCAI) was used to measure organizational culture. Quantitative survey method was applied and a sample of 227 employees of National Oil Corporation of Libya was selected to answer the instrument. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, Correlation and Regression). The empirical results indicate that the leaders of National Oil Corporation of Libya follow transformational leadership style to manage their organization, while the relationship between transformational leadership and organizational culture was positive significant relationship and Hierarchy culture was a dominant culture in NOC of Libya

The Mediating Effect of Organizational Commitment on the Relationship between Job Satisfaction and Organizational Culture

“…All this information has given in Table 2. Therefore, as can be seen from Table 3 the participants of oil and gas industry in Libya have pointed out the dominant culture in the oil and gas industry in Libya was hierarchy culture, this result consistent with previous studies by (Twati, 2006;Shurbagi andZahari, 2012a andShurbagi, 2014b). The most organizations take turns at different cultures.…”

“…Organizational commitment has been researched in various contexts; including (a) Perceived Organizational Support (O'Driscoll and Randall, 1999), (b) Performance Among Guest Workers (Shawa, et al 2003), (c) Job Outcomes (Wasti, 2005), (d) Trust, Innovative Behaviour (Lee, 2008), (e) Organizational Culture and Leadership Style (Lok and Crawford, 1999) and (f) Job Satisfaction (Lim, 2010 andShurbagi andZahari, 2013b). Some of these studies pointed out that organizational commitment have a positive relationship with these variables.…”

“…Numerous of these studies in the area of organizational behavior asserted that the relationship between job satisfaction and organizational culture was significant and positive relationship while other studies pointed out that the level of satisfaction was different based on type of dominant culture in the organization (Yousef, 1998;Chen andFrancesco, 2000 andCrawford 2001;Xenikou and Simosi, 2006;Rad and Yarmohammadian, 2006;Hu, et, al., 2009 andShurbagi andZahari, 2012b).…”

“…Therefore, the validity and reliability of the instruments which use in this study such as The Job Satisfaction Survey (JSS), The Organizational Culture Assessment Instrument (OCAI) and Three Components Organizational Commitment Questionnaire (TCOCQ) scales have been established through previous researches and the Cranach's Alpha coefficient of the instruments were above 0.70 (Allen and Meyer, 1990;Spector 1997;Twati and Gammack, 2006;Flemming, 2009;Lim, 2010;Shurbagi andZahari, 2013b andShurbagi, 2014a). In the current study the Cronbach's Alpha coefficient of job satisfaction, organizational culture and organizational commitment were 0.82; 0.95 and 0.74 respectively.…”

The Demographics’ Effects on Organizational Culture, Organizational Citizenship Behavior and Job Satisfaction: Evidence from Egypt and Mexico

“…His results showed that clan and adhocracy cultures have significant higher levels of job satisfaction as opposed to market and hierarchy cultures. However, Shurbagi and Zahari (2012) found significant positive relationship between all organizational cultures and job satisfaction. Zavyalova and Kucherov (2010) found that organizations with market and hierarchic cultures showed average job satisfaction with scores of 4.0 and 4.7, respectively.…”