The relationship between leadership styles and
Positive and negative effects of leadership styles
Findings from the cross-sectional study should help us to understand and appreciate the theory of change the leadership program is striving to make. This study was consistent with a report of a rewards project in Uganda which, according to its project manager, had registered improved performance, targets achievement, and an enhanced balance between functions and roles. Taking into account the two subdimensions of continuance commitment can allow us to test how it relate to vision. In order to revise and to generalize the results of the previous studies, the relationship between leadership styles and components of organizational commitment should be conducted in various cities, different cultures and at different organizational levels. In this case, by choosing a democratic leadership style, you can achieve two objectives. Although all three forms tend to bind employees to the organization, and therefore relate negatively to turnover, their relations with other types of work behaviour can be quite different Meyer et al. Since the unit of analysis was the facility level, we only collected demographic data about the health facility, which included the type of facility, district of origin, and region. As part of an ongoing longitudinal study to evaluate the impact of a leadership training program targeting frontline health workers on quality of health service delivery, this study was set up as a baseline with an objective of finding out if there is any relationship between leadership style of the facility in-charges and the level of motivation, job satisfaction, and teamwork among health workers working in rural parts of Uganda. Leadership styles and organizational commitment Prior research suggests that work experiences, personal and organizational factors serve as antecedents to organizational commitment Eby et al.
Job satisfaction In this study, health worker job satisfaction was captured using a job satisfaction questionnaire that was adapted from 2 job satisfaction questionnaires.
Only the subscale of personal sacrifices was linked to transactional contingent reward.
Relationship between leadership and organizational culture pdf
Method: We conducted a cross-sectional study in 3 geographic regions of Uganda in November , using self-administered questionnaires with health workers from health facilities. Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions Imen Keskes Abstract Purpose: The aim of this work is the study and the discussion of the relationship between leadership styles and organizational commitment dimensions. Inspirational leaders use appeals and emotion laden statements to arouse followers' emotions and motivation. Job satisfaction In this study, health worker job satisfaction was captured using a job satisfaction questionnaire that was adapted from 2 job satisfaction questionnaires. Supportive leaders direct their behavior toward the satisfaction of subordinates' needs and preferences, display concern for subordinates' welfare, and create a friendly and psychologically supportive work environment House, A random sample of 90 health facilities proportional to the number and type of health facility were picked from each region. One of the main reasons for its popularity is that organisations have continued to find and sustain competitive advantage through teams of committed employees. There is limited research exploring this relationship among health workers in resource-limited settings such as Uganda. The study further found that leaders who demonstrated transformational skills had a positive impact on stimulating motivation, assuring job satisfaction, and consolidating teamwork among health workers compared with those who demonstrated transactional skills. Bass depicted transformational leadership as comprising four distinct factors: charisma, inspiration, individualized consideration and intellectual stimulation. The funding sources were in no way involved in the collection, analysis or interpretation of the data, or writing the paper. Abstract Background Leadership is key to strengthening performance of Health Systems. Vision results in the internalization of organizational values and goals that encourages individuals to adopt desired behaviors McClelland, Bass extended the work of Burns by explaining the psychological mechanisms that underlie transformational and transactional leadership. This finding is consistent with a study in the Netherlands that realized that much as the teams flourished under a leader who was more charismatic and approachable compared with one who was mostly displaying transactional leadership traits, a mixed leadership is regarded as the most effective.
Exploratory factor analysis was done to identify latent variables reported by job satisfaction questionnaire and confirmatory factor analysis was done to confirm the latent factors reported. Findings: The present study of the relationships between leadership styles and organizational commitment has shown how leadership dimensions can influence employee organizational commitment.
An appeal to social values thus encourages people to collaborate, rather than working as individuals and potentially compete with one another. However, as Rafferty and Griffin mentioned, there is a clear need to more understand the theoretical nature of the relationship between vision and continuance commitment.
Individuals with high continuance commitment remain with their organizations because they perceive the costs of leaving to be too great.
The data were collected from health workers using self-administered questionnaires that consisted of 4 sections: leadership style, job satisfaction, motivation, and teamwork.
The leader watches and searches for deviations from rules and standards, takes corrective action Bass, a. Keywords: transformational leadership, transactional leadership, laissez-faire leadership, motivation, job satisfaction, teamwork Background Human resources for health are cornerstone in the delivery of health care but remain a crippling barrier in low-resource settings where human resources are in short supply or poorly managed.
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