Leadership Styles, Organisational Culture and Learning Organisational Capability in Education Industry: Evidence from Egypt

Dajani, Maha Ahmed Zaki; Mohamad, Mohamed Saad

doi:10.18533/ijbsr.v6i11.1022

Cited by 12 publications

(23 citation statements)

References 64 publications

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“…Alsabbagh and Khalil (2017) also found a negative correlation between organizational learning and hierarchy culture. Dajani and Mohamad (2017) were unable to find any significant relationship between hierarchy culture and organizational learning capability. This suggests there is controversy in the results of previous studies, and investigating motivation is essential.…”

Section: Clan Culture and Organizational Learningmentioning

confidence: 77%

“…Their study suggested that clan and adhocracy cultures were positively linked to organizational learning. Dajani and Mohamad (2017) found that clan, adhocracy and market cultures were significantly correlated with organizational learning capability. In another study, Oh and Han (2020) reported that clan culture had a positive relationship with organizational learning in Korean companies.…”

Section: Clan Culture and Organizational Learningmentioning

confidence: 95%

“…Studies that have investigated the factors impacting on organizational learning have found contrary results concerning the effect of clan culture on organizational learning: that it can be not only positive (Dajani and Mohamad, 2017;Lee and Chen, 2005) but also negative (Alsabbagh and Khalil, 2017). Hierarchy culture has both a positive (Alattas, 2015;Shao et al, 2015) and a negative relationship (Alsabbagh and Khalil, 2017) on knowledge sharing.…”

Section: Mrr 443mentioning

confidence: 99%

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How types of organizational culture and technological capabilities contribute to organizational learning

Dari

Jabeen

Hussain

et al. 2020

MRR

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Purpose This study aims to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning. Design/methodology/approach A questionnaire survey was used to collect data from 693 employees working in knowledge management centers in various law and enforcement units in the United Arab Emirates (UAE). Structural equation modeling was used to test the relationships between the variables. Findings The findings show that the clan culture had a significant negative effect on organizational learning. However, hierarchy culture and knowledge technological capabilities had a significant positive impact in predicting organizational learning behavior. Research limitations/implications The study focuses on a specific type of public organization only, which somewhat limits the generalizability of the research results. Second, as the study was cross-sectional, the causal relationships could not be inferred directly. The study results will help policymakers create a learning organization by examining the impact of organizational culture and knowledge of technological capabilities. Originality/value This paper has added knowledge about the relationship between culture types, knowledge technological capabilities and organizational learning, particularly in the UAE. This study helps to bridge the gap in research on culture and knowledge technological capabilities and organizational learning.

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Section: Clan Culture and Organizational Learningmentioning

confidence: 77%

Section: Clan Culture and Organizational Learningmentioning

confidence: 95%

Section: Mrr 443mentioning

confidence: 99%

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How types of organizational culture and technological capabilities contribute to organizational learning

Dari

Jabeen

Hussain

et al. 2020

MRR

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“…Various factors influence organizations' rate and quality of change, be it externally or internally (Rizescu & Tileaga, 2016). Others mentioned that institutional change leaders work within culture while challenging their comfort zone to create rooms to reform (Dajani & Mohamad, 2016). Taking into consideration, this paper aims to provide a better understanding of adapting the reform process, integrating the most pertinent factors into consideration.…”

Section: Introductionmentioning

confidence: 99%

“…Institutional change leaders work within culture while challenging their comfort zone to create reforms (Dajani & Mohamad, 2016;Leal Filho et al, 2018;Sporn, 1996). Schein (1996) mentioned that culture is influenced by the institutional environment and is learned over some time.…”

Section: Introductionmentioning

confidence: 99%

Institutional Reform Success Indicators in Higher Education

Yassin¹,

Ismail²,

Shaharoum³

et al. 2021

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Reformation of higher education (HE) institutions is fundamental in improving and strengthening its academic institutions of HE independence. Moving on now to consider the present academic community must undergo a process of change to improve the teaching, research, management functions, and operations of the institutions, which are incremental in a sustainable manner. In essence, there are many indicators of success that have been identified in studies conducted for other industries. The major trend currently observed is the reformation of the HE institutions in major countries mimicking the for-profit industries to make them more competitive. This paper integrates and advances pertinent factors that enable an effective and successful reformation process from the Asian HE perspective by reviewing relevant reformation literature on the matter. This systematic review has developed three (3) core themes relating to the importance of leadership, policy development and governance, and autonomy, which regards higher institutional practices from within the Asian region reviewed. And to conclude, the internal factor is dominating the indicators for HE reforms success. This finding seeks to offer future research to be extended from established institutions from other developed countries as a comparison when planning and implementing change initiatives at the institutional level.

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The effect of transformational, transactional and authentic leadership on innovation: the mediating role of organizational culture

Rashwan¹,

Ghaly

2022

CBTH

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Purpose This study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational behavior, with organizational culture as a mediator. Design/methodology/approach The study aim was achieved by using an integrative model using LISREL 8.80. Quantitative research was used using a questionnaire. A convenient sampling technique was used to select the sample. A total of 500 questionnaires were distributed to travel agents, out of which 415 were returned, and 376 usable ones were statistically handled (75.2% response rate). Findings Transformational leadership has a significant impact on organizational culture (ß = 0.34) and innovational behavior (ß = 0.46). Authentic leadership has a significant impact on both organizational culture (ß = 0.38) and innovational behavior (ß = 0.52). Transactional leadership significantly impacts organizational culture (ß = 0.38); however, it has no significant impact on innovational behavior (ß = 0.31). The positive influence of leadership styles on innovative behavior is mediated by innovative organizational culture (ß = 0.92). Research limitations/implications Further research should explore the relationship between other leadership styles and innovation. Additionally, investigates the relationship between organizational culture factors and innovation. This study targeted category “A” travel agencies. Therefore, to generalize the study findings, the study should be replicated with other categories of travel agencies. Practical implications Travel agencies organizations should invest in managers who adopt authentic and transformational leadership, whereas transactional leaders are urged to be open to new ideas, invest in the knowledge and skills of their employees, encourage friendly communication with their employees and ensure that there are reasonable punishment and reward systems within the organization. Originality/value This study presents new insights into tourism field by integrating the study variables (organizational culture, innovative behavior and leadership style), into one framework, particularly in developing countries’ contexts.

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Leadership Styles, Organisational Culture and Learning Organisational Capability in Education Industry: Evidence from Egypt

Cited by 12 publications

References 64 publications

How types of organizational culture and technological capabilities contribute to organizational learning

How types of organizational culture and technological capabilities contribute to organizational learning

Institutional Reform Success Indicators in Higher Education

The effect of transformational, transactional and authentic leadership on innovation: the mediating role of organizational culture

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