Police transformational leadership and organizational commitment

Shim, Hee S.; Jo, Youngoh; Hoover, Larry T.

doi:10.1108/pijpsm-05-2015-0066

Cited by 44 publications

(57 citation statements)

References 58 publications

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“…Brewer and Clippard (2002) discussed that organizational culture is a significant tool for improving organizational commitment. Shim et al (2015) showed that officers committed to group culture are more committed to their organizations. Messner (2013) also suggested that there is a positive relationship between organizational culture and organizational commitment, and it also recommend designing a corporate culture change strategy in order to increase organizational commitment.…”

Section: Discussionmentioning

confidence: 99%

“…One study applied to the Turkish logistics industry surveyed 344 employees, with the results showing that there is a positive relationship between organizational culture and organizational commitment (Acar, 2012). Shim, Jo, and Hoover (2015) showed that officers that were committed to a group culture were more committed to their organizations, with the study applied to 385 Korean police officers. Messner (2013) also found that there was a positive relationship between organizational culture and organizational commitment, recommending the design of a corporate culture change strategy, in order to increase organizational commitment in India's IT services.…”

Section: Organizational Culture and Organizational Commitmentmentioning

confidence: 99%

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The Relationship between Organizational Culture and Organizational Commitment

Aranki¹,

Suifan²,

Sweis³

2019

MAS

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The main purpose of this research is to investigate the relationship between organizational culture and organizational commitment, in Information Technology (IT) companies in Jordan. A convenience sample was selected from employees working in 24 IT companies in Jordan. A total of 711 questionnaires were distributed among them; 371 were returned, and 342 were valid for statistical analysis, resulting in response rate of 52 percent. Linear regression analysis was also used to test the hypothesis. The results of the analysis indicated that there is a positive and significant relationship between organizational culture and organizational commitment. Based on the results, the research provides several recommendations. IT companies in Jordan should place emphasis on building better culture, in order to achieve higher levels of organizational commitment. The research also suggests that future research should take job satisfaction as a mediator variable of the relationship between organizational culture and organizational commitment.

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Section: Discussionmentioning

confidence: 99%

Section: Organizational Culture and Organizational Commitmentmentioning

confidence: 99%

The Relationship between Organizational Culture and Organizational Commitment

Aranki¹,

Suifan²,

Sweis³

2019

MAS

View full text Add to dashboard Cite

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“…Similarly, other findings posited that a positive and partial mediation effect of hierarchical culture on the relationship between leadership and organizational change management (Al-Ali, Singh, Al-Nahyan, & Sohal, 2017). In another study conducted which aims at exploring whether the relation between police transformational leadership and organizational commitment is mediated by organizational culture, it was realized that transformational leadership and commitment appear to be fully mediated by group culture (Shim, Jo, & Hoover, 2015). Findings of a research conducted by Arif, Zahid, Kashif, & Ilyas Sindhu, (2017) also depicts that there exist significant and positive nexus between leader-member exchange and organizational change management as well as organizational culture show mediation between LMX and organizational change management.…”

Section: Mediating Role Of Organizational Culturementioning

confidence: 99%

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

2020

jcr

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Implementation of lean in manufacturing small and medium enterprises (SMEs) remains a serious challenge as many SMEs have failed at an early stage of lean deployment. Previous findings have concluded that manufacturing SMEs a lagging behind in terms implementing lean manufacturing and reaping its full benefits due to lack of effective lean pre-implementation framework to assess and SMEs readiness for change before deploying lean manufacturing. Similarly, there is a lack of lean manufacturing buy-in and low level of implementation among manufacturing SMEs remains in Nigeria. Coupled with the fact that research on lean manufacturing within SMEs is still a dearth in Nigeria and other developing countries at large. This study, therefore, proposes an effective framework for assessing lean readiness factors to organizational readiness for change with organisational culture as a mediator prior lean deployment among manufacturing SMEs in Nigeria. The aim of the study is to evaluate lean readiness factors that include; leadership, commitment, employee involvement, planning & control, process management, supplier relations and customer relations to organizational readiness to change to lean so as to evaluate whether manufacturing SMEs have the prerequisite quality practices, organizational culture and foundation needed to deploy lean. The study is based on a conceptual review of published literatures from various scholarly articles and reputable publications. The proposed lean readiness framework will serve as a comprehensive model for assessing manufacturing SMEs related quality practices prior lean deployment in order to be successful during full lean implementation. It will also be of great importance to both SMEs, researchers, governments and agencies towards promoting better quality practices in manufacturing SMEs.

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“…Chen et al (2016) menyatakan bahwa kepemimpinan transformasional cenderung menduduki posisi sentral dalam saran internal sehingga mereka terhubung langsung dengan hampir semua anggota tim untuk mentransmisikan tujuan, mengantisipasi masalah, meminta saran, dan pengelolaan arus sumber daya, kepemimpinan transformasional yang di miliki oleh seorang manajer hendaknya dapat menciptakan integrasi yang tinggi dan mendorong gairah kerja karyawan itu sendiri. Shim et al (2015)…”

Section: Pendahuluanunclassified

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Brahmannanda¹,

Suwandana²

2018

EJMUNUD

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The purpose if this study is to determine the influence of transformational leadership, organizational culture, and communication to work discipline employees Fashion Market Denpasar. This study is associative since it examines the relationship between three or more variables. The number of respondents from Fashion Market Denpasar employees in this research is 38 people. This research method uses saturated samples, where the entire study population is selected to be the respondent. The data analysis techniques used are multiple linear regression analysis, classical assumption test, and hypothesis testing. Based on the results of hypothesis testing shows transformational leadership, organizational culture, and communication have a positive and significant impact on employee work discipline Fashion Market Denpasar. The results obtained in this study that has a dominant influence on employee work discipline Fashion Market Denpasar is a variable leadership transformasional. The results obtained in this study certainly can make pedomana for management or management of Fashion Market Denpasar and can provide a more specific improvement to the discipline of work. Control over employees should be more routine for the task in accordance with instructions and rules that apply to the achievement of the goals of the company.

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Police transformational leadership and organizational commitment

Cited by 44 publications

References 58 publications

The Relationship between Organizational Culture and Organizational Commitment

The Relationship between Organizational Culture and Organizational Commitment

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

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