Relationship between Organizational Support and Managerial Effectiveness: An Exploration

Srivastava, Manjari; Sinha, Arvind

doi:10.1177/0258042x0903400405

Cited by 2 publications

(2 citation statements)

References 30 publications

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“…Organization may gain by having competitive yet positive values but too much pressure on job will yield adverse effects. The finding gets support from a study by Srivastava and Sinha (2009), wherein supporting organizational climate and conducive working conditions are found to be related to managerial effectiveness.…”

Section: Discussionmentioning

confidence: 54%

Anxiety, Stress and Satisfaction among Professionals in Manufacturing and Service Organizations

Srivastava

2011

Vision: The Journal of Business Perspective

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In today’s era of globalization and increased competition, executives working in an organization cannot remain unaffected from changing values and demanding working conditions. Increased anxiety, stress and job dissatisfaction/satisfaction are some of the psychological outcomes of a person’s belief and value system as well as job conditions. Value system, which promotes high achievement orientation and competition both at the individual and organizational levels, is one of the critical issues that need to be addressed. The present article is an exploratory study on the above mentioned issues, wherein the relationship between certain independent variables identified as ‘personal values of executives, work values promoted by organizations’ and dependent variables construed as positive job outcome (satisfaction) and negative job outcome (stress and anxiety) was studied. The study also looked into the influence of ‘demanding job conditions’ on dependent variables. Data was collected using structured interview schedule as well as mailing questionnaire online from 150 junior-, middle- and senior-level managers working in service and manufacturing organizations in Mumbai. Stepwise multiple regression analysis was performed to find out strength of association among variables. Results reflect both positive and negative relationship between independent and outcome variables, suggesting that individuals’ values and work values in the organizations are related to perceived stress and anxiety as well as satisfaction among working professionals. Personal values predicting stress and anxiety are different from those predicting satisfaction. Demanding job conditions have negative impact on professionals as it leads to perception of stress, anxiety and dissatisfaction among professionals.

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Section: Discussionmentioning

confidence: 54%

Anxiety, Stress and Satisfaction among Professionals in Manufacturing and Service Organizations

Srivastava

2011

Vision: The Journal of Business Perspective

Self Cite

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“…Studies have established that leaders can make a captious difference in team performance and effectiveness (Hambley et al, 2007;Lievens et al, 1997;Morgeson et al, 2009;Zaccaro & Klimoski, 2002). In a study on the relationship between organizational support and managerial effectiveness, Srivastava and Sinha (2009) found team effectiveness was dependent on the leader's ability to assign definitive duties individually to team members while rewarding the employees' efforts. The leader's management style can both contribute to remote employee engagement and set the ambiance for the organizations' culture.…”

Section: Leading Remote Worker Challengesmentioning

confidence: 99%

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

Saurage-Altenloh¹,

Tate²,

Lartey³

et al. 2023

IBR

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With the current post-pandemic unpredictable work environment characterized by remote and hybrid work, the leadership culture of an organization is important in fostering a desirable working environment. Such a culture of leadership is modeled by leaders of the organization and instilled in new leaders, as leadership helps motivate, inspire, and engage employees. The purpose of this study was to analyze if the four types of leadership culture (mentoring, risk-taking, result-oriented, and coordinating) as determined by the Organizational Culture Assessment Instrument (OCAI) have a direct influence on the level of engagement of employees. To analyze the influence of organizational leadership culture on remote employee engagement, this study implemented a quantitative non-experimental correlational design. Remote employee engagement was measured using a validated instrument called EENDEED (Enhanced Engagement Nurtured by Determination, Efficacy, and Exchange Dimensions). Data were collected through an online survey from 325 participants, all remote workers in organizations within the United States and a multiple regression analysis was conducted. The findings of this study confirmed that there was a statistically significant relationship between an organization’s leadership culture and its employees’ level of engagement. In other words, the organization leadership culture as defined by OCAI contributes to employee engagement. Mentoring was shown to be the highest contributor in employee engagement. In other words, a mentoring-based leadership culture produced more engaged employees. While risk-taking and coordinating produced a statistically significant positive contribution to employee engagement, a result-oriented culture was not significant in contributing to employee engagement.

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Relationship between Organizational Support and Managerial Effectiveness: An Exploration

Cited by 2 publications

References 30 publications

Anxiety, Stress and Satisfaction among Professionals in Manufacturing and Service Organizations

Anxiety, Stress and Satisfaction among Professionals in Manufacturing and Service Organizations

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

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