The Impact of Leadership Styles Used by the Academic Staff in the Jordanian Public Universities on Modifying Students' Behavior: A Field Study in the Northern Region of Jordan

Al-Khasawneh, Akif Lutfi; Futa, Sahar Moh'd

doi:10.5539/ijbm.v8n1p1

Cited by 22 publications

(24 citation statements)

References 13 publications

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“…Thus, workers who feel isolated and ignored by those above them in the hierarchyand, consequently, by the organisation itselfmay not feel the obligation to reciprocate that arises when the organisation looks after workers' interests and well-being. This situation may undermine any chances of developing OCB (Al-Khasawneh & Futa, 2013). Thus, the following proposition was tested:…”

Section: Ocb and Laissez-faire Leadershipmentioning

confidence: 99%

To engage or not to engage in organisational citizenship behaviour: that is the question!

Vázquez-Rodríguez

Castro

Pérez-Pico

2020

Economic Research-Ekonomska Istraživanja

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Organisational citizenship behaviour (OCB) can be defined as discretional, voluntary and useful informal behaviour that is not directly acknowledged by the organisation's formal reward system. Such behaviour refers to actions that go beyond performing the tasks defined as part of one's job. Previous studies have shown that organisations that promote OCB can notably improve their productivity and efficiency. It is therefore important to know what causes employees to engage in OCB rather than just limiting themselves to doing what is strictly expected at work. However, it is more important to know why they do not engage in OCB. Using a sample of public prison employees and the fsQCA method, this study examines how the combined effects of organisational characteristics, leadership behaviours and individual characteristics lead to the absence of OCB. The results indicate that the absence of affective commitment, or job satisfaction, or interactional justice is a necessary condition for the absence of OCB. Four conditions are identified as sufficient, and the absence of affective commitment and the presence of laissez-faire leadership are found to be the most relevant conditions for the absence of OCB. Managerial implications and directions for future studies are discussed at the end of the paper.

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Section: Ocb and Laissez-faire Leadershipmentioning

confidence: 99%

To engage or not to engage in organisational citizenship behaviour: that is the question!

Vázquez-Rodríguez

Castro

Pérez-Pico

2020

Economic Research-Ekonomska Istraživanja

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“…Effective leadership helps workers to perform and fulfill the organization's needs. They would be able to communicate clearly the organization's mission, vision, goals and create innovation to provide a sustainable competitive advantage (Al- Khasawneh & Moh'd Futa, 2013).…”

Section: Millennials' Leadership Attributesmentioning

confidence: 99%

The Generic Attributes of the New Millennial Leaders

Daud¹,

Hanafi²

2020

JAFEB

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As the millennials continue to mature and enter the workforce, it is important that employers understand what this generation expects from all aspects of their employment and leadership preferences in order to prepare them to be the next millennials leaders. The purpose of this research is to determine the generic attributes of the new millennial leaders in Malaysia. The survey is distributed among executives in the selected government-linked, multinational, and public-sector companies in Malaysia, with 237 (72%) of whom being millennials. Partial least square (PLS-SEM) via software SmartPLS 3.0 was applied to evaluate the measurement model and the structural model. Results from this study indicate that the attributes of the millennials leader are innovative (0.213), inspiration (0.128), and visionary (0.122). Thus, organization can focus on those attributes in preparing the millennials for being the next generation of leaders. This study offers important implications to researchers as well as practitioners, and highlights the leadership attributes that could help in enhancing millennials leadership. This study produces a new millennials leadership attributes model for millennials leaders in Malaysian companies; with millennials becoming the fastest-growing age groups in the organizations, this study will promote effective and efficient skills for the millennials.

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“…Leadership is crucial because a good leader builds effective relationships with stakeholders, thereby facilitating required organizational changes with minimal confrontation [23]. Good leaders can stimulate and encourage followers in a way that also results in a high degree of satisfaction, organizational citizenship and commitment [24].…”

Section: Similar Studies Have Been Carried Out In Organizational Contmentioning

confidence: 99%

The relationship between transformational leadership and job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia

Eroje

Appiah

Eroje

et al. 2019

Preprint

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Background Leadership has become the key issues in managing the organization, the emerging business and economic environments have forced organizations to be flexible, adaptive, entrepreneurial and innovative to meet changing demand of the present-day business environment. The purpose of the present study is to examine the relationship between the various dimensions of transformational leadership (predictor variable) and their effects on employees’ job satisfaction (criterion variable) in three selected Colleges (Medicine, Dentistry and Science) in King Khalid University. Methods The methodology employed in this study was a quantitative and cross-sectional correlational survey type of design Data collection was done using a questionnaire design that was directly administered to the participants. 250 questionnaires were sent to the participating three colleges (Medicine, Dentistry and Sciences). Results The findings of the multiple linear regression analysis indicated a weak positive association between transformational leadership behaviour and employees’ job satisfaction (R-value 0.386). The multiple linear regression analysis signifies a weak positive correlation between transformational leadership behaviour and job satisfaction (R-value 0.386). A p-value in Spearman’s rho that is less than the 0.05 level of significance indicated that there is a significant level of relationship which exists between transformational leadership behaviour and job satisfaction. Conclusions This study concluded that transformational leadership behaviour and its four dimensions showed a weak positive correlation with a statistically significant level of relationship between transformational leadership behaviour and employees’ job satisfaction among three selected colleges (Medicine, Dentistry and Sciences) in King Khalid University, Abha, Saudi Arabia.

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The Impact of Leadership Styles Used by the Academic Staff in the Jordanian Public Universities on Modifying Students' Behavior: A Field Study in the Northern Region of Jordan

Cited by 22 publications

References 13 publications

To engage or not to engage in organisational citizenship behaviour: that is the question!

To engage or not to engage in organisational citizenship behaviour: that is the question!

The Generic Attributes of the New Millennial Leaders

The relationship between transformational leadership and job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia

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