共查询到20条相似文献，搜索用时 578 毫秒
1.
Leadership is an important factor affecting organizational innovation. Many studies show that transformational leadership
has positive and significant influence on organizational innovation. Based on a literature review and previous work, this
study aims to investigate the influence of transformational leadership on organizational innovation and to examine whether
organizational learning is a mediator between their relationships. Structural equation modeling was used to test the model.
The research sample consisted of 330 teachers in charge of administration in postsecondary schools. The findings of this study
provide evidence that transformational leadership and organizational learning have significant positive relationship influence
on organizational innovation. The research also demonstrates that there is significant effect on the role of mediation in
organizational learning on the relationship between transformational leadership and organizational innovation. The study suggests
that if school principals use the strategies of transformational leadership and organizational learning at the same time,
organizational learning was highly effectiveness to achieve organizational innovation in the postsecondary schools. 相似文献
2.
Norshidah Nordin 《Asia Pacific Education Review》2012,13(2):239-249
Many factors contribute to the effectiveness in implementing organizational change. However, many change effort fail due to several factors such as lack of commitment, style of leadership, and emotional distress of the employees who have to implement the change. This study was intended to determine the influence of leadership behavior and organizational commitment on organizational readiness for change in a higher learning institution. It was based on a conceptual framework that combined part of an adapted model from organizational development and change theory. A total of 169 academic staff from the main and branch campuses UiTM throughout Malaysia were selected based on stage and cluster sampling to participate in this study. The result shows that there is a significant relationship between organizational commitment and leadership behavior on organizational readiness for change. The findings also revealed that 36.5% of the variance in readiness for change is explained by organizational commitment and transactional leadership behavior. In determining the role of the organization commitment as a moderating variable, the result of the study indicates significant moderating effect of affective commitment on the relationship between transformational leadership behavior and organizational readiness for change. This study implied that building organizational commitment as well as developing transformational and transactional leadership behavior could contribute to formulation of organizational readiness for change and subsequently lead to the success of a change program. 相似文献
3.
This project asked 202 randomly selected faculty members to evaluate the supportive and defensive communication and leadership behaviors of their department chair. The supportive behavior of problem orientation alone explained 43% of the variance in faculty ratings of chair job effectiveness. On the other hand, empathy explained 68% of the variance in faculty ratings of relational satisfaction with their department chair. In addition, a t test revealed that more effective chairs utilized all 6 of Gibb's supportive communication behaviors more, and 5 of 6 defensive behaviors less, than their more negatively evaluated peers. Second, a series of stepwise regression procedures explained 16% of the variance in bureaucracy scores, 69% of the variance in Machiavellianism, and 62% of the variance in transformational leadership. Finally, the communication behaviors of strategy, neutrality, and problem orientation explained 56% of the variance in faculty job satisfaction and strategy, neutrality, evaluation, gender, and age explained 41% of the variance in organizational commitment scores. 相似文献
4.
Familiarity with the strategies of Academic Corruption (AC) strengthens meritocracy values, increases participation, and education quality calls for the proper use of policies and cultural values by the higher education system. The purpose of this study was to examine the effect of lean culture (LC) on reducing AC with the mediation of positive organizational politics (POP). Statistical population of this research included faculty members of University of Sistan and Baluchestan, Iran. The method of this study was correlational, and it was conducted on faculty members of University of Sistan and Baluchestan with a sample of 185 people based on stratified random sampling method. The research tools included three questionnaires of lean culture questionnaire adapted from Maciąg model (Maciąg, 2019b), positive organizational policy questionnaire adapted from Kacmar and Carlson (1997); Nye and Witt (1993), & Sen et al. (2018) models and the researcher-made questionnaire of reduction of academic corruption adapted from Tierney and Sabharwal (2017) model. According to the findings, confirmatory validity, composite reliability, and Cranbach's alpha were reported to be appropriate in all the three tools. The analysis method was using Partial Least Squares (SmartPLS). The results showed that LC directly and indirectly was effective in reducing AC through POP. Moreover, LC had a direct effect on POP and POP had a direct effect on AC reduction. It could be stated that lean values besides positive organizational policy could play a constructive role in reducing AC; and reducing AC is somehow connected to cultural and political factors of higher education. 相似文献
5.
Two major questions related to organizational climate have existed in the organizational theory literature for the past twenty years. First, at what level of analysis should the construct of climate be operationalized (i.e., does climate have greater relevance at an organizationwide or subunit level?). Second, in what specific ways do organizations with positive climates differ from those with comparatively more negative climates. This study examines organizational climate in nine four-year public colleges and utilizes data from 2,937 respondents. The most significant findings are: (1) Climate does have relevance at the organizational level in that it distinguishes carnpuses from one another, but subunits, particularly academic departments, account for the largest proportion of variance; (2) administrators have significantly and consistently more positive perceptions of organizational climate than do faculty; (3) faculty at campuses with comparatively more positive climates report greater goal clarity and performance standards. 相似文献
6.
School autonomy in personnel policy is important to effective personnel management. With increased autonomy in personnel policy, principals could wield their leadership to improve teachers’ organizational commitment. However, little is known about whether the given autonomy in personnel policy meets principals’ expectation and whether and how the gap in between has an effect on teachers’ organizational commitment. This research explores the effects of autonomy gap in personnel policy, principal leadership, teachers’ self-efficacy and school contextual factors on teachers’ organizational commitment. Multilevel analysis was used. The results show the effects of autonomy gap in personnel policy differ among areas. In particular, the autonomy gap in salary was found to be a significant antecedent of teachers’ organizational commitment. The results also highlight the importance of principal leadership in this process. Principals with a stronger leadership tend to perceive generally a larger autonomy gap in personnel policy. In addition, when transformational leadership increased, its positive influence on teachers’ organizational commitment became even stronger. Implications for developing efficacious leadership and autonomy policy in personnel management were discussed. 相似文献
7.
Ali Bikmoradi Mats Brommels Alireza Shoghli Davoud Khorasani Zavareh Italo Masiello 《Higher Education》2009,57(4):417-427
In Iran, restructuring of medical education and the health care delivery system in 1985 resulted in a rapid shift from elite
to mass education, ultimately leading to an increase in the number of medical schools, faculties, and programs and as well
as some complications. This study aimed to investigate views on academic culture, values, and routines held by faculty members.
A nation-wide survey conducted in six public medical schools in Iran. The research findings show weak organizational culture
and values, together with routine behaviors sensed as a negative and low satisfaction with academic leadership. The research
evidence suggests bureaucracy, politicization, conservativeness, and centralization as common features of medical schools
in Iran and also suggests suitable supervisory skills to tackle the tension between governmental management and academic leadership
with cultural changes, the creation of new values, and adoption more efficient routines. 相似文献
8.
David K. Scott 《Quest (Human Kinetics)》2013,65(4):403-415
The purpose of this paper is to link concepts of organizational culture, traditionally viewed from a corporate perspective, to management of intercollegiate athletic organizations. Relevant literature is reviewed to identify definitions and components of organizational culture, as well as elements of cultural strength. The relationship of culture to transformational leadership is recognized and ideas regarding how culture has been deciphered and managed in a corporate setting are presented. In addition, a critical perspective regarding organizational culture is examined and recognition is given to the importance of democratic ideals in the development of a “positive” culture. Recognizing that strong positive culture in a corporate organization generally equates with overall success, the implications for athletic organizations are important. These implications are discussed, and suggestions for athletic administrators and head coaches regarding culture management in collegiate sport organizations are presented. 相似文献
9.
This study explores teacher learning in Vocational Education and Training colleges, combining organizational and psychological factors, such as transformational leadership, teamwork, and self-efficacy. 447 teachers participated in a survey study. Multilevel structural equation modeling was used to test 7 hypotheses derived from previous research. The results show that transformational leadership has direct and indirect effects on teacher learning as mediated by teamwork processes. Moreover, the impact of teamwork processes on teacher learning was mediated by self-efficacy. The study contributes to research on workplace learning by giving insight into the role organizational and psychological factors play in stimulating teacher learning. 相似文献
10.
11.
Kim A. Ridgway 《Performance Improvement Quarterly》2001,14(1):77-95
I investigated the relationship between transformational leadership practices, culture, and organizational effectiveness in 12 small manufacturing and service companies. Companies were separated into high‐and mixed‐performance groups based upon sales revenue, manpower levels, and above‐industry‐average profit margins. Only management completed the Leadership Practices Inventory (LPI). All respondents completed the Organizational Culture Profile (OCP). I expected to find high‐performance companies differed from mixed‐performance companies on leadership and culture. I expected to find a relationship between leadership and culture that explained performance. I expected to find high performance affected by multiple leaders and multiple cultures. Findings concluded no significant differences in leadership practices, although a pattern of responses suggested multiple levels of leadership only in high‐performance companies. On the OCP, high‐performance companies differed significantly on the value Emphasis on Rewards. Mixed‐performance companies differed significantly on Attention to Detail, Outcome Orientation, and Team Orientation. A relationship between Challenging the Process, Aggressiveness, and Team Orientation accounted for only 14% of the variance in effectiveness. 相似文献
12.
ABSTRACTThe purpose of this study is to investigate the relationships between organizational culture and academic performance among higher education institutions. The sample was composed of 647 faculty members working in the colleges of education, health, engineering, law, economics, and administrative sciences in four central research universities in Turkey. The Organizational Culture Assessment Instrument (OCAI) was used to describe organizational culture, whereas University Ranking by Academic Performance (URAP) data were used to investigate academic performance. A multilevel analysis in which one unit of analysis (i.e., faculty member) was nested within another (i.e., college) was performed. The original contribution made to the literature by this research is its examination of the relationships between organizational culture and tangible performance indicators (e.g., the number of academic publications and citations). Results show that three different culture types were observed in the universities: Innovative team culture, competitive culture, and hierarchic culture. Although significant relationships were found between academic performance and both competitive culture and innovative team culture, the sole significant predictor of academic performance was competitive culture. One particularly interesting finding was that whereas competitive culture was effective on quantitative indicators (i.e., number of publications and number of citations), only innovative team culture affected the indicators related to effectiveness (i.e., article impact level and citation impact level). 相似文献
13.
随着教育的变革与发展,教师组织公民行为对学校办学目标的实现起着日益重要的作用。如何更有效地激发教师积极主动的行为,成为当前关注的重点,分布式领导为此提供了新的思路。本研究以大学教师为研究对象开展调研分析并构建模型,探讨了分布式领导对大学教师组织公民行为的影响机制,研究发现组织信任、工作满意度与组织承诺在分布式领导与教师组织公民行为之间起着重要的中介作用。建议发展分布式领导的组织文化,使教师拥有充分的专业自主权和对重要事务的参与权,完善学术评价与激励机制,为教师发展提供平台与机会,同时注重对组织信任和工作满意度尤其是组织承诺水平的提升,从而使教师践行更多的组织公民行为,进而提高学术组织绩效、实现发展目标。 相似文献
14.
15.
Using the theory of reasoned action in combination with the Competing Values Framework of organizational leadership, our study examines how deans at Indonesian universities lead and manage their faculties. Based on a large-scale survey with responses from more than 200 Indonesian deans, the study empirically identifies a number of deanship styles: the Master, the Competitive Consultant, the Focused Team Captain, the Consensual Goal-Setter and the Informed Trust-Builder style. Further, the study investigates determinants of deans’ leadership styles, pointing at the important role of their attitudes towards leadership, while their perceived behavioural control only explains some of the styles. The study also suggests that faculty culture is important to take into consideration if we want to gain further understanding of the deanship, since culture turned out to effect the deans’ attitudes and hence their leadership style. 相似文献
16.
Art Lysons 《Research in higher education》1990,31(2):115-128
An important step in the process of organizational research is its classification into meaningful taxonomies (McKelvey, 1975). This article briefly describes the application of Jones and James' (1979) Perceived Climate Questionnaire involving senior-level staff from Australian higher educational institutions. Discriminant analysis using climate factors as the basis for testing hypothesized taxonomies of these organizations, involving leadership, work group, and organizationwide attributes, demonstrates their ability to successfully predict logical groups of organizations in the sample. The results both reinforce the relevance of contemporary management theories and demonstrate the importance of leadership styles in further organizational effectiveness studies in higher education. 相似文献
17.
18.
Dr. Timm C. Feld 《Zeitschrift für Erziehungswissenschaft》2010,13(1):83-98
This contribution investigates the developmental side of organizational learning. It starts out from the hypothesis that those conditions of successful learning and development competency, which can be externally influenced, are indeed independent of specific organizations and can be identified empirically. On the basis of the current results of an empirical investigation in the area of adult education, we will present a detailed profile of the requirements of a learning further education organization consisting of the dimensions organizational leadership, strategy, structure and culture, core competencies and treatment of knowledge and organizational environment. This profile was generated through a three-stepped research process combining theoretical, empirical and developmental approaches. 相似文献
19.
学校领导的研究已有100余年的历史,20世纪80年代后出现了两种占主导地位的领导范式:教学领导和转型领导。前者强调自上而下的控制;后者强调自下至上的参与式改革,是一种分享式的领导范式。教学领导凭借管理与控制组织成员导向既定的目标;转型领导则通过提升组织成员的期望值来憧憬、创造未来。鉴于两者的优点与不足,未来的领导范式将是两者的有机整合。 相似文献
20.
Nicholas Andreadis 《Performance Improvement》2009,48(1):5-11
The challenge for leaders today is to create and develop the capability of their organization. Leaders must perceive and manage their organization as a dynamic, open system where learning is the core competence underlying innovation, growth, and sustainability. Creating a culture of learning is the first work of leadership. This article presents a practical framework in which to consider organizational effectiveness, emphasizing the critical role of systems thinking and learning theory in organizational development. 相似文献