A Study of the Impact of Leadership Development Programme on Transformational Leadership, Innovation Culture and Organisational Performance at an Oil and Gas Company in Oman PDF Download
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Author: Mohamed Sulaiman Abdullah Albandari
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Author: Mohamed Sulaiman Abdullah Albandari
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Author: Leena Saleh Jassem Busaibe
Publisher:
ISBN:
Category : Corporate culture
Languages : en
Pages : 282
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Book Description
The United Arab Emirates (UAE) government's vision for 2021 revolves around the diversification of the economy. It therefore requires innovation in all sectors of the economy. Innovation may be either radical, changing business models and markets, or incremental, step-by-step improvements in products or processes. The Emirati government has tried to raise awareness of the importance of innovation and developed leadership programs to facilitate innovative practices. One focus is helping leaders understand the value of organizational culture, and how this can affect innovation. There are four main types of culture. Adhocracy is based on the need to boost employee productivity and increase flexibility in the workplace to address external challenges. The goal is to pursue an innovative strategy that increases creativity and increase flexibility in the workplace to address external challenges. The goal is to pursue an innovative strategy that increases creativity and fosters continuous improvement . A hierarchical culture focuses on development of routine and discipline in sustaining strict modes of operation. A market culture revolves around the development of strategic processes and policies to align with competitiveness in the business environment. a clan culture emphasizes shared values and goals and builds teams. this type of culture often improves employee development and levels of loyalty. There are also a number of different types of leadership behavior, which may affect innovation. Instrumental leadership supports goal development to achieve control and bolster team spirit. Supportive leadership focuses on development of sustainable relationship between followers and leaders within the organization. The importance of supportive leadership in encouraging innovation is through employee empowerment. It also helps to increase creativity and improve individual accountability. Participative leadership focuses on task execution. It influences motivation by allowing employees to participate in decision-making. Leaders use employee performance management to encourage particular behaviors among employees , such as creativity and innovation. This study empirically investigated the impact of organizational culture on leadership behavior and organizational innovation in the oil and gas industry in the United Arab Emirates (UAE). It is expected to shed light on the important role of the relational dynamics between organizational leadership and organizational culture on organizational innovation within the UAE oil and gas industry and how performance management techniques mediate the development and implementation of these innovations. The study hypothesized that there would be a significant positive relationship between leadership behavior or organizational culture, and organizational innovation, mediated by employee performance management. An integrated questionnaire survey was applied to 430 middle management employees in five major oil and gas organizations in the emirate of Abu Dhabi.The survey combined six demographic questions and four validated instruments on organizational culture, perceived leadership behavior, employee performance management and organizational innovation. The study found that organizational culture had a range of effects on innovation in oil and gas organizations in the UAE. Clan and adhocracy cultures both had positive impacts on radical and incremental innovation, but hierarchy and market cultures appeared to have no impact. All leadership behavior types had a positive impact on both radical and incremental innovation. All types of organizational culture apart from hierarchical also had a direct and positive impact on employee performance management. These results suggest that the role of management is crucial in determining the type of innovation in these organizations. Different types of leadership have varied effects on innovation, with participatory and instrumental leadership being the most important. The results also suggest that employee performance management is crucial for any kind of innovation. These findings suggest that it is important to understand the relationships between the study constructs to use them both effectively to deliver successful organizational innovations. The capacity to apply innovation as a strategic tool to improve productivity and competitiveness aligns with the level of employee involvement and the leadership styles used. Employee performance management appears to be an essential part of innovative practices in the organizations studied.
Author: Susan E. Murphy
Publisher: Psychology Press
ISBN: 0805843426
Category : Business & Economics
Languages : en
Pages : 306
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First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.
Author: Patterson, Tracy
Publisher: Center for Creative Leadership
ISBN: 160491646X
Category : Business & Economics
Languages : en
Pages : 178
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Book Description
This second edition of Evaluating the Impact of Leadership Development is a practical guide for human-resource professionals, consultants, managers, employees, and volunteers who have leadership-development or evaluation responsibilities in their organizations and want to enhance their practice and demonstrate the value of their work.
Author: Donnie Adams
Publisher: University of Malaya Press
ISBN: 967488145X
Category : Education
Languages : en
Pages : 92
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Book Description
This book, which is part of the Institute of Educational Leadership (IEL), University of Malaya book publication series, is written to help students better understand their research in Transformational and Distributed Leadership. The first objective is to provide access and visibility on past Transformational and Distributed Leadership Dissertations and Thesis at IEL to the public and other Higher Education Institutions, local and international. The second objective is to provide quick facts and information to postgraduate students in their quest for past dissertations and thesis. Thus, this will save time spent searching for each dissertation and thesis separately. The structure of the book is based on the students’ interest and need. The original full text of these dissertations and thesis can be accessed through the QR code provided at the end of each chapter. Future postgraduate students interested in Transformational and Distributed Leadership will also find this book useful. The book highlights what sort of research was done before, what kind of research is expected on Transformational and Distributed Leadership and finally how can they write a research proposal with a clear goal in mind.
Author: Brad Donald Lafferty
Publisher:
ISBN: 9781423559344
Category :
Languages : en
Pages : 127
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Book Description
This study investigated whether individual leadership style and characteristics are affected by leadership training. A quantitative approach was taken, using Sashkin's Visionary Leadership Theory (VLT) to study the effects of a certificated military leadership school, the U. S. Air Force Air Command and Staff College, located at Air University in Montgomery, Alabama. A recurrent institutional cycle research design was used to examine pre-training, post- training, one-year post-training, and two-year post-training scores for ACSC classes over a three-year period. Effects were measured immediately after the training intervention and one and two years later. Findings of this longitudinal study support VLT: a leadership development curriculum based on transformational leadership can result in significant increases in leadership self-assessment scores after the training intervention. Moreover, the findings suggest that exposure to the transformational leader (as well as to the organizational culture that leader has constructed) has long-term effects that continue long after the training intervention. That is, under those conditions trainees experience continued increases in self-assessed leadership scores, measured one and two years after the intervention. Exposure to the transformational curriculum alone did not produce such a continuing effect on trainee leadership development.
Author: Jennifer Martineau
Publisher: Center for Creative Leadership
ISBN: 9781882197767
Category : Business & Economics
Languages : en
Pages : 128
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Book Description
Approaching issues from an evaluative perspective enables leadership development professionals to consider multiple perspectives and draw lessons as a natural part of the way work is done.
Author: Gizachew Tilahun
Publisher: GRIN Verlag
ISBN: 3346392597
Category : Business & Economics
Languages : en
Pages : 96
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Book Description
Thesis (M.A.) from the year 2020 in the subject Leadership and Human Resource Management - Leadership, Ethiopian Civil Service University (Institute of leadership and governance), course: Leadership and good governance, language: English, abstract: The general objective of the study is to investigate the practice and role of transformational leadership on organizational performance in City government of Addis Ababa. Leaders have a vital role in motivating and inspiring employees to perform their job more than they originally expected from them. In this regard, transformational leadership gives emphasis on inherent motivation and followers’ development, which fits the needs of today’s complex work groups, who want to be inspired and empowered in order to achieve the predetermined goal of their organization. Thus, this study was conducted to assess the practice and role of transformational leadership on organizational performance in public organizations of AACA. To this end, concurrent research design was adopted. The study was conducted in fifty public organizations of two sub cities selected through stratified simple random sampling techniques. From these organizations, 431 participants were selected through proportionate, simple random and purposive sampling techniques. Questionnaires containing open and close-ended items and semi-structured interview were employed in the process of data gathering. The quantitative data were analyzed by utilizing frequency, percentages, mean, standard deviations, correlation, and regression. The data gathered through interviews and open-ended questions were categorized to groups to supplement the quantitative data.
Author: Manfred F. R. Kets de Vries
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Author: Chijioke Osuagwu
Publisher:
ISBN:
Category : Civil service
Languages : en
Pages : 0
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The main focus of public sector organizations is to provide efficient services to stakeholders and continuously adapt, redesign, and reinvent through effective LDPs. The qualitative flexible multiple case study explored what strategies and tools were implemented to measure and evaluate the effectiveness of LDPs to improve frontline leaders and the delivery of services to stakeholders in public sector organizations in Owerri-Imo State, Nigeria. Online surveys and semi-structured interviews were used to gather information to study the research problem. The online survey measured employees' perception of public sector frontline leaders and their impact on performance. The findings revealed ineffective frontline leadership, lack of trust, empathy, and mutual respect. Also, the findings revealed that employees' performance was affected by the leadership behaviors of frontline leaders. Interview responses were transcribed and analyzed using NVivo to identify themes relevant to the study. The themes identified include ineffective frontline leadership, lack of performance, lack of effective LDPs, political interference, self-centered behaviors, lack of strategies to measure and evaluate LDPs, and transformational leadership. The findings revealed the need for senior executives to implement strategies and tools to measure and evaluate the LDPs to improve frontline leadership and the delivery of services to stakeholders. Further, the study gave insight into the need to identify gaps and incorporate findings into LDPs to improve frontline leaders and deliver efficient services to stakeholders.
