THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

Anas Abudaqa, Mohd Faiz, Norziani Dahalan, Hasan Almujaini

Abstract

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

Full Text:

PDF

References

References

Abdelmoumen, B. (2018). The influence of leadership styles on job performance in telecommunication company of Algeria (OTA). Universiti Utara Malaysia.

Aldoory, L., & Toth, E. (2004). Leadership and gender in public relations: Perceived effectiveness of transformational and transactional leadership styles. Journal of Public Relations Research, 16(2), 157-183. doi: https://doi.org/10.1207/s1532754xjprr1602_2

Arnold, K. A., Turner, N., Barling, J., Kelloway, E. K., & McKee, M. C. (2007). Transformational leadership and psychological well-being: the mediating role of meaningful work. Journal of occupational health psychology, 12(3), 193. doi: https://psycnet.apa.org/doi/10.1037/1076-8998.12.3.193

Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations: Sage.

Balozi, M. A. (2017). Examining individual, job and perceived organizational climate factors in relation to the knowledge sharing behavior. Universiti Utara Malaysia.

Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied psychology, 81(6), 827. doi: https://psycnet.apa.org/doi/10.1037/0021-9010.81.6.827

Bass, B. M., & Avolio, B. J. (1997). Concepts of leadership. Leadership: Understanding the dynamics of power and influence in organizations, 3-22.

Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership. Journal of Applied psychology, 80(4), 468. doi: https://psycnet.apa.org/doi/10.1037/0021-9010.80.4.468

Clarke, S. (2013). Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviours. Journal of occupational and organizational psychology, 86(1), 22-49. doi: https://doi.org/10.1111/j.2044-8325.2012.02064.x

Daniel, T. L. (1985). Managerial behaviors: Their relationship to perceived organizational climate in a high-technology company. Group & Organization Studies, 10(4), 413-428. doi: https://doi.org/10.1177%2F105960118501000404

Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of management Journal, 45(4), 735-744. doi: https://doi.org/10.5465/3069307

Gipson, A. N., Pfaff, D. L., Mendelsohn, D. B., Catenacci, L. T., & Burke, W. W. (2017). Women and leadership: Selection, development, leadership style, and performance. The Journal of Applied Behavioral Science, 53(1), 32-65.

Gould-Williams, J. (2007). HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government. The International Journal of Human Resource Management, 18(9), 1627-1647. doi: https://doi.org/10.1080/09585190701570700

Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied psychology, 78(6), 891. doi: https://psycnet.apa.org/doi/10.1037/0021-9010.78.6.891

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied psychology, 89(5), 755. doi: https://psycnet.apa.org/doi/10.1037/0021-9010.89.5.755

Keegan, A. E., & Den Hartog, D. N. (2004). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers. International journal of project management, 22(8), 609-617. doi: https://doi.org/10.1016/j.ijproman.2004.05.005

Köllen, T. (2016). Lessening the difference is more–the relationship between diversity management and the perceived organizational climate for gay men and lesbians. The International Journal of Human Resource Management, 27(17), 1967-1996. doi: https://doi.org/10.1080/09585192.2015.1088883

Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and psychological measurement, 30(3), 607-610.

Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of management review, 12(4), 648-657. doi: https://doi.org/10.5465/amr.1987.4306717

Li, H., Meng, L., Wang, Q., & Zhou, L.-A. (2008). Political connections, financing and firm performance: Evidence from Chinese private firms. Journal of development economics, 87(2), 283-299. doi: https://doi.org/10.1016/j.jdeveco.2007.03.001

Mesu, J., Sanders, K., & van Riemsdijk, M. (2015). Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises. Personnel Review.

Miceli, M. P., & Near, J. P. (1985). Characteristics of organizational climate and perceived wrongdoing associated with whistle‐blowing decisions. Personnel psychology, 38(3), 525-544. doi: https://doi.org/10.1111/j.1744-6570.1985.tb00558.x

Nguyen, T. T., Mia, L., Winata, L., & Chong, V. K. (2017). Effect of transformational-leadership style and management control system on managerial performance. Journal of Business Research, 70, 202-213.

Peterson, R. B. (1975). The interaction of technological process and perceived organizational climate in Norwegian firms. Academy of management Journal, 18(2), 288-299. doi: https://doi.org/10.5465/255531

Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of management Journal, 49(2), 327-340. doi: https://doi.org/10.5465/amj.2006.20786079

Shahin, A., Naftchali, J. S., & Pool, J. K. (2014). Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card. International Journal of Productivity and Performance Management. doi: https://doi.org/10.1108/IJPPM-03-2013-0044

Sosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received, and job‐related stress: a conceptual model and preliminary study. Journal of Organizational Behavior, 21(4), 365-390. doi: https://doi.org/10.1002/(SICI)1099-1379(200006)21:4%3C365::AID-JOB14%3E3.0.CO;2-H

Taştan, S. B., & Güçel, C. (2014). Explaining intrapreneurial behaviors of employees with perceived organizational climate and testing the mediating role of organizational identification: A research study among employees of Turkish innovative firms. Procedia-Social and Behavioral Sciences, 150, 862-871. doi: https://doi.org/10.1016/j.sbspro.2014.09.095

Törner, M., Pousette, A., Larsman, P., & Hemlin, S. (2017). Coping with paradoxical demands through an organizational climate of perceived organizational support: an empirical study among workers in construction and mining industry. The Journal of Applied Behavioral Science, 53(1), 117-141.

Refbacks

  • There are currently no refbacks.