By Alexa Cortes Culwell Jul. Which raises the question: What if all social impact organizations held their leaders and staff accountable not only for what they accomplish, but also for how they accomplish it? In recent years, the social sector has largely focused on what it is achieving, emphasizing theories of change, performance metrics, and impact—or the end result.
Received Sep 3; Accepted May This article has been cited by other articles in PMC. Abstract Background Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior.
It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees. Methods A cross-sectional study was undertaken that focused on hospital nurses in Taiwan.
Data was collected using a Leaders and organizational culture questionnaire; questionnaires were distributed and valid questionnaires were returned.
Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction.
Results Organizational cultures were significantly positively correlated with leadership behavior and job satisfaction, and leadership behavior was significantly positively correlated with job satisfaction. Conclusions The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work.
In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes.
When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction. Because organizational culture reflects the values, beliefs and behavioral norms that are used by employees in an organization to give meaning to the situations that they encounter, it can influence the attitudes and behavior of the staff [ 2 ].
In other management fields, empirical research of organizational culture has involved the functionalist perspective, providing impressive evidence of the role of organizational culture in improving performance [ 4 ].
The pervasiveness of an organizational culture requires that management recognize its underpinning dimensions and its impact on employee-related variables, such as job satisfaction [ 5 ], organizational commitment [ 6 ], and performance [ 7 ].
Lund [ 5 ] believed that less research was done on the relationship between organizational culture and job satisfaction within the research topic of organizational culture and outcome.
The organization consists of the staff, with the behavior of its individual members affecting outcomes. Since cultural research within the nursing field is not common [ 8 ], it is necessary to explore the way the culture influences the behavior of the nursing staff, and in turn how the behavior of the staff influences the organizational outcome.
A two-dimensional model of leadership that focuses on the concern for people and production has been used for many years in organizational research [ 9 ]. In the late s, leadership research started focusing on behavior within organizational change and development [ 10 ].
Leadership implies authority in the broadest sense of the word and not simply the power to wield the stick [ 11 ]. It is based on objective factors, such as managerial ability, and more subjective characteristics that include personal qualities of the leaders.
The factors are of even greater importance given the current emerging culture of the nurse who has a clear and assertive vision about the nature of clinical practice [ 12 ]. Currently, there is a shortage of nurses in clinical care, and good leaders can help any attrition.TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE BERNARD M.
BASS BRUCE J. AVOLIO SUNY- Binghamton INTRODUCTION The organization's culture develops in large part from its leader-. One business buzzword we hear almost everyday is “culture,” as in, our organization has a “strong” or “innovative” or even a “toxic” culture.
Jul 23, · Changing an organization’s culture is one of the most difficult leadership challenges. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes.
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization. May 14, · Background.
Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL VOLUME 29, NUMBER 4, 1 Understanding Organizational Culture: A Key Leadership Asset.