Affiliation:
1. University Malaysia Terengganu, Malaysia
Abstract
When comparing actual outputs of an organization to its expected results, aims, and objectives, this is referred to as organizational performance (Abuzarqa, 2019; Al Khajeh, 2018). Therefore, this study is to determine the impact of organizational culture and leadership styles on the performance of Jordanian government organizations. The total number of respondents in this survey was 168, and they were divided into Jordanian government employees. The quantitative analysis test, which includes the validity test, reliability test, classic assumptions test, and hypothesis test, is used in the data analysis process. Organizational culture and leadership styles are independent variables in this study. Organizations’ performance is the dependent variable in this study. The findings of this study reveal that organizational culture and leadership styles have a significant or minor impact on the performance of Jordanian public organizations. The two independent variables have a significant point that supports the hypothesis. As a result, it is widely assumed that organizational culture and leadership styles have an impact on the functioning of Jordanian government organizations. Future studies may examine managerial support as a moderating variable between organizational culture and leadership styles and performance.
Subject
Organizational Behavior and Human Resource Management,Management Science and Operations Research,Finance
Reference58 articles.
1. Abasilim, U. D., Gberevbie, D. E., & Osibanjo, O. A. (2019). Leadership styles and employees’ commitment: Empirical evidence from Nigeria. Sage Open, 9(3). https://doi.org/10.1177/2158244019866287
2. Abdulrab, M., Zumrah, A. R., Almaamari, Q., Al-Tahitah, A. N., Isaac, O., & Ameen, A. (2018). The role of psychological empowerment as a mediating variable between perceived organizational support and organizational citizenship behaviour in Malaysian higher education institutions. International Journal of Management and Human Science (IJMHS), 2(3), 1–14. https://ejournal.lucp.net/index.php/ijmhs/article/view/812
3. Abuzarqa, R. (2019). The relationship between organizational culture, risk management and organizational performance. Cross-Cultural Management Journal, 21(1), 13–20. https://www.researchgate.net/publication/333248684_The_Relationship_Between_Organizational_Culture_Risk_Management_And_Organizational_Performance
4. Afsar, B., Masood, M., & Umrani, W. A. (2019). The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior. Personnel Review, 48(5), 1186–1208. https://doi.org/10.1108/PR-04-2018-0133
5. Akparep, J. Y., Jengre, E., & Mogre, A. A. (2019). The influence of leadership style on organizational performance at TumaKavi Development Association, Tamale, northern region of Ghana. Open Journal of Leadership, 8(1), 1–22. https://doi.org/10.4236/ojl.2019.81001
Cited by
4 articles.
订阅此论文施引文献
订阅此论文施引文献,注册后可以免费订阅5篇论文的施引文献,订阅后可以查看论文全部施引文献