LEADERSHIP STYLES CULTURE AND JOB SATISFACTION

Leadership Styles Organizational Culture And Job Satisfaction

Leadership Styles Organizational Culture and Job Satisfaction

Table of Contents

Introduction3

Theoretical Framework3

Measurement of The Variables And Data3

Leadership styles and the leadership gap3

Need satisfaction3

Organizational commitment3

Statistics3

Relationship between Need Satisfaction and Commitment3

Perceived and Preferred Leadership Styles3

Relationship between Leadership Styles And Commitment3

Discussion Of Results And Implications3

Introduction

Over the last decade a clear trend has developed in research on the concepts of organizational commitment (Reichers, 198.5) and culture (Schein, 1983, in an attempt to improve organizational effectiveness with the help of a more positive involvement and mobilization of the human resources of the organization. These relatively new ideas have of course stemmed from several earlier and well-known concepts such as satisfaction, morale, identification, job involvement, leadership, values, beliefs, climate, etc. to which they are either conceptually or causally related. Although they have generated valuable knowledge, the results of the relevant empirical studies so far conducted have not yet succeeded in fully elucidating the conceptual and causal relations linking these concepts (Miller and Monge, 1986; Curry et al., 1986). Moreover, apart from this primary drawback, almost all the studies in question deal with the environments of developed countries, mainly North America and Japan. Very few such studies have been conducted in developing countries and even fewer have dealt with countries at a middle level of development (Bhagat and McQuaid, 1982). It is therefore always necessary to verify the validity of the results of these studies, since it would be dangerous to generalize their findings to countries with different cultural, economic, social, political and ecological environments. The object of the present study is to test the relation between organizational commitment, need satisfaction and leadership styles among managers in Greece, since this country's particular environment differs from those of both the developed and the developing countries. My aim is to promote the commitment of Greek managers to their organizations, which in n turn is a necessary prerequisite for the further development of Greek management.

Theoretical Framework

Among the many definitions of organizational commitment or commitment to an organization (Morrow, 1983), that of Mowday, Porter and Steers has been widely adopted (Reichers, 1985). These authors define organizational commitment as the relative strength of the identification of the individual with and involvement in a particular organization. In light of this definition they suggest that organizational commitment has three primary components:

(a) a strong belief in and acceptance of the organization's goals and values, (b) a willingness to exert a considerable effort on behalf of the organization, and (c) a strong intent or desire to remain with the organization (Porter ef al., 1974).

The crucial importance of commitment to the organization's efficiency has been confirmed by numerous empirical studies (Angle and Perry, 1981; Steers, 1977; Stumpf and Hartman, 1984). These studies have demonstrated a negative correlation between commitment and labour turnover and, to a lesser extent, between commitment and other

"withdrawal" behaviour, such as declining performance, and increasing absenteeism and lateness. Some authors also maintain that commitment is a cause of job satisfaction rather than a ...