What Organizational Culture and Leadership performance have to do with Trust, Job Satisfaction, Effects of Engagement, and Employee Turnover Intention
Posted: January 5th, 2023
What Organizational Culture and Leadership performance have to do with Trust, Job Satisfaction, Effects of Engagement, and Employee Turnover Intention
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Abstract
Businesses need proper guidance from leaders, but also require the establishment of effective organizational culture that provides people with the opportunity to excel and achieve individual and organizational goals. The study examined the connection between leadership performance and organizational culture on employees’ job satisfaction, trust, and confidence. The study revealed that employers who develop appropriate organizational culture and embrace measures that allow them to perform well as leaders have a better chance for enhancing job satisfaction, trust, and confidence. A quantitative study helped to gather relevant data and to understand how organizational culture and leadership performance influence performance.
What Organizational Culture and Leadership Performance have to do with Trust, Job Satisfaction, Effects of Engagement, and Employee Turnover Intention
Part I – Journal Manuscript
Introduction/Background
Overview of the Study
As the importance of leadership has become extensively comprehended, so requires an encouraging systematic environment to enhance employers and organisational effectiveness and job contentment, as well as the overall outcome and value for their firm (Deetz & Simpson, 2000; Grunig & Dozier, 2002). In addition, research studies have broadened conversation about effectiveness with regard to leadership and organizational performance into leadership. Recent researches have also acknowledged the critical aspects of leadership and affirmed that good leaders are important to enhance the strategic impact and value for the company (Aldoory & Toth, 2004; Choi & Choi, 2009; Meng & Berge, 2013).
While supportive organizational culture and leadership are perceived to enhance effective values at then organizational level, restricted research has been performed on the specific repercussions, such as trust and engagement) and traditional worker outcomes, such as employee satisfaction, that such situations could produce at the individual practitioner level, let alone the wider effects. It is important to choose how organizational culture and leadership prosperity will influence level of commitment, job satisfaction, and confidence among practitioners to achieve organizational goals and objectives. Participation and confidence happen to be the chief drivers of advanced work contentment among professionals, among other outcomes, when business environments are satisfactory and positive. Following the intricate aspect of the case, it is essential to embrace a balanced perception of all probable elements or partnerships.
Research Objectives
- The primary focus of the study was to examine positive organizational culture and excellent leadership proficiency and two related components for enhancing work confidence, dedication, and employee satisfaction. The two chief objectives in the research were:
- To evaluate the outcomes of two interrelated organizational conditions; supportive work environment or community and effective leader performance, on how professionals engage in their duties and on the level of confidence on the organization.
- To assess the implications of participation and trust on members of staff’s level of job satisfaction (Macey & Schneider, 2008; Macey et al., 2008).
Research Questions
- What are the possible effects of active participation and trust on practitioners’ job satisfaction as a classic worker outcome?
- What are the outcomes of two related organizational factors (excellent leader performance and supportive community) on workers’ work participation and level of confidence in their firms?
Before paying much attention to how organizational culture and excellent leadership practices influence organizational performance, it is essential to acquire valuable insight into some of the terms that have significant impact on how work culture and leadership determine job satisfaction and overall performance. The first concept is organizational culture, which The School of Life and Botton (2020) describe as guidelines describing the most effective approach to behave within the firm. Organizational culture comprises of shared perceptions and values formulated by organizational leaders and then communicated and reinforced through particular approaches, finally influencing worker views, behaviors, and knowledge. The School of Life and Botton (2020) describe organizational culture as a group of internal desires and behaviours in a firm. It encompasses ways of thinking, experiences, future aspirations, and beliefs. Organizations mostly focus forming cultures that fosters effective communication, effective leadership, and partnership. Another important term in this case is leadership performance, which refers to the strategies organizational leaders use to achieve impressive performance. Leaders need to form opportunities for feedback, allow time for self-reflection, and assess the clarity of the organizational vision to achieve impressive outcomes in leadership performance. Another term is job satisfaction, which refers to a feeling of enjoyment or fulfilment that employees achieve from their work (The School of Life and Botton, 2020). Organizational leaders need to understand the meaning of employee engagement, which refers to the length to which workers feel passionate about their duties, are dedicated to the firm, and put adequate effort into their duties. Employee engagement goes beyond taking part in events, games, or organizational activities, and requires considerable attention because it promotes performance. Another important term that is relevant to the study is turnover intention, which refers to a worker’s intention to willingly change organizations or jobs (The School of Life and Botton, 2020). Poor leadership practices is usually a major cause of turnover intention in many organizations. Finally, it is essential to pay considerable attention to organizational trust, which refers to a workers feeling of confidence that the company will perform activities that are advantageous, or not harmful to them.
Theory of Organizational Culture
Various studies have been conducted to understand the association between strategic strategy, interpersonal behavior, business relations and organization culture (Ouchi, 1981; Tsui et al., 2006; van Riel & Fombrun, 2009). According to Pettigrew (1979), studies on organizational effectiveness must recognize the critical position that internal organizational meaning may play. Internal organization background refers to the general and generally stable categories of organizational characteristics such as composition, community, authority and the political environment in which organizational operations are carried out. Moreover, differences in corporate success may be explained by the fit between organizational culture and policy (Pettigrew, 1979).
Another study indicates that organizational culture is characterized as a collection of shared beliefs, principles, and assumptions among an organization’s members (Schein, 1990). These shared beliefs affect corporate participants’ actions when they depend on the values to direct their judgments and activities, impacting the organization’s success (Barney, 1986; Tsui et al., 2006; van Riel & Fomburn, 2009). Organizational participants create a collection of mutually accepted ideas and beliefs about what is true, what is relevant, and how to react by seeing organizations as social- and rational-structural structures (Trice & Beyer, 1984). In addition, Schein (2010) builds on the concept of corporate culture by defining its features as a typical learning style of actions that can be passed down from one generation to the next.
Existing research suggests that corporate culture and productivity have a favorable association. Adaptability, continuity, commitment, and task are four dimensions of organizational culture that Denison and Mishra (1995) defined and validated as positively contributing to organizational effectiveness. The value of a responsive culture and system in promoting a sharing and collaborating culture across organizational borders was verified by Gold, Malhotra, and Segars (2001). A transparent and welcoming corporate community, according to Grunig et al. (2002), also increases communication practice efficiency.
In general, corporate culture theory asserts that it affects organizational activity by influencing its participants’ behavior (Schein, 1990, 2010). As a result, organizational culture emerges as a critical organizational prerequisite for increasing job participation and success among organizational participants. Organizational participants’ confidence in the association would be strengthened. The relationship between corporate culture and the actions of organizational participants is the theoretical foundation for our claim. With this basis, we also expect commitment and confidence to create a collective mediating impact when linking to professionals’ work satisfaction. Therefore, our first collection theories is:
H1a: Supportive corporate atmosphere can improve employee participation.
H1b: Supportive corporate culture can improve organizational confidence among professionals.
H1c: Work dedication and confidence of professionals in the company have a mutual mediating impact between positive corporate culture and overall employee satisfaction.
Leadership is another significant organizational condition when leaders significantly influence their organizations’ direction and decision-making (Porter & Nohria, 2010). Previous literature in management, organizational studies, and sociology have discussed leadership in details (Northouse, 2012). For example, some studies showed that preferred leadership styles among employer and employees differ by gender (Aldoory & Toth, 2004). Others find that many professionals favor transformative leadership (Werder & Holtzhausen, 2009). Zerfass and Huck (2007) noted that leadership contact could include affective, emotional, conative, and social aspects. Waters (2013) proposed using stewardship techniques to forecast leadership-building orientation.
Other studies have established the core characteristics and features of excellent leadership and built a seven-dimensional, interconnected model of excellent leadership (Meng et al., 2012; Meng & Berger, 2013). Another study by Berger and Meng (2014) extended leadership analysis into a global perspective to explore how outstanding leadership abilities should handle new challenges and how the discipline should help train communications executives for a complex, unpredictable future.
Work further underlines the connection between leadership and corporate culture. Porter and Nohria (2010) said executive leadership is the crucial shaper and creator of the corporate culture. Kouzes and Posner (2012) also stated leadership’s role in transferring the organization’s ethos and ideals from generation to generation and from leaders to followers. Research has reported related findings; a transparent and participatory contact mechanism promotes excellent leadership and practice (Berger & Heyman, 2007; Meg, 2014). Based on this and a similar study, we expect that when a contact leader displays outstanding realistic leadership, it makes organizational practitioners improve job participation and organizational confidence. In other terms, exceptional leader success directly affects the commitment and confidence of practitioners. Similarly, we expect that commitment and confidence mediate the impact of excellent leader success on work satisfaction. Our second collection of theories are:
H2a: Outstanding leadership success can improve employee motivation.
H2b: Outstanding leadership success can increase competent corporate confidence.
H2c: Role of commitment and confidence in the company’s employees would have a mutual mediating impact between excellent leader success and overall employee satisfaction.
Commitment, Loyalty, and Work Satisfaction
Employee engagement has gained much coverage in industrial analysis (e.g., Gallup’s Q12 Employee Engagement Survey). Academic studies associated employee engagement with corporate participation and citizenship activity (Saks, 2006). Empirical involvement studies established psychological issues such as meaningfulness, protection, and availability correlated with job engagement (Kahn, 1990). Job commitment is often linked to critical work-life areas such as workload, power, acknowledgment and compensation, contact and social encouragement, perceived justice, and appreciated work (Maslach et al., 2001). Schaufeli and Bakker (2004) indicated that workers are likely more loyal to their employer and less inclined to abandon their company. Results indicated that involvement is critical in forecasting employee success, corporate efficiency, and credibility (Gruman & Saks, 2011; Saks, 2006).
Engagement has recently become a standard paradigm in leadership sciences. Research has discussed many aspects of involvement and its connection to leadership, including the essential function of corporate social responsibility programs (Wang & Chaudhri, 2009). In addition, other studies have evaluated the impact of leadership characteristics, such as, CEO legitimacy and role on organizational integrity and employee engagement (Men, 2012). Thus, we will assess whether professionals’ contributions can be positively related to their confidence and overall work satisfaction.
H3: Job participation can favorably impact the trust of professionals in the enterprise.
H4: Work commitment can positively affect career satisfaction for practitioners.
Confidence is one of the primary markers of recognizing the public’s views of an organization’s partnership (Hon & Grunig, 1999; Morgan & Hunt, 1994). Confidence is considered not only as essential enabler of good relationships (e.g., Yuan, Feng, Lai & Collins, 2018) but also a weapon to create durable strategic advantages for alliances both internally and externally (e.g. Weber, Bauke, & Raibulet, 2016; Weber, Winder, Kroeger, & Wallace, 2017). The central function in building confidence has been verified in different contact contexts (e.g., Ki & Hon, 2007; Kin & Shin, 2006). Thus, we expect that confidence can directly influence the work satisfaction of professionals.
H5: Corporate confidence can have a positive effect on job satisfaction.
Lastly, recent research on employee engagement presents inclusive findings of building a welcoming community and climate inside the company to affect engagement (Saka, 2006) favorably. Moreover, the author’s argument stated the reasons to support supportive relationships between corporate culture, leadership success, and professionals’ perceived job involvement. Furthermore, this research proposes that improved involvement may motivate greater confidence and work satisfaction for practitioners. Given the forecasting functions of perceived work involvement, engagement can further mediate the relationship between professionals’ confidence and overall job satisfaction. This position was established in previous studies on employee engagement and job outcomes (e.g., Saks, 2006; Schaufeli & Bakker, 2004). We suggest the final hypothesis as follows.
H6: Work participation could further mediate the beneficial partnership between organizational confidence and overall job satisfaction.
The current study employed a quantitative methodology to evaluate how organizational culture and leadership performance is influenced by employees’ trust, job satisfaction, engagement, and turnover intention. A qualtircs design was be used to address the research problem. The advantage of using quantitative approach is to facilitate objective analysis through hypothesis testing. In addition, quantitative methods are less susceptible to researcher bias. The independent variables in the study were employee turnover intentions, job satisfaction, trust and engagement, while the dependent variable were organizational culture and leadership performance.
The participants included (125) employees. An online sample of the respondents was used to assess these study theories. Participants were selected using snowballing techniques where information about the study was sent to any employee who wanted to be part of the study. Targeted individuals were asked to transmit the message to others. All participants will give their consent before taking part in the survey.
All measurements that were included in this study were taken from existing earlier studies and specifically modified and customized for employees to accurately reflect their understanding and expectations of organizational culture, excellent leader success in leadership, work commitment, organizational confidence, and overall job satisfaction. The scale was based on a 5-point Likert scale: 1=Strongly disagree, 2=Disagree, 3=Neutral, 4=Agree, and 5=Strongly agree.
Hofstede’s organizational culture questionnaire was used to measure the employees’ perceptions of their company’s organizational culture. Hofstede’s (1990) organizational culture questionnaire addresses six dimensions of organizational culture, including process oriented vs. result oriented, employee oriented vs. job oriented, parochial vs. professional, open system vs. closed system, loose control vs. tight control, and normative vs. pragmatic. The scale was based on a 5-point Likert scale: 1=Strongly disagree, 2=Disagree, 3=Neutral, 4=Agree, and 5=Strongly agree. The scale has acceptable internal consistency as shown by the Cronbach’s alpha value (0.798) (Zeqiri & Alija, 2016).
Outstanding leadership Efficiency
The Multifactor Leadership Questionnaire (MLQ) was used to measure the employees’ perceptions about their company’s leadership performance. The questionnaire was based on a 5-point Likert scale: Not at All=1, Once in a While=2, Sometimes=3, Fairly Often=4, and Frequently if not always=5. The scale has a Cronbach’s alpha of .872, indicating that it is reliable (Miao et al., 2012).
Work engagement was assessed using Mensah employee engagement questionnaire. The questionnaire was based on a 5-point Likert ranging from Strongly Disagree=1 to Strongly Agree=5. The scale has adequate internal consistency with a Cronbach’s alpha of over 0.70.
The participants’ turnover intentions was measured using Roodt’s Turnover Intention Scale (TIS-6) (Roodt, 2004). The questionnaire had different 5-point Likert scales ranging from Never-Always, No Extent – To a Very Large Extent, and Highly Unlike – Highly Likely.
Job satisfaction was evaluated using Mensah job satisfaction survey. The survey was based on a 5-point Likert ranging from Strongly Disagree=1 to Strongly Agree=5. The survey had a Cronbach’s alpha value of over 0.70, indicating adequate internal consistency.
Trust
Employees; trust was measured using Shockley-Zalabak, Morreale, and Hackman’s (2010) organizational trust index. The scale was based on a 5-point Likert Scale ranging from Strongly Disagree=1 to Strongly Agree=5. The scale was validated to have adequate internal consistency.
Conceptually based model was used to represent the relationships between critical institutional environments (organizational culture and leadership performance) and their implications (engagement, confidence, and work satisfaction) to achieve these goals. Then, to assess the suggested partnerships, specified online survey was performed on employees in the identified companies taking part in the study (n=100). A holistic model was conducted to show specific complex interactions based on empirical experiments after introducing the statistical study’s methods and findings. The results of the study were discussed as well as their functional consequences.
The snowballing techniques allowed for the attraction of employees who had time to be part of the study and who were willing to give information that will help to respond to the research questions. The likelihood of making participants feel like they were being forced to be part of the study was down because only those who had interest in the study responded to available questions. Main demographic variables that were collected included age, gender, years of experience, and education level.
Data analysis played a significant part of bringing the actual structure and meaning of the information or data that will be collected during the survey. Since the collected data included both quantitative elements, I used SPSS and Excel Software to bring the correlations that exists between the collected variables. There are other various tests that were conducted on the availed data to ensure that the objective of the research is met by answering all the research questions (Anderson & Gerbing, 1988). For example, the study performed a t-test, which is a kind of inferential statistical approach utilized to determine whether there is substantial variation between the means of two factors, often the independent and dependent factors. The study found the standard deviation (SD), which is a statistic that examines the dispersion of the dataset in relation to its mean. The evaluator examined whether the data points were away from the mean, because this would mean there was significant deviation within the set. Thus, coming up with a data set that was more spread, the higher the SD.
Results/Findings
The findings gave valuable insight that helped to understand the possible effects of leadership excellence and organizational culture on work satisfaction and confidence in the organization. The study revealed that employees are more committed in their tasks when leaders embrace certain leadership approaches. Participants strongly agreed that they feel committed and confident when the organization constantly encourages workers to give their best in their duties, and when the organizational culture is in such a way that it sets new challenges for workers. Most workers, regardless of their age and educational level, strongly disagreed with the claim that the organization only cares for employees who perform well. Most participants regardless of their gender, age, education level, and years of experience either strongly disagreed or disagreed with the notion that the organization does not care much about the personal problem of the workers. A similar number of employees did not agree to the claim that the organization does not pay adequate attention to the working environment. The study revealed that more females than males with lower education qualifications thought that the organizational management focuses more on operational matters and less on managerial factors. On the other hand, the number of employees who strongly agreed and agreed the organization ensures that confidence and cooperation between departments is at an acceptable level is higher across the variables. However, not every worker shared the same perception because even some highly learned and highly skilled employees thought that the group does not put much effort into building cooperation and confidence between departments. A majority of employees strongly agreed and agreed that their management teams try to support members of staff through promotion, and also agreed that the firm ensures they receive feedback for supervisors on their performance. Overall, the participating employees strongly agreed and agreed that their organizations embrace organizational culture that restores confidence and encourages one to work harder.
The study revealed valuable information about how leadership influences employees’ perception, and how this impacts confidence and satisfaction. A majority of the participants regardless of their age, gender, level of skill, and education reported that once in a while their supervisors instill pride in them for being associated with the leader. However, those who agreed that their supervisors frequently if not always was considerably low. Most participants, both female and male and highly and lowly experienced employees recorded that their supervisor sometimes goes beyond self-interest for the group’s goodness. Furthermore, most participants across the variables felt that their supervisors fairly often act in a way that build their respect, and thought that their leaders fairly often show a sense of confidence and while executing their functions. Furthermore, the data showed that a significant portion of the participants across all variables strongly agreed and agreed that they care about the prosperity of the organization, although some female and male employees of different ages remained neutral about whether communication is good across all levels at the organization. Participants gave a positive impression about their organizations in the way learned and qualified employees agreed that they are proud of their companies and have developed a sense of belonging to the organization. However, the ratio between those who agreed that the organization rewards employee loyalty and those who remain neutral is almost the same. A significant number of workers also disagreed to this claim. A majority of female participants and highly qualified workers in terms of education and experience hope to build their career with the company.
An overview of the collected data revealed that a majority of the employees did not see themselves leaving the organization in the near future. Most participants have never considered leaving the job, although some have had the perception once or twice. Most of the participants agreed that they have become frustrated at least 1-2 times or 3-4 times when they lack the opportunity at work to achieve their personal work-related aspirations. A results showed that a significant portion of participants always dream of getting another work that would better suit their needs, but this could only happen when the current employer becomes less appealing in terms of providing needed provisions and creating a work environment that attracts workers. The high level of commitment workers, especially female employees show towards their work was evident in the way they reported that they 3-4 times look forward to another day at work similar to more qualified workers in terms of education and years of experience. Further evidence from the data revealed that most employees agreed their immediate supervisor talks positively about members of staff in lower positions such as subordinates, and agreed with the organization’s overall efficiency of operations although some disagreed with the claim. More males and high qualified workers felt satisfied with the organization’s position while others do not agree. Most workers agreed that they are affiliated to the organizations where they serve because of the many privileges and opportunities that are part of the organizational culture in their companies. A majority of the participants regardless of their gender, age, education, and years of experience thought that their companies allow them adequate time to interact with their peers, and give them the opportunity to share with the supervisor when things do not work as planned. However, a significant number of female patients disagreed that they have the opportunity to disagree with their supervisor, and that they have significant say in decisions impacting their work.
Discussion
The study gives valuable information about the factors that improve employee performance, especially when they feel that the working environment is conducive. The main question employers need to ask is whether they have all the qualities that workers need, and which are likely to enhance how everyone performs. Being able to demonstrate effective leadership requires employees to examine the various leadership styles and settle on one that receives praise from different scholars and workers (Aldoory & Toth, 2004). However, leaders should first understand what leadership entails before proceeding with the practice. They should know that leadership is the act of motivating a group of individuals in order to realize a common objective (Aldoory & Toth, 2004). Leaders need to know that leadership emanates from social influence, rather than strict seniority or structure. Thus, leaders can allow others to play leadership roles knowing that any person with the necessary skills, regardless of their place in the organization, can be a leader (Aldoory & Toth, 2004). Leaders need to know that successful stewards usually possess a combination of different leadership techniques, such as empathy, vision, motivation, and skillfulness (Aldoory & Toth, 2004). Nevertheless, the most prosperous leaders are flexible enough to adjust to the requirements of different contexts, applying their expansive set of leadership competence in order to attain their aspirations.
Leaders who want to achieve trust from their subjects and who want to build employees’ level of confidence and job satisfaction need to focus on particular leadership styles and disregard those that may not appear to be as effective and appreciated by scholars. It is imperative to embrace the democratic leadership style, which is also known as participative leadership. The approach entails the manager soliciting input from all team members, taking into account every person’s view before arriving on the final choice. Alternatively, a leader can embrace transformational leadership approach, which is characterized by the leader’s desire to transform the organization they work for. Competent and effective leaders who use transformational style aim at empowering their team members to advance company operations. Leaders who use servant leadership put the contentment of their workers above everything else, and believe that the personal and professional satisfaction of their team members will result in advanced quality of work. However, a leader is less likely to instill confidence in learners and may not create a satisfying environment when they practice autocratic leadership where the leader makes choices without consulting others. Even though the approach could be handy in circumstances where quick choices must be made, the technique could be scary to workers who may feel omitted in making organizational decisions. A leader who uses the laissez-faire leadership style may effectively engage workers and give them the confidence that they can work and handle operations with minimum supervision, but the problem with the technique is that it hampers the cohesiveness of the team, and create room for leaders to avoid their oversight roles. Therefore, leaders who want to build confidence, trust, and job satisfaction must identify and use the necessary leadership styles.
Achieving job satisfaction requires employers to consider several factors to achieve the best results. Workers are more likely to be happier to serve at the organization when they feel that its culture is one that fosters good relations with everyone regardless of their age, gender, education, and experience. The culture should be one where the management focuses on all matters on equal terms rather than paying much attention to certain areas while disregarding others (Barney, 1986). The organizational culture should be one that values promotions and employee growth because this is likely to facilitate the establishment of programs that empower members of staff and make them more competent and efficient (Adkins, 2015). A company that acknowledges the importance of promoting workers value the concept of self-actualization, which implies that workers reach a time when they want to explore their capabilities and make use of what they have gained from their working experience to elevate their lives and well-being. Members of staff prefer to be part of an organization where the group accepts new workers who do not encounter any hurdle fitting into the team. Employees have a higher chance of becoming more productive when they find it easier to fit into the organizational culture than when they find it hard to adjust to the working environment (Pettigrew, 1979). An organization that aspires to encourage good performance from employees need to foster an environment where employees are proud to be part of the company, and where their sense of belonging to the firm is strong. However, when employees disagree with the organizational attempts to reward loyalty, they may become less responsive and may not deliver as much as they would do when the group appreciates commitment and good work.
Organizational leaders may develop a work culture that promotes job satisfaction and confidence when they embrace measures that enhance trust at the workplace. Leaders should lead by example by always telling the truth and encouraging members of staff to also stick to the truth. Leaders need to create an environment where workers find it easier to admit when they do not know something rather than hiding, a decision that could worsen the case when one does not know their weakness and even if they know does not want to share it get help. Building trust offers the opportunity to share many things regardless of hierarchal patterns, and makes workers feel that they have a leader who caters for their needs and well-being.
Limitations of the study
Even though the study revealed valuable information about the possible connection between work culture and leadership and confidence and job satisfaction, it had several limitations that impact on its outcomes. One of the challenges is in the formulation of research aims and objectives were too broad, which required the researcher to embrace a broader perspective in gathering data and testing variables. The other limitation is that the sample size was not as large as possible to acquire a more comprehensive results about the effects of leadership performance and organizational culture. Another limitation is that the study only focused on a few employees in Dubai, which limited the nature of the findings. Finally, the other limitation in the study is that the data collection process did not allow for effective interaction with respondents, which made it hard to know their feelings and attitudes towards the research questions and the whole exercise. Nonetheless, the study is still helpful because the findings give practical lessons.
Conclusion
The study explained that significant relationship exist between effective organizational culture and proper leadership and job satisfaction and confidence. Furthermore, the study revealed that substantial relationship exist between trust and engagement on professionals’ job satisfaction. The study drew information from various scholarly works that gave valuable insight into the possible effects of trust, organizational culture, and leadership on individual and overall performance. Various sources helped to understand what organizational culture entails and how it influences employees’ perception towards their duties. The literature revealed that supportive organizational environment can enhance employee engagement, and that a supportive culture can elevate organizational confidence among members of staff. The study also showed that impressive leadership styles and success can enhance employee motivation and strengthen competent organizational confidence. Analyzing different literary works showed that the level of commitment, loyalty, and job satisfaction improve when the organization embraces a culture that everyone appreciates and when leaders use approaches that results in mutual relationship. The study used qualtircs to gather the relevant data from employees across Dubai working in different sectors. The employees gave their perception on whether they agreed or disagreed with impact of the organizational culture and leadership on their performance, which give a clear image of what factors employees appreciate and what elements increase the likelihood for achieving individual and organizational aspirations. Even though the study had certain limitations, it passes valuable lessons to both organizational leaders and employees who acquire valuable tips that may help to enhance to practices. However, failing to embrace some of the recommended measures could result in substantial failures and oppositions because some workers may feel that the organization does not offer the right conditions for effective work.
Part II – Executive Summary
Background, Rationale, and Aims of the Study
Organizations aspire to excel in everything they do, although it is only possible to achieve the success when several things exist. The study reiterated the importance of engaging in effective leadership practices because this increases the chances of achieving the targeted goals. The report identified leadership performance as a crucial determinant for organizational success in terms of employee satisfaction and building confidence among staff members. Leaders who perform their duties as it should happen enhance the level of trust, which also contributes towards excellence at the place of work. The rationale for conducting the study was to identify the connection between organizational culture and leadership performance and to study whether the identified elements have any connection. Specifically, the study sought to assess positive organizational culture and proper leadership proficiency and two connected aspects for developing work confidence, commitment, and satisfaction. The study aimed at evaluating the outcomes of two interconnected organizational elements (proper leadership performance and supportive work environment), on how professionals take part in their activities and on the level of confidence on the company. The study also aimed at examining the possible effects of engagement and trust on employee’s level of job satisfaction. These guiding factors are crucial in developing a comprehensive report.
Method of Collecting Data
I used a quantitative study to examine the possible effects of leadership performance and organizational culture on employees’ level of trust, job satisfaction, and level of confidence. Using the quantitative approach presented a better opportunity to perform objective analysis via testing the hypothesis. I used the quantitative technique because the researcher is not susceptible to biasness when conducting the research, a common problem that usually affects the outcomes of many researches. Specifically, the research used the qualtircs design, which allowed me to form surveys and form reports without being highly conversant with the use of sophisticated computer programs. Qualtrics was an effective research method for the study because it permits the researcher to conduct surveys and polls and get feedback using different means of distribution. The approach presented the chance to view and download results, which makes the technique more convenient. However, one must acquire some tips on how to use the survey tool to achieve the best results, taking into account that one may not know what elements to use to get the appropriate feedback when they entirely lack some insight into how the tool works. Using the approach offered a suitable chance to measure the connection between the independent and dependent variables, which offered a better chance to achieve the targeted goals.
Key Findings
The study revealed significant relationship between leadership performance and organizational culture and job satisfaction and trust. The study showed that when leaders do not embrace practices that do not facilitate organizational activities and workers performance, the level of trust among employees is likely to go down and employees may lose the confidence they have in their leaders and the who organization. The other key finding from the study is that workers feel motivated when leaders act in a way that shows competence and in a manner that focuses on improving employees’ well-being and good performance. The research findings show that leaders who do not focus on improving their performance and who do not develop an effective organizational culture are not likely to achieve the targeted aspirations.
Practical Implications of Findings
The findings give valuable information that may help leaders to understand what it takes to create a work environment that fosters good performance. Business leaders learn that achieving trust, employee satisfaction, and confidence requires them to take certain effective measures that would send the message that the group cares for the well-being of its workers. The findings encourage leaders to identify and implement measures that would help to achieve the targeted aspirations. For example, leaders understand the importance of learning about different leadership styles and assessing the effectiveness of the each of the recognized approaches before settling on the most appropriate one. The findings remind both organizational leaders and employees that it is not easy to achieve impressive results when the organizational culture is not conducive enough. Employees need to feel welcomed and should not have any challenges presenting their views and articulating practices that they think are the best for organizational success. Leaders learn the significance of engaging members of staff in finding the most effective operational techniques to avoid contradictions that could affect proper work progress and possibly tamper with overall performance. Nonetheless, failing to create an organizational culture that is inclusive and one which provides workers the chance to express their views may derail progress.
Limitations and Conclusions
The study had several limitations despite the fact that it presents valuable information about how leadership performance and organizational culture impact on employees. One of the limitations in the study is that the sample size was not large enough to acquire comprehensive findings about the study. The small sample allowed for interaction with restricted respondents, something that impacted on findings. The other limitation in the study is that it only focused on Dubai, which restricted the possibility of acquiring data that is comprehensive and inclusive. The findings would be more comprehensive if the study sought data from workers across the UAE and possibly other places to acquire concrete information about the effects of leadership performance and organizational culture on employees’ level of confidence and job satisfaction. The study concluded by urging leaders to engage in extensive research and consultations to acquire valuable tips on how to manage the workplace such that operations progress as anticipated. The study offers concrete lessons to both leaders and workers who learn the need to overcome constraints that could affect organizational performance such as inappropriate leadership techniques and undesirable organizational culture.
Part III – Project Management Report
I valued and appreciated various factors when conducting the quantitative study. First, I appreciated the effort in invested in interacting with various sources. Seeking information from different scholarly works expanded my knowledge about how leadership performance and organizational culture impact on workers and overall performance. Getting information from the scholarly works improved by research skills and offered me the opportunity to understand the areas that I must improve to achieve the best results. I have gained helpful tips about what needs to happen to identify the right sources, and I have gained additional insight into the various techniques for reading through the sources while not spending a lot of time in a particular publication. Writing the report is another factor that I deem as being helpful in helping me become a better researcher. I have sharpened my skills on how to write a project report that has all the key elements such as abstract, introduction, methodology, findings, and discussion. The skills and competence I gained from writing the report will help me to compose better reports in future, and will present the chance to avoid mistakes that could affect overall outcome. The other aspect that improved my insight into conducting a quantitative study is my interaction with various tools such as the SPSS model that requires one to employ advanced skills to achieve the best results. The information I acquired from using the model will help me perform similar studies in future with much ease, and increase my chances for presenting more convincing findings. Nevertheless, handling the study effectively does not imply that I did not encounter some hindrances in conducting the study and developing a comprehensive report about my findings.
I experienced certain challenges while completing the study that encouraged me to work harder to achieve the targeted results. One of the challenges is that I had to change the nature of my study due to unavoidable circumstances. I was supposed to perform a case study for a governmental organization in Dubai, but failed to proceed as planned due to absence of permission from relevant authorities and as a result of long communication processes. I had to make some adjustments to target any employed person, which resulted in prolonged submission for ethics application and the verification also came much later, which shortened the time for getting more employee responses. Another evident limitation in the research is that not every participant completed the study because whereas I got 182 responses, only 125 participated in the practice until the end. The primary reason for the unexpected response is that the survey was considerably long, and one had to take at least 8 minutes to complete the whole exercise. Another limitation I encountered in completing the survey is that the SPSS posed some significant challenges. I took time to understand how the analytical approach works by inquiring from different sources and interacting with various individuals who proficient in their use of SPSS. However, I put every effort in mastering how the analytical tool works to achieve the best result from the exercise. Despite the challenges, I still managed to achieve convincing results. Nevertheless, the limitations did not create much constraint into the process and despite the problems I still managed to complete the research. I hope to be keener when performing my next research to overcome similar challenges.
However, I plan to embrace certain measures to achieve effective results in conducting future researches. I will continue with research on different platforms to acquire as much information as possible about the various techniques for conducting a successful quantitative study. I plan to acquire more information from books, journal articles, class work, and through my interactions with others who are conversant with the various techniques for performing similar researches. I plan to overcome all my fears that could derail how I interact with others because this could deny me the chance to reach out to people who may equip me with valuable insight into what needs to happen to achieve the best results. I also look forwards to develop an effective guiding plan before commencing a research study in future. I hope to conduct a successful research by identifying an important subject that is worth investigating and focus my research and argument on the subject. I also plan to be as specific as possible to avoid errors that could affect the study process. My plan when conducting future researches is to be precise and straight to the point to pass the message without confusing the audience. I anticipate using the most effective approaches for developing a comprehensive report about the study to give a clear perception of my findings and to create a clear path for comparison with other scholarly works. Another factor I will consider when conducting future researches is to settle on a relatively larger sample that I can access with ease and handle without much complication. I am confident that embracing measures that will help me to improve my research skills and techniques will help me to overcome the challenges I experienced in the past study, and will give me a better chance to give more impactful findings.
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Appendices
Appendix 1
What is your gender?
Female
Male
What is your age?
Below 35
36-50
51-65
Over 65
What is your education level?
Less than high school
High school degree or equivalent
High Diploma
Bachelor’s degree
Master’s degree or above
Other (please specify)
How many years of experience in your current organization?
Less than a year
1-2 years
3-5 years
Over 5 years
Appendix 2
| Strongly Disagree | Disagree | Neutral | Agree | Strongly Agree | |
| The Organization always encourages employees to give the maximum in their duties. | |||||
| The Organization always set new challenges for its employees. | |||||
| The organization cares only for the work that the staff performs. | |||||
| The organization cares very little about the personal problems of the employees. | |||||
| The Organization pays little attention to the working environment. | |||||
| The management pays more attention to operational issues and less on managerial issues. | |||||
| The Organization insures that Cooperation and confidence between departments is at an appropriate level. | |||||
| The Organization takes into consideration that Changes are implemented in coordination with the staff requirements. | |||||
| Our management attempts to support staff in further promotion. | |||||
| The organization makes sure We always get feedback from supervisors on our performance. | |||||
| The organization’s supervisors are mostly interested in the undertaken initiatives than the result. | |||||
| The organization is open for the new employees and for the jobseekers. | |||||
| The organization provides all the possibilities for the new employees to quickly find support so that they can adapt at work and within the team. | |||||
| Organization’s new employees need only a few days to adjust to the working environment. | |||||
| Organization’s employees come late at during the appointed time of the meetings. | |||||
| Organization’s employees very rarely bring to mind the work costs (materials, equipment, etc.) | |||||
| The organization does not give very significant contributions to the society. | |||||
| Organization’s employees are more pragmatic than dogmatic. | |||||
| Not at All | Once in a While | Sometimes | Fairly Often | Frequently if not always | |
| My supervisor instills pride in me for being associated with him/her. | |||||
| My supervisor goes beyond self-interest for the good of the group. | |||||
| My supervisor acts in ways that build my respect. | |||||
| My supervisor displays a sense of power and confidence. | |||||
| Strongly Disagree | Disagree | Neutral | Agree | Strongly Agree | |
| I care about the success of this organization. | |||||
| Communication across all levels in this organization is good. | |||||
| I am proud to tell others that I am a member of this organization. | |||||
| I am prepared to put in a great deal of effort beyond what is normally expected in order to help this organization to succeed. | |||||
| I feel a strong sense of belonging to this organization. | |||||
| This organization recognizes and rewards employee loyalty. | |||||
| I plan to build my career with this organization. | |||||
| My supervisor creates a motivating and supportive work climate. | |||||
| My supervisor recognizes and values my ideas, suggestions, and opinions. | |||||
| Strongly Disagree | Disagree | Neutral | Agree | Strongly Agree | |
| The working conditions in my organization are good and safe. | |||||
| The organizational structure facilitates team work, which enhances effective accomplishment of tasks. | |||||
| Management has created an open and comfortable work environment. | |||||
| My superiors make themselves easily accessible to discuss issues pertaining to my job and personal needs. | |||||
| I receive recognition or praise for doing a good work. | |||||
| My performance is appraised and my progress discussed with me from time to time. | |||||
| Management treats me like a professional and allows me to use my discretion in my job. | |||||
| I am fully able to utilize my skills, abilities and experience in my present position. | |||||
| I have a clear understanding of performance standards and expectations to successfully perform my job. | |||||
| My work gives me a feeling of personal accomplishment. | |||||
| I can work autonomously on my work assignments. | |||||
| Never | 1-2 | 3-4 | 5 | Always | |
| How often have you considered leaving your job? | |||||
| How often are you frustrated when not given the opportunity at work to achieve your personal work-related goals? | |||||
| How often do you dream about getting another job that will better suit your personal needs? | |||||
| How often do you look forward to another day at work? | |||||
| Highly Unlikely | 1-2 | 3-4 | 5 | Highly Likely | |
| How likely you to accept another job at the same compensation are level should it be offered to you? | |||||
| To no extent | 1-2 | 3-4 | 5 | To a very large extent | |
| To what extent is your current job satisfying your personal needs? | |||||
| Strongly Disagree | Disagree | Neutral | Agree | Strongly Agree | |
| My immediate supervisor speaks positively about subordinates in front of others. | |||||
| I am highly satisfied with the organization’s overall efficiency of operation. | |||||
| I am highly satisfied with the overall quality of the products and/or services of the organization. | |||||
| I am highly satisfied with the capacity of the organization to achieve its objectives. | |||||
| I am highly satisfied with the capability of the organization’s employees. | |||||
| I feel connected to my peers. | |||||
| I feel connected to my organization. | |||||
| I feel connected to my immediate supervisor. | |||||
| My values are similar to the values of my peers. | |||||
| My values are similar to the values of my immediate supervisor. | |||||
| I can tell my immediate supervisor when things are going wrong. | |||||
| I am free to disagree with my immediate supervisor. | |||||
| I have a say in decisions that affect my job. | |||||
| My immediate supervisor keeps confidences. | |||||
| I receive adequate information regarding how well I am doing in my job. | |||||
| I receive adequate information regarding how I am being evaluated. | |||||
| I receive adequate information regarding how my job-related problems are handled. |
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