评估组织文化在银行部门组织领导与组织效率关系中的调节作用

IF 1.6 Q2 Business, Management and Accounting Evidence-based HRM-A Global Forum for Empirical Scholarship Pub Date : 2022-03-18 DOI:10.1108/ebhrm-07-2021-0143
Francisca Omama Koranteng, Faisal Iddris, Gabriel Dwomoh
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引用次数: 6

摘要

目的本研究旨在探讨组织文化在银行组织领导与组织文化关系中的调节作用。设计/方法/方法样本由加纳阿散蒂地区的331名全职银行员工组成。采用验证性因子分析对数据进行信度和效度检验,以结构方程模型为主要分析手段,在数据分析中采用SMART-PLS运行。研究结果表明,所有四种领导风格(变革型、交易型、服务型和可持续型)对银行的效率都有积极影响。组织文化对加纳银行效率也有直接的正向影响。研究发现,组织文化正向调节银行业组织领导与组织效率的关系。这意味着组织文化加强了银行业组织领导和组织效率之间的关系。研究局限性/影响-本研究的一个局限性是将组织文化视为一个复合变量,而不是考虑个体维度(氏族文化,民主文化,等级文化和市场文化)的影响。虽然使用复合变量在理论上没有错,但四个维度中的每一个都有独特的特征,可能对组织结果产生不同的影响,应该得到考虑。为了实现组织的战略成果,领导者要理解各种领导风格,以及如何将其转化为影响组织成果。过去的研究很少关注组织领导和组织文化之间的相互作用,以及这种相互作用如何影响组织效率。
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Assessing the moderating role of organizational culture in the relationship between organizational leadership and organizational efficiency in the banking sector
PurposeThis study aims to explore the moderating role of organizational culture in the relationship between organizational leadership and organizational culture in the banking sector.Design/methodology/approachThe sample comprised of 331 full-time bank employees in the Ashanti region of Ghana. The reliability and validity of the data were tested using confirmatory factor analysis, with structural equation modeling as the main means of analysis, run using SMART-PLS in the data analysis.FindingsThe study concluded that all four leadership styles (transformational, transactional, servant and sustainable leadership styles) had a positive effect on banks' efficiency. Organizational culture also had a direct positive effect on banks' efficiency in Ghana. The study concludes that organizational culture positively moderated the relationship between organizational leadership and organizational efficiency in the banking industry. This implies organizational culture strengthens the relationship between organizational leadership and organizational efficiency in the banking industry.Research limitations/implications– A limitation of this study was to consider organizational culture as a composite variable, instead of considering the effects of the individual dimensions (clan culture, adhocracy culture, hierarchy culture and market culture). Although using the composite variable was not theoretically wrong, each of the four dimensions had unique characteristics and may influence organizational outcomes differently, and should have been considered.Practical implicationsTo achieve strategic organizational outcomes, leaders are to comprehend the various leaderships styles and how they could be transformed to influence organizational outcomes.Originality/valuePast studies have paid limited attention to the interaction between organizational leadership and organizational culture, and how this affects organizational efficiency.
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CiteScore
2.70
自引率
6.20%
发文量
39
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