Publication: أثر الثقافة التنظيمية في العلاقة بين الأنماط القيادية والأداء التنظيمي بمحافظ ظفار بسلطنة عمان
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Date
2024-05
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Abstract
This quantitative study aims to discuss and analyze the relationship between leadership styles and organizational performance in the Office of the Minister of State and Governor of Dhofar in Oman, with a focus on the role of organizational culture as a mediating variable over the period (2019: 2023). The problem of the study arises in the absence of the role of administrative leadership in solving the problems of employees in the office, and the weakness of oversight and follow-up from administrative leaders in the office. Therefore, it was necessary to know the dimensions of the prevailing organizational culture and the prevailing dimensions of organizational performance. Therefore, the study aimed to understand which leadership styles affect the dimensions of organizational performance, and to understand the role of organizational culture as a mediating variable on the relationship between leadership styles and organizational performance. The study relied on organizational performance theory, behavioral patterns theory, and resource theory to analyze leadership styles and their impact on organizational performance. This study used the descriptive analytical (quantitative) method, and the questionnaire was distributed to a group of employees in the office. The size of the study population was 3,316 employees, and a random sample of 348 employees was selected using the Krejci and Morgan table. The questionnaire was designed according to a five-point Likert scale, in light of the scales used in (8) studies. It consisted of (65) statements distributed into (4) sections. The statistical methods used in the Smart PLS program are descriptive analysis, discriminant validity, multiple linear correlation, structural modeling, direct effect testing, and mediating factor effect testing. The study findings showed; The most commonly used leadership style was the democratic style, followed by the transformational style, and the least of all leadership styles was the autocratic style. The findings also showed that there is a direct, statistically significant relationship between the leadership styles (democratic, transformational, and autocratic) and the achievement of tasks; At a rate of 55%, there was also a positive relationship between each of the leadership styles (democratic, transformative, and autocratic) and role fulfillment at a rate of 70%. And between the aforementioned leadership styles and the achievement of organizational goals by 73%. The findings also showed a relationship between leadership styles and organizational culture by 75%. As for the impact of organizational culture on organizational performance, the results showed a relationship between organizational culture and the achievement of job tasks amounted to 61%. There was an effect between the organizational culture and the fulfillment of roles by 56%, and between the organizational culture and the achievement of organizational goals by 73%. Thus, the findings showed that leadership styles affect job performance and organizational culture, and organizational culture affects organizational performance positively.
Description
Matric: 4160172 (FKP)
Keywords
Leadership styles, Organizational culture, Organizational performance, Governor of Dhofar, Job performance, Motivation, Organizational effectiveness, Personnel Management, Leadership
Citation
Al-Kathiri, Khalid Ganim Mohammed Alhazar (2024). ‘Athar al-thaqafat al-tanzimiyyat fi al-‘alaqah bayna al-anmat al-qiyadiyyah wa al-a’da al-tanzimi bi mahafiz Zifar bi Sultanat ‘Amman [The impact of organizational culture on the relationship between leadership styles and organizational performance in Dhofar Governorate, Oman]. Universiti Sains Islam Malaysia: USIM Research Repository.