Why do values affect leadership

These organizations see themselves as corporate citizens of the communities in which they serve and are committed to providing solutions to the most challenging social and environmental issues facing the world today.

A growing number of these organizations provide case studies and insights into the successful leadership of an organization committed to balancing the three principal pillars of values-driven companies: people, planet and profit. Values-Driven Leadership Framework Values-driven leadership realizes its full potential when espoused values are embodied by leadership and embraced by the entire organization.

Importance of Values-Driven Leadership Research on emerging global companies supports the perspective that leading high performance organizations require leaders to create visions that reach beyond the bottom line.

What is Values-Driven Leadership? What are Values-Driven Leaders? What are Values-Driven Companies? Search Submit Clear.

For H1 and H3, two sets of simple linear regression were used to assess the association between independent variable and dependent variable. For H2, hierarchical regression analysis was used to assess the independent association between leadership behavior and job satisfaction after controlling for the effect of organizational culture. The questionnaires used exploratory factor analysis.

We extracted 4 factors from the organizational culture via principal component analysis, used the Varimax of the rotation method, and named them: employee orientation, customer focus, emphasizing responsibility, and emphasizing cooperation. We extracted 4 factors from leadership behavior and named them: leader's encouragement and supportiveness to subordinates, leader giving subordinates a clear vision and trust, leader's behavior is consistent with organization's vision, and leader is persuasive in convincing subordinates to acknowledge the vision.

We extracted factors for job satisfaction and called them: working partners, rewards and welfare, superior and job recognition. The average score for organizational culture was between 3.

The average score for leadership behavior was between 3. The second highest score was 3. The average score for job satisfaction was between 3. The results also showed that organizational culture, leadership behavior and job satisfaction were positively associated with hypotheses one to three, which were supported see Table 3.

Table 4 presents the results of several regression analyses. The association among there three main variables was illustrated as Figure 1. The association between organizational culture, leadership behavior and job satisfaction. The values shown were standardized regression coefficient and value in parenthesis was partially standardized regression coefficient.

However, by adopting regression analysis, we also found that leadership behavior impacts on organizational culture. Laschinger et al. Mayo [ 30 ] argued that the key determinant of job satisfaction was group interaction, and highlighted the importance of good leadership and satisfying personal relations in the workplace.

Management and leadership behavior at the hospital affected nurses' job satisfaction [ 31 ]. The research also discovered that leadership behavior will also influence employee job satisfaction. As well as the above-described individual factors, the research also showed that factors at the organization level, such as the organizational culture, also have an effect on job satisfaction.

This result is consistent with the results of Gifford et al. It is recommended that it is also important for hospital administrators to establish a good organizational infrastructure in addition to improving the working environment in order to increase employee job satisfaction.

Decisions about patient care are often made by a team, rather than by a single individual [ 33 ]. To maintain open communication and better coordination, as well as avoiding possible conflicts, one must rely on the role of leaders to motivate the team to achieve the organization goal.

It was found that encouragement and support by leaders, their trust and clear vision, their consistent behavior in this regard and their ability to convince subordinates to acknowledge their vision, can all influence employee job satisfaction.

On the other hand, we found that the factors in achieving job satisfaction were not limited to the employee's working environment, but also included interactions between working partners.

Good health care requires good team behavior, so it is also recommended that hospital administrators not only establish relationships within the health care teams, but also work to improve these relationships to increase employee job satisfaction. Academics who study organizational culture as their research topic feel that organizational culture is complex. Other academics have found that organizational culture is also related to organization or employee efficiency.

Good examples are an organization's innovative ability [ 36 ], employee effectiveness e. Kane-Urrabazo [ 20 ] believed that a satisfactory work environment can be created by the employees when an organisation possesses a healthy culture and thus has a positive attitude towards employee work. Since a wide range of variables were included in our study, only a limited number of clinical nurses were interested in participating. Furthermore, only 2 hospitals were involved in this research; therefore, it is proposed that in view of the response rate, future research should consider adjusting the research variables.

Organizations face challenges in the external environment and changing internal context, and leaders will alter their behavior to adapt to these environment changes. Therefore it is proposed that longitudinal research methods can be adopted in future investigations into how changes in organizational context impact on leadership behavior. Will these changes create a brand new organization culture?

And how will these changes in leadership behavior influence employee behavior and their contribution to the organization? Administrators usually adjust their leadership behavior in order to reach the organizational goal. It is proposed that future research can explore the type of leadership behavior that will shape a particular culture within an organization.

Thus, administrators can achieve the objective of shaping a new organization culture by adopting different leadership behavior training programs. Culture within an organization is very important, playing a large role in whether or not the organization is a happy and healthy place to work [ 20 ].

Through communicating and promoting the organizational vision to subordinates, and in getting their acknowledgement of the vision, it is possible to influence their work behavior and attitudes. When there is good interaction between the leader and subordinates, there will be contributions to team communication and collaboration, and encouragement of subordinates to accomplish the mission and objectives assigned by the organization, which in turn enhances job satisfaction.

Google Scholar. In: A literature review. Journal of Advanced Nursing. Article PubMed Google Scholar. Watson Bill, Clarke Charlotte, Swallow Vera, Forster Stewart: Exploratory factor analysis of the research and development culture index among qualified nurses.

Journal of Clinical Nursing. Organization Science. Article Google Scholar. Lund Daulatram B: Organizational culture and job satisfaction. Casida Jesus, Pinto-Zipp Genevieve: Leadership-organizational culture relationship in nursing units of acute care hospitals.

Nursing Economic. PubMed Google Scholar. Organizational Dynamics. Cooke A, Green B: Developing the research capacity of departments of nursing and midwifery based in higher education: A review of the literature. Journal of Applied Behavioural Science. Anders Skogstad, Einarsen Stasle: The importance of a change-centred leadershipstyle in four organizational cultures.

Scandinavian Journal of Management. Lorentzon M: Authority, leadership and management in nursing. Brendan McCormack, Hopkins Eileen: The development of clinical leadership through supported reflective practice. Perra , Barbara Murdoch: Leadership: The key to quality outcomes. Journal of Nursing Care Quality. Sandra Swearingen: A journey to leadership: Designing a nursing leadership development program.

Journal of Continuing Education in Nursing. Jesus Casida, Pinto-Zipp Genevieve: Leadership-organizational culture relationship in Nursing units of acute care hospitals. Jen-Te Yang: Knowledge sharing: Investigating appropriate leadership roles and collaborative culture. Tourism Management. A Study of Social Theory and Underdevelopment. Bono, J. Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal , 46, — Cennamo, L.

Generational differences in work values, outcomes and person-organisation values fit. Journal of Managerial Psychology , 23, Cunningham, B. Researching organisational values and beliefs: The echo approach. USA: Greenwood publishing Group. Edwards, J. The value of value congruence. Journal of Applied Psychology , 94 3 , Erdogan, B.

Enhancing career benefits of employee proactive personality: The role of fit with jobs and organisations. Personnel Psychology , 58, — Fayol, H. Industrial and general administration. Coubrough, J. Original work published Grobler, S.

The future of organisations and organisational behaviour. University of Pretoria. Hoffman, B. A quantitative review of the relationship between person-organisation fit and behavioral outcomes.

Journal of Vocational Behavior , 68 3 , Hughes, R. Ethics and values. McGraw Hill Answers. Jaffe, T. How to link personal values with team values. American Society for Training and Development. Johnson, K. Rethinking company loyalty. Havard Business School. Jung, D. Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organisational Behavior , 21, — Klein, K.

On fire: Charismatic leadership and levels of analysis. Leadership Quarterly , 6, — Lagan, A. Three dimensional ethics. Australia: EContent Management. Lau, D. Feeling trusted by business leaders in China: Antecedents and the mediating role of value congruence. Asia Pacific Journal of Management , 24, — Locke, E.

The nature and consequences of job satisfaction. Dunnette Ed. Mitchell, T. America's problems and needed reforms: Confronting the ethic of personal advantage. Academy of Management Executive , 4, Murray, P. Contemporary issues in management and organisational behaviour.

Australia: Cengage Learning. National Research Council of Canada. Research in human behaviour. Canada: Author.