The interaction between leadership and organizational

Received Sep 3; Accepted May This article has been cited by other articles in PMC. Abstract Background Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior.

The interaction between leadership and organizational

Open in a separate window The meaning of well-being in the workplace The analysis of the responses from 72 subjects identified statements referring to the first issue that flow into four main categories articulated in 14 more specific elements see Table II.

Acceptance of the rules The first category that stands out is the acceptance of the rules 76 statements. In general, it is stated that a clear definition and acceptance of the rules constitutes a fundamental basis of well-being in the workplace.

In specific terms, there are four elements. Transparency in communication between colleagues 26 statements This affirms that when employees openly exchange information in their possession they can work under better conditions both in personal and organizational terms. In other words, the ability to reduce overlaps and conflicts promotes mutual acceptance and well-being.

They say that what matters is the result, but things should be done according to certain criteria.

Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction

There must be strict compliance with protocol, clarity of what you should and you can do, all this leads to worker well-being. Sharing the company vision 22 statements It includes a series of statements that highlight the importance of a hierarchy capable of listening and sharing the organizational vision as well its standards.

There is also a critical reference to a personalized or paternalistic approach, which contrasts with an expectation of the common definition of goals. This category contains three specific elements. Knowing how to listen 23 statements This element refers to a general ability in mutual listening skills and attention to others as a practice that creates positive working conditions.

If one is elastic well-being is improved; if one is rigid well-being is adversely affected. Being motivated by work content 20 statements A part of well-being depends on satisfaction with what employers do.

Values The first category was defined as values 59 statementswhich contains three specific elements. Respect 24 statements It's the acceptance of mutual responsibilities, both professional and personal, as well as acceptance of the value of the organization itself.

Fluid organization 22 statements It is required in order to define a quality of organizational processes that are linear, without procedural dysfunctions and rigid personal interpretations. This synergy should result from the motivation of the individual and the organization's desire for achievement.

Comfort 15 statements It's a set of factors light, heat, space, etc. Being positive The first category was defined as being positive 76 statements.

The interaction between leadership and organizational

Positivity is an individual attitude that expresses a force arising from self-esteem, confidence and consistency, features that allow a person to contribute to the opening of new horizons, optimism and organizational reliability.

In reference to this category five specific elements emerge. Being proactive 24 statements It refers to a proactive approach towards others and the organization, an active and confident disposition in proposing actions and solutions. The word communication is used numerous times and across all dimensions: In an attempt to focus on a more specific dimension related to the organizational context, four specific elements emerge.

Openness 23 statements It is a dynamic characteristic of sociability and helpfulness in work relationships.

The interaction between leadership and organizational

I would also like to think with joy of work. Stamina and the ability to manage on the occasions when requirements appear to exceed resources creating the inevitable tensions are described as attributes that help an individual go through organizational life generating positivity and protecting basic well-being.

Three specific elements emerge. Showing tenacity and refusing to give up 18 statements To be determined and not to become discouraged are described as individual characteristics that ensure the rewards of well-being. We must never lose hope in the power of communication.

This is an area that refers to features perceived as specials: Within this category two specific elements can be found. Creativity 16 statements It refers to the use of imagination in dealing with problems and the ability to see problems from new angles. Well-being is a closeness between me and the other person.

In particular, the analysis of the sample episodes narrated by the subjects allowed us to focus on two aspects. The first aspect is referred to the conviction that well-being in the workplace is a phenomenon in which two directions of organizational operation are dynamically integrated.

The second direction is formed by the organizational actions of individuals and groups, or a bottom-up direction that could—if embraced by many individuals—become long-term well-being. Furthermore, it is evident that if some people tend to represent well-being in a dichotomous manner, separating an ideal from a real dimension, so that judgment may tend to focus on one of these two polarities forgetting the other, some others are able to overcome this simplification asserting that the well-being is dynamically placed between the level of what should be and the level of what is.

More specifically, the research was divided into three parts. The first category highlighted—acceptance of the rules—clearly expresses a perception that corporate rules are described as a source of well-being if there is interplay of transparency and organizational behaviour.

The second category—participatory hierarchy—emphasizes that the lack of barriers, sharing and involvement in hierarchical relationships is seen as an element of well-being. The third category—positive relations and working climate—returns once again to the perception of well-being as a positive quality of interpersonal relationships, regardless of the rules and position held.Interaction Associates' Facilitative Leadership® workshop explores the relationship between leadership and participation and offers a proven method for turning obstacles into opportunities.

Seven Leadership Practices provide a framework for improving the effectiveness of team, project, and organizational leaders. Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior.

Administrators usually adjust their leadership behavior to accomplish. Examining the Interaction Between Leadership Style and Organizational Justice and its Effect on Organizational Commitment, Job Satisfaction, and Work Stress Authors Gregory Lucas Kedenburg, Western Kentucky University Follow.

Where organizational culture also could be defined as the consistent number of meaning and symbols that lead to social interaction (Alvesson, ). The relation between leadership and. Journal of Business Studies Quarterly , Volume 6, Number 1 ISSN The Relationship between Leadership and Management: Instructional.

The interaction between Leadership and organizational performance Change is an inevitable that we must be admitted. There is no any era changes fast and has severe impact as the present.

"Examining the Interaction Between Leadership Style and Organizational " by Gregory Lucas Kedenburg