The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia

The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia

In Saudi Arabia, public organizations have been associated with poor management and performance. Little is understood about the reasons behind such poor performance. Therefore, this study examined the effect of organizational culture and leadership styles on the performance of Saudi Arabia’s public...

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Main Author: Omira, Omar Diaj Bin
Format: Thesis
Language:eng
eng
Published: 2015
Subjects:
HF5549-5549.5 Personnel Management
Employment
Online Access:https://etd.uum.edu.my/5363/1/s91891.pdf
https://etd.uum.edu.my/5363/2/s91891_abstract.pdf
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institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Abdul Rahman, Hamzah
topic HF5549-5549.5 Personnel Management
Employment
spellingShingle HF5549-5549.5 Personnel Management
Employment
Omira, Omar Diaj Bin
The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia
description In Saudi Arabia, public organizations have been associated with poor management and performance. Little is understood about the reasons behind such poor performance. Therefore, this study examined the effect of organizational culture and leadership styles on the performance of Saudi Arabia’s public organizations, through the mediating factors of organizational commitment and job satisfaction. In this quantitative research, cross-sectional data of 400 employees working in 16 ministries of the Saudi Arabia government were obtained. The Partial Least Squares Structural Equation Modeling (PLS-SEM) was applied to test the hypotheses. The validity and reliability of the measurement and the structural models were confirmed. Findings showed a full mediation effect of organizational commitment on the relationship between organizational culture and organizational performance, but organizational commitment was found to partially mediate the relationship between leadership styles and organizational performance. No mediation of job satisfaction was found on the relationship between leadership styles and organizational performance and on the relationship between organizational culture and organizational performance. The findings add to the existing literature by integrating the factors that could enhance organizational performance. Based on the findings, the study recommends that public organizations in Saudi Arabia improve their organizational culture and appoint managers who have transactional and transformational qualities. By doing so, employee commitment is enhanced, which leads to a positive and significant impact on organizational performance. The implications for practice and for future research are also discussed.
format Thesis
qualification_name Ph.D.
qualification_level Doctorate
author Omira, Omar Diaj Bin
author_facet Omira, Omar Diaj Bin
author_sort Omira, Omar Diaj Bin
title The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia
title_short The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia
title_full The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia
title_fullStr The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia
title_full_unstemmed The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia
title_sort effect of leadership styles and organizational culture on organizational performance of the public sector in saudi arabia
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2015
url https://etd.uum.edu.my/5363/1/s91891.pdf
https://etd.uum.edu.my/5363/2/s91891_abstract.pdf
_version_ 1747827917499400192
spelling my-uum-etd.53632021-03-18T08:40:05Z The effect of leadership styles and organizational culture on organizational performance of the public sector in Saudi Arabia 2015 Omira, Omar Diaj Bin Abdul Rahman, Hamzah Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HF5549-5549.5 Personnel Management. Employment In Saudi Arabia, public organizations have been associated with poor management and performance. Little is understood about the reasons behind such poor performance. Therefore, this study examined the effect of organizational culture and leadership styles on the performance of Saudi Arabia’s public organizations, through the mediating factors of organizational commitment and job satisfaction. In this quantitative research, cross-sectional data of 400 employees working in 16 ministries of the Saudi Arabia government were obtained. The Partial Least Squares Structural Equation Modeling (PLS-SEM) was applied to test the hypotheses. The validity and reliability of the measurement and the structural models were confirmed. Findings showed a full mediation effect of organizational commitment on the relationship between organizational culture and organizational performance, but organizational commitment was found to partially mediate the relationship between leadership styles and organizational performance. No mediation of job satisfaction was found on the relationship between leadership styles and organizational performance and on the relationship between organizational culture and organizational performance. The findings add to the existing literature by integrating the factors that could enhance organizational performance. Based on the findings, the study recommends that public organizations in Saudi Arabia improve their organizational culture and appoint managers who have transactional and transformational qualities. By doing so, employee commitment is enhanced, which leads to a positive and significant impact on organizational performance. The implications for practice and for future research are also discussed. 2015 Thesis https://etd.uum.edu.my/5363/ https://etd.uum.edu.my/5363/1/s91891.pdf text eng public https://etd.uum.edu.my/5363/2/s91891_abstract.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Ahmad, S. (2012). Impact of Organizational Culture on Performance Management Practice in Pakistan, Business Intelligence Journal, 5 (1), 50-55 Acar, A (2012). Organizational culture, leadership styles and organizational commitment in Turkish logistics industry. 8th International Strategic Management Conference, 58(1), 217-226. Adnan, R., & Mubarak H. (2010). Role of transformational and transactional leadership on job satisfaction and career satisfaction. Business and Economic Horizons, 1(1), 29-38. Agle, B. Nagarajan, N. Sonnenfeld J., & Srinivasan, D. (2006). Does CEO charisma matter? 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