The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations

The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations

he main purpose of this study was to investigate the moderating effects of employees' characteristics (agreeableness, openness to experience, conscientiousness, and self-efficacy) on the relationships between leadership style and employees' job performance. Inconsistent findings in contemp...

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Main Author: Imhmed, Omar Imhmed Omar
Format: Thesis
Language:eng
eng
Published: 2016
Subjects:
HD28-70 Management
Industrial Management
Online Access:https://etd.uum.edu.my/7028/1/s92719_01.pdf
https://etd.uum.edu.my/7028/2/s92719_02.pdf
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id my-uum-etd.7028
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Sharif, Mohmad Yazam
Aliyu, Olayemi Abdullateefi
topic HD28-70 Management
Industrial Management
spellingShingle HD28-70 Management
Industrial Management
Imhmed, Omar Imhmed Omar
The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations
description he main purpose of this study was to investigate the moderating effects of employees' characteristics (agreeableness, openness to experience, conscientiousness, and self-efficacy) on the relationships between leadership style and employees' job performance. Inconsistent findings in contemporary literature on the relationships between leadership style and employees' performance further motivate this study. Due to these inconsistencies, a new research stream emerged which suggests the investigation of the effect of a third variable that may better explain the nature of these links. Many theories have emphasized the necessity to investigate the role that employees' characteristics play on the leader-employee relationship. This study integrated four theories such as the path-goal theory, leader-member exchange theory, social exchange theory and cognitive theory. A total of 35 leaders and 252 employees from national oil organizations in Libya participated in the study. The findings of this study revealed that transformational and transactional leadership styles were significant predictors of employees' job performance except organizational citizenship behaviours towards individuals (OCB-I). This study, however, supported the premises of the path-goal theory and the leader-member exchange theory, and it confirms the importance of employees' characteristics as a moderator on the relationship between leadership style and some dimensions of employees' job performance, i.e. innovative citizenship behaviours, organizational citizenship behaviours towards organizations, and task performance. While the effect of employees' openness to experience on the relationship between transformational style and innovative citizenship behaviours was positively significant, the impact of conscientiousness and self-efficacy on the relationship between transactional leadership and OCB-O, and between transformational leaders and task performance were negatively significant. These findings, therefore, strongly suggest the importance of employees’ characteristics in the selection process and it also supports the importance of employees' characteristics in the relationship between leaders and their employees.
format Thesis
qualification_name Ph.D.
qualification_level Doctorate
author Imhmed, Omar Imhmed Omar
author_facet Imhmed, Omar Imhmed Omar
author_sort Imhmed, Omar Imhmed Omar
title The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations
title_short The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations
title_full The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations
title_fullStr The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations
title_full_unstemmed The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations
title_sort moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in libyan oil organizations
granting_institution Universiti Utara Malaysia
granting_department School of Business Management
publishDate 2016
url https://etd.uum.edu.my/7028/1/s92719_01.pdf
https://etd.uum.edu.my/7028/2/s92719_02.pdf
_version_ 1747828147654492160
spelling my-uum-etd.70282021-04-05T02:39:18Z The moderating effects of employees' characteristics on the relationship between leadership styles and employees' job performance in Libyan oil organizations 2016 Imhmed, Omar Imhmed Omar Sharif, Mohmad Yazam Aliyu, Olayemi Abdullateefi School of Business Management School of Business Management HD28-70 Management. Industrial Management he main purpose of this study was to investigate the moderating effects of employees' characteristics (agreeableness, openness to experience, conscientiousness, and self-efficacy) on the relationships between leadership style and employees' job performance. Inconsistent findings in contemporary literature on the relationships between leadership style and employees' performance further motivate this study. Due to these inconsistencies, a new research stream emerged which suggests the investigation of the effect of a third variable that may better explain the nature of these links. Many theories have emphasized the necessity to investigate the role that employees' characteristics play on the leader-employee relationship. This study integrated four theories such as the path-goal theory, leader-member exchange theory, social exchange theory and cognitive theory. A total of 35 leaders and 252 employees from national oil organizations in Libya participated in the study. The findings of this study revealed that transformational and transactional leadership styles were significant predictors of employees' job performance except organizational citizenship behaviours towards individuals (OCB-I). This study, however, supported the premises of the path-goal theory and the leader-member exchange theory, and it confirms the importance of employees' characteristics as a moderator on the relationship between leadership style and some dimensions of employees' job performance, i.e. innovative citizenship behaviours, organizational citizenship behaviours towards organizations, and task performance. While the effect of employees' openness to experience on the relationship between transformational style and innovative citizenship behaviours was positively significant, the impact of conscientiousness and self-efficacy on the relationship between transactional leadership and OCB-O, and between transformational leaders and task performance were negatively significant. These findings, therefore, strongly suggest the importance of employees’ characteristics in the selection process and it also supports the importance of employees' characteristics in the relationship between leaders and their employees. 2016 Thesis https://etd.uum.edu.my/7028/ https://etd.uum.edu.my/7028/1/s92719_01.pdf text eng public https://etd.uum.edu.my/7028/2/s92719_02.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Abbas, Q., & Yaqoob, S. (2009). Effect of Leadership Development on Employee Performance in Pakistan, Pakistan Economic and Social Review, 42(2), 269 - 292. Aboajela, S. M. (2015). The Influence of Organisational Culture on Performance Measurement Systems in Libyan Higher Education. Doctoral thesis, University of Huddersfield. Abozed, M., Melaine, Y. & Saci, K. (2009). The Influence of Work Environmental Factors on Motivation to Transfer management Training: Case study of the Libyan Oil Industry, 4th Annual Conference Liverpool BEAN. Abubaker, A. (2008). 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