Test the Moderating and Mediating role of organizational culture in the relationship between servant leadership and employees performance (an analytical research of the views of a sample of employees in Al Zawraa general company)

  • مصطفى حتوان رحيمة قسم ادارة الاعمال/ كلية العلوم الادارية والمالية / جامعة الامام جعفر الصادق (عليه السلام)
  • محمد عبد احمد
Keywords: Servant Leadership, Standing Back, Forgiveness, Authenticity, Employee Performance, Organizational Culture

Abstract

This research aims to study the expected role of organizational culture between the servant leadership in its dimensions (Standing Back, Forgiveness, and Authenticity) and the employees  performance in whether it is an moderating role that modifies the strength and direction of the relationship between the independent variable and the dependent variable or just a mechanism to transfer the effect of the independent variable on the dependent variable This is called the mediating role. The targeted research sample was represented by the employees working in Al-Zawraa Public Company and the research sample reached (76) individuals of different job levels. For the purpose of collecting data to conduct statistical analyzes, the research relied on the questionnaire as a main tool, as (100) questionnaires were distributed to the employees of Al-Zawraa General Company and the number of questionnaires retrieved was (79) Questionnaire for either valid for statistical analysis (76) Questionnaire. The data were analyzed using (AMOS) version 23 program. This research reached a set of conclusions, perhaps the most important of which is inferring the fact that organizational culture plays an interactive role and an intermediate role in the relationship between servant leadership and the performance of employees. The results of this study indicated the most important recommendations, which were represented in the necessity of the company adopting the servant leadership style because of its importance in enhancing the performance of employees and adopting an organizational culture that supports the empowerment of individuals and the orientation towards learning and creativity.

References

Ugheoke, Solomon Ozemoyah "Organizational Culture and Employee Performance: Moderation Effect of Transformational Leadership Style", Academic Journal of Business and Social Sciences, Vol. 3, p. 1-26, 2019.

Amir, Diah Astrini "the effect of servant leadership on organizational citizenship behavior: the role of trust in leader as a mediation and perceived organizational support as a moderation", Journal of Leadership in Organizations, Vol.1, No. 1, p. 1-16, 2019.

Van Dierendonck , Dirk and Nuijten, Inge "The Servant Leadership Survey: Development and Validation of a Multidimensional Measure", Journal of Business and Psychology, Vol.26, Issue 3 , p. 249–267, 2011.

Birhane, Getamesay “Determinant Factors Affecting Employees Job Performance The Case of Addis Ababa City Branches Wegagen Bank S.C”, Thesis submitted to Addis Ababa University School of Commerce in Partial Fulfillment of the Requirements for the Award of Masters of Arts Degree in Human Resource Management, Addis Ababa University Ethiopia, 2016.

Quy, V. Thi ], "Organizational Culture and Firm Performance A Comparative Study between Local and Foreign Companies Located in Ho Chi Minh City", International Journal of Scientific Research and Innovative Technology, Vol. 5 , No. 2, p. 45-53, 2018.

Thompson, Steven K.,” Sampling” 3ED, John Wiley & Sons, Inc., Hoboken, New Jersey, 2012.

Mayer, D. M., Bardes, M., & Piccolo, R. F. “Do servant-leaders help satisfy follower needs? An organizational justice perspective”. European Journal of Work and Organizational Psychology, Vol.17, No.2 p. 180-197, 2008.

Gau, L. A. and Van Dierendonck, Dirk "The impact of servant leadership on organizational commitment among the highly talented: the role of challenging work conditions and psychological empowerment", European J. International Management, Vol. 5, No. 5, p. 463-483, 2011.

Dennis, R. S., and Bocarnea, M. "Development of the servant leadership assessment instrument". Leadership & Organization Development Journal Vol. 26, Issue 8, p. 600–615, 2005.

Haar, J., Brougham, D., Roche, M. and Barney, A. "Servant Leadership and Work Engagement: The Mediating Role of Work-Life Balance", New Zealand Journal of Human Resources Management (NZJHRM), Vol. 17 no.2, p. 56-72, 2017.

Hale, J.R., & Fields, D.L. Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership, Vol. 3, No 4, p.397-417,2007.

[Greenleaf. R. K. "On becoming a servant leader". San Francisco: Jossey-Bass, 1996.

]13[Tariq, Zahrah and Ambali, Abdul Raufu " Examining Servant Leadership Attributes and Employee Trust", Asian Journal of Empirical Research, Vol.3, No.5 p. 551-562, 2013.

]14[Amah, Okechukwu Ethelbert "Servant Leadership Relationship with Leader- Member Exchange: The Moderating Role of Motivation-to-Serve and Motivation-to-Lead", International Journal of Management, Economics and Social Sciences, Vol. 4, No.3, p. 108 – 127, 2015.

]15[Burton, L. J., Welty Peachy, J., & Damon, Z. J. “Transformational, transactional, and servant leadership”. In J.K. Borland, G. M. Kane, & L. J. Burton (Eds.). Sport leadership in the 21st century (pp 43-63). Burlington, MA: Jones & Bartlett Learning, 2015.

]16[Laub ، James “Leveraging the Power of Servant Leadership”, published by the registered company Springer Nature Switzerland AG, Cham, Switzerland, 2018.

]17[Van Dierendonck, Dirk and Patterson, Kathleen “Practicing Servant Leadership: Developments in Implementation”، Springer International Publishing, Cham, Switzerland, 2018.

]18[Dahkoul, Z. M. "The Determinants of Employee Performance in Jordanian Organizations" Journal of Economics, Finance and Accounting, Vol. 5, Issue 1, pp. 137–143, 2018

]19[Razmjooei, P., Bozorginezhad, K., Jahromi, M. R. G., Managheb, S. E., & Zarei, R. "Mediating role of organizational culture in the relationship between servant leadership and job performance". Amazonia Investiga Journal, Vol. 7, Issue 12, p. 62–71, 2018.

]20[Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J., and Najjemba Muganga, G. "Training, employee engagement and employee performance: Evidence from Uganda’s health sector". Cogent Business and Management Journal, Vol. 5, Issue 1, p. 1–12, 2018.

]21[Robbins, S.P & Coulter, M ، "Management", (9th ed.)، Pearson Prentice Hall, New Jersey, 2007.

]22[Otoo, Frank Nana Kweku and Mishra, Mridula “Measuring the impact of human resource development (HRD) practices on employee performance in small and medium scale enterprises” European Journal of Training and Development, Vol. 42 No. 7/8, p. 517-534, 2018.

]23[Rotundo, Maria and Sackett, Paul R. "The Relative Importance of Task, Citizenship, and Counterproductive Performance to Global Ratings of Job Performance: A Policy-Capturing Approach", Journal of Applied Psychology, Vol. 87, No. 1, p. 66–80, 2002.

]24[Hattrup, Keith and Rock, Joanna "A Comparison of Predictor-Based and Criterion-Based Methods for Weighing Predictors to Reduce Adverse Impact ", Applied H.R.M. Research, Vol.7, No 1, p. 22-38, 2002.

]25[Borman, Walter C. and Motowidlo, Stephan J. "Task Performance and Contextual Performance: The Meaning for Personnel Selection Research" Human Performance, Vol.10, No.2, p. 99-109, 1997.

]26[Kappagoda, U. W. M. R. S. (2018). “Self-Efficacy, Task Performance and Contextual Performance: A Sri Lankan Experience”. Journal of Human Resource and Sustainability Studies, Vol. 6, Issue 02, p. 157–166, 2018.

]27[Mensah, James Kwame “A coalesced framework of talent management and employee performance: for further research and practice", International Journal of Productivity and Performance Management Vol. 64, Issue 4, p. 1-24, 2015.

]28[Pulakos, Elaine D., Arad, Sharon, Donovan, Michelle A., Plamondon, Kevin E.,"Adaptability in the Workplace: Development of a Taxonomy of Adaptive Performance", Journal of Applied Psychology, Vol. 85, No. 4, pp. 612-624, 2000.

]29[Griffin, M. A., Neal, A., and Neale, M. "The contribution of task performance and contextual performance to effectiveness: Investigating the role of situational constraints". Applied Psychology: an international review, Vol. 49, Issue 3, pp. 517–533, 2000.

]30[Ahmed, Mashal and Shafiq, Saim. "The Impact of Organizational Culture on Organizational Performance: A Case Study of Telecom Sector", Global Journal of Management and Business Research: Administration and Management, Vol. 14 Issue.3, p. 20-30, 2014.

]31[Cameron, Kim S. and Quinn, Robert E. Diagnosing and Changing Organizational Culture Based on the Competing Values Framework, 3Ed. Published by Jossey-Bass A Wiley Imprint, San Francisco, USA, 2011.

]32[Arnold, J., Silvester, J., Patterson, F., Robertson, I., Cooper, C., Burnes, B. “Work psychology understanding human behavior in the workplace” , 4Ed., Prentice Hall Financial Times, England, 2005.

]33[Pfister, Jan (2009) Managing Organizational Culture for Effective Internal Control from Practice to Theory, Springer Physica‐Verlag Berlin Heidelberg.

]34[Acar, A. Zafer and Acar, P. Narayana “Organizational Culture Types and Their Effects on Organizational Performance in Turkish Hospitals", Emerging Markets Journal, Vol. 3 No.3, p. 17-30, 2014.

]35[Rastegar, A. A., and Aghayan, S. "Impact of organizational culture on organizational commitment", Journal of Human Resource Management and Development, Vol.2, No.2, pp. 1–13, 2012.

Sinha, J. B. P. " Culture and organizational behavior", 1Ed., SAGE Publications India Pvt Ltd, New Delhi, India. 2008.

Hendryadi, Suratna, Suryani, & Purwanto, B. "Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services", Cogent Business and Management Journal, vol.6, issue.1, pp. 1-12, 2019.

Shifa, N., Razali, M., Salehuddin, M., Zahari, M., Ahmad, T., Ismail, T., and Jasim, A. R. "Relationship between Organizational Culture and Job Loyalty among Five-star and Four-star Hotel Employees", International Journal of Academic Research in Business and Social Sciences, Vol.8, No.15 , p. 14–32, 2018.

Belias, D., and Koustelios, A. "Organizational Culture and Job Satisfaction: A Review ", International review of management and marketing, Vol.4, No.2, p. 132-149, 2014.

Ashkanasy, N. M. & Jackson, C. R. A. “Organizational culture and climate”. Handbook of Industrial, Organizational Culture, Multiple Needs, and the Meaningfulness of Work: Cardador, M. Teresa and Rupp, Deborah E. -(2Ed.), p. (158-180), Sage Publications, USA, 2011.

Hartnell, Chad A., Yi Ou, Amy, and Kinicki , Angelo , Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework’s Theoretical Suppositions, Journal of Applied Psychology, Vol. 96, No. 4, p.677–694, 2011.

Asiedu, Elvis "Supportive Organizational Culture and Employee Job Satisfaction: A Critical Source of Competitive Advantage. A Case Study in a Selected Banking Company in Oxford, a City in the United Kingdom" International Journal of Economics & Management Sciences, Vol.4, No.7, p. 1-8, 2015.

Narayana, Ananta “A Critical Review of Organizational Culture on Employee Performance" American Journal of Engineering and Technology Management, Vol.2, No.5, p. 72-76, 2017.

Published
2020-12-31
How to Cite
رحيمةم., & احمدم. (2020). Test the Moderating and Mediating role of organizational culture in the relationship between servant leadership and employees performance (an analytical research of the views of a sample of employees in Al Zawraa general company). Journal of Techniques, 2(4), 16-32. https://doi.org/10.51173/jt.v2i4.241
Section
definition