Table 2: | Coding and categorization of the reviewed literature |
Fig. 3: | Geographical area of the reviewed literature |
Fig. 4: | Objectives of the reviewed literature Empirical study, B: Case study, C: Literature review, D: Conceptual and E: Others |
As depicted by Fig. 2 , majority of the studies 14 , 17 , 22 , 26 were not country specific. None of the reviewed studies focused on underdeveloped countries, 13.45% of the studies 18 , 21 deal with developed countries, 5.88% studies had been done in the context of developing and emerging countries, while 5.04% of the research articles belong to the context of both developed and developing and emerging countries. This revealed that studies on leadership and organizational issues pertaining to the underdeveloped country were lacking. This indicated a major research gap that needs to be investigated in future research.
Geographical area: For this category, seven geographical regions have been used namely USA, UK, France, Germany, China, India and Islamic countries represented by codes A to G respectively. Code H is assigned to the papers that do not belong to any of these countries. In case research was not country specific, code I is used. Figure 3 shows the analyses of codes based on the geographical area. Figure 3 showed that majority 19 , 22 , 25 of research articles (75%) were not specific to any geographical area, 6% of the studies belong to USA and 8% deal with other countries, 5% research articles focus on China, while 1% do not belong to any of these countries.
Objective: The third classification refers to identifying the objectives of the analyzed papers. Code A is assigned to the empirical studies, code B is assigned for case study method, code C is assigned to the articles based on theoretical and methodological contribution, code D is used for conceptual studies focusing on concept or theory explaining the phenomenon, code E has been assigned to studies belonging to any other category. The results as shown in Fig. 4 revealed that 69% of the reviewed papers 14 , 16 , 17 , 22 , 24 , 26 employ the empirical method, while 18% were conceptual studies, 6% use case study method and literature review.
Main subjects: The next classification was based on the main subject of the research articles reviewed for systematic review as A, B, C and D. It depicts the focus point of the study. The key subjects taken for the coding are leadership motivation, leadership excellence, leadership communication and others. As shown by Fig. 5 , the main focus of maximum research in the articles studied 18 , 22 , 26 was on leadership excellence (29%). 4% of the articles are relate to leadership motivation and 4% to leadership communication.
Fig. 5: | Main subjects of the reviewed literature |
Fig. 6: | Main subjects of the reviewed literature |
The remaining articles focus on other than the given subjects. The combinations studied are leadership motivation and excellence (5%), Leadership excellence and others (8%). The analysis of main subject shows that there are certain avenues open for the researchers in study of leadership motivation and leadership communication, though the previous researchers have focused on leadership excellence.
Topics: This classification was based on identification of the main topic of research. The codes assigned for this category range from A to, I. This classification further narrows down the research area t chosen in the previous category. It includes topics resembling leadership style in general, moderating factors, quitting intentions, leadership perception and role in learning, effect on job performance, work satisfaction, virtual leadership and others.
As shown in Fig. 6 , many code combinations had got developed while analyzing the papers for this category. The topics emerged during the research were the combination of two or more subjects. About 6% of the papers focused on moderating factors and effect on job performance, 8% study other factors along with moderating factors, 5% cover effect on job performance, work satisfaction with grouping of other topics. All the other combinations of codes contribute to only 1%. Only few articles focus on a single topic.
Fig. 7: | Leadership style evaluated by the reviewed literature |
Fig. 8: | Type of organization |
Fig. 9: | Time period studied by the reviewed literature |
Leadership style evaluated: This classification is an attempt to categorize the leadership style evaluated in the papers studied, coded from A to H ( Fig. 7 ).
Fig. 10: | Method of research in the reviewed literature |
Besides giving codes to seven styles of leadership, one code is assigned to a category where no particular style is being evaluated. Majority of the studies (71%) do not concentrate on any particular leadership style, 15% of the articles evaluate transformational leadership style, 3% of the papers study mixed style and remaining researchers study combination of two or more styles.
Type of organization: This classification shows the categorization on the basis of industry. This part has been divided into three categories Manufacturing, Service, Trading and others. Codes have been assigned from A to D respectively. 21% articles focus on service industry, while 76% articles have not chosen any specific type of organization for their research. Figure 8 exhibits the results with regard to this classification.
Time period: The eighth classification depicts the time period of the research as exhibited in Fig. 9 . This category has been divided into five parts assigning codes from A to E; A- less than 1 years, B-1-5 years, C-6-10 years, D-10 years and more, E for the articles where time period is not applicable.92% percent of the articles do not cater to any specific time period, 5% articles base their analysis on less than one year, 2% of the research articles are based on 1-5 years of category.
Method: This category of classification involved identifying the research methods used for research as plotted in Fig. 10 . Codes from A to G had been assigned in which quantitative, qualitative, conceptual, quantitative and qualitative both, case study and none of these categories had been coded. About 42% of the papers use quantitative methods, 28% papers employed both quantitative and qualitative methods, 18% articles used conceptual method.
Sample size: This classification revealed the sample size of the articles analyzed as shown in Fig. 11 . For this category, codes ranged from A to D. A category contains the articles with sample size of under 50, B category comprises of papers with sample size of 51-100, C included papers with sample size of more than 100, D included papers other than these. Majority of the articles (52%) use the sample size more than 100, 40% articles fall in others category where sample size was not applicable, 6% articles had used sample size below 50.
Size of the industry: This classification related to size of the industry and the codes assigned ranged from A to C as shown in Fig. 12 . Large scale industry is coded by A, small and medium sized industry coded by B and others fall in category C. Most of the studies did not focus on analysis of a particular size of industry, 11% analyze the large industries, 2% focus on small and medium enterprises.
The last category ( Fig. 13 ) highlighted different aspects of the results of the research articles studied. This category had been divided into five codes ranging from A to E. It included whether the results were consistent with previous literature or leading to a new perspective, was it a previous model with different data set and time period, comparative study and others.
Fig. 11: | Sample size in the reviewed literature |
Fig. 12: | Industry size |
Fig. 13: | Category A: New perspective, Category B: Consistent with previous literature, Category C: Previous model with different dataset/time period, D: Comparative study and E: Others |
Majority of the articles (52%) present comparative analysis, 9% articles deal with each of category B and C that was consistent with previous literature and previous model with different data set and time period.
The main contribution of the current paper was to summarize the issues addressed by these articles and to bring out the research gaps. The current study explored 119 articles which were purely devoted to the study of leadership and organization. On the basis of the gaps explored, it can be stated that the research arena is wide open for the future research in the area of leadership and related areas that can be explored by novel research. The current research found that the future researchers can focus on underdeveloped countries and explore how leadership in organizations of underdeveloped countries can meet current and future organizational challenges. The future researchers can focus on conducting research in specific regions and explore the influence that leadership has on organizations of different regions. Future research can also focus on meta-analysis and explore the significance of case study/literature review or comparative analysis in addressing leadership problems in organizations. With respect to main subject of the study, it is found that most of the studies focus on leadership excellence whereas research on leadership motivation and communication is lagging behind. Therefore, future research can examine how leadership motivation and communication can help an organization achieve its results. It is vital to explore how an organization from a specific sector manages and motivates its employees through effective leadership. Future research can focus on other techniques that can justify the objective of leadership study.
This study holds immense significance for two core reasons. One, the paper consolidates the existing literature about leadership and organization. Two, the paper brings out the research gaps and sets a research agenda for future researchers in the field. The organic contribution of the authors is in listing out (a) the objectives that can be pursued by the future researchers, (b) the methodology that can be adopted by the future researchers, (c) the tools that can be put to use while researching in this area and (d) the industry that the future researchers may emphasize upon.
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Journal of Knowledge Management
ISSN : 1367-3270
Article publication date: 29 May 2020
Issue publication date: 17 June 2020
This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended.
This systematic literature review applies matrix method to examine major literature in leadership and organizational learning. A total of 57 peer-reviewed English publications from 45 journals were selected and analyzed.
The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning.
The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may have not been included.
This review offers an overall picture of the existing knowledge of organizational learning and leadership that will be fruitful for practitioners to understand and replicate these concepts.
There are little systematic literature reviews on the relationship between leadership and organizational learning. This paper is among the first systematic reviews to analyze how leadership has been associated with organizational learning and provide potential research directions.
Do, T.T. and Mai, N.K. (2020), "Review of empirical research on leadership and organizational learning", Journal of Knowledge Management , Vol. 24 No. 5, pp. 1201-1220. https://doi.org/10.1108/JKM-01-2020-0046
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The aim of this research was to study the effect of transformational leadership on employees’ work outcomes which include their work performances and working burnout, and their working behavior such as social loafing at workplace. Also, it studies the impact of intrinsic motivation as a mediator between transformational leadership and other stated variables. A cross-sectional survey was conducted to collect data from 308 employees working in the telecommunication sector. To test the hypotheses, Model 4 of Process Hayes was used to test direct and mediating effects among transformational leadership and employees’ work outcomes and working behavior. The results showed that transformational leadership has a significant positive relationship with mediator intrinsic motivation. The results also concluded that work performance has positive significant relationship with transformational leadership. However, there is indirect and insignificant relationship of transformational leadership with working burnout and social loafing. Therefore, it can be stated that organizational leaders must have transformational attributes by getting informed of their employees well because transformational leader can inspire employees to achieve anticipated or significant outcomes. It gives employees self-confidence over specific jobs, as well as the power to make decisions once they have been trained.
During the last two decades, transformational leadership has gained most conspicuous place in philosophy of leadership [ 81 ]. Therefore, it is not surprising that the current evolution in leadership theory and practice has attracted the interest of both practitioners and researchers and they exhibited great deal of interest toward exploring its ascendancy for organization and individuals as well [ 72 , 87 ]. Particularly, the studies conducted during the previous decades recommends that transformational leadership is considerably related to followers’ behaviors and performance [ 20 , 65 ]. In a review on progress in the domain of leadership printed in “Annual Review of Psychology,” Avolio et al. [ 8 ] stressed the need to establish mechanisms that connect leadership to vital organizational and individual outcomes. They further stressed the need to investigate the role of mediators, so as to clarify the noteworthiness of leadership for organizations. Chan and Mak [ 20 ] in their research contended that “a variety of different influence processes may be involved in transformational leadership yet there is still room for research to further examine the process of the relationship between transformational leadership and follower attitudes and behaviors.” Transformational leadership defined as leadership approach in which a leader transforms his followers, inspires them, builds trust, encourages them, admires their innovative ideas, and develops them [ 12 ], is presently the most extensively acknowledged definition in the leadership literature.
Transformational leadership can be implicated to managerial context. Transformational leadership which is the leader’s competency to get performance of employees beyond expectations, can be more helpful and beneficial in enhancing one’s ability to intrinsically motivate them. It can improve psychological empowerment as well [ 85 ]. Transformational leadership has four components which are: (i) idealized influence, (ii) inspirational motivation to enhance confidence, (iii) intellectual stimulation, and (iv) individualized consideration [ 13 ]. Idealized influence is shown when a leader efficiently makes provision of accurate sense of mission and appropriately visualizes it. Inspirational motivation can be defined as leadership attitude which deals with emotional traits of employees, builds confidence in employees about their performances, appropriately communicates and provides actual feedback [ 68 ]. Individual consideration refers to the support of leader for each follower. It may include training and coaching, allocating tasks according to the competence of each individual and supervision of performances [ 92 ]. Intellectual stimulation describes the effort of leader to motivate and encourage his employees to be more adaptive and follow new technical approaches according to the varied situation. It may be advantageous to overcome the cues and hindrances which occur at multi stages [ 14 ]. Transformational leaders can anticipate that employees will need transformational leadership when the work is more stressful and when the work is more meaningful [ 84 ].
Extant research on the transformational leadership tried to explore its “black box” and presented empirical confirmation of its direct fruitful consequences for followers’ outcomes including work performance [ 16 , 44 , 52 , 90 ], burnout [ 40 , 82 ], and social loafing [ 5 ]. Nevertheless, there exists some room for further research, explaining the specific mechanisms by which transformational leadership influence such individuals’ behavior and psychological state particularly at organizational level [ 16 ]. Hence, this study aims at providing new comprehension of how and why and under what circumstances transformational leadership influences work performance, burnout and social loafing of employees, in Pakistani context.
Transformational leadership tends to maximize the level of professional performance of work In addition to provided literature on association of transformational leadership and work performance; researchers indicate that organizations of diverse structures highly depend upon the performance of its workers. Past studies have empirically established the positive association between work performance and transformational leadership [ 9 ]. Transformational leaders inspire their followers to have shared vision of targeted goals and standards of performance defined by the organization and also facilitate them achieve it [ 4 ]. Another factor which is highly influenced by transformational leadership is employee’s burnout which may be decreased through this particular style of leadership. Prevalence of stress is highly probable in any organizational sector [ 73 ]. Transformational leadership is most influencing factor which enhances the employee’s ability to deal with all kind of circumstances as such leader provide supportive circumstances to employees so that they can maintain the optimum level of mental health through inspirational motivation and also enhances their confidence level [ 28 , 93 ].
“Social loafing is the inclination of putting less effort while working in a team than working alone” [ 5 ]. Transformational leader, while working in a group, follows a strategy in which he can allocate various assignments and tasks according to the competencies of employee and he must evaluate performances of each individual. Social loafing is a psychological aspect of an individual which may differ from situation to situation and individual to individual [ 55 ]. Leadership literature has established that individualized consideration by the leader may deflate the degree of social loafing [ 45 ].
Building on the previous literature, this research incorporated employee intrinsic motivation as a factor that explains the linkage of transformational leadership with employee work performance, burnout and social loafing. Intrinsic motivation which is “the implementation of an action for the inherent satisfaction rather than for external reasons” [ 63 ]. Undeniably, the motivation of current workforce is not much reliant on extrinsic rewards. Rather material rewards may decline job performance in complex jobs with diverse responsibilities [ 30 ]. Further, in order to perform their duties effectively in today’s dynamic work environment, the employees need to have an elastic and highly flexible work arrangement. For that reason and for instilling good motivation among workers, organizations not only offer extrinsic rewards to them but also plan to enhance their intrinsic motivation [ 63 ]. Transformational leadership is the leadership approach which contributes to present a clear and justified organizational vision and mission by motivating workers to work toward idea through developing association with employees, consider employees’ requirements and assisting them to exert their potential positively, participates to positive outcomes for an organization [ 31 ]. Employees whose work competencies are encouraged by the leader are more likely to have higher intrinsic motivation and resultantly perform better at work. They become more focused and try to accomplish organizational goals by taking their own interests. There also exists indirect association between employees’ burnout and transformational leadership through mediating effect of intrinsic motivation [ 28 ]. Transformational leaders focus more on individual requirements and they build strong association with their employees who are supposed to perform with higher objectives, which enhances employees’ intrinsic motivation. Such motivation keeps them away from burning out [ 6 ]. We further argued that intrinsic motivation mediates the relationship between transformational leadership and social loafing. Previous studies indicate that role of intrinsic motivation discourages social loafing as it does not happen circumstantially only, but it also happens whenever an employee is low in intrinsic motivation [ 5 ].
This research makes provision of significant contribution in the literature of organizational behavior by enriching our understanding of the conditions under which transformational leadership influences employee performance, burnout and social loafing. The findings of our research allow organizations and its management to comprehend how efficiently and effectively they can follow a policy or some kind of advanced strategy in order to intrinsically motivate their employees so that they can increase the level of work performance and deflate burnout and social loafing in employees.
Transformational leadership and intrinsic motivation.
Envisioning visions and motivating are two core jobs of effective leadership [ 24 ]. According to traditional transformational leadership literature, transformational leaders guide and encourage employee mindfulness by enunciating a vision that escalates employees’ consciousness and consideration for the significance of organizational values, goals, and performances [ 42 ]. Thusly, fundamental to the theory on transformational leadership is a strong accentuation on the part of a combined vision; that is, an idealized arrangement of objectives that the organization seeks to accomplish one day [ 18 ]. Transformational leaders, through clear enunciation, have their utmost influence on the followers’ sentiments by cultivating a feeling of success and proficiency in them. Transformational leaders are much capable to improve organizational outcomes according to the market requirements by developing human resources and creating justified modifications [ 34 ]. The reason to acquire specific knowledge is associated with the degree that what is the level of intrinsic motivation of a person and how he is keen to get knowledge by developing particular competencies and meaningful learning [ 78 ]. Transformational leadership has power to enhance the ability of psychological empowerment which is referred as intrinsic motivation [ 85 ]. According to [ 74 ], the idea of motivation is known as “the set of reasons why people behave in the ways they do”, for example, intrinsic motivation is “the motivational state in which the employees are driven by their interests in the work rather than a contract-for-rewards approach to completing a task” [ 24 ]. A study by Koh et al. [ 51 ] identified that intrinsic motivation is highly influenced by the transformational leadership, as the transformational leader guides and supports effectively, self-motivation to be an effective and beneficial part of an organization increases as well.
Transformational leadership comprises four interconnected behavioral dimensions including “idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration” [ 11 ]. All behavioral dimensions can influence employees’ intrinsic motivation. First, transformational leaders utilize idealized influence and offer inspirational motivation through communicating an alluring collective vision [ 91 ]. This collective vision provides a meaningful idea of team’s tasks by a leader which increase the intrinsic motivation of employees [ 75 ]. Transformational leadership can develop positive outcomes such as optimism and high self-interests in all members of team which ultimately increase the pleasure and job satisfaction relevant to the task [ 26 ]. Second, the intellectual stimulation of transformational leaders boosts team members’ confidence to develop more effective emotional and situational stability and resolving their problems by their own selves [ 11 ]. They are also motivated to understand and encourage the basic knowledge and skills of other coworkers to share new ideologies. Third, transformational leaders differentiate individuals’ ideas and interests, promote their ideas to describe their uniqueness, and consider them through individualized consideration [ 11 ]. When employees observe the behaviors of their leaders, all of them feel motivated and try to construct one another’s ideas and competencies to create innovative solutions of problems. Therefore, in this article, we expect that all dimensions of transformational leadership encourage employees to invest higher willingness and energy in their work and tasks which exhibit their higher intrinsic motivation. Therefore, it can be hypothesized that:
Transformational leadership relates positively to intrinsic motivation.
Intrinsic motivation is highly associated with the work performance. Intrinsic motivation may be defined as “the doing of an activity for its inherent satisfactions rather than for some separable consequence but it is rare for employees to experience intrinsic motivation in all of their tasks” [ 76 ]. Intrinsic motivation is generated for self-developing attributes that refers to make an individual ready to be the part of learning procedure without having interests of extrinsic rewards [ 83 ]. Intrinsic motivation is basically the degree of an individual’s interest in a task completion and how he engages himself in work [ 3 ]. It describes the psychological development process with an employee’s performance [ 85 ].
According to recent operational settings, enhancing the employees’ motivation has become one of most impactful human resources strategy. Most of the organizations are tending to build up, sustain and grow their HR strategies, just to motivate their employees so that short-term and long-term goals and objectives can be achieved. In recent researches, there are numerous variables which can be influenced by employees’ intrinsic motivation like performance, creativity, and relevant outcomes. For example, it has been stated that behavior of an individual influences the work outcomes which are performance and quality as well [ 10 ]. It is strongly evidenced that motivation has a most important role between cognitive abilities and work performance. Gist [ 37 ] suggested that short term goals can be achieved through self-interest of an individual. Also, a research indicates that there is a significant and direct relationship of intrinsic motivation and job performance [ 43 ]. Furthermore, an employee’s intrinsic motivation illustrates an important contribution in organizational progress and growth [ 39 ]. The work performance indices are constructed for the degree of performance, not only for the individual level always; it also includes group and organizational performances [ 2 ]. In most employment situations, where intrinsic motivation of an employee is supposed to be high, the employee usually tries to acquire continual employment,and he/she develops interpersonal associations with his subordinates, perform better at job as they take pleasure in the process of finishing their tasks effectively [ 38 ]. Conversely, if the worker feels de-motivated, it can be resulted in low performance of work. Thus intrinsic motivation may be concluded with better performance of work while meeting organizational targets and goals [ 7 ].
As we propose the direct relationship of intrinsic motivation and performance, it may be stated that the intrinsic motivation can actively influence the performance of work as a significant workplace outcome [ 19 ]. Therefore, we hypothesize that:
Intrinsic motivation relates positively to employee work performance.
In current research, we posit that intrinsic motivation is one of the main mechanisms by which transformational leaders influence employees’ job performance. Transformational leaders may help to ensure individual’s inner motivation to perform a task efficiently which in turn increases their work performance .These leadership approaches are advantageous for both individual and organizational growth [ 36 ]. In fact, it is justified to examine how leaders motivate their employees and this motivation enhances their performance [ 12 ]. In line with the previous literature [ 22 , 23 ], we expect that transformational leadership enhances individuals’ intrinsic motivation which in turn will significantly predict employee job performance. Intrinsic motivation is known as self-directed type of motivation and represents the highest commitment and stability with the self [ 25 ]. A variety of researches indicate that higher intrinsic motivation result in better performance [ 89 ] as intrinsic motivation inspires and encourages employees to work more efficiently. Therefore, it can be hypothesized:
Intrinsic motivation mediates the relationship between transformational leadership and work performance.
Intrinsically motivated employees persistently focus on their tasks and jobs because they find themselves more focused, attentive and exert their best efforts while being a part of an organization and in achieving the goals of their employing organization [ 76 ]. Burnout is a psychological and mental condition which happens in response to high stress level at job; it is a multi-dimensional concept which covers the following three aspects: emotional exhaustion, depersonalization, and decreased personal focus for accomplishment of goals [ 77 ]. Burnout affects the interpersonal relationship of employees too [ 58 ].
Prior research indicates that there is contrary effect of intrinsic motivation on employee’s working burnout [ 70 ]. Intrinsically motivated employees find their jobs more interesting, are more optimistic, put more effort in their work, and have higher perseverance level because they gain contentment and fulfillment from performing a task itself [ 15 ]. Vallerand [ 88 ] in his study exhibit that “employees with high intrinsic motivation have higher level of vitality, positive effect, self-esteem, absorption, concentration, effort, and persistence” and when such employees went through the felling of burnout, they have more personal resources to surmount this situation. Such employees feel less exhausted, less stressed and more focused toward contributing in organization’s progress [ 49 ]. Intrinsically motivated employees feel less pressure and low stress level rather than the employees who are low in motivation [ 69 , 71 ]. Intrinsic motivation of employees’ can be negatively associated with their burnout [ 70 ].Therefore; the employees who are high in intrinsic motivation can decrease their burnout at workplace [ 50 ]. Thus, it can be hypothesized that:
Intrinsic motivation is negatively associated to employee’s working burnout.
In current research, we propose that intrinsic motivation plays a mediating role between transformational leadership and burnout. Burnout is the major concern for organizations as it influences the relevant outcomes. It results in low productivity and commitment. Hence, it causes the high turnover and absenteeism in employees [ 82 ]. Studies indicate that leaders highly contribute to employees’ health and welfare as well [ 80 ]. But the relationship between leadership behaviors and employee burnout is less studied yet [ 41 ]. As mentioned earlier, there exists a positive relationship between transformational leadership and intrinsic motivation which in turn make them more competent, teach them how to handle and manage stressful conditions and reduce their burnout. Therefore, we hypothesize that:
Intrinsic motivation mediates the relationship of transformational leadership and employee’s working burnout.
Social loafing is defined as the tendency of individuals who exert less effort and their productivity decreases when working in groups than working individually [ 21 , 33 , 57 , 79 ]. It is a negative employee behavior and is particularly shown by individuals with lower motivation [ 1 ]. These kinds of behaviors can be resulted in low productivity and poor commitment toward a task [ 62 ] and organization as well.
Social loafing is common practice and can be observed in every organizational setting, across age and gender and in different professions and various cultures [ 46 ]. This is more alarming that it can be seen at every single workplace and considered as misconduct. The variety of factors is studied in influence of social loafing, but there is still an insufficiency of individual inherent factors such as intrinsic motivation which is part of this research framework.
“Intrinsic motivation which describes an inherent tendency that individuals engage in activities due to their inner interests, pleasure and satisfaction” [ 70 ] is negatively linked to Social loafing. George [ 33 ] established in his study on 221 salespeople that intrinsic task involvement is negatively linked to social loafing. He further exerted that intrinsically motivated individuals may have self realization that their efforts are vital for the success of their team/group and for organization as well and therefore they are less likely to be engaged in social loafing. He/she would try his/her own best to exert extra effort to accomplish the goals and tasks assigned by the leader.
Therefore, we hypothesize that:
Intrinsic motivation is negatively linked to social loafing.
Intrinsic motivation may be described as the inherent process that initiates attributes, behaviors and what defines people to moves or act [ 27 ]. Self-determination theory indicates that there are different levels of motivation. Intrinsic motivation is at the most independent end of the scale because an individual opts to get engaged in any conduct according to his own choice [ 32 ]. A leader motivates his employees by incorporated strategies which results in better achievement of goals and objectives of a firm or organization. Gilbert et al. [ 35 ]. Social loafing is defined as a reduced amount of effort and motivation while being a part of group or working in a team as compared to working individually [ 46 ]. Social loafing is well-known phenomena and can be found in all of the organizations, across gender, and age and in various occupations and different cultures [ 46 ].
Social loafing is considered as a big hindrance in organizational growth as well. It causes low potential [ 61 ], low productivity [ 29 ], and low motivation of other team members too [ 67 ]. It decreases the overall efficiency, productivity and performance of the team [ 47 ]. Social loafing is widely spread term which is also known as social disease [ 54 ].
In line with this connection, social loafing is a big moral and social issue since it is an option that “involves modifying the life plan of another individual or group of individuals” [ 60 ]. On contrast, if a transformational leader motivates his employees and encourages their performance on individual basis, then through individualized considerations and inspirational motivation, social loafing can be decreased. Therefore, it can be hypothesized:
Intrinsic motivation mediates the relationship of transformational leadership and social loafing.
(Fig. 1 ).
Theoretical framework
The data was collected through survey via emails, online surveys and printed questionnaires through convenience sampling from individuals working in the telecommunication sector. The participants were informed about the objective of this study and the assurance of confidentiality and anonymity of their responses. Respondents were assured that their information will not be assessed by any individuals except those who are authorized. After removing the duplicates, outliers and responses with missing data, we obtained 308 valid responses for further data analysis Table 1 depicts the demographic characteristics of the respondents.
Transformational leadership was measured by McColl-Kennedy and Anderson [ 59 ] four-item scale. Six-point Likert scale (1—strongly disagree to 6 —strongly agree) was used to measure responses. This is the most widely used scale to measure transformational leadership. Cronbach’s alpha for transformational leadership scale is 0.84.
In this study, Liu et al. [ 56 ] four-item scale was adopted to measure intrinsic motivation. To record the responses five-point Likert scale was used (1 —strongly disagree to 5—strongly agree). Cronbach’s alpha for intrinsic motivation scale is 0.89.
To measure work performance [ 19 ] four-item scale was adopted. Five-point Likert scale (1—much worse to 5—much better) was used to measure responses. Cronbach’s alpha of work performance scale is 0.80.
Working burnout was measured by Kristensen et al. [ 53 ]. Seven items with five-point Likert scale (1 –never to 5—always) was used. Cronbach’s alpha of burnout scale is 0.88.
Social loafing was measured by Akgunduz and Eryilmaz [ 1 ]. Four items with five-point Likert scale (1—strongly disagree to 5—strongly agree) was used. Cronbach’s alpha of social loafing scale is 0.80.
After data collection, the reliability, correlation was calculated by using SPSS software. Research model was tested using Hayes Process Model 4.
Table 2 describes descriptive statistics of all the study variables including the mean, standard deviation, and correlation. Correlation coefficients are in the anticipated directions and provide preliminary support for our study hypotheses. Our results depicts that transformational leadership and intrinsic motivation ( r = 0. 29, p < 0.01) are positively and significantly correlated. Further intrinsic motivation is significantly associated with work performance ( r = .30, p < 0.01); working burnout ( r = − 0.59, p < 0.01); social loafing ( r = − 0.15, p < 0.01).
To examine the consistency of the variables, reliability analysis is calculated. The reliabilities of all the variables with number of items are summarized in Table 3 . The values between 0.84 and 0.8 indicate good reliability. The reliability of transformational leadership is 0.84 which is good, and intrinsic motivation shows another good reliability which is 0.89. Working burnout shows 0.88 reliability. The reliability of work performance is 0.8 and the reliability of social loafing is 0.8 which is also good. So this explains that the data used is reliable.
Results of mediation for work performance.
Firstly, we investigated the impact of Transformational Leadership (X) on Work Performance (Y) through mediating factor of Intrinsic Motivation (M). Results justify that total effect of transformational leadership on work performance (path c, Fig. 2 ) is significant ( β = 0.13, t = 3.07, p < 0.01) as shown in Table 4 . The relationship between transformational leadership and intrinsic motivation (path a, Fig. 4 ) is highly significant and positive which support Hypothesis 1 also ( β = 0.31, t = 5.20, p < 0.01). Furthermore, the findings showed that the relationship between Intrinsic Motivation and Work Performance (path b, Fig. 2 ) is positive and significant relationship ( β = 0.19, t = 4.79, p < 0.01).
Mediation model—work performance
Our overall findings represent that there is positive and significant impact of transformational leadership on work performance (path c ′, Fig. 2 ) through the mediation of intrinsic motivation ( β = 0.07, t = 1.68, p > 0.01) which accepts Hypothesis 3.
In this model we studied the relationship of Transformational Leadership(X) and Working Burnout (Y) through mediating role Intrinsic Motivation (M). Results indicated that total effect of transformational leadership on working burnout is significant ( β = − 0.19, t = − 3.51, p < 0.01 We examined the relationship between the mediator, Intrinsic Motivation and the dependent variable, Working Burnout (path b , Fig. 3 ). The findings showed a significant and negative relationship ( β = − 0.50, t = − 11.98, p < 0.01). This finding supports Hypothesis 4. As it is shown in Table 5 the final results determined a significant relationship between transformational leadership and working burnout with mediation of intrinsic motivation (path c ′, Fig. 3 ) ( β = − 0.03, t = − 0.66, p > 0.01). Therefore Hypothesis 5 is accepted.
Mediation model—working burnout
Our third and last finding for studied relationship between transformational leadership and social loafing through mediator intrinsic motivation, are presented in Table 6 . According to the total effect model, the relationship between transformational leadership and social loafing (path c , Fig. 4 ) is significant and negative ( β = − 0.32, t = − 9.57, p < 0.01) as shown in Table 6 .
Mediation model—social loafing
The outcomes showed that intrinsic motivation and social loafing (path b , Fig. 4 ) are insignificantly and related relationship ( β = − 0.01, t = − 0.31, p > 0.01) which opposes Hypothesis 6.
Our last finding determined that transformational leadership does not have a significant negative impact on social loafing (path c ′, Fig. 3 ), while controlling intrinsic motivation ( β = − 0.32, t = − 9.07, p < 0.01). Thus Hypothesis 7 is not accepted. Thus, it can be resulted that there is no mediation.
Although, previous researches have vastly recognized the direct impact of transformational leadership on positive employee work outcomes [ 17 , 48 ], yet not all employees do not respond to transformational leadership optimistically [ 66 ]. This study overall, made an important contribution to the available literature mainly by including variables that are very essential for all work environments that are aiming toward high employee motivation and performance. The current study is a unique attempt to look at the relationship between of transformational leadership, employees’ work performance, working burnout, and social loafing and intrinsic motivation in Asian context. This study contributes to the existing literature on transformational leadership since it is among the first to investigate the indirect impact of transformational leadership on employees’ work performance, working burnout, and social loafing through intrinsic motivation. Providing empirical evidence for association between transformational leadership (independent variable), work performance, working burnout and social loafing (dependent variables) through the mediating effect of intrinsic motivation. Our empirical results provide support for our hypothesized model except for the indirect effect of transformational leadership on social loafing through intrinsic motivation. Transformational leadership consists of four elements which are idealized influence, inspirational motivation, intellectual stimulation and Individualized consideration [ 13 ]. All of these elements showed very good reliability and consistency with each other. These elements actively participate to affect the outcome of intrinsic motivation [ 85 ].
This study shows that transformational leadership has a significant and positive relationship with employees’ intrinsic motivation. Previous literature supports this finding that transformational leadership promotes motivation in employees and develops positive psychological states such as meaningfulness of work, experienced responsibility for the outcomes and knowledge of work results. It indicates that transformational leadership directly exerts its influence by helping employees or followers to think more positively about themselves and their tasks, by enhancing the quality of their relationships, and by creating environments that are fair, respectful, and supportive [ 86 ] and all of these factors contribute positively toward employee’s self motivation toward his/her work (i.e., intrinsic motivation).
The positive elements of transformational leadership bring out positive psychological states by escalating intrinsic motivation among employees. Employees with increased intrinsic motivation are more effective and efficient toward their work performances. They are supposed to be converted into responsive and perform efficiently in their work [ 64 ].
This study results showed significant positive relationship of transformational leadership on working burnout through intrinsic motivation. When a transformational leader indicates support for honest and fair matters associated with employees, the employee feels less exhausted and motivated. Intrinsically motivated employees who are driven by enjoyment and interest in their work are more likely to work hard at their jobs and feel less fatigue, less emotional exhaustion, and increased desire to participate in the organization [ 49 ].
Finally, it was examined that how transformational leadership impact social loafing through Intrinsic motivation. Findings depicts that although Social loafing has a significant and negative relationship with transformational leader, but their indirect relationship through intrinsic motivation is not significant The reason behind can be that the direct strong association between transformational leader and social loafing as “transactional leaders effectively inspire followers to identify with a mission while rallying them to work together to achieve organizational objectives.” Further, social loafing in employees is also effected significantly by other factors such as workload, organizational culture, tenure of job. etc.
Our study also provides several practical implications for organizations. Transformational leaders who realize the significance of intrinsic motivation for employees will adopt such behaviors that are conducive for development employees’ intrinsic motivation at the workplace. The results of current study confirmed that transformational leadership through fostering intrinsic motivation create such environment which is stress free and fruitful for employee effective performance. One way to exhibit these behaviors by managers is to aim at encouraging motivation among employees based on their inherent happiness and enjoyment. Another way to enhance employees’ intrinsic motivation and involvement toward organizational success is to value their contributions and sharing organizational goals and objectives with their workers. Further, it is very essential for organizational leaders to be transformed by being informed of their employees well because transformational leader can inspire people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. In that the leader can inspire workers to find better ways of achieving a goal as leadership can mobilize people into groups that can get work done, and morale, in that transformational leaders raise the well-being and motivation level of a group through excellent connection. The findings of this study also stressed the need of designing leadership coaching and training programs in order to develop transformational leadership which may include “programs for communication, motivation, and brainstorming, to train employees with the necessary resources to be more articulate and inspirational as well as to think out of the box”.
The first limitation of this research is that cross-sectional survey has been conducted. There may be ambiguity in establishing causal direction. Results may vary while collecting data at various times. It is suggested to conduct longitudinal study design in future research to see how impact of transformational leadership on employee outcomes varies over time. Next, it represented data from only the telecom sector of Lahore, Pakistan which may limit the study generalizability it would have been advantageous to conduct this research across the diverse sectors and n different context. Another limitation of this research is that there can be a probability of response bias as all the data was collected through same source i.e., employees. For example, a person can have deliberate falsification by quoting false responses of statements, just to attain social desirability. An employee in the organization may have high degrees of social loafing but he may not state it appropriately as well. Future researchers may collect data from different sources like work performance data can be collected from supervisors.
Existing literature and this research too is having high tendency toward constructive and significant outcomes to discover impact of transformational leadership so it is suggested that in future studies impact of transformational leadership should be examined in relation to more negative employee outcomes such as turnover intention and cyber loafing.
It is also recommended to see the impact of other mediators like emotional stability between transformational leadership and employees’ various outcomes.
Furthermore, future studies can also observe the effect of different moderators such as performance appraisal politics and contingent awards on the existing research model. It might prove valuable.
Future studies can also respond to the limitations of current research by collecting data across different business sectors (education, banking, etc.) of diverse locations.
This research contributes to the field of organizational behavior by enhancing our knowledge on how a transformational leader upgrades employees’ positive work outcomes by improving their intrinsic motivation. Furthermore, their increased intrinsic motivation will develop their positive work outcomes by increasing employees’ work performance and the same time reducing their burnout and work stress. We hope that our study will stimulate future endeavors to advance our understanding in this domain.
The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request.
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Khan, H., Rehmat, M., Butt, T.H. et al. Impact of transformational leadership on work performance, burnout and social loafing: a mediation model. Futur Bus J 6 , 40 (2020). https://doi.org/10.1186/s43093-020-00043-8
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Dr. Juana Lang and Dr. Lucinda Hines review findings from 2024 Career Optimism Index for insights on the state of organizational leadership and offers guidelines for cultivating harmonious passion in leadership roles
University of Phoenix College of Doctoral Studies releases a new white paper, “Can Leaders’ Grit and Passion Spread Organizational Toxicity?,” authored by Juana Lang, Ed.D., M.Ed., associate faculty, and fellow in the University’s Center for Leadership Studies and Organizational Research (CLSOR), and Lucinda Hines, DHA, MBA, associate faculty, which leverages findings from the University of Phoenix Career Institute® 2024 Career Optimism Index® to better understand the state of organizational leadership.
According to the 2024 Career Optimism Index findings , 73% of workers are willing to quit their jobs, with 44% willing if offered severance, and 29% even without having another job lined up. Concurrently, 65% of organizational leaders have expressed concerns about their companies’ turnover rates.
“Given the critical role of organizational leaders and leadership practices in shaping the success and well-being of the workforce as a whole, it’s critical to identify effective leaders and leadership practices,” states Lang. “There is great admiration for the quality of grit among our leaders, but it’s important to temper passion and grit with a value system including ethics in order to foster employee satisfaction and workforce stability.”
The white paper highlights the concept of grit among leadership and examines leaders’ passion (harmonious and obsessive) as a component of grit, as well as theoretical implications of passion through the lens of the Virtue Ethics and Path-Goal theories. The white paper then offers guidelines for cultivating harmonious passion in leadership roles.
“Leading an organization driven by sheer passion stemming from grit without strong theoretical foundations can lead to overwork and burnout among the workforce, as the drive for success overshadows personal well-being,” shares Hines. “It’s important for leaders to model self-reflection, self-awareness, and foster virtue and integrity to cultivate their grit into harmonious passion.”
Lang is an associate faculty in the University of Phoenix College of General Studies and now serves as editor for the College of Doctoral Studies’ publication, Phoenix Scholar . She was a full-time K-12 educator with an extensive career in Texas and Florida schools for over 25 years. A research fellow in CLSOR, she also works on different research teams in association with the Center for Educational and Instructional Technology Research (CEITR) and is part of the mentorship program developed by the University’s College of Doctoral Studies. She earned her doctorate and master’s degrees in education with University of Phoenix.
Hines serves as associate faculty in the College of Health Professions at University of Phoenix. A health care executive with 30 years of health care administration experience with the Department of the Air Force, Air Force Reserve, and the Department of Veterans Affairs, Hines served in an array of leadership roles including Chief, Superintendent of Medical Operations/Inspector, Manager of Medical Readiness, Facility Lead for Credentialing and Privileging, and the Air Force lead for Professional Medical Staff Management. Hines has a Master of Business Administration degree from Charleston Southern University and earned her doctorate in Healthcare Administration at University of Phoenix. Hines is affiliated with CLSOR.
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University of Phoenix’s College of Doctoral Studies focuses on today’s challenging business and organizational needs, from addressing critical social issues to developing solutions to accelerate community building and industry growth. The College’s research program is built around the Scholar, Practitioner, Leader Model which puts students in the center of the Doctoral Education Ecosystem® with experts, resources and tools to help prepare them to be a leader in their organization, industry and community. Through this program, students and researchers work with organizations to conduct research that can be applied in the workplace in real time.
The Career Optimism Index® study is one of the most comprehensive studies of Americans' personal career perceptions to date. The University of Phoenix Career Institute® conducts this research annually to provide insights on current workforce trends and to help identify solutions to support and advance American careers and create equity in the workplace. For the fourth annual study, fielded between December 5, 2023-January 2, 2024, surveyed more than 5,000 U.S. adults who either currently work or wish to be working on how they feel about their careers at this moment in time, including their concerns, their challenges, and the degree to which they are optimistic about their careers. The study was conducted among a nationally representative, sample of U.S. adults and includes additional analysis of the workforce in the top twenty DMA markets across the country to uncover geographic nuances. The study also explores insights from 501 U.S. employers to provide comparison between the workforce and those who hire, train, and retain them. Additionally, for the first time, a statistical modeling analysis was conducted to illustrate how employers and employees can benefit financially from investing in career optimism.
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Developing a maturity rating system for project management offices.
1.1. review of related literature on success factors, 1.2. review of related literature on project management maturity models (pmmms), 1.2.1. capability maturity model integration (cmmi ® ), 1.2.2. organizational project management maturity model (opm3), 1.2.3. portfolio, program, and project management maturity model (p3m3 ® ), 1.2.4. kerzner project management maturity model (pmmm), 2. methodology, 2.1. research design, 2.2. data collection, 2.3. sample of the study, 2.4. data analysis, 2.4.1. thematic analysis (categorization), 2.4.2. analytic hierarchy process (ahp)—weighted success factors, 2.4.3. aggregating of individual judgments (aij), 2.4.4. descriptive analysis (maturity standard values), 3.1. preliminary results of literature review (success factor identification and categorization).
3.2.1. data and demographic information of respondents, 3.2.2. questionnaire phases, 3.2.3. maturity standard values for success factors, reliability analysis, 3.2.4. weighted success factors in project management, 4. validation, 5. discussion, 6. conclusions, author contributions, data availability statement, conflicts of interest.
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Success Factors | Definition | References |
---|---|---|
Project culture | A positive project culture that values project management practices, fosters collaboration, adoption of best practices, and strong project governance. | [ ] |
Leadership | Effective leadership within PMOs ensures alignment with organizational goals, encourages innovation, and drives continuous improvement. | [ ] |
Alignment | PMOs must ensure that projects align with the organization’s business goals, strategies, and priorities to maximize value and stakeholder satisfaction. | [ ] |
Transparency | Establishing transparent processes and procedures facilitates stakeholder trust, effective decision-making, and early issue identification. | [ ] |
Project manual | PMOs should develop and maintain a project manual that defines project management processes and practices, enabling consistency and continuous improvement. | [ ] |
Knowledge | Effective knowledge management processes promote innovation, reduce project risk, and facilitate continuous improvement within PMOs. | [ ] |
Lessons learned | Capturing and sharing lessons learned from projects enhances best practices, project performance, and knowledge sharing across the organization. | [ ] |
Roles and responsibilities | A clear definition of roles and responsibilities improves accountability, communication, and reduces project risk. | [ ] |
Matching team | Matching project teams based on skills, experience, and knowledge ensures effective resource allocation and enhances project outcomes. | [ ] |
Human resource capability | Establishing processes for attracting, retaining, and developing project management talent strengthens the organization’s capabilities and promotes excellence in project management. | [ ] |
Problem-solving | Effective problem-solving processes enable identifying and resolving project issues and risks, leading to improved project outcomes. | [ ] |
Risk management | Establishing robust risk management processes helps mitigate project risks, improve outcomes, and increase stakeholder satisfaction. | [ ] |
Project plans | Developing comprehensive project plans ensures well-planned and executed projects that meet stakeholder expectations. | [ ] |
Reporting | Establishing effective reporting processes provides stakeholders with timely and relevant project information, enabling informed decision-making. | [ ] |
Quality management | Implementing quality management processes ensures project deliverables meet organizational quality criteria and standards. | [ ] |
Stakeholders’ satisfaction | Engaging with stakeholders and aligning projects with their needs and expectations enhances stakeholder satisfaction and project success. | [ ] |
Communication | Establishing effective communication processes fosters stakeholder trust, reduces project risk, and improves project outcomes. | [ ] |
Coordination and collaboration | Effective coordination and collaboration are crucial success factors for PMOs. They can help promote teamwork, reduce project risk, and improve project outcomes. | [ ] |
Range | Value | Response |
---|---|---|
1.00–1.85 | 1 | Never |
1.86–2.71 | 2 | Rarely (about 10% of the time) |
2.72–3.57 | 3 | Occasionally (about 30% of the time) |
3.58–4.43 | 4 | Sometimes (about 50% of the time) |
4.44–5.29 | 5 | Frequently (about 70% of the time) |
5.30–6.15 | 6 | Usually (about 90% of the time) |
6.16–7.00 | 7 | Always |
Intensity of Importance | Definition |
---|---|
1 | Equal importance |
3 | Somewhat more important |
5 | Much more important |
7 | Very much more important |
9 | Absolutely more important |
2, 4, 6, 8 | Intermediate values |
# | Themes/Categories | Success Factors |
---|---|---|
1 | Organizational culture | Project culture |
Leadership | ||
Alignment | ||
Transparency | ||
2 | Governance | Project manual |
Knowledge | ||
Lesson learned | ||
Roles and responsibilities | ||
3 | Competence | Matching team. |
Human resource capability | ||
Problem-solving | ||
4 | Project controls | Risk management |
Project plans | ||
Reporting | ||
Quality management | ||
5 | Engagement | Stakeholders’ satisfaction |
Communication | ||
Coordination and collaboration |
No | Statement | SD | Mean | Overall Scale | Overall Value |
---|---|---|---|---|---|
1 | Adapt projectized structure in the organization’s projects. | 1.614 | 4.16 | Sometimes | 4 |
2 | Allocate adequate resources. | 1.657 | 4.41 | Sometimes | 4 |
3 | Facilitate leadership support for the PM teams. | 1.639 | 4.49 | Frequently | 5 |
4 | Give appropriate authority to the team members to execute the project. | 1.742 | 4.64 | Frequently | 5 |
5 | Share clear objectives and goals for the organization. | 1.765 | 4.82 | Frequently | 5 |
6 | Promote trust among team members. | 1.633 | 5.03 | Frequently | 5 |
7 | Identify the projects which are related to the organization’s strategy. | 1.726 | 4.77 | Frequently | 5 |
8 | Prioritize the projects based on the organization’s goals. | 1.584 | 4.92 | Frequently | 5 |
9 | Encourage following the PMO standard processes. | 1.651 | 4.80 | Frequently | 5 |
10 | Integrate/combine processes to unify projects’ workflows. | 1.441 | 4.61 | Frequently | 5 |
11 | Provide adequate information about the projects. | 1.812 | 4.87 | Frequently | 5 |
12 | Encourage knowledge transfer between PM teams. | 1.704 | 4.89 | Frequently | 5 |
13 | Record lessons learned from ongoing projects and previous projects. | 1.829 | 4.59 | Frequently | 5 |
14 | Share lessons learned with the PM teams. | 1.825 | 4.74 | Frequently | 5 |
15 | Establish clear roles and responsibilities for the PM team. | 1.628 | 4.87 | Frequently | 5 |
16 | Tailor/modify roles and responsibilities based on the project type. | 1.540 | 4.84 | Frequently | 5 |
17 | Assign appropriate team members with technical backgrounds matching the project type. | 1.716 | 4.70 | Frequently | 5 |
18 | Assign appropriate team members with relative experience. | 1.648 | 4.82 | Frequently | 5 |
19 | Evaluate the technical expertise of the PM team members. | 1.784 | 4.56 | Frequently | 5 |
20 | Assess the management skills of the PM team. | 1.718 | 4.31 | Sometimes | 4 |
21 | Hold regular meetings with the PM team members for problem-solving activities. | 1.726 | 4.77 | Frequently | 5 |
22 | Take action to solve the problems. | 1.654 | 4.79 | Frequently | 5 |
23 | Oversee the implementation of a standardized project risk management process. | 1.681 | 4.80 | Frequently | 5 |
24 | Identify metrics and KRIs (key risk indicators) for measuring the risk management implementation. | 1.628 | 4.69 | Frequently | 5 |
25 | Share/establish well-defined project plans. | 1.829 | 4.59 | Frequently | 5 |
26 | Identify metrics and KPIs for assessing the implementation of the project plans. | 1.825 | 4.74 | Frequently | 5 |
27 | Use concise and easy-to-understand templates for all reports. | 1.628 | 4.87 | Frequently | 5 |
28 | Review reports periodically. | 1.540 | 4.84 | Frequently | 5 |
29 | Oversee the implementation of the standardized quality management process. | 1.716 | 4.70 | Frequently | 5 |
30 | Identify metrics and KPIs (key performance indicators) for measuring the quality management implementation. | 1.684 | 4.82 | Frequently | 5 |
31 | Obtain stakeholders’ feedback on the project outcomes. | 1.784 | 4.56 | Frequently | 5 |
32 | Respond to stakeholders’ feedback to enhance/improve stakeholders’ satisfaction. | 1.718 | 4.31 | Sometimes | 4 |
33 | Oversee the implementation of the standardized communication management process among the project stakeholders. | 1.726 | 4.77 | Frequently | 5 |
34 | Assess the current communication management process among the stakeholders and look for improvements. | 1.754 | 4.7 | Frequently | 5 |
35 | Oversee coordination and collaboration among stakeholders. | 1.728 | 4.46 | Frequently | 5 |
36 | Hold regular meetings to facilitate and promote coordination and collaboration among stakeholders. | 1.747 | 4.54 | Frequently | 5 |
Categories | Success Factors | Success Factor Weight in the Whole Rating System (%) |
---|---|---|
Category #1 (Organizational culture) | Project culture | 0.3 |
Leadership | 0.3 | |
Alignment | 1.1 | |
Transparency | 2.3 | |
Total | 4 | |
Category #2 (Governance) | Project manual | 0.5 |
Knowledge | 1.2 | |
Lesson learned | 2 | |
Roles and responsibilities | 4.3 | |
Total | 8 | |
Category #3 (Competence) | Matching team | 1.3 |
Human resource capability | 3.7 | |
Problem-solving | 11 | |
Total | 16 | |
Category #4 (Project controls) | Risk management | 1.5 |
Project plans | 3.5 | |
Reporting | 6 | |
Quality management | 14 | |
Total | 25 | |
Category #5 (Engagement) | Stakeholders’ satisfaction | 6 |
Communication | 21 | |
Coordination and collaboration | 20 | |
Total | 47 | |
Total | 100 |
No | Statement | Overall Scale (Study Result) | Overall Value (Study Result) | Overall Scale (Validation Result) | Overall Value (Validation Result) |
---|---|---|---|---|---|
1 | Adapt projectized structure in the organization’s projects. | Sometimes | 4 | Frequently | 5 |
2 | Allocate adequate resources. | Sometimes | 4 | Sometimes | 4 |
3 | Facilitate leadership support for the PM teams. | Frequently | 5 | Frequently | 5 |
4 | Give appropriate authority to the team members to execute the project. | Frequently | 5 | Frequently | 5 |
5 | Share clear objectives and goals for the organization. | Frequently | 5 | Frequently | 5 |
6 | Promote trust among team members. | Frequently | 5 | Frequently | 5 |
7 | Identify the projects that are related to the organization’s strategy. | Frequently | 5 | Sometimes | 4 |
8 | Prioritize the projects based on the organization’s goals. | Frequently | 5 | Frequently | 5 |
The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content. |
Alshabragi, A.M.; Almohsen, A.S.; Bin Mahmoud, A.A. Developing a Maturity Rating System for Project Management Offices. Systems 2024 , 12 , 367. https://doi.org/10.3390/systems12090367
Alshabragi AM, Almohsen AS, Bin Mahmoud AA. Developing a Maturity Rating System for Project Management Offices. Systems . 2024; 12(9):367. https://doi.org/10.3390/systems12090367
Alshabragi, Abdullah M., Abdulmohsen S. Almohsen, and Abdulrahman A. Bin Mahmoud. 2024. "Developing a Maturity Rating System for Project Management Offices" Systems 12, no. 9: 367. https://doi.org/10.3390/systems12090367
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As demonstrated by Walumbwa et al. (Citation 2011) research, ethical leadership also improves organizational trust and employee engagement, resulting in an enhanced corporate reputation. Due to its positive impact on organizational effectiveness and employee well-being, OCB is of major importance in the fields of organizational psychology and ...
Purpose: The purpose of this research paper is the impact of organizational culture and training on leadership development and makes the detailed study of organizational culture and training in ...
The results highlight the critical success factors for PMOs: collaboration, effective leadership, alignment with organizational goals, knowledge management, project planning, risk management, stakeholder satisfaction, and communication. ... Feature papers represent the most advanced research with significant potential for high impact in the ...
Active Learning Strategies in Research Education. Research education often proves to be a challenging topic to engage learners. Didactic teaching methods for research education often fail to take individual learning styles into consideration, leaving learners unengaged and unprepared. Incorporating active learning strategies offers a dynamic ...
2.1. Article selection process. The SLR provides an objective, comprehensive, replicable, scientific, and transparent empirical research process through an exhaustive search of the published literature on keywords or important themes (Cook et al., Citation 1997).It aims to collect as many relevant details as possible from each piece of literature, encompassing methods, variables, and analyses.
This article explores obstacles that Gender-based violence (GBV) survivors face in approaching gender justice and organizations working for GBV prevention. Through an ethnographic engagement with an all-women organization-the women's court-in India that works to prevent and resolve GBV cases, we explore the challenges in GBV interventions.