Creating a Corporate Culture of Sharing Peer Reviewed Articles

• Journal Listing
• BMC Health Serv Res
• v.11; 2011
• PMC3123547

BMC Health Serv Res. 2011; eleven: 98.

Human relationship between Organizational Civilisation, Leadership Beliefs and Job Satisfaction

Yafang Tsai

¹Department of Health Policy and Management, Chung Shan Medical Academy; Taiwan

ⁱⁱSection of Medical Direction, Chung Shan Medical University Infirmary; Taiwan

Received 2010 Sep 3; Accepted 2011 May 14.

Abstract

Background

Organizational culture refers to the beliefs and values that have existed in an system for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and beliefs. Administrators usually adjust their leadership beliefs to accomplish the mission of the organization, and this could influence the employees' task satisfaction. Information technology is therefore essential to understand the relationship between organizational culture, leadership behavior and task satisfaction of employees.

Methods

A cross-sectional report was undertaken that focused on hospital nurses in Taiwan. Information was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To examination the reliability of the data, they were analyzed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction.

Results

Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with chore satisfaction.

Conclusions

The culture within an arrangement is very important, playing a large role in whether it is a happy and healthy surroundings in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to squad communication and collaboration, and will also be encouraged to attain the mission and objectives assigned by the organization, thereby enhancing job satisfaction.

Groundwork

Organizational culture is described by Robbins & Coulter [ane] as the shared values, beliefs, or perceptions held by employees inside an organization or organizational unit. Because organizational culture reflects the values, beliefs and behavioral norms that are used by employees in an system to give meaning to the situations that they run across, it tin influence the attitudes and behavior of the staff [2]. Understanding the organization'southward core values can prevent possible internal conflict [3], which is the primary reason for our research into these cultural issues.

In other management fields, empirical enquiry of organizational civilization has involved the functionalist perspective, providing impressive testify of the role of organizational culture in improving performance [4]. The pervasiveness of an organizational culture requires that management recognize its underpinning dimensions and its touch on on employee-related variables, such every bit job satisfaction [5], organizational commitment [half dozen], and operation [7]. Lund [five] believed that less research was done on the human relationship between organizational civilization and task satisfaction within the inquiry topic of organizational culture and outcome. The organization consists of the staff, with the behavior of its individual members affecting outcomes. Since cultural research within the nursing field is not mutual [8], it is necessary to explore the way the culture influences the behavior of the nursing staff, and in turn how the behavior of the staff influences the organizational outcome.

A two-dimensional model of leadership that focuses on the concern for people and production has been used for many years in organizational research [9]. In the tardily 1970s, leadership research started focusing on behavior inside organizational change and development [10]. Leadership implies authority in the broadest sense of the give-and-take and non simply the power to wield the stick [eleven]. Information technology is based on objective factors, such as managerial ability, and more than subjective characteristics that include personal qualities of the leaders. The factors are of even greater importance given the current emerging civilisation of the nurse who has a clear and assertive vision about the nature of clinical practice [12].

Currently, there is a shortage of nurses in clinical care, and good leaders can assistance whatever attrition. Furthermore, the leadership skills of nurse administrators tin can contribute to the success of their arrangement [13]. Leadership is of increasing importance in clinical nursing [14]. Although leadership and organizational culture constructs have been well studied, the relationship between them has not been established in the field of nursing [6]. This report explores the human relationship betwixt organizational culture and leadership behavior.

Berson & Linton [xv] discovered that within the research & development (R&D) and authoritative environments, leadership behavior of a manager is closely related to work satisfaction of the employees. Nielsen et al. [16] accept stated that leadership behavior and job satisfaction will depend on the organizational context; therefore some other objective of this research was to empathize how the leadership behavior of the ambassador in different organizational cultures affects job satisfaction. Casida & Pinto-Zipp [17] explored how nurses felt about the relationship between leadership and organizational civilisation, and found them to exist correlated. Although the information indicated that the development of an organizational culture is related to the beliefs of its leaders, the results failed conclude whether this affected their attitudes or behavior every bit employees. From the nursing administration perspective, the normal course of action taken to influence employee behavior and achieve the objectives gear up by the administrators comes through administrative management. Therefore, likewise every bit discussing the relationship between leadership behavior and organizational culture, this research will investigate the effect of leader behavior and organizational culture towards employee job satisfaction. The findings clearly show that hospital administrators should be concerned about the furnishings of leadership behavior and organizational culture on the attitude towards piece of work of their employees. This should help administrators change their beliefs in guild to maintain a good common relationship with their subordinates, improving their working attitude and, more importantly, reducing potential conflicts.

Human relationship between organizational culture and leadership behavior

Civilisation is socially learned and transmitted by members; it provides the rules for beliefs within organizations [18]. The definition of organizational civilization is of the conventionalities that can guide staff in knowing what to exercise and what not to do, including practices, values, and assumptions well-nigh their work [19]. The cadre values of an organization brainstorm with its leadership, which volition and then evolve to a leadership style. Subordinates volition exist led by these values and the behavior of leaders, such that the beliefs of both parties should become increasingly in line. When strong unified behavior, values and behavior accept been developed, a strong organizational culture emerges. Leaders have to appreciate their office in maintaining an organization'due south culture. This would in return ensure consistent behavior between members of the organisation, reducing conflicts and creating a healthy working environs for employees [20].

Hypothesis 1- Organizational culture is positively correlated with leadership behavior.

Relationship between leadership beliefs and job satisfaction

Job satisfaction has been associated with nurses who perceive their managers every bit supportive and caring. A supportive manager shares values, believes in a balance of ability, and provides opportunities for open up dialogue with nurses [21], which in plow reduces the chances of internal conflicts. This type of leader is successful in his or her role and is supportive and responsive to clinical nurses, thereby preserving power and status inside the hospital system. Such leaders are valued throughout the organization and have executive power to do what they come across as necessary to create a positive environment for nursing [22]. Accordingly, they have a measurable upshot on the morale and job satisfaction of nurses [23].

Hypothesis 2 - Leadership behavior is positively correlated with job satisfaction.

Relationship between organizational civilization and job satisfaction

Organizational culture expresses shared assumptions, values and behavior, and is the social glue holding an arrangement together [24]. A strong culture is a system of rules that spells out how people should acquit [25]. An organization with a strong culture has mutual values and codes of conduct for its employees, which should aid them reach their missions and goals. Work recognition and chore satisfaction can exist accomplished when employees tin complete the tasks assigned to them past the system.

Hypothesis 3 -.Organizational culture is positively correlated with job satisfaction.

The measurement of organizational civilization, leadership behavior and job satisfaction

A structured questionnaire was compiled based on similar studies published in international journals [26,27]. 20-three factors regarding organizational civilization were taken from Tsui et al. [26], a written report based on two groups of MBA students from two universities in Beijing, China. Our inquiry was focused on clinical nurses in hospitals; therefore, refinements were made to the questionnaire designed by Tsui et al. [26] to cater for our item research objective. The study invited three directors or supervisors from the medical centre to validate the questionnaire. Lastly, at that place were 22 questions in the organizational civilisation department.

Thirty items regarding leadership behavior were taken from Strange & Mumford [27], and the questions structured using this literature. However, the proposed test was non empirically studied. Nurses from hospital A were used every bit a airplane pilot report sample. Four question items were deleted to improve the validity of the questionnaire: "People will have an farthermost reaction to the leader"; "Followers will cede themselves for the leader and/or the leader'due south vision"; "The leader is motivated past the accomplishment of his vision"; and "The leader will accept into business relationship the needs of the organization in his determination making."

Vroom [28] classified job satisfaction into 7 dimensions: organizational, promotion, job content, superior, reward, working environment and working partners. Nosotros took into consideration that nurses' salary increases are based on promotion. Furthermore, a large number of variables in organization culture and leadership behavior were covered by this inquiry. To forbid too few number nurses from responding to the questionnaires, we asked just iv job satisfaction dimensions out of a total of 12 items: job recognition, reward and welfare, superior and working partners.

Methods

Study Pattern

A cross-sectional study was conducted in two hospitals in Fundamental Taiwan.

Data Source and Analysis

Nosotros employed self-administered questionnaires to collect research data. Data was collected between October 1 and November thirty, 2008. We selected 2 hospitals every bit our sample target and appointed a designated person at each to effect questionnaires to employees. The number of questionnaires issued depended on the designated person. The questionnaires were completed voluntarily past all respondents. During the research period, there were 325 nurses in hospital A; 100 questionnaires were distributed, and 57 valid questionnaires were returned. In hospital B in that location were a total of 572 nurses; 200 questionnaires were distributed, and 143 valid questionnaires were returned (total render rate 66.7%).

Of the subjects, 99.5% were female, 83.v% unmarried or never married, 35.5% had a tenure at the hospital of 1-ii years, and 45.0% had had a college-level education. The bulk of employees at the hospitals were general nurses (89.5%), and the average historic period was between 21 and thirty years (82.five%)(see Tabular array ​ one).

Table i

Participant Demographics

Variables	Number	%
Gender (northward = 200)
Female	199	99.5
Male	one*	0.v
Marital status (northward = 200)
Married	33	16.five
Unmarried, never married	167	83.five
Tenure (n = 200)
<one years	42	21.0
1-2 years	71	35.5
3-4 years	36	18.0
v-vi years	13	6.v
vii-9 years	27	13.5
>= 10 years	11	5.5
Educational level (n = 200)
College	90	45.0
University	62	31.0
Postgraduate	48	24.0
Position in hospital (n = 200)
General Nurse	179	89.5
Head Nurse	21	x.5
Age (years, n = 200)
21-30	165	82.5
31-40	33	16.5
41-50	2	one.0

Note:* The gender of the majority nurses in Taiwan are female person. Within the research sample there is only one male nurse.

All data were analyzed using the SPSS 17.0 software bundle. Cronbach'southward α coefficient was used to assessed the internal consistency reliability of scales. To explore the factor construct of calibration, a series of exploratory factor analysis (EFA) were employed. Correlation analysis was used to test for the relationships among subscales of organizational culture, leadership behavior and chore satisfaction scale. Finally, a series of regression analysis were used to place the proposed hypotheses. For H1 and H3, two sets of unproblematic linear regression were used to appraise the association between independent variable and dependent variable. For H2, hierarchical regression assay was used to assess the contained association betwixt leadership beliefs and job satisfaction after controlling for the issue of organizational culture. Fractional R ^two (ΔR ⁱⁱ), F examination and standardized regression coefficient (β) and their exam statistics (t value) were reported in all regression analysis.

Measurement

Given the latent graphic symbol of the variables considered in the study, we used multi-particular, 5-signal Likert-blazon scales (i='strongly disagree' and 5='strongly agree'). Later on reliability analysis, the Cronbach's α of the organizational civilisation scale was 0.958 (22 items). The Cronbach'due south α of the leadership behavior scale was 0.966 (26 items), and for chore satisfaction 0.855 (12 items).

The questionnaires used exploratory factor analysis. We extracted four factors from the organizational culture via chief component analysis, used the Varimax of the rotation method, and named them: employee orientation, customer focus, emphasizing responsibleness, and emphasizing cooperation. Nosotros extracted iv factors from leadership behavior and named them: leader's encouragement and supportiveness to subordinates, leader giving subordinates a clear vision and trust, leader's behavior is consistent with organisation'southward vision, and leader is persuasive in convincing subordinates to acknowledge the vision. We extracted factors for job satisfaction and called them: working partners, rewards and welfare, superior and job recognition.

Results

Descriptive statistics

The average score for organizational culture was between 3.73 and 3.19, only the highest score was 3.73: "satisfying the need of customers at the largest scale." The second highest score was 3.68: "the turn a profit of the customer is emphasized extremely." The lowest score was 3.19: "business for the individual development of employees" (see Table ​ two).

Table 2

Mean and Standard Division and the Gene Analysis of Organizational Culture, Leadership Behavior and Chore Satisfaction

Dimensions	Items	Mean	Standard Division	Factor Loading	Rotation Sums of squared loadings total	Percentage of variance explained (%)	Percentage of cumulative variance explained (%)
Employee orientation (OC1)	■ Concerning for the individual development of employees.	3.19	0.926	0.748	four.543	20.651	twenty.651
	■ Caring about opinions from employees.	iii.18	0.960	0.778
	■ Adopting loftier-tech bravely.	three.xx	0.895	0.604
	■ Having a clear standard on praise and punishment.	iii.24	0.985	0.776
	■ Possessing a comprehensive arrangement and regulations.	iii.21	0.885	0.806
	■ Setting clear goals for employees.	3.23	0.891	0.766
Customer focus (OC2)	■ Sincere customer service.	three.50	0.908	0.693	4.292	nineteen.509	40.159
	■ Customer is number one.	3.60	0.962	0.781
	■ Providing first class service to customers.	3.62	0.943	0.740
	■ The profit of the customer is emphasized extremely.	iii.68	0.855	0.785
	■ Developing new products and services continuously.	iii.61	0.873	0.779
	■ Ready to have new changes.	iii.50	0.874	0.606
Emphasizing responsibility (OC3)	■ Consideration amid employees.	iii.66	0.785	0.644	4.100	18.638	58.797
	■ Satisfying the need of customers at the largest scale.	3.73	0.806	0.678
	■ Emphasizing innovation.	three.42	0.810	0.670
	■ Keeping strictly working disciplines.	three.63	0.822	0.750
	■ Showing social responsibility.	3.58	0.858	0.631
	■ Emphasizing on economical and social profits.	3.49	0.857	0.618
Emphasizing cooperation (OC4)	■ Consideration among employees.	3.38	0.849	0.850	three.534	16.065	74.862
	■ Satisfying the need of customers at the largest calibration.	3.59	0.840	0.797
	■ Emphasizing innovation.	3.62	0.830	0.789
	■ Keeping strictly working disciplines.	3.54	0.838	0.667
Leader'due south encouragement and supportive to subordinates (LB1)	■ The leader will limited high performance expectations for followers.	iii.58	0.772	0.671	0.6959	26.766	26.766
	■ The leader will communicate a high degree of conviction in the followers' ability to meet expectations.	3.64	0.827	0.678
	■ The leader volition demonstrate behaviors that selectively agitate unconscious accomplishment, power, and affinitive motives of followers when these motives are specifically relevant to the attainment of the vision.	3.61	0.862	0.767
	■ Leadership occurs through articulation of the vision and accomplishments that pertain to vision attainment.	iii.61	0.923	0.757
	■ Followers are attracted to the leader himself.	3.64	0.886	0.692
	■ For the leader to be effective in that location must be some catalyst to make the followers open up to the leader and her/his vision.	3.43	0.818	0.725
	■ The leader will permit followers the autonomy to make their own decisions but will influence them to make decisions in line with her/his vision.	iii.lx	0.862	0.705
	■ The leader will support orders with justification based on the goodness of her/his vision.	3.62	0.831	0.710
	■ Followers are direct influenced by the leader and their personal human relationship with her/him.	3.44	0.836	0.667
	■ The leader cares virtually his image and plays to the desires of followers.	3.53	0.902	0.674
	■ The leader will take an interest in all current and potential followers.	3.65	0.808	0.499
	■ Followers are devoted and unquestioning of the leader.	3.54	0.749	0.566
Leader giving subordinate her/his clear vision (LB2)	■ The leader will negotiate her/his ideas when it benefits her/his image or her/his vision.	three.66	0.822	0.514	4.705	18.098	44.863
	■ The leader will apply positive rewards and reinforcement with her/his followers.	3.69	0.804	0.524
	■ The leader may change her/his vision to encounter the needs and wants of the followers and the arrangement.	3.51	0.789	0.548
	■ The leader will exude confidence, authority, and a sense of purpose.	3.62	0.817	0.633
	■ The leader volition motivate the followers to act upon ideas already in place in society.	three.57	0.733	0.731
	■ The leader volition be narcissistic and wish to bring power and attention to herself/himself.	three.66	0.746	0.802
	■ The leader will interact with followers-social distance is low.	3.67	0.862	0.762
Leader'south behavior is consistent with her/his vision (LB3)	■ The leader volition act accordingly to certain vision that specifies a improve future state.	three.77	0.855	0.734	four.317	16.606	61.469
	■ The leader volition strive toward distal rather than proximal goals.	iii.72	0.847	0.789
	■ The leader will communicate messages that contain references to her/his overall vision.	3.68	0.843	0.784
	■ The leader will behaviorally role model the values unsaid by the vision by personal example.	3.77	0.781	0.561
Leader is persuasive in convincing subordinates to acknowledging her/his vision (LB4)	■ The leader will excel in persuading people to concur with her/him.	3.50	0.862	0.494	2.580	ix.923	71.392
	■ The leader volition try to persuade those who disagree with her/his vision to concur with information technology.	three.42	0.759	0.883
	■ The leader will delegate authority for the attainment of her/his vision.	three.58	0.739	0.655
Working partners (JS1)	■ I am satisfied with the communication status betwixt colleagues within my department.	3.79	0.767	0.602	2.501	xx.839	20.839
	■ I am satisfied with the communication status betwixt my department and other departments.	iii.48	0.736	0.809
	■ I am satisfied with the squad I worked with in my section too every bit other departments.	3.56	0.748	0.880
	■ I am satisfied with the team formed within my ain department.	3.67	0.765	0.709
Rewards and welfare (JS2)	■ I am satisfied with my remuneration considering by comparison the corporeality of workload with other section, I actually accept less workload.	two.56	1.198	0.925	2.397	nineteen.973	forty.812
	■ I am satisfied with the welfare provided past the hospital.	two.74	1.100	0.903
Superior (JS3)	■ Whenever I require assist, a supervisor is e'er there to help.	three.77	0.781	0.869	2.302	xix.182	59.994
	■ A particular supervisor will always heed to my issues and assist me in resolving those issues.	three.66	0.780	0.770
	■ Until now I am very satisfied with my chore.	iii.39	0.895	0.575
Job recognition (JS4)	■ I will exist recognized when I perform outstandingly.	3.61	0.749	0.722	1.969	sixteen.405	76.400
	■ I will be rewarded if I provided good service to the patients.	3.41	0.863	0.745
	■ My part is considered very important to some people.	3.84	0.786	0.611

Notation: The leader is hateful nursing director.

The boilerplate score for leadership behavior was between 3.77 and 3.42, where 2 items scored the highest score at 3.77: "the leader volition human action appropriately with a certain 'vision' that specifies a improve future state", and "the leader will behaviorally role model the values implied by the vision by personal example". The second highest score was 3.69: "the leader will use positive rewards and reinforcement with his followers." The lowest score was three.42: "the leader volition endeavour to persuade those who disagree with his vision to agree with it" (run into Tabular array ​ 2).

The average score for chore satisfaction was between 3.84 and two.56, where the highest score was 3.84: "to certain people my work is extremely important." The 2nd highest score was "I am satisfied with how colleagues communicate with each other in the office." The lowest score was ii.56: "I am satisfied with my salary as I have less workload compared to other employees in other divisions" (meet Table ​ two).

Inferential statistical assay

In relation to the iv dimensions of organizational culture (employee orientation, customer focus, emphasizing responsibility, and emphasizing cooperation), the four dimensions of leadership beliefs (leader's encouragement and support to subordinates, leader giving subordinates her/his clear vision, leader's behavior is consistent with the her/his vision and leader is persuasive in convincing subordinates to acknowledge the her/his vision), and the iv dimensions of job satisfaction (working partners, rewards and welfare, superior and chore recognition), variable analysis was carried out. The results of the analysis showed that just ii dimensions from "leader giving subordinates her/his articulate vision" and "behavior consequent with her/his vision" and "reward and welfare" nether the job satisfaction were non significantly correlated, whereas the other dimensions showed meaning correlation. The results also showed that organizational culture, leadership beliefs and task satisfaction were positively associated with hypotheses one to 3, which were supported (meet Table ​ 3).

Table 3

Correlation Assay amid Organizational Culture, Leadership Beliefs and Task Satisfaction

Variables	Organizational Civilization				Leadership Behavior				Job Satisfaction
Dimensions	OC1	OC2	OC3	OC4	LB1	LB2	LB3	LB4	JS1	JS 2	JS 3	JS iv
OC1	1
OC2	0.604**	1
OC3	0.597**	0.782**	1
OC4	0.678**	0.618**	0.601**	1
LB1	0.512**	0.359**	0.366**	0.405**	one
LB2	0.413**	0.489**	0.552**	0.523**	0.770**	1
LB3	0.345**	0.449**	0.444**	0.453**	0.746**	0.744**	1
LB4	0.297**	0.338**	0.406**	0.343**	0.562**	0.632**	0.516**	one
JS1	0.350**	0.360**	0.390**	0.381**	0.439**	0.411**	0.329**	0.341**	1
JS2	0.521**	0.234**	0.145*	0.352**	0.174*	0.138	0.057	0.165*	0.170*	one
JS3	0.481**	0.386**	0.427**	0.407**	0.657**	0.539**	0.447**	0.313**	0.502**	0.338**	i
JS4	0.530**	0.357**	0.341**	0.374**	0.906**	0.698**	0.607**	0.503**	0.362**	0.234**	0.575**	1

Note **Correlation is meaning at the 0.01 level (2-tailed). * Correlation is meaning at the 0.05 level (2-tailed).

Table ​ iv presents the results of several regression analyses. H1 was supported, as organizational culture was positively associated with leadership beliefs (β = .55, p < .001). H3 was also supported as organizational civilisation was positively related to task satisfaction (β = .66, p < .001). Finally, H2 was supported as the partial regression coefficient of leadership behavior reached statistically significant (β = .33, p < .001) afterwards controlling the effect of organizational civilisation. The unique variance explained attributable to leadership behavior was 8% (ΔF = xxx.58, p<.001) independent of organizational culture (see Table ​ 4). The association amongst there three main variables was illustrated as Figure ​ 1.

Tabular array 4

The Linear Regression of Organizational Culture, Leadership Beliefs and Job Satisfaction

	Leadership Behavior (H1)	Chore Satisfaction (H3)	Job Satisfaction (H2)
	β (t value)	β (t value)	β (t value)
Organizational Civilization	.55 (9.37***)	.66 (12.26***)	.47 (7.87***)
Leadership Beliefs	--	--	.33 (5.53***)
ΔR two	.31	.43	.08†
ΔF value	87.83***	150.29***	thirty.58***
Overall R two	.31	.43	.51
Overall F value	87.83***	150.29***	101.66***
Caste of freedom	1, 198	1, 198	2, 197

The association between organizational civilisation, leadership beliefs and job satisfaction. (The values shown were standardized regression coefficient and value in parenthesis was partially standardized regression coefficient)

Discussion

Casida & Pinto-Zipp [17] studied nurses in determining the human relationship between dissimilar leadership styles and organizational cultures, and showed a correlation between leadership and organizational culture, consistent with the findings of our enquiry. However, by adopting regression analysis, we also found that leadership behavior impacts on organizational culture.

Laschinger et al. [29] proposed that the variables strongly correlated with job satisfaction included role conflict, head nurse leadership, supervisory relationships, autonomy, and stress. Mayo [30] argued that the key determinant of task satisfaction was group interaction, and highlighted the importance of proficient leadership and satisfying personal relations in the workplace. Management and leadership behavior at the hospital afflicted nurses' chore satisfaction [31]. The inquiry also discovered that leadership behavior will as well influence employee job satisfaction. As well as the above-described individual factors, the research also showed that factors at the organization level, such equally the organizational culture, also have an effect on chore satisfaction. This consequence is consistent with the results of Gifford et al. [32]. It is recommended that it is likewise important for hospital administrators to establish a proficient organizational infrastructure in add-on to improving the working environment in social club to increase employee job satisfaction.

Decisions near patient intendance are frequently made by a team, rather than by a unmarried private [33]. To maintain open up communication and meliorate coordination, likewise as avoiding possible conflicts, 1 must rely on the role of leaders to motivate the team to achieve the organization goal. It was found that encouragement and support by leaders, their trust and articulate vision, their consistent behavior in this regard and their ability to convince subordinates to acknowledge their vision, tin all influence employee job satisfaction. On the other hand, we found that the factors in achieving task satisfaction were not limited to the employee's working environment, only also included interactions betwixt working partners. Good health care requires good team beliefs, then information technology is too recommended that infirmary administrators not just plant relationships inside the wellness care teams, but also work to improve these relationships to increase employee job satisfaction.

Academics who written report organizational culture as their research topic feel that organizational culture is circuitous. It will influence dissimilar employee attitudes and beliefs [34]; for example Jacobs & Roodt [35] discovered a correlation betwixt employee turnover intentions, knowledge sharing organizational commitment, organizational citizenship behavior, chore satisfaction and organizational culture. Other academics take found that organizational civilization is also related to organization or employee efficiency. Good examples are an organization'southward innovative ability [36], employee effectiveness (e.chiliad. higher levels of goal orientation, self control) [37]. Kane-Urrabazo [xx] believed that a satisfactory work environs can exist created past the employees when an organisation possesses a healthy culture and thus has a positive attitude towards employee work. Therefore the human relationship betwixt organisational culture and employee behaviour/mental attitude has been emphasised by different academics from various fields [26]. Jacobs & Roodt [35] showed a positive correlation between organisational civilization and employee job satisfaction that is consistent with the findings of our research.

Research limitations and future inquiry

Since a wide range of variables were included in our study, just a limited number of clinical nurses were interested in participating. Furthermore, only two hospitals were involved in this enquiry; therefore, it is proposed that in view of the response rate, future research should consider adjusting the research variables.

Organizations face up challenges in the external surround and changing internal context, and leaders will alter their behavior to conform to these environment changes. Therefore it is proposed that longitudinal research methods tin be adopted in future investigations into how changes in organizational context touch on on leadership behavior. Will these changes create a brand new organization culture? And how volition these changes in leadership behavior influence employee beliefs and their contribution to the organization?

Administrators normally adapt their leadership behavior in order to reach the organizational goal. It is proposed that time to come research can explore the blazon of leadership behavior that will shape a particular civilisation inside an organization. Thus, administrators can achieve the objective of shaping a new organisation civilisation by adopting different leadership behavior training programs.

Conclusion

Civilisation within an organization is very important, playing a large role in whether or non the organization is a happy and healthy place to work [twenty]. Through communicating and promoting the organizational vision to subordinates, and in getting their acknowledgement of the vision, information technology is possible to influence their work behavior and attitudes. When there is good interaction between the leader and subordinates, there will be contributions to team advice and collaboration, and encouragement of subordinates to accomplish the mission and objectives assigned by the arrangement, which in plow enhances chore satisfaction.

Acknowledgements

Special thanks to all persons who assist in distributing questionnaires and those infirmary employees who assistance in filling out the questionnaires.

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Source: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3123547/

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