...Wladislaw Rivkin, Stefan Diestel, Klaus-Helmut Schmidt* The positive relationship between servant leadership and employees’ psychological health: A multi-method approach** Servant leadership is thought to encourage socially responsible and moral behaviors. In the present article, we test the positive relationship between servant leadership and employees’ psychological health. We argue that servant leadership is positively related to employees’ health because servant leaders shape employees’ needs and create work environments that fulfill these needs. We examine the proposed relationship of servant leadership (a) competing for variance with different well-known stressors, (b) in multiple samples, (c) at the within- and between-person level, and (d) in relation to long- and short-term indicators of strain. On the basis of this multi-method approach we seek to demonstrate that our results are invariant across different methodological conditions. In Study 1 (N=443), we simultaneously tested the between-person level relationships of servant leadership and job ambiguity to emotional exhaustion and depersonalization as the core symptoms of burnout. In Study 2 (N=75), we simultaneously tested the relationships of person-level servant leadership and day-level emotional dissonance to day-level ego depletion and need for recovery as outcomes. The results of both studies demonstrate that servant leadership is negatively related to strain and accounts for unique variance in short- and long-term indicators...
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...Organisational Behaviour Structure and Culture HND in Business Management (Assignment 1) Lecturer- Damir.jovic Eindray Kaung [Type text] Ealing, Hammersmith and West London College Hammersmith Campus Page 1 4/8/2011 Organisational Behaviour Introduction The purpose of this essay is to understand the term of organistion and how it is important in forming a business. Moreover, it also describes the organisational behaviour, which means how people behave in an organisation, and why it involves a major role of within the organisation in general. Furthermore, why organisation is essential for every business and how it can make the company successful in the business area. What is more, it expresses why people need to study organisational behaviour and how it is important to a certain extent for every business. In addition to this factor, it compares and contrasts different organisational structures and cultures which have a great impact on culture as well as performance. This essay concludes by presenting how different types of leadership styles stand in both organisations and their effectivness. Marks & Spencer's background The company of Marks & Spencer is a well-known retail store in the UK with 21million people visiting each week. The profitable UK company, Marks & Spencer, operates over 600 stores in the United Kingdom employing over 75,000 people in the UK and abroad with the support of 2,000 suppliers globally. The largest store is located at Marble Arch...
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...in Business - Level 5 Unit 3: Organisations and Behaviour Submitted by: Silviu Daniel Varvara ID: 22716 Edexel: FA62596 Date: Lecturer: Statement of Authenticity: I certify that the work submitted for this assignment is my own. Where the work of others has been used, has been used to support my work and credit has been acknowledged. Task 1 1.1 You are required to select any two companies from UK energy industry to compare and contrast the different organisational structures and culture with another company from the same industry. 1.2 Explain how the relationship between structure and culture can impact on business performance of the first organisation you have selected 1.3 Also discuss the factors which influence individual behaviour at your first organisation that you have chosen. Task 2 2.1 Compare the effectiveness of different leadership styles with another business organisation in the same industry. 2.2 Also explain how the management functions, managerial roles and management authorities will underpin their practice of this company management. 2.3 You need to evaluate the different approaches to management used by the both organisations concerned in this task. Task 3 3.1 You have to discuss the impacts on different leadership styles on organisational motivation throughout the change of periods in the first...
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...Table of Contents Introduction 3 Task 1 3 Task 1.1: The comparison and contrast of organisational structures and cultures of Newton, Chambers and Co and Hi-Gen Power Limited 3 Task 1.2: The relationship between structure and culture that can impact on business performance of Newton, Chambers and Co 4 Task 1.3: The factors of influencing individual behaviour in Newton, Chambers and Co 5 Task 2 6 Task 2.1: The comparison of effective leadership styles within Newton, Chambers and Co and Hi-Gen Power Limited 6 Task 2.2: The way of management functions, managerial roles and management authorities will under plain the practice of management in this company 7 Task 2.3: The evaluation of different approaches of management used by Newton, Chambers and Co and Hi-Gen Power Limited 7 Task 3 9 Task 3.1: The impacts of having different leadership styles on organisational motivation in the periods of change in Newton, Chambers and Co 9 Task 3.2: The comparison of the application of two different motivational theories within my work place 9 Task 3.3: The usefulness of these motivational theories for managers in Newton, Chambers and Co 10 Task 4 11 Task 4.1: The nature of groups and group behaviour within Newton, Chambers and Co and Hi-Gen Power Limited 11 Task 4.2: The factors for promoting the development of an effective team work within Newton, Chambers and Co and Hi-Gen Power Limited 11 Task 4.3: The impact of technology on team functioning in Newton, Chambers...
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...Division of Business | Course: HND Level 5 Business (management) | Year: 2015/16 | Student Name: | UNIT 03: Organisations and Behavior | Lecturers Name: Dr O. Shittu | Date Issued: 25th of April 2016 | Completion Date: 20th of July 2016 | Fail Pass Merit Distinction P11.1 | P21.2 | P31.3 | P41.4 | P52.1 | P62.2 | P72.3 | P82.4 | P93.1 | P103.2 | P113.3 | P123.4 | P134.1 | P144.2 | P154.3 | P164.4 | M1 | M2 | M3 | D1 | D2 | D3 | | Learning Outcomes: 1 Understand the relationship between organisational structure and culture 2 Understand different approaches to management and leadership 3 Understand ways of using motivational theories in organisations 4 Understand mechanisms for developing effective teamwork in organisations. Comments:Assessor’s Signature:______________ Referred Date:______________ | Late: Yes No | Internal Verification: Yes No | I declare that the work I am submitting for assessment contains no sections in copied in whole or part from any other source, unless it is explicitly identified by means of quotation mark or by means of wholly indented paragraphs. I declare that I have also acknowledged such quotations by providing detailed references in an approved format. I understand that unidentified and un-referenced copying both constitutes plagiarism which is an offence. I give my consent for my work...
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...formulate the objectives and lead the organisation. His or her decision on objectives will be the direction and guidance to the people in the organisation to follow. Therefore, the leadership style adopted by him or her has the direct influence to the people and the organisation. The purpose of this infopaper is to highlight the importance of choosing the appropriate leadership style in business. Research is carried out to obtain relevant information through Management and Organisation textbooks, articles in the internet and journals. This infopaper presents the established leadership styles and highlight each style characteristics. Subsequently study how people in the organisation will behave when facing such leadership style. 2.0 LEADERSHIP There are many ways of looking at leadership and many interpretations made by Management experts of its meaning. Leader occurred among the people in the organisation and has his or her own leadership style. Leadership is the form of behaviour adopted by the leader to influence others (Cherrington, 1989). In this context, the definition for leadership refers to the ability to influence people towards the attainment of organisational goals. Leadership is a ‘people’ activity, distinct from administrative paper shuffling or problem-solving activities. Leadership is dynamic and involves the use of power (Daft, 1997). Leaders need to focus on moving people and organisations forward by increasing the staff competency and teams’ co-operation...
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...Qualification | Unit number and title | Pearson BTEC Level 5 HND Diploma in Business | Unit 3: Organisations and Behaviour | Student Name | Assessor Name | | Ms. Sonam Mehta | Date issued | Completion date | Submitted on | 7th February 2014 | 17th April 2014 | | | Assignment title | Comparative study of Organisational Behaviour of two chosen organisations | LearningOutcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(page nos.) | LO1Understand the relationshipbetween organisationalstructure and culture | 1.1 | compare and contrast different organisational structures and culture | 1 | | | 1.2 | explain the relationship between an organisation’s structure and culture can impact on the performance of the business | 1 | | | 1.3 | discuss the factors that affect individual behaviour at work | 2 | | LO2 Understand differentapproaches to managementand leadership | 2.1 | compare the effectiveness of different leadership styles in different organisations | 3 | | | 2.2 | explain how organisational theory underpins the practice of management | 3 | | | 2.3 | evaluate the different approaches to management used by different organisations | 3 | | LO3 Understand ways of usingmotivational theories inorganisations | 3.1 | discuss the impact that different leadership styles may have on motivation in organisations in periods of change | 4 | | | 3.2 | compare the application...
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...conducted by Crawford and Nahmias (2010) and Battilana, et al, 2010). The papers were carefully selected since they were all looking at the same concept of key abilities required to manage and execute change management projects. According to Crawford and Nahmias (2010), it was important to carry out this study to correctly address the question of who is the best person or profession suitable to manage major organisational transformations. The research was focusing on three people whom were seen as the right people to drive the organisational transformations and are as follows; Project Managers, Program Managers and Change Managers. The ideology was to assess their daily duties and come up with the best suitable competencies required to manage change. Looking at the second paper, Battilana, et al, 2010 indicated that there was increasing substantiation that transformation driver’s leadership features and behaviours determine the achievement or malfunction of organisational transformations. The study looked at three key change activities which are necessary for organisational change implementation. The three key activities are as follows; advocating the importance of transformation, encouraging other team members to support the transformations and assessing the transformation execution. SIMILARITIES AND DIFFERENCES...
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....................................................3 1.1. Different organisational structure and culture..............................................................3 1.2. Relationship between organisational structure and culture..........................................4 1.3. Factors influencing individual behaviour at work........................................................5 2.1. Organisation theory and management practice.............................................................6 2.2. Different approaches to management used by Peacocks and Primark..........................6 3.1. Leadership styles and their effectiveness......................................................................7 3.2. Application of different motivational theories in workplace........................................8 3.3. Relationship between motivation theory and the practice of management..................10 4.1. Nature of groups and group behaviour.........................................................................11 4.2. Factors lead to effective teamwork and threaten the success......................................12 4.3. The impact of technology on team functioning............................................................13 References...........................................................................................................................14 Introduction: Organisation behaviour refers to the study and of knowledge related to people, individuals...
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...extensive downsizing as well as to new organisational arrangements such as flatter hierarchies and strategic business units. While often improving bottom-line performance, these initiatives took their toll on worker satisfaction and empowerment. In the process, the old social contract of long-term employment in return for employee loyalty was broken. The net result was the disenfranchising of many in the workforce. Moreover, this occurred just at the moment when corporations were demanding ever-greater performance and commitment from employees. Valencia, Spain (More) For companies, the challenge became a question of how to orchestrate transformational change while simultaneously building employee morale and commitment, a seemingly contradictory endeavour. In the view of Conger, these events had a direct impact on the study of leadership. It turned attention to the senior leaders in the belief that they possessed the power and resources to effectively implement significant organisational change. In the late 1970’s an approach to studies of leadership emerged which engaged a number of researchers in the USA and expanded to investigate the extent to which a new theory of leadership behaviour, based first on studies of politicians, could be applied internationally, was more valid in circumstances of crisis, applied to people at different levels and was true for both public and private organisations. Transformational Leadership Theory emerged from considerations by James...
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...Sample Assignment Assignment front sheet Qualification | Unit number and title | Pearson BTEC Level 5 HND Diploma Business | Unit 3: Organisations and Behaviour | Student name | Assessor name | | | Date issued | Completion date | Submitted on | 11th March 2013 | 4th April 2013 | | | | Assignment title | OB1: Culture and Management Style (1 of 3) | ------------------------------------------------- ------------------------------------------------- Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student...
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...Leadership In Contemporary Organisations Management Essay Leadership is considered to be the key enabler of organisational performance and competitive advantage by the organisations these days (Burgoyne, 2008). The job of a leader is to lead his/her team to achieve the goal set by the organisation. James MacGregor Burns argues that leadership is one phenomenon on earth that is most observed and least understood (Paul, 2002). The views about a leader and the definition of leadership vary among different people. “Daniel Goleman (2000) says that an effective leader sets strategy, creates a mission, motivates his followers and finally builds a culture in the organisation. Ken Wilber argues that an integral leader is a man or woman who supports people aspiring to move forward. They have to make their own integral map that covers all the area that humans have to deal with” (Volckmann, 2005). The concepts of leadership have been developed years ago though the word is reported to have appeared in English language recently. “An effective business leader is one who is well informed of the latest research which impacts upon leadership and who is also capable of applying this to their own organisation with in an ethical framework”. I personally agree with this statement as it is important for the leader to move along with the changing organisational conditions. He should be updated with the latest trends in the organisation in order to effectively lead his followers. Further part of the...
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...Transformational leadership in the South African public service after the April 2009 national elections Authors: Manasseh M. Mokgolo1 Patricia Mokgolo2 Mike Modiba3 Affiliations: 1 Department of Human Resources Management, University of South Africa, South Africa Learning and Development Unit, Tromso Management Consultants CC, Boyne, South Africa 2 Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction. Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS). Main findings: Transformational leadership had a positive...
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...Organisational Citizenship Behaviours: A Review of Theoretical and Empirical Literature on Predicting Factors and Suggestions for Future Research. In today’s competitive business environment organisations constantly strives for achieving excellence by enhancing employee’s efficiency and effectiveness. One way, organisations can achieve this objective is through Organisational Citizenship Behaviour (OCB) (Bolino & Turnley, 2003; Organ, 2006). Organ and colleagues first conceptualized OCB in 1988. Organ (1988, p.4) defined OCB as “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.” Researches have identified numerous dimensions of OCB (Podsakoff & MacKenzie, 1997). Organ (1988) suggested a five-factor model composed of five dimensions; altruism, courtesy, conscientiousness, civic virtue and sportsmanship, which most conceptualisations of OCB are based on. Altruism refers to behaviours that involve helping another person, such as helping a colleague with a heavy workload. Courtesy involves being polite and courteous to prevent work related problems, for example, informing a coworker or a change that may affect them introduced by you. Conscientiousness refers to doing more than just the minimum to prevent and minimize error, in terms of attendance and punctuality. Civic virtue refers to employees genuine concern and interest in the...
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...15 Bibliography 17 1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator...
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