A study of the relationship between transformational leadership and constructive organizational culture in small manufacturing companies
The frenetic pace and breadth of the world market has demanded an organizational culture that is based on innovation, adaptability, and the optimization of human and capital resources. A main tenet of an organization's culture is derived from its leadership. This research was conducted to determine if transformational leadership behaviors predict a constructive organizational culture in manufacturing companies. The 92 study participants represented 22 small manufacturing companies in Michigan's Oakland and Macomb counties. The survey instruments utilized were Kouzes and Posner's (2003) Leadership Practices Inventory to measure transformational leadership; and Cooke and Lafferty's (2003) Organizational Culture Inventory to measure constructive organizational culture. Results showed that transformational leadership practices were predictive of and positively correlated with a constructive organizational culture. Additionally, one of the five leadership subscales (inspiring a shared vision) was found to be predictive of a constructive organizational culture. All five leadership subscales was positively correlated with a constructive organizational culture. Male and female participants perceived their leaders' behavior differently. Females scored their leaders higher in all transformational practice. Management and non-management personnel were consistent in their perception of culture.
|Year of publication:||
|Authors:||Lucas, David B|
Wayne State University
|Type of publication:||Other|
ETD Collection for Wayne State University
Persistent link: https://www.econbiz.de/10009431688
Saved in favorites
Similar items by subject
Find similar items by using search terms and synonyms from our Thesaurus for Economics (STW).