Professional Documents
Culture Documents
By
A Thesis Submitted in
At
University of Petra
Amman-Jordan
March 2014
THE RELATIONSHIP BETWEEN LEADERSHIP STYLES
AND TYPES OF ORGANIZATIONAL CULTURE
IN ORANGE AND UMNIAH TELECOMMUNICATION
COMPANIES IN JORDAN:
A COMPARATIVE RESEARCH
by
at
University of Petra,
Amman-Jordan
March 2014
Examination Committee
Name Signature
This research aims to examine the relationship between leadership styles and
Jordan. It also aims to investigate and compare between the leadership styles and types of
chosen. Leadership styles were measured by means of Burke (1983) instrument which
The Statistical Package of Social Sciences (SPSS) was used to test hypotheses and
culture.
5. There is significant evidence that there are differences between the two
companies in role and support cultures. Meanwhile Umniah is higher than Orange
styles and organizational culture types between Orange and Umniah companies.
Major Professor
Prof. Hala Abdulqadr
Signature
Date
IV
العالقة بين أنماط القيادة وأنواع الثقافة التنظيمية في شركتي أورانج وأمنية
لالتصاالت في األردن :بحث مقارن
ملخص
يهدف هذا البحث إلى اختبار وتحليل العالقة بين أنماط القيادة وأنواع الثقافة التنظيمية في شركتي أورانج
وأمنية لالتصاالت السلكية والالسلكية في األردن .كما يهدف إلى إجراء مقارنة فيما بين هاتين الشركتين
بهدف التحقق من أوجه الشبه وأوجه االختالف بين أنماط القيادة وأنواع الثقافة السائدة في هاتين الشركتين.
لتحقيق هذه األهداف تم اختيارعينة عشوائية طبقية مؤلفة من ( )562موظفا ً ممن يعملون في المركز
الرئيسي لشركتي أورانج وأمنية في مدينة عمان/األردن .لقياس أنماط القيادة تم استخدام استبانة ورنر بيرك
( )3891والتي تقيس نمطي القيادة التحويلية والتبادلية .ولقياس أنواع الثقافة التنظيمية تم استخدام استبانة
هاريسون وستوكس() 3885المعنونة "تشخيص الثقافة التنظيمية" والتي تقيس أربعة أنواع للثقافة التنظيمية:
إلختبار الفرضيات وتحليل البيانات تم استخدام الحزمة اإلحصائية للعلوم االجتماعية ( .)SPSS
بينت نتائج البحث ما يلي :
.3رغم عدم توفر داللة احصائية عن وجود فروقات فيما بين نمطي القيادة التبادلية والتحويلية في
شركة أورانج إال أن قيمة الوسط الحسابي للنمط التبادلي هي أعلى من النمط التحويلي.
.5هناك داللة احصائية بأن نمط القيادة السائد في شركة أمنية هو النمط التحويلي.
.1هناك داللة احصائية بأن الثقافة التنظيمية السائدة في شركة أورانج هي ثقافة اإلنجاز والثقافة السائدة
.4ليس هناك داللة احصائية على وجود فروقات فيما بين شركتي أورانج وأمنية في ثقافة السلطة
وثقافة اإلنجاز.
.2هناك داللة احصائية على وجود فروقات فيما بين الشركتين في ثقافة الدور وثقافة الدعم .حيث أمنية
V
.6ليس هناك داللة احصائية على وجود عالقة فيما بين نمطي القيادة التبادلية والتحويلية وأنواع الثقافة
.7ليس هناك داللة احصائية على وجود عالقة بين نمطي القيادة التبادلية والتحويلية وأنواع الثقافة
.9ليس هناك داللة احصائية على وجود عالقة فيما بين نمطي القيادة التبادلية والتحويلية وأنواع الثقافة
.8ليس هناك داللة احصائية على وجود فروقات فيما بين نمطي القيادة التبادلية والتحويلية وأنواع
الكلمات الدالة :أنماط القيادة ،الثقافة التنظيمية ،شركات االتصاالت السلكية ،أورانج ،أمنية ،األردن.
VI
ACKNOWLEDGEMENT
I would like to thank everyone who helped me in the accomplishment of this research,
starting with my research supervisor Prof. Hala Abdulqader, who guided me all through
My gratitude also goes to everyone who dedicated some of his time to help me go
through the process of finalizing this thesis. To all the friends who helped through this
I also acknowledge my brothers, and sister for their encouragement and support. Finally
my deepest gratitude goes to my parents for their dedication and many years of support,
and being the ultimate educators in my life, I credit them for being the foundation that
VII
AUTHORIZATION
Signature
VIII
TABLE OF CONTENTS
III
ABSTRACT IN ENGLISH
V
ABSTRACT IN ARABIC
VII
ACKNOWLEDGEMENT
VIII
AUTHORIZATION FORM
IX
TABLE OF CONTENTS
XIV
LIST OF TABLES
XVI
LIST OF FIGURES
CAHAPTER I
1
INTRODUCTION, SCOPE AND OBJECTIVES
1.1 Introduction 1
1.7.1 Leadership 6
1.7.4 Culture 7
CHAPTER II 14
REVIEW OF RELATED LITERATURE AND PREVIOUS
STUDIES
2.1 Introduction 14
2.2.6.1 Culture 34
CHAPTER III
89
METHODOLOGY
3.4.1 Population 93
XI
3.7 Validity and Reliability 97
3.7.1 Validity 97
3.7.2 Reliability 98
CHAPTER IV
PRESENTATION OF RESULTS, DISSCUSSION AND 100
INTERPRETAION
CHAPTER V
SUMMARY, CONCLUSION AND RECOMMENDATIONS 126
134
REFERENCES
XII
APPENDICES 160
XIII
LIST OF TABLES
XIV
16 Results Of The T-Test Analysis Among The Leadership Styles In 113
Terms Of Gender
19 Scheffe' Test of The Leader Ship Styles In Terms Of Job level 116
XV
LIST OF FIGURES
XVI
CAHAPTER I
1.1 INTRODUCTION
Since the eighties of the last century, organization culture has become an important topic
Employees are considered the organization's most valuable capital that accomplish its
goals and success, especially in light of the new economic environment of globalization
and free trade, where employees’ qualities, attitudes and behaviors in the workplace
affect the organizational success. Therefore, it is important to analyze what factors impact
this valuable capital and how they act to accomplish the organizations goals.
People communicate with each other using various ways like verbal or written words,
actions, or expressions in order to convey a message. Humans do not depend only on the
face-to-face communication, but also on the means of communications that bridge the
gap between people in mere seconds across vast distances. Every house and company are
now reached by the telecommunication facilities that makes life faster and minimize the
pace transfer. People become closer and knowledge has become available in every place.
organization is in its infancy stage where the primary purpose and structure are being
1
developed, there is usually no organizational culture. At the point of staffing the
organization, the founder establishes the expectations that will govern the business.
While leadership may influence organizational culture, organizational culture can also
influence leadership behavior, although the most effective type of leadership can be
Schein (1992) found that leaders are largely responsible for creating, developing,
maintaining, and destroying culture, and must come to recognize both the importance of
organizational culture; that yields high performance and efficiency overall. Leadership
and culture are intertwined and are best examined as if they were two sides of one coin.
The impact of culture will reflected on the employee's behavior and influences them
toward achieving the required goals of the organization, and that’s needed for the
telecommunication sector considered one of the most growing sector in the world and in
Jordan it upstream to the state treasury and supportive of the national economy. The
percentage contribution of this sector to gross domestic product (GDP) in 2008 accounted
As the researcher has an interest to explore the degree that leaders play in designing their
organizational culture in this sector, this research is a contribution to examine this notion
2
1.2 Context and Scope Of The Research
leadership style, transactional leadership style), and the types of organizational culture
between these two companies in their leadership styles and types of organizational
culture.
The researcher adopts both qualitative and quantitative approaches to achieve the
objectives of the research. The qualitative approach focuses on reviewing the available
literature, and quantitative approach is followed to collect data about the leadership styles
working in Orange and Umniah companies. Leadership style is measured by the field-test
The organizational culture is measured by Harrison and Stokes (1992) instrument entitled
international and previously tested questionnaire design to collect the data, is an efficient
The sample consisted of employees working at the head offices of Orange and Umniah
The research offers a method that can be used by the managers to compare their
3
1.3 Problem Statement
Different research has discussed leadership styles on one hand and organizational culture
on the other hand, although some the research is being conducted on the leadership styles
alone and organizational culture alone, little researches focused on examining the relation
leadership style and organizational culture, little research, however, has examined the
Management scholars and researchers are becoming more interested in learning more
about the relation between the leadership styles and types of organizational culture in
although most of the researches focused on the topic in the developed countries, little is
being produced in the developing countries and specifically in the Arab world. Hence,
this research highlights the impact of leadership styles on the organizational culture in an
Arab country, namely Jordan. Hence, it is hoped that the research will be a staring base,
for those who are eager to expand the topic and do similar research on other sectors in
4
1.5.2 To examine the types of organizational culture in the Orange and Umniah
1.5.4 To find out if there are significant differences in the leadership styles and
companies in Jordan.
from Orange and Umniah companies with regard to their perception of the
culture according to their (experience, age, gender, educational level, and job
level)?
1. Is there significant relationship between the leadership styles and the types of
company?
5
6. Is there significant relationship between the leadership style and the existing type
7. Is there significant relationship between the leadership style and the existing type
8. Are there significant differences among the members of the research sample with
9. Are there significant differences among the members of the research sample with
1.7.1 Leadership
Bass (1990b: 4), described leadership as a “universal phenomenon”, and defined it as "an
interaction between two or more members of a group that often involves a structuring or
restructuring of the situation and the perception and expectations of the members".
Leaders are agents of change persons whose acts affect other people more than other
people’s acts affect them. Leadership occurs when one group member modifies the
motivation or competencies of others in the group. Howard (2005: 385) has also defined
leadership as the “process of communication (verbal and non verbal) that involves
6
1.7.2 Transformational leadership
Burns (1978) was the first one who defined transformational leadership as an attempt to
stimulate and encourage individuals, groups and organizations to change better. Bass and
others to help each other, to look out for each other, to be encouraging and harmonious,
and to look out for the organization as a whole. In this leadership, the leader enhances the
Aronson, (2004); Bass, (1990b); and Burns, (1978) agreed on that the basis of
transactional leadership is an exchange or quid pro quo relationship between a leader and
a follower, where each receives something of value in exchange for a particular action or
behavior. Bass and Riggio (2006) indicated that transactional leaders are considered to
concentrate on compromise, intrigue, and control; therefore they are more likely to be
1.7.4 Culture
Hofstede (1980) defined culture as the collective thinking of minds which creates a
difference between the members of one group from another. Schein(1986: 29) defined
culture as ‘‘the sum total of all the shared, taken-for-granted assumptions that a group has
learned throughout its history’’. Schein (1992: 12) added another definition of culture as
" a pattern of shared basic assumptions that the group learned as it solved its problems of
external adaptation and internal integration that has worked well enough to be considered
valid, and therefore, to be taught to new members as the correct way to perceive think,
and feel in relation to those problems". Schein (1992: 19) also indicated that a culture "is
7
a set of basic tacit assumptions about how the world is and ought to be that a group of
people share and that determines their perceptions, thoughts, feelings, and to some degree
Schein (1999) argued that organizational culture is the property of a group, and it is a
powerful, latent, and often unconscious set of forces, that determine both our individual
and collective behavior, ways of perceiving, thought patterns, and values. Van Fleet
(1991) indicated that organizational culture is the set of values, often taken for granted,
that helps people in an organization understand which actions are considered acceptable
and which are considered unacceptable. Cooke and Rousseau,(1988); King and Byers,
(2007); Zhang et al.,( 2009), argued that a commonly used definition of organizational
culture is the set of shared, taken-for-granted, implicit assumptions that a group holds and
that determine how it perceives, thinks about, and reacts to its various environments.
beliefs, policies, and attitudes that constitute a pervasive context for everything one does
Harisson and Stokes (1992) the power oriented organization is based on inequality of
access to resources. A 'resource' can be anything one person controls that another person
wants. Martin (2001) argued that the main features of a power culture in organizational
culture include: single mindedness in approach; dominated by the leader or central person
8
1.7.7 Role Culture
Harisson and Stokes (1992) the role orientation assumes that people work most
effectively and efficiently when they have relatively simple, clearly defined,
circumscribed and measurable tasks. Clarity and precision of roles and procedures are
striven for in order to fit the parts of the organization together like a machine. Harmse
(2001) said that in the role orientation culture is that employees of an organisation are
able to allocate more energy to do their work than without the rules and structures of the
role orientation.
Harisson and Stokes (1992) Achievement orientation relies on self motivating strategies
and is based on competence. It also creates a high energy environment and a greater
makes high demands on its people's energy and time, assuming that people actually enjoy
Harisson and Stokes (1992) Support culture is based on a mutual trust between the
employee and the organization, employees who work in this culture believe that they are
valued as human beings, not only served to complete the work. The support culture is
criticized for being too idealistic and humanistic. In the interest of harmony, this culture
9
1.8 Research Hypotheses
The following hypotheses are formulated to reveal the leadership styles and the types of
and to recognize if specific relationships and differences exist between the leadership
Hypotheses
Null Hypothesis (Ho) 1.8.1: There is no significant difference at (α ≤ 0.05, µ=2.5) level
of significance between the leadership style of Orange company and the leadership style
of Umniah company.
µ=2.5) level of significance between the leadership style of Orange company and
Null Hypothesis (Ho) 1.8.3: There is no significant difference between the existing type
existing type of organizational culture at Orange company and the existing type of
significance.
Null Hypothesis (Ho) 1.8.5: There is no significant relationship between the leadership
style and types of organizational culture at Orange and Umniah companies at (α ≤ 0.05,
10
Alternate Hypothesis (Ha) 1.8.6: There is significant relationship between the
companies.
Null Hypothesis (Ho) 1.8.7: There is no significant evidence at (α ≤ 0.05) regarding the
differences between leadership styles and types of organizational culture between Orange
Hypothesis (A):There are significant differences at(α ≤ 0.05, µ=2.5) among respondents
with regard to their perception of the leadership style (transformational and transactional)
Hypothesis (B): There are significant differences at (0.05) among respondents with
regards to their perceptions of the types of the organizational culture (power, role,
achievement, and support) according to experience, age, gender, educational level, and
job level.
1. The researcher has faced some difficulties collecting the required data from the two
studied companies as some individuals of the research sample did not fully cooperate
11
2. The instruments used to examine leadership and organizational culture may have
perceptions.
telecommunication companies Orange and Umniah and the time period that this
research was conducted. The research started in January 2013 and completed in
November 2013.
4. Some of the respondents did not fill their questionnaires; this issue decreases the
12
1.10 Methodological Framework of The Research
Figure 1: Methodological Framework Of The Research
Leadership
IndependentStyles:
Variables: Organizational Culture:
-Power Culture
- Transactional Leadership Style -Role Culture
And -Achievement Culture
-Transformational Leadership Style
-Support Culture
Demographic variables
Experience
Age
Gender
Educational level
Job level
CHAPTER II
13
CHAPTER II
2.1 Introduction
In the shape, rise and diversification of the nation's values, attitudes, behaviors, and
beliefs, that lead to create what we call culture that reflects how people will behave in
each nation, all of this had managed the business environment and how people
(employees, managers, leaders) act and interact with each other inside the work
Bauer and Elder (2006) Culture is the most important factor that shapes the organizations'
members attitudes, which comes at first from their heritage, values, and beliefs; they
bring it to the organization whom they work in, and affect the organization and
organization members. However, every organization has its own goals and vision which
tries to accomplish in its own way side by side with the employee's different beliefs, so
here come the role of the organization leader, specifically; the transformational leader
who offers a purpose that transcends short-term goals and focuses on higher order
Leaders raise the bar by appealing to higher ideals and values of followers who will try to
change, manipulate and shape the organization culture (Burns, 1978). When we talk
about the values, purpose, meaning of the followers in the organization we have to
mention the leaders who strongly affect inside the organization who will shape their
values, behaviors and attitudes inside the organization. Leaders are the corner stone of the
14
organization culture, and we have to distinguish between the cultures types to know what
the dominant culture that control and reflect the people way in behaving, and through it
will be possible to judge the type of the dominant leadership style in the organizations.
the most important sectors in Jordan for many reasons. The telecommunication sector in
Jordan is growing at a very fast pace, and its infrastructure is updated constantly and
competitive in the Middle East, which support many media include: phone, radio,
television, and the Internet. The telecommunication sector in Jordan is growing at a very
fast pace, and its infrastructure is updated constantly and broadened. Doubled the size of
returns for telecommunications and information technology within five years, of $ 450
million in 2000 to one billion dollars in 2005 and still growing (www.Wikipedia.com), it
Jordan, is one of the most important sectors upstream to the state treasury and supportive
percentage contribution of this sector to GDP in 2008 accounted for 14.3%, and
estimated employment opportunities provided by the sector with 82 thousand jobs are
cumulative, which indicates the important role played by the sector in contributing to
upgrading the community career in Jordan, as well as its role in providing thousands of
jobs, where a large number of companies invested in the software development industry,
15
2.2 literature review
Chapman (2013) indicated that leadership is centrally concerned with people. Leadership
involves decisions and actions relating to all sorts of other things, but leadership is
special compared to any other role because of its unique responsibility. Leadership can be
performed with different styles. Some leaders have one style, which is right for certain,
situations and wrong for others. Some leaders can adapt and use different leadership
Scouller and Chapman (2013) argued that leadership is a vast and important subject, yet
leadership definitions and descriptions also vary enormously. Scouller and Chapman
(2013) argued that we can find leadership in every sort of work and play, and in every
sort of adventure and project, regardless of scale, and regardless of financial or official
authority. And so, given the many ways in which leadership operates, it is no surprise that
Bass (1999) contended that leadership theory began with the great man theories and
learning theories, interactive process theories, perceptual and cognitive theories, and
hybrid theories.
Parry (1999) mentioned that there are many types of leaders each having a specific sets of
16
example, if you were to ask ten different people what it means to be a leader, you will
Bass (1999) argued that leadership is a multifaceted issue. He asserted that there are
a group to pursue objectives held by the leader or shared by the leader and his or her
followers (Gardner, 1990; Higgs, 2003). Howard (2005: 385) defined leadership as the
leadership as an influence relationship among leaders and followers, who intend real
changes and outcomes, that reflect their shared purposes. Leadership prevalently exists
within people and organizations. Hughes et.al., (1996) sustained that leadership has a
range of definitions, but at its simplest it is concerned with the ability to influence others
to achieve goals. There is an established literature that describes the personal attributes of
leaders, including having a big picture vision, that is effectively shared and decision
making is clear and decisive based on assessment of available information. Leaders have
Rost (1999) argued that leadership a much more complex phenomenon than either the
great man or great event approaches considered. An historical review by Chemers (1997)
indicated that the first theories of leadership were introduced, from the mid-19th to early
17
20th centuries by the authors Thomas Carlyle and Francis Galton (1888). Van Wart
(2003) mentioned that in the 19th century, the basis of the predominant leadership
paradigm was the great man theory. These early leadership scholars proposed the Great
Man theory, which stated that great leaders possessed unique traits, personalities, or
characteristics that resulted in their special ability to become recognized as super leaders,
as indicated in table 1.
Up to 1900 Great Man Theory Talent, heroism; one great leader influencing the
Carlyle (1860) masses.
Denmark (1993) argued that the ‘‘Great Man’’ theory assumed that personal attributes of
the great man ‘‘determined the course of history’’ (Denmark, 1993:344). Bass (1990)
indicated the great man was believed to have unique and exceptional features and
qualities that distinguished him from his followers. Denmark (1993) said only very few
people were thought to have such abilities, which were believed to be innate, i.e. leaders
were born with these qualities. While the trait theory focus was on the unique and
exceptional abilities and traits of certain individuals (Spotts, 1976). Originally large lists
18
of traits believed to be possessed by leaders were proposed in this theory (Spotts, 1976).
The list was distilled to include self confidence, need for achievement, the ability to have
motives to carry out an action, and self monitoring (Ellis, 1988). Once again, these traits
were thought to be inborn, and unique to leaders. While behavioral theories of leadership
do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.
Behavioral theory is a big leap from trait theory, in that it assumes that leadership
Lewin and Lippitt (1938) argued that there were four main behavioral studies:
1) The University of Iowa researchers isolated three behavioral dimensions; these were
the democratic, autocratic, and laissez-faire styles. Among these dimensions, the
2) A study by Ohio State University in the 1940s and 1950s advanced this body of
thought, by dividing the behavioral theories into two dimensions which they termed
3) The third study by the University of Michigan described ‘‘employee oriented’’ and
‘‘production oriented’’ dimensions (Kahn and Katz, 1960). The findings of the third
study concluded that, employee-oriented employers fostered high group productivity and
Blake and Mouton proposed a Managerial Grid, using behavioral dimensions which
included ‘‘concern for people’’ and ‘‘concern for production’’ as the two dimensions of
assessing leadership behaviors' (Blake and Mouton, 1964). The idea that there is one best
19
leadership style was explored, and the researchers proposed that by incorporating the two
dimensions of concern for people and concern for production, the most effective way of
leading could be achieved (Blake and Mouton, 1964),in which concern for both people
and productivity is maximized. Just as committed and happy employees are needed to
produce high quality goods or services, so concern for production is considered essential
to maintain job security and a desired standard of living (Ouchi, 1981).The 'Managerial
Grid' model 1964, identified five kinds of leadership behavior with two axes concern for
people and concern for production, and the five leadership behavior as follows (review by
*Country Club Style - High People: Low Task - Here the leader has a high concern for
and usually involvement with people, but a low concern for the task.
* Impoverished Style - Low People: Low Task - Here the leader has both a low concern
compromise. There is some concern for the task and, equally, some concern for people,
* Produce or Perish Style - Low People: High Task. Here we see a high focus on the task
with little or no concern for people. This style is often referred to as autocratic. Leaders
* Team Style - High People: High Task. This style combines a high concern for and
20
2.2.3Contingency Theory
theory (Bass, 1990a), indicated that each situation necessitates a different leadership
approach, either task oriented or relationship oriented. Daft (2002: 79) indicated that
called contingency approaches, these theories explain the relationship between leadership
There are several theories that fall under the broad heading contingency approaches
including:
style and organizational situation with a leader's effectiveness dependent upon how well
readiness level and thus need different leadership styles, and based upon directive and
supportive dimensions.
between the leader’s style, the subordinate’s style, and the work environment.
Daft (2008) contended that contingency theories are still embedded in contemporary
leadership theories. These look at the ways in which leaders analyze their situations and
tailor their behavior to improve effectiveness. Daft (2002) said these contingency
21
approach models assumed that, there was no one best approach to leadership, but rather
that a leader could identify the appropriate leadership style by reflecting upon the
political leaders. His conclusions centered around the differences between management
and leadership. Burns communicated the two basic concepts of "transformational" and
"transactional" leadership.
follower, where each receives something of value in exchange for a particular action or
behavior.
In the 1980s, researchers explored the concept of charismatic leadership (Bass, 1990a)
Burns (1978).Bass (1998) later modified Burns’ (1978) theory of leadership and proposed
leadership. Schein (2004) said that two leadership approaches still have merit today and
leadership abilities when they observe certain behaviors, while transformational leaders
22
those who inspire followers to transcend their own self-interests and who are capable of
having a profound and extraordinary effect on followers. Burns (1978) argued that
in nature. Burns (1978) indicated that a transactional leader engages others in the
Transformational leader examines and searches for the needs and motives of others
Bass (1990a: 53) and Burns (1978) as cited by Harter (2003) argued that as leadership
theories evolved throughout the 20th century, but transformational leadership became
“the dominant paradigm for the study of leadership”. Burns (1978) was the first one who
ability of leaders to be classed into different theories; researchers believed that qualities
could be learned when becoming a transformational leader. Bass (1985) was the first one
to work in this theory and incorporated this theory into business settings, which looked at
leaders who could project their vision of the future, and could inspire their employees to
perform at high levels. Transformational leaders are those who transform their followers
leadership approach that is defined as leadership that creates valuable and positive change
other, to look out for each other, to be encouraging and harmonious, and to look out for
the organization as a whole. In this leadership, the leader enhances the motivation, morale
23
"Transformational leaders are those who stimulate and inspire followers to both achieve
extraordinary outcomes and, in the process, develop their own leadership capacity.
Transformational leader's help followers grow and develop into leaders by responding to
individual followers' needs, by empowering them and by aligning the objectives and
goals of the individual followers, the leader, the group, and the larger organization.
satisfaction and commitment to the group and organization" Bass and Riggio (2006:3).
Tichy and Devanna (1990) pointed that transformational leadership associated with
recognizing the need for a new determination and creation of a new vision for
institutional change. The transformational leadership means the way to improve the
higher level for task request of employee so that it is available to inspire the potential
become an employee with self orientation and self enhancement capability. According to
theory and practices. It moves away from using the ‘stick and carrot’ to get the job done.
Ling, et. al., (2003) argued that in companies with transformational leaders, there is
and compensation plans are geared toward long-term results, all of which facilitate
tend to follow “existing rules, procedures and norms” that may not necessarily be
24
beneficial for the future of the organization (Bass and Avolio: 112) as cited by Germore
transactional leaders tend to operate within them. An illustration of this can be seen
transformational leader changes what people talk about. Bass further asserted that
transformational leaders invent, introduce, and moves cultural forms forward whereby
individuals develop strong identifications with the organization and its goals."Burns
(1978) and Yukl (1998), pointed that a vital concept that differentiates transformational
endeavors to meet both the requirements of the mission statement and the needs of
Carless (1998) and Yukl (1999) argued that transformational leadership style also has
numerous flaws. Mentioned that transformational leadership style lacks conceptual clarity
and that there appears to be some overlapping of factors such as idealized influence,
factors correlate highly with each other, implying that these factors are not separate.
Banerji and Krishnan (2000) indicated that from an ethical perspective, transformational
leadership theory holds a great promise for leaders both in the public and private sectors,
moral values in human conduct and ethical aspirations for both leaders and followers.
Podsakoff and colleagues (1990), ascertained from the literature, six key behaviors
associated with transformational leaders. Those six behaviors included (a) identify and
articulate a vision, (b) provide an appropriate model, (c) foster the acceptance of group
25
goals, (d) set high performance expectations, (e) provide individualized support and
They change the core values of followers for the benefit of the common interest by
committing people and seeing them as ends not as means, they inspire followers to go
beyond their own self-interests for the good of the organization with their vision.
According to Bass and Yukl (1998), the transformational leader has the ability to:
(1) Transform his followers from the focus on personal interest into the group interest.
(2) Make their followers more aware of the importance of the result of the work.
(Aronson, 2004; Bass, 1990b; DeVore, 2006) agreed that transformational leaders have
referent and expert power and their followers perceive them as powerful role models who
can implement a shared organizational vision. Bass (2008) mentioned that the main
leaders, but transactional leaders focus more on resource exchanges and on monitoring
leadership. The researcher show that the transformational leader raises staff member’s
level of awareness and level of consciousness about the significance and value of
designated outcomes, and gets staff members to transcend their own self-interest for the
26
Transactional leadership theory believed that leaders had to be more flexible to
accomplish the goals of the organization. Bass (1995) was one of the major supporters of
transactional theory, which allowed more feedback from differing levels of the
effective form of leadership than transformational leadership. Bass and Riggio (2006)
intrigue, and control; therefore they are more likely to be seen as more inflexible,
detached, and manipulative than transformational leaders. Burns (1978) reported that
transactional leaders focused more on course work, task-oriented goals and work
students complete assignments and comply with the demands of the organization or the
actual classroom requirements (Hinkin and Tracey, 1998; Hood, et.al., 2009). Avolio
leaders and followers, in which followers are rewarded for meeting specific goals or
performance criteria. Aronson, (2004); Bass, (1990b); and Burns, (1978) agreed on that
the basis of transactional leadership is an exchange or quid pro quo relationship between
a leader and a follower, where each receives something of value in exchange for a
particular action or behavior. Jung (2001) discussed that rewards and positive
more practical in nature because of its emphasis on meeting specific targets or objectives.
27
predetermined criteria. Poor transactional leaders may be less likely to anticipate
problems and intervene before problems come to the fore, whereas more effective
transactional leaders take appropriate action in a timely manner. Burns (1978) also found
that in systems that subscribe to the transactional theory of leadership, for example in
classes students are rewarded for their performance on tests, assignments and projects
with a high letter grade. In a transactional system, rewards are more extrinsic and may
come in the form of positive ratings or grades or exemptions from final exams. For
example, instructors may exempt students from taking a final exam because of their
performance on assignments throughout the semester (Hood, et al., 2009). Burns’ (1978)
findings were also supported in later work by Stewart (2006) who concluded that
leadership are often rewarded with an increase in salary, tenure, and promotion.
House et. al., (1988) argued that while the transactional leader motivates subordinates to
emotional attachment to the leader and emotional and motivational arousal of followers
leadership can follow from contrasting it with transactional leadership. Burns (1978)
argued that transactional leadership entails an exchange between leader and follower.
Followers receive certain valued outcomes (example wages, prestige) when they act
according to their leader's wishes. Taking the work of Burns as his starting point, Bass
28
found on the idea that leader-follower relations are based on a series of exchanges or
implicit bargains between leaders and followers. The general notion is that, when the job
and the environment of the follower fail to provide the necessary motivation, direction,
and satisfaction, the leader, through his or her behavior, will be effective by
compensating for the deficiencies. The leader clarifies the performance criteria, in other
words what is expected from subordinates, and what they receive in return (House, et. al.,
1988).
Jung (2001) as cited by Aarons (2006) argued that transactional leadership style is
appropriate in many settings, and may support adherence to practice standards but not
leadership focuses more on extrinsic motivation for the performance of job tasks. Thus it
reinforcement and reward. (Hater and Bass, 1988: 695) stated that "The dynamics of
transformational leadership involve strong personal identification with the leader, joining
in a shared vision of the future, or going beyond the self-interest exchange of rewards for
generate awareness and acceptance among the followers of the purposes and mission of
the group and motivate followers to go beyond their self-interests for the good of the
group (Yammarino and Bass, 1990; Burns, 1978). (Yammarino and Bass, 1990: 151)
stated that "The transformational leader articulates a realistic vision of the future that can
29
be shared, stimulates subordinates intellectually, and pays attention to the differences
among the subordinate". Tichy and Devanna (1990) highlighted the transforming impact
these leaders can have on organizations as well as on individuals. By defining the need
for change, creating new visions, mobilizing commitment to these visions, leaders can
followers can be achieved by raising the awareness of the importance and value of
designed outcomes, getting followers to transcend their own self-interests and altering or
Bass (1985) disagreed with Burns’ (1978) argument that “transformational and
transactional exchange activities, a position shared by Felfe and Schyns (2004). Hallinger
both transactional and transformational elements”. Judge and Piccolo added that
augmentation effect. The researcher show that the transactional leader recognizes what it
is that staff members want to get from work and tries to ensure that they get it, and
Smith et.al., (2004) argued that the transformational leadership model was proven to be
30
leadership with respect to criteria such as trust and respect for those who are being led.
Also Aronson, (2004); Bass,(1990b); and Jaskyte, (2004),said that the literature indicated
transformational leaders take a step further than transactional leaders to gain the trust of
their followers, to engage them in the decision making process, and to create a shared
vision.
Bass and Avolio (1993:121) revealed that descriptors for both transactional and
demonstrates characteristics from both. It is the belief of Bass and Avolio that
environment but on the other hand should maintain transactional qualities. The researcher
finds that the organizations have to mix between the transformational leadership and the
styles
Bass and Avolio (1993) mentioned that transformational leaders have been characterized
transformational leadership (Avolio et.al., 1991). These four factors include idealized
intuition and sensitivity to the needs of others to "forge the strategy culture alloy" for
leaders develop exchanges or agreements with their followers, pointing out what the
31
followers will receive if they do something right as well as wrong. They work within the
existing culture, framing their decisions and action based on the operative norms and
According to Bass et.al., (2003), the dimensions of transformational leadership are as the
following:
4. Intellectual stimulation.
5. Individualized consideration.
Bass and Riggio (2006), agreed that transformational leadership includes four
and meaningful vision to be shared and targeted. Intellectual stimulation involves the
encouragement of followers to think inventively and challenge the status quo, and
1. Attributed Charisma – the leader’s behavior exemplifies confidence, respect and pride
32
2. Idealized Influence – the leader’s behavior demonstrates a higher purpose that draws
3. Inspiration Motivation – the leader’s behavior typifies enthusiasm and the ability to
4. Intellectual Stimulation – the leader finds creative ways to solve problems with critical
ways of thinking.
5. Individualized Consideration – the leader’s behavior illustrates value for the employee
as an individual.
Avolio et.al.,(2004) and Van Wart (2003) discussed the three distinct types of
reward type of transactional leadership, the leader agrees on rewards followers will
receive for completing specific tasks (Aronson, 2004; Avolio and Bass, 2004). In passive
followers severely deviate from the plans or standards, whereas in active management by
exception the leader closely monitors followers’ progress and intervenes with
adjustments to prevent any significant divergence (Aronson, 2004; Avolio et al., 2004).
Transactional leaders derive power by their followers’ desire for rewards or fear of
punishment (Aronson, 2004); Bass, 1990b).Also Bass and Avolio (1989) discussed the
attaining the specified performance levels. Reward is contingent on effort expended and
33
association between this kind of leader behavior and subordinate performance and
satisfaction (Bass, 1990; and Yukl, 1994). Hater and Bass (1988) indicated the two types
who actively seeks deviations from standard procedures and takes action when
irregularities occur. The passive form characterizes leaders who only take action after
deviations and irregularities have occurred. The difference between the two is that in the
active form the leader searches for deviations, whereas in the passive form the leader
Measurement Of Leadership
Leadership style describes the manner and approach leaders use to provide direction,
and considerations over which we have some degree of control. Leaders choose their
leadership style either consciously or unconsciously for reasons that allow them to
express their values and to reinforce those things in which they believe.
(Burke 1983, as cited by Schermerhorn, 2002). The questionnaire contains twenty items
represent the independent variables that have been identified in the light of ten factors
34
2.2.6Organizational Culture
2.2.6.1 Culture
The term culture was first used in this way by the pioneer English Anthropologist Edward
B. Tylor in his book, "Primitive Culture", published in 1871. Tylor indicated that culture
is "that complex whole which includes knowledge, belief, art, law, morals, custom, and
any other capabilities and habits acquired by man as a member of society" (1:1). Of
Laurent and Bouard (1997) tried to describe the culture so they indicated that the idea
developed recently is that the success of the organization could depend on something
intangible, mysterious and inaccurate, and is not a technical or economic, but more
prevalent in the minds of individuals, and in the values that are looking for the key to
success, this thing is in the culture. O'Neil (2006) indicated that the word culture has
many different meanings. For some it refers to an appreciation of good literature, music,
Schein is considered one of the most well-known theorists working with organizational
"A pattern of shared basic assumptions that the group learned as it solved its problems of
external adaptation and internal integration that has worked well enough to be considered
valid, and therefore, to be taught to new members as the correct way to perceive, think,
(Hofstede, 1980: 87) defined culture as the "collective thinking of minds which create a
difference between the members of one group from another". (Schein, 1992: 19)indicated
35
that a culture is "a set of basic tacit assumptions about how the world is and ought to be
that a group of people share and that determines their perceptions, thoughts, feelings, and
to some degree their over behavior". Kotter and Heskett (1992) mentioned that culture
means fairly established set of beliefs, behaviors and values of society contain generally.
values, beliefs, communication and behaviors of large group of people, at the same time
and same place. The definition of the Islamic, Educational, Scientific and Cultural
Organization (ISESCO) is the bowl of civilization that preserves the nation and its unity,
identity, and a pillar of its existence, and is intercourse thinking, feed, creativity, and
warehouse genius, and is the source of its strength, and the source of excellence between
the nations. Robbins and Sanghi (2007) suggested that culture may defines as system of
common values which can be estimated that people describe the similar organization
culture even with different background at different levels within the organization.
Schein (1994) argued that these definitions suggest it is difficult to assess culture because
it is not directly observable. Culture is concerned with values, meanings, and norms.
While some manifestations of culture are observable at times (e.g., symbols and rituals),
these are merely symptoms of culture, and should not be confused with the underlying
in order to delve deeper than these surface manifestations of culture. Without such in-
depth exposure, outsiders who are not well-versed in a given culture may draw false
36
2.2.6.2 Organizational Culture
organizational culture has become a topic of great interest in the areas of organizational
behavior and human resource management as it is consider one of the main determinants
of the success of organizations or failure, which connected between success theory and
focus on values and concepts that drive members to commitment , hard work, innovation,
modernization, and to participate in decisions and work to maintain the quality , improve
service and achieve competitive advantage and rapid response appropriate to the needs of
Nowadays, no organization can go on its mission and last in the world of competition
organizational culture was started in 1980s, today is matching itself with new human
values and styles of development which have brought new era in enterprises.(Barney,
1986; Bass and Avoilo, 1992) mentioned that organizational culture have become
The concept of organizational culture was first noted as early as the Hawthorne studies
(Mayo, 1933; Roethlisberger and Dickson, 1939) which described work group culture. It
was not until the early 1980s, however, that the topic came into its own. Several books
Cultures" (1984), Ouchi’s "Theory Z" (1981), and Peters and Waterman’s "In Search of
began in a serious to study the topic. Kurdi (2010)indicated that there is multiple
definitions of the concept of organizational culture to include the basic value system
adopted by the organization, and philosophy governing policies toward employees and
37
customers, and the way in which tasks are completed, and the assumptions and beliefs
that are shared to get around the organization's members. Without repeating definitions
can be argued that organizational culture refers to system of meanings and symbols and
beliefs, rituals, and practices that have evolved and stabilized with the passage of time,
and become a special feature of the organization to create a general understanding among
members of the organization about what the organization is and the expected behavior of
its members. Van Fleet (1991) suggested a definition which most authors would probably
agree. That is “organizational culture is the set of values, often taken for granted that
helps people in an organization understand which actions are considered acceptable and
which are considered unacceptable”. Cameron and Quinn (1999), indicated that the
leadership style, the language and symbols, the procedures and routines, and the
definitions present in an organization. While consensus does not exist on how to defined
granted, implicit assumptions that a group holds and that determine how it perceives,
thinks about, and reacts to its various environments. Schein (2011) argued that the culture
of an organization is all the beliefs, feelings, behaviors, and symbols that are
38
Schein (1996); Mitchell and Yate (2002), addressed that values, beliefs and feelings
shared by the groups in an organization are the basic assumptions of the organizational
the resource of energy and hope of an organization, and it can make leaders and followers
model members’ commitments and constructs visions (Tunstall, 1985). Also McNamara
(2000) argued that basically organizational culture is the personality of the organization.
Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of
organization members and their behaviors. Culture is one of those terms that are difficult
to express distinctly, but everyone knows it when they sense it. For example, the culture
of a large, for-profit corporation is quite different than that of a hospital which is quite
different than that of a university. You can tell the culture of an organization by looking
at the arrangement of furniture, what they brag about, what members wear, etc. -- similar
to what you can use to get a feeling about someone's personality. Schein (1990) argued
that if there are shared experiences within the organization, there can also be a total
organizational culture. Nevertheless, there is the tendency for subunits within a complex
organizational structure to have cultures that are independent and even in conflict with
each other.
Organizational culture connects the employees in the organizations, and creates the frame
that the employees work in. Martin (2002) maintained that organizational culture
provides its members an understanding to work through the basic problems, of survival in
and adaptation to the external environment, as well as to develop and maintain internal
39
processes. Tichy (1982) suggested that organizational culture is known as “normative
glue” means to hold the overall organization together. Drucker (2004) proposed that
the identification, the cohesiveness and the consensus of the followers. It can be a
Schein (1999) indicated that organizational culture is the property of a group, and it is a
powerful, latent, and often unconscious set of forces, that determine both our individual
Brache (2002) indicated that by understanding organizational culture, employers are able
to create an environment where employees want to work and where employees are
successful. Barney (1986) argued that positive organizational culture have been linked to
levels of employee commitment. Lee (2006) pointed that many job seekers consider
just salary and ignore the effects of organizational culture are missing half the battle for
talented employees.
Organizational Climate
Deal and Kennedy (1982) mentioned that sometimes, organization culture is also known
"meaning of organizational culture. Wallach (1983) referred that corporate culture as the
40
organization. In addition, organizational culture is viewed as the rules of the game for
getting along in an organization, or as the ropes that newcomers must learn in order to
(like rituals and symbols), socially constructed (created and preserved by the group of
people who together form the organization), soft, and difficult to change.
Schneider et.al (1994); Zohar and Luria (2010) agreed that organizational climate, in
procedures, and practices, which in turn serve as indicators of the types of behavior that
are rewarded and supported in work settings. Organizational culture is a broader concept
than organizational climate, and organizational culture can be used to explain why an
Hatch and Cunliffe (2006) argued that the essence of culture is a core of basic
assumptions. Behavioral norms and values are a manifestation of these assumptions, and
values and norms, in turn, encourage activities that represent the expression of
organizational culture. Also Stewart (2010) indicated that organization’s norms and
values have a strong affect on all of those who are attached with the organization. It is
considered by him that norms are invisible but if the organizations want to improve the
performance of the employees and profitability, norms are places first to look (see figure
2). Schein’s (1985) model of organizational culture it mainly consists of three domains:
(a) basic underlying assumptions, (b) espoused values, and (c) artifacts. Schein
41
(1985) distinguishes between observable and unobservable elements of culture. From
Figure 3, it becomes clear that there is a certain hierarchy between these domains. Visible
Deal and Kennedy (1984) identified four elements of organizational culture: values, heroes,
rites and rituals, and communication networks. These four elements play a key role in
42
Values
Several recent studies have suggested that values and practices are important elements of
culture (Karahanna, et al. 2005), with values being closer to the core how individuals
think, and shared practices being more peripheral. Karahanna et al. (2005) indicated that
values are acquired early in life through childhood socialization and education, and are
often ‘‘stable in nature but can change over time reflecting changes in culture’’. Jones
(2010) said that values are general criteria, standards, or principles that guide the
behavior of organization members. There are two kinds of values: terminal and
instrumental. Bulach et.al. (2012) said that terminal value is a desired outcome that
organization members seek to achieve. Lunenburg and Ornstein (2012) indicated that an
of outcomes that the organization seeks to achieve (its terminal values) and the modes of
Dasanayaka and Mahakalanda (2008) indicated that maximizing employee’s values are
considered as rational assets that required a culture to support their logical participation
both for individual and organizational learning, new knowledge formation and readiness
Heroes
Most successful organizations have their heroes. According to Deal and Kennedy (1984),
Heroes are born and created. The born hero is the visionary institution builder like Henry
Ford, founder of the Ford Motor Company, Walt Disney, creator of Disney Studios and
theme parks. Created heroes, on the other hand, are those the institution has made by
43
noticing and celebrating memorable moments that occur in the day-to-day life of the
Heroes perpetuate the organization’s underlying values, provide role models, symbolize
the organization to others, and set performance standards that motivate participant
achievement. Deal and Kennedy (1982) said these heroes serve as role models and their
Deal and Kennedy (1984) indicated another key aspect in creating organizational cultures
is the everyday activities and celebrations that characterize the organization. Most
successful organizations feel that these rituals and symbolic actions should be managed.
Through rites and rituals, recognition of achievement is possible. The Teacher of the
Year Award and National Merit Schools are examples. Similarly, a number of ceremonial
press and other announcements, banquets, meetings, and speeches. Some organizations
Communication Networks
Deal and Kennedy (1984) said that stories or myths of heroes are transmitted by means of
play a role in the culture of the organization. Each institution has storytellers who
influences the perceptions of others. Priests are the worriers of the organization and the
guardians of the culture’s values. These individuals always have time to listen and
provide alternative solutions to problems. Whisperers are the powers behind the throne
44
because they have the boss’s ear. Anyone who wants something done will go to the
whisperer. Gossips carry the trivial day-to-day activities of the organization through the
communications network. Gossips are very important in building and maintaining heroes.
They embellish the heroes’ past feats and exaggerate their latest accomplishments. And,
finally, spies are buddies in the woodwork. They keep everyone well informed about
what is going on in the organization. Each of these individuals plays a key role in
According to Schein (1992) artifacts, espoused values, and basic underlying assumptions
are three levels in which cultural phenomenon are visible. Artifacts are those visible
code; language; manners of addressing issues; emotional displays, myths, and historical
stories about the organization; and published values, rituals, and ceremonies.
organizational culture is created and established through symbols, ideology, belief, ritual,
and myth; then describing and documenting a given culture is methodologically complex
(Akin and Hopelain, 1986; Bate, 1984; Rousseau, 1990; Zamanou and Glaser, 1989).
New organizational culture is created according to Schein (1992) from three perspectives:
(a) the beliefs, values, and assumptions of founder of organizations; (b) the learning
experiences of group members as their organization evolves; and (c) new beliefs, values,
and assumptions brought in by new members and leaders. Of the three perspectives, the
most challenging for followers are new beliefs, values, and assumptions brought in by
new leaders. What must be remembered is that cultural change (transformation) is usually
45
Another perspective of cultural formation was represented by Fombrun (1983) who
argued that organizational culture develops through two major levels: societal, industrial
and organizational. First, Fombrun (1983) argued that understanding the interplay
between societal and industrial levels of culture with the characteristics of the
organizational performance. However, while the societal level of culture represents the
values, attitudes, and meanings that members bring to the organization, the industrial
level represents the similarities and differences that exist between industries.
Finally, culture researcher Louis (1985) articulated that an organizational culture not only
is strong in nature, but there are subcultures that often develop at different sites within
can produce pressure for different cultures within the organization especially for the
typology suggested four organizational cultural orientations: (1) power orientation; (2)
role orientation; (3) task orientation and (4) person orientation (Harrison 1972, p121).
Harrison’s (1972) cultural orientations were adapted by Harrison and Stokes (1992) to
create the (1) power orientation, (2) role orientation, (3) achievement orientation and (4)
support orientation. Harrison and Stokes’s (1992) organizational culture typology is used
in this research to classify the different types of organizational cultures within the
selected companies.
46
Handy (1999) suggests that we can classify organizations into a broad range of four
cultures: power, role, task and person. The formation of ‘culture’ will depend upon a
Harrison and Stokes (1992) believe that every organisation has a combination of the four
cultural types; with each type evoking different behaviors and each are based on different
human values.
Achievement and Support) included below are some features of each term concerning
47
2.2.7.1Power Culture Orientation
'resource' can be anything one person controls that another person wants. The people in
power use resources to control the behavior of others. Control resides in the hands of the
leaders and rests on their ability and willingness to administer rewards and punishments.
by the wish to be associated with a strong leader. Generally, this type of culture is
and dominance is imperative for the success of the business, and therefore, the followers
are dependent upon him. In a power culture, certain persons are dominant and others
subservient. There is a 'relatively bounded and stable occurrence of social order based on
"In the Power organizations at its best, leadership is based on strength, justice and
powerful. Subordinates are expected to be compliant and willing. At its worst, the Power
organization tends towards a rule by fear. Large Power oriented organizations are
inefficient, full of fear and confusion, unless the Power orientation is supplemented by
good structures and systems for getting work done. As the distance between leaders and
followers increases, effective control becomes more difficult. Because followers have
been conditioned to be dependent. When Power oriented organizations expand, they often
Martin (2005) mentioned that power culture is usually found in small organizations,
where everything revolves around the person in charge, and all the important decisions
48
are made by that person who has the single source of power, and that person retains
absolute authority in all matters. Martin (2001) argued that the main features of a power
the leader or central person and their personality; with a lack of bureaucracy in
operations. Brown (1995) and Martin (2001) mentioned that the greatest strength of the
power culture is the ability of the organisation to react quickly, although the success is
largely dependent upon the abilities of the leader, or people at the centre of power.
The Role orientation assumes that people work most effectively and efficiently when they
have relatively simple, clearly defined, circumscribed and measurable tasks. Clarity and
precision of roles and procedures are striven for in order to fit the parts of the
procedures for the naked power of the leaders. This gives protection to the subordinates
and stability to the organization. The struggle for power is moderated by the rule of law.
The duties and rewards of the members' roles are defined in writing. In Role orientation
the whole organization forms a pyramid shape. The higher the layer, the fewer people
there are. Below the directors are several layers of managers and below them are the staff
and workers engaged in clerical and manual operations. The values of the Role culture
are order, dependability, rationality and consistency. The role culture substitutes a system
of structures and procedures for the naked power of the leaders. Structures and systems
give protection to subordinates and stability to the organization. The struggle for power is
moderated by the rule of law. The duties and the rewards of member’s roles are carefully
defined, usually in writing, and are the subject of an explicit or implicit contract between
49
the organization and individual. People perform specific functions in order to receive
defined rewards. Both the individual and the organization are expected to adhere to their
parts of the bargain. Thomas and Lindsay (2003) indicated that it is wholly appropriate to
some situations, but it could also impede the development of others. For example, some
safety, accurate scheduling and efficient use of assets, however others must be
empowered to manage within a set of guidelines rather than strict rules so as to be able to
Harmse (2001) said that an advantage of the role orientation culture is that employees of
an organisation are able to allocate more energy to do their work than without the rules
and structures of the role orientation. However, a weakness of this cultural type is that
employees are assumed not to be trusted and individual autonomy and discretion is not
Unlike both the Power and Role cultures, that use the rewards and punishment system to
guide people, along with impersonal systems and structures to control their members, the
These strategies come from the nature of the employee and/or the nature of the
satisfying employee needs, by using the mission to attract and release its members'
energy in pursuit of the common goals. An achievement orientated culture is one in which
valued and appreciated for their personal contribution and potential. They need the freedom
50
to interpret situations and apply what they believe to be the correct solution. Well-selected,
well-trained and empowered employees who operate in an environment of trust and support,
therefore, are essential ingredients for the creation and maintenance of such a culture .
In an Achievement culture, people are interested in the work itself, and have a personal
The Achievement-oriented organization makes high demands on its people's energy and
time, assuming that people actually enjoy working at tasks which are intrinsically
oriented organization. They augment the mission rather than becoming laws unto
themselves. Power, also, has a place in such culture. People, who have power, usually
establish the mission and then serve it. They are also judged by the same standards as is
applied to everyone else within the organization, involved in the advancement of the
mission.
This culture provides deep personal satisfaction and evokes personal commitment. But
allocating projects, people and resources. Structures and systems are necessary but
work rather than subjecting themselves to the discipline of systems and procedures.
Therefore, these cultures are frequently under organized, relying on high motivation to
The support culture is based on a mutual trust between the employee and the
organization, employees who work in this culture believe that they are valued as human
51
beings, not only served to complete the work (Harrison, 1993; Harrison and Stokes,
1992). Like the achievement culture, the Support oriented organization assumes that
people want to contribute rather than extracting their contribution through a common
from relationships, mutuality, connection and belonging. The support culture is based on
mutual trust between the individual and the organization. In such an organization, people
believe that they are valued as human beings, not just as cogs in a machine or
contributors to a task. A support culture fosters warmth and even love, not just driving
enthusiasm. An organisation that has a support culture has a warm and caring
atmosphere, where the assumption is that a sense of belonging will create a sense of
commitment to the organisation and therefore employees will contribute more within the
While achievement culture fuses the human will of its members in the service of the
organization's tasks, The Support culture evokes human love for the nurturing of the
organization's members, and stimulates strong motivation in the service of the group. The
Support culture is criticized for being too idealistic and humanistic. In the interest of
harmony, this culture tends towards conflict avoidance. Sometimes favoritism affects
decisions about people's performance, and injustice results. Differences in skills and
abilities may be ignored in the interest of 'equal treatment'. Harrison (1990) asserted that
all organizations have some combination of these four cultural orientations. Each evokes
different behaviors and rests on different human values. Each has a unique way of
management style and a set of underlying values and beliefs about work and about human
52
nature. However, Harrison concluded that the four cultures are only partially compatible
with one another, and the benefits of one can only be achieved at the expense of some of
the benefits of the others. As postulated by Handy (1993) these four types of culture all
have different implications to the success of a business where the power culture is
dependent on a central power source with rays of power and influence spreading out from
the central figure. These types of cultures are proud and strong and have the ability to
The role culture, according to Harrison (1993) gives protection to subordinates and
stability to the organization. He also claimed that people are protected in their jobs in a
role orientation, and need to spend less time looking out for themselves and can devote
more energy to their work. The achievement culture organization expects its employees
to contribute their personal energy in return for rewards. This type of organization is
known as an aligned organization because it, lines people up, behind a common vision or
purpose. Harrison and Stokes (1993)confirmed that quality and service often show in
environments and to different situations, tools have been developed to measure cultural
values. Harrison and Stokes (1992) asserted that the culture of every organization is made
support. Each of the four culture orientation would have a distinct leadership style that
would evoke a characteristic response from employees. Thomas and Lindsay (2003)
53
argued that none of the four orientations is right or wrong, some would be more
The researcher used the instrument developed by Harrison and Stokes entitled
'Diagnosing Organizational Culture' which focused on how people treat one another, the
value that they live by, how people are motivated to produce and how people use power
in the organization, the researcher feels that Harrison and stokes instrument is more
appropriate for the current research, and it is easily understood. Also the instrument was
national cultures. In Europe and the United Kingdom, by the Roffey Park Institute. In the
The instrument had fifteen questions, each of which was followed by four options (a, b, c
and d). The respondents were asked to read each item, and then rank each of the four
options as follows: In a column entitled 'Existing Culture', rank which was the most
54
2.2.8 Leadership and Organizational Culture
The 21st century has been obsessed with trying to identify certain characteristic traits that
are associated with effective leaders (Higgs, 2003). It has also been argued that
leadership theory has been studied more extensively than almost any other area of human
behavior (Goffee & Jones, 2000; Higgs, 2003; Higgs & Rowland, 2001).
Wolinski (2010) argued that most theories view leadership as grounded in one or more of
as they are more commonly referred to, leadership skills. In virtually all of the more
dominant theories there exist the notions that, at least to some degree, leadership is a
process that involves influence with a group of people toward the realization of goals.
Montana and Charnov (1993) indicated that leadership is the process of inspiration or
influence others to make them High work commitment and perseverance in achieving and
perform tasks required of them. Leadership is interested in how to build commitment and
motivate others, to induce them to use their skills in the implementation of activities and
influencing the behavior of groups, and directing them toward achieving the desired
and directing them toward and over achieves the desired goals.(Bass, 1990a: 8),
contended that “leadership is often regarded as the single most critical factor in the
Kotter (1990) said that leadership deals with the interpersonal aspects of a manager's job.
55
management deals with the administrative aspects planning, organizing, and controlling,
for carrying out the organization's goals and maintaining equilibrium. Kotter (1990)
indicated that a leader can be a manager, but a manager is not necessarily a leader.
According to managers must know how to lead as well as manage. Organizations may
face the threat of extinction if leadership and management are not given top priority. The
through planning, organizing, directing (or leading), and controlling. Although leading is
a major part of a manager’s job, a manager should also plan, organize, and control.
Block (2003) noted that the concept of leadership and culture are extremely central to
understanding organizations and making them effective, and that the combined
phenomenon cannot be taken for granted. McLaurin and Al Amri (2008) indicated that
researchers have determined the relationship between leadership and culture for over 20
years. Complex relationships exist between the two because of the plethora of definitions
of each that have been published. Leadership has been described as a mutual influence
relationship. The relationship between leadership and organizational culture are presented
by (Bass, and Avolio, 1993) who indicated that leadership, particularly transformational
leadership can build a higher innovation and a satisfactory organizational culture. Schein
(1992) observed that organizational culture and leadership are intertwined. He illustrated
this inter-connection by looking at the relationship between leadership and culture in the
context of the organizational life cycle. Thus, during the process of organizational
formation, the founder of a company creates an organization which reflects their values
and beliefs. In this sense, the founder creates and shapes the cultural traits of their
organization. However, as the organization develops and time passes, the created culture
56
of the organization exerts an in influence on the leader and shapes the actions and style of
the leader. Through this dynamic ongoing process, the leader creates and is in turn shaped
culture. Also Bass and Avolio (1993) have concurred and suggested that the relationship
between leadership and culture is an ongoing interplay in which the leader shapes the
culture and is, in turn, shaped by the resulting culture. Thus, leaders must have a good
culture; and, in turn, the way culture influences them. Leaders should know the key
elements of organizational culture which include rite, ritual, ceremony, myth, saga,
legend, stories, folktale, symbol, language, gesture, physical setting, and artifact (Bass,
1990).Blackwell (2006) noted the importance of culture and leadership by arguing that
organizational culture influences organizational behavior, and helps frame and shape the
Bass (1985) examined the impact of different styles of leadership on culture. He has
suggested that transactional leaders tend to operate within the confines and limits of the
existing culture, while transformational leaders frequently work towards changing the
organizational culture in line with their vision. Bass and Avolio (1991) also asserted that
share mutual interests; have a sense of shared fates and interdependence across divisions
and departments. Barnett and McCormick, (2004); Corrigan et.al.,(2002), indicated that
57
Accordingly, some recent studies have shown that transformational leadership is related
to organizational culture. Bass (1999) postulated the idea that organizational culture can
the changes that are required. Such changes can be the conceptualization of a shared
vision with emphasis on the particular leadership style that is to be encouraged. Also
Bass (1999) pointed out that changes consistent with the new message should be
implemented at the inception of the growth stages of the organization. In this way, “the
desired role models of leadership begin at the top and are encouraged at every successive
level below” (Bass, 1999:16). Thus, the behavior of the leaders set the tone of the
organization’s new culture.(Bass, 1985: 24) wrote the following in his original work on
culture as it exists; the transformational leader changes the organizational culture”, (Bass,
1985: 154) adds “Transformational leadership is more likely to reflect social values and
ordered society.”
Sarroset.al., (2002) argued that the relationship between leadership and organizational
culture has been consistently demonstrated and most empirical studies, has yielded results
that highlighted the significance of the relationship. For example, in a study of 1,918
relationships between leadership and organizational culture were reported. These findings
have been replicated in other studies which reported that leaders have an impact on the
organizational culture. For example, one study noted that individualized consideration
58
was the prominent leadership style of executives, and performance orientation was the
leadership. Therefore, results lend strong support to the theory that leadership is crucial in
shaping the culture. Schein (2004) suggested that currently organizational culture is a key
Schein (2004) also indicated that leadership and culture are synonymous, it is almost
impossible to compare between leadership and organizational culture and the dynamics
process of the birth of the organizational culture and management is the essence of
leadership that making leadership and organizational culture are like two sides of the
same coin. There is a direct correlation between leadership and organizational culture
(Atkins, 2006; Bass and Avolio 1993; Block, 2003; Schein, 1985). When an organization
is in its infancy stage where the primary purpose and structure are being developed, there
is usually no organizational culture. At the point of staffing the organization, the founder
establishes the expectations that will govern the business. Armandi et.al., (2003) said that
becomes paramount in creating change within the organization. The change will
demonstrate the employees’ willingness to do what has been asked rather than doing
The relationship between leadership and organizational culture has been studied in public
and private organizations (Block, 2003; Kest, 2007; Walsh, 2004). Lakomski (2001) said
that while leadership may influence organizational culture, organizational culture can
also influence leadership behavior although the most effective type of leadership can be
59
debated; creating organizational change requires leadership changing the organizational
culture.
Nahavandi, and Malekzadeh (1993) indicated that a Leader, especially the founder of the
organization, leaves a core value that guide members of the organization from its
inception up to the future. The main values that guide members of the organization are
called the organizational culture. The characteristics and orientation brought by the
leaders in the organization will affect the culture adopted in his or her organization. Yukl
(1994) indicated that researches on leadership were focused on how leaders create and
Scholars found that the average time for a culture to change is 10 to 15 years. This is too
long of a time span when organizations need to change quickly to adjust to rapidly
changing business and social conditions (Stringer, 2002). Organizational culture is the
interaction between individuals within the Context of its artifact, values, basic
assumptions, beliefs, traditions, and norms derived from the founders and top
management who have taught employees how to perceive, think, and act in definite
situations. When the organization faces challenges that foster innovation and change,
cultural change is usually indicated. Therefore, leaders must fully understand the
organizational culture for change to be effective. Ogbonna and Harris (2000) alleged that
the founder of the organization creates and shapes the cultural characteristics of the
organization. At the same time, as the organization develops and time passes, the created
culture of the organization exerts an influence on the leader and shapes the actions and
style of the leader. Schein (1992) argued that does culture determine leadership
60
behaviors? Or do leadership behaviors determine the culture? Leaders have been credited
as the creators, transformers and managers of organizational culture. Schein (1992) found
that leaders are largely responsible for creating, developing, maintaining, and destroying
culture, and must come to recognize both the importance of organizational culture, and
their own ability to shape it in order to foster an organizational culture; that yields high
performance and efficiency overall. Leadership and culture are intertwined and are best
Howard (1998) mentioned that the organization culture constantly changes as the
organization itself changes. Weick and Quinn (1999), described change as either episodic
and intentional. It occurs most often when the organization is moving away from
equilibrium and is characterized as dramatic and externally driven. The role of the leader
in this situation is to create change. On the other hand, the role of the leader in an
Continuous change reflects organizational changes that are ongoing, evolving and
cumulative. Heathfield (2013) indicated that you cannot change the organizational culture
without knowing where your organization wants to be or what elements of the current
organizational culture need to change. What cultural elements support the success of your
organization, or not? As an example, your team decides that you spend too much time
agreeing with each other rather than challenging the forecasts and assumptions of fellow
team members, that typically have been incorrect. Heathfield (2013) also mentioned a
second example by, your key management team members, who must lead the company,
spend most of their time team building with various members of the team on an
61
individual basis, and to promote individual agendas, to the detriment of the cohesive
functioning of the whole group. Third, your company employees appear to make a
decision, but, in truth, are waiting for the "blessing" from the company owner or founder
to actually move forward with the plan. The two most important elements for creating
organizational cultural change are executive support and training. Blackwell (2006) noted
the importance of culture and leadership by arguing that organizational culture influences
organizational behavior, and helps frame and shape the use of leader behavior.
Bass (1985) indicated that the organization's culture develops in large part from its
leadership while the culture of an organization can also affect the development of its
leadership. For example, transactional leaders work within their organizational cultures
following existing rules, procedures, and norms; transformational leaders change their
culture by first understanding it and then realigning the organization's culture with a new
vision and a revision of its shared assumptions, values, and norms. Schein (2004)
culture of the organization, but on the other hand leadership in organization shaping and
transformational leader’s task. Ultimately, what is most important is that leaders choose a
style of leadership that will create and foster a culture that will permit the leaders’ vision
with the vision so that they will effectively carry forward those strategies that will
support the vision. Bromley and Kirschner-Bromlye (2007), argued that transformational
leaders seek to transform the organization to an environment; that perpetuates the greater
62
good over individual interests. Employees are empowered to participate in the decision-
making process, as well as serve as champions for the vision. Challenging the status quo
develop the workforce and “foster a culture of creative change and growth rather than one
which maintains the status quo” (Bass and Avolio, 1993:113). Bass (1995) indicated that
it, and then realigning it with a new vision and a revision of its shared assumptions,
values, norms, and practices. Corrigan et.al., (2002) found a positive relation between a
While Bryman (1992:161) pointed out that “the emphasis on change should not imply
that transforming organizations is the essence of leadership”. Because some writers Tichy
organizational change.
Trice and Beyer (1993), indicated that most of the work that links leadership and culture
has focused on how leaders establish or change cultures, with much less written about
how to maintain culture, it would appear that the role of transformational leadership
should also be considered as important for organizations that are in cultural maintenance,
turmoil or crisis. Bass (1985:24,154) wrote the following in his original work on
63
“Transformational leadership is more likely to reflect social values and to emerge in
Trice and Beyer (1993) concluded that there are two cultural consequences of leadership:
(a) Cultural innovation which is responsible for creating culture (attracting followers and
uniting them) and changing culture (weakening and replacing elements of the old
culture), and (b) cultural maintenance which embodies culture (keeps existing culture
most leadership scholars, leadership and organizational culture do affect each other (Bass
and Avolio, 1993; Barnett and McCormick, 2004; Corrigan et al.,2002).Morgan (1986)
asserted that leaders can shape and mould the culture in several ways, leaders act as role
Peters (1987) highlighted that people observe what leaders pay attention to and what they
ignore as well as how leaders allocate resources, rewards and promotions. All these
signify and indicate to others the correct way to behave and what needs to be done to
achieve recognition and success. Leaders also act as symbols of the culture for both their
employees and people outside their organization. Bass and Avolio (1993) contend that an
organization’s culture develops in large part from its leadership while the culture of an
organization can also affect the development of its leadership. Schein’s (1992) indicated
that the researches on culture indicated that a new organization’s culture is impacted by
the leaders of the organization. On the other hand, leaders entering organizations in
which the culture was already established did not typically impact the culture in the same
way. In the latter cases, it appears that the established culture began to define the
64
leadership. Bass and Avolio (1993) argued that not only is an organization’s culture
developed by its leaders, leaders are also influenced by organizational culture. Also Bass
and Avolio (1993) have suggested that the relationship between leadership and culture is
intertwined and is an ongoing process in which the leader impacts the culture; and
including retention, job satisfaction, trust levels, productivity and much more. Yet there
are some common misconceptions about where culture comes from and who is
responsible for it. Because of these misconceptions too many leaders ignore or deny their
role. Schein (1985: 314) warned that "organizational culture control the leader more than
the leader controls the culture. Yet, leaders can have a great impact on organizational
culture, especially through role-modeling". (Weichrich and Koontz, 2005) indicated that
environment. Organizational culture that created by the company leaders can result in a
good managerial function within the company. Schein (2004) discussed that he results
effective leadership role on the formation of organizational culture. This finding suggests
the enactment of "role model" theory. A leader is establishing or changing the culture
through mind, speech and behavior as shown on his or her dealing with problems or
paying attention to everything that is considered important. This finding is also consistent
with the findings of some previous researchers, namely: one of the functions of the leader
is to create and build a culture and climate within the organization.(Bass, 1990; Schein,
65
1992), indicated that leaders are credited with building cultures, being founders of
loyalty".
The study aimed to identify the leadership styles used in the organizations public and
private sectors, and the impact of these styles in the level of organizational loyalty, to
organizations workers both public and private sectors as well as to identify the impact of
certain types of personal and some external variables, in follow the administrative leaders
2. Transformational leadership style applied in the private sector companies are largest
3. The transformational leadership style has a greater positive effect than the impact of
interactive leadership style in the level of organizational loyalty to workers, public sector
4. There is a relationship between some of the external variables such as laws and
regulations and in the central decision-making and the scope of supervision and follow
66
2- Abd ALelah, Sameer (2006) Study entitled "The reality of the organizational
culture existing in the Palestinian universities in the Gaza province and its impact
The study aimed to identify the types of organizational culture prevailing at the Islamic
University, Al Azhar University and Al Aqsa University in the Gaza Strip. It also aimed
Furthermore, the study examined the relationship between the organizational culture and
consisted of administrative, academics and top level management at the universities. The
number of respondents was 264. (77.6%) The analytical descriptive approach was
applied .The findings of study showed that the Islamic University was inclined to the
Aqsa University was inclined to the role culture. In addition, the study revealed that the
top level management at the universities formulated the organizational culture. Further, it
showed that the level of organizational development at the Islamic University was very
high; at Al Azhar University was high, while at Al Aqsa University was moderate. The
study also showed that there was statistical significant relationship between the
achieved through applying the necessary laws and regulations, increasing the level of
67
3- Al-Ahmad, Hussam (2008) Study entitled "The Impact of Organizational Culture
The study aimed to analyze the impact of organizational culture in the development of
creative behavior of workers in the spinning and weaving companies in the city of
2. Creative behavior is available in the spinning and weaving companies in Aleppo good
standard.
The study aimed to identify the participatory leadership and its relationship to
organizational culture managers have a public school in Gaza Governorates from the
schools in Gaza Governorates for the academic year 2011-2012 and who are (9900),
teachers, the study sample (727) teachers were selected randomly, and the researcher
68
leadership got a second relative weight (73.9), followed by the delegation of authority
teachers to the pattern existing organizational culture among managers of public schools
3- The study also confirmed a statistically significant relationship at the level of (0.01)
between participatory leadership in all fields and its total score and between
5- Elsaid, Eyad (2012) Study entitled "Culture and Leadership: Comparing Egypt
The study aimed to improve the understanding of the western conceptions of leadership
examined the societal culture in Egypt using GLOBE’s nine cultural attributes and
dimensions. Paired sample t-tests were used to test for differences in the Egyptian data
that was collected. The data was collected from 142 Egyptian middle managers from 19
organizations from 2008 to 2011. It was compared to the data collected as part of the
GLOBE research project. The results showed that Egyptians are most interested in
reducing the power distance and increasing the future orientation aspects of their societal
culture.
6- Dmour, Ibtesam, Abu Saleh, M. S., and Al-Ali, A. M. (2010) Study entitled "The
69
This study aimed to examine the impact of transactional and transformational leadership
variable.
In order to achieve the objectives of the study two highly reliable and valid instruments,
the Multifactor Leadership Questionnaire (MLQ) Leader Form (Bass and Avolio, 1995,
1996), and Professional Judgment Rating Scale (Facione et al., 1998), were used.
Random simple sample selected from manager's Jordanian hospitals, consisted of (55)
managers.
The results of regression tests revealed that there is positive impact of transformational
hospitals, superficial impact was found due to transactional leadership style and negative
in Bahraini Organizations".
This article examined the relationship between leadership and ability to establish
relationships and bonds, within the context of national and organizational culture in
(2000). The research adopted a deductive approach using the Emotional Competency
Inventory as well as interviews with 103 executives and managers. The research found
70
that the six leadership styles were used by the executives. National and corporate culture
influenced such leadership styles. The standardized tests used need to be adjusted to suit
the culture in Bahrain. The findings of this research therefore add a new dimension
(namely, national and corporate culture in the Gulf Region) to the concept of emotional
intelligence.
The study aimed to identify the concept of transformational leadership and its elements,
and define the organizational change, and the most important Internal and external causes
that affect the process of change, and the study addressed to what extent the impact of
management process within the studied hospital, and there is no specific dimension of
change, but convergent effects were the dimensions of transformational leadership in the
Hospitals".
The study has aimed at identifying the relationship between transformational leadership
and job satisfaction of registered nurses at Jordanian private hospitals, the population of
the study consisted of registered nurses at private hospitals located in Amman (capital of
71
Jordan). There have been 200 surveys mailed out to registered nurses. One hundred and
sixty eight usable surveys have been returned with an 83% response rate. Regarding
transformational leadership, the survey was adapted from the Multifactor Leadership
Weiss (1967) was adopted to measure the two factors of job satisfaction. The study has
dimensions of transformational leadership and the two dimensions of job satisfaction, the
development in Dubai".
The study aimed to examine leadership styles in a rapidly growing industry in what is
also such a cosmopolitan city. Hence, the research undertaken aimed to study leadership
styles in construction project management in Dubai. The findings show that employees
feel that Consensus and Team Management leadership styles are predominant in the
industry and employees have shown preference for working under these leadership styles.
The study aimed to discuss the leadership styles and virtues of the top managerial level
executives in the UAE. The sample consisted of 115 managers of whom interviewed 75
females and 40 males. The age groups that we had in the dataset ranged from 21 to 50
years, dominated by the age group 21 to 30 years that comprised 64% of the data. The
72
respondents were from various companies, departments, and at different managerial
levels. The study concluded that the successful managers in the UAE adopted a
Democratic Leadership Style, where education and work experience were the most
important factors amongst the managers of the UAE. Finally, the Leadership Virtues that
explained the leadership style amongst the top managers were their Judgment Score (at
99% confidence level) and their Enthusiasm Score (at 95% confidence level).
The research investigated the employees’ perceptions of the prevalent leadership style in
Lebanon and its impact on organizational commitment. The Lebanese society with its
social complexity has much to offer to the understanding of the culture’s effect on
leadership style and organizational commitment. Moreover, the impact of religion and
working and living in two different areas in Lebanon. Results showed that Lebanese
73
2.3.2 International Studies
The study showed that there is a statistically significant effect and at the level of
culture in small-scale industries, the researcher recommends working on the focus and
the dissemination and promotion of dynamics culture in the small-scale industries in the
This cross-cultural study utilized the full range leadership framework developed by Bass
and Avolio and Hofstede’s model of culture, and compared leadership styles and cultural
Regarding socio-cultural dimensions, the study found that, compared to Germany and the
US, the four former USSR countries differed primarily by much lower levels of Power
Distance, higher levels of Masculinity and much longer planning horizons. The results on
Motivation – produced the highest scores in all four countries of the former USSR. Two
74
less efficient leadership styles, Laissez-faire and Management by Exception, have
received significantly higher scores in the four former USSR countries, than in the US
and Germany. Finally, the study suggests that cross-cultural human resource development
issues cannot be described in terms of simplified dichotomies between the East and West.
For constructs measured in this study, significant differences were found not only
between the two groups of countries but also between individual countries within these
groups.
3- Berson, and Avolio (2004) Study entitled "Transformational Leadership and The
Firm".
The study examined how the leadership style of top and middle-level managers in a large
organizational goals. Using quantitative and qualitative methods, the study found that
indicated that managers who reported to transformational leaders tended to have higher
agreement on the strategic goals of the organization. Leaders who were effective
communicators had direct reports who were more familiar with the goals of the
organization.
4- Berson, Y., and Linton, J. D. (2005) Study entitled "An examination of the
75
The study examined the relationship between leadership style and the establishment of a
The study aimed to explore the relationship between nurse managers’ leadership styles
and organizational culture of nursing units, within an acute care hospital that had
in patient satisfaction ratings. The data from this study found that transformational and
transactional contingent reward leaderships as nurse manager leadership styles, that are
associated with nursing unit organizational culture, that have the ability to balance the
dynamics of flexibility and stability within their nursing units, and are essential for
Jordan".
76
The study aimed to investigate the impact of transformational leadership on adhocracy
culture. The target population for this survey comprised of employees working-full time
questionnaires were completed and used in the data analysis representing a response rate
(1995) Multifactor Leadership Questionnaire (MLQ form 5X). Adhocracy culture was
Quinn (1998). The research showed that 67.2 percent of the variance in Adhocracy
Sector In Bangladesh".
especially under the telecommunication sector of Bangladesh in South Asia. The paper
has applied qualitative methodology focusing on a case study of Grameen phone (GP) (a
77
CMCIA and organizational culture was used. Organizational culture was treated as a
experimental field study was employed to test the hypothesis that particular types of
organizational cultures foster computer-network effectiveness while other types hinder it.
The usable response rate was 45%. Eight organizations were used for data analysis.
Statistically significant findings showed that organizational culture interacts with the
degree of use to affect user satisfaction with CMCIA. In task-oriented organizations, user
satisfaction with CMCIA. These results can be used when designing implementation
strategies for information systems that have the potential to affect whole departments or
organizations.
9 - Kavanagh, Marie (2006) Study entitled "The Impact of Leadership and Change
This study examined mergers between three large multi-site public-sector organizations.
Both qualitative and quantitative methods of analysis are used to examine the effect of
78
individuals. Findings indicate that in many cases the change that occurs as a result of a
merger is imposed on the leaders themselves, and it is often the pace of change that
inhibits the successful re-engineering of the culture. In this respect, the success or
otherwise of any merger hinges on individual perceptions about the manner in which the
process is handled and the direction in which the culture is moved. Communication and a
transparent change process are important, as this will often determine not only how a
leader will be regarded, but who will be regarded as a leader. Leaders need to be
10- Kuchinke (1999) Study entitled "Leadership and Culture: Work‐Related Values
Employees".
The study aimed to investigate differences in leadership styles and work-related values
German telecommunication employees, all these are examined based on survey results.
Using Bass and Avolio's (1991) Full-Range Leadership theory and Hofstede's (1980)
theory of culture, the results reveal lower levels of transformational leadership styles
among German employees, but no differences in leadership styles among different job
explained a portion of the variance in leadership scores. Job category also had a main
effect on cultural values. Patterns of work-related values different from those predicted in
earlier research are shown, as is the need for further refinement of research in leadership
79
11- Kwantes, Catherine (2007) Study entitled "Perceptions of organizational
personal effectiveness were examined using archival data from Canada, Hong Kong,
New Zealand, South Africa, the United Kingdom, and the United States. Organizational
(explaining 40% of the variance) and personal effectiveness (24% of the variance).
Aspects of organizational culture that promote employee fulfillment and satisfaction were
perceived relationship across samples was stronger between organizational culture and
12- Lok, Peter (2004) Study entitled "The effect of organizational culture and
comparison".
This study examined the effects of organizational culture and leadership styles on job
managers. Statistically significant differences between the two samples were found for
organizational commitment, with the Australian sample having higher mean scores on all
these variables. However, differences between the two samples for job satisfaction and
innovative and supportive cultures, and a consideration leadership style, had positive
80
effects on both job satisfaction and commitment, with the effects of an innovative culture
leadership style had a negative effect on job satisfaction for the combined sample.
Participants’ level of education was found to have a slight negative effect on satisfaction,
and a slight positive effect on commitment. National culture was found to moderate the
effect of respondents’ age on satisfaction, with the effect being more positive amongst
13- Lok, Peter (1999) Study entitled "The relationship between commitment and
and commitment have received little attention so far. Acknowledging the complexity and
found that organizational subculture was more strongly related to commitment than was
organizational culture. Satisfaction with the level of control over working environment
had the highest correlation with the level of commitment. The leadership style variable,
consideration, was also relatively strongly related to commitment when compared with
other variables. There was a small positive association between age and commitment.
However, participants' level of education, years in position and years of experience failed
81
14- Lugo, Maria (2013) Study entitled "Cultural and Emotional Intelligences in the
The study examined the strength and direction of relationships between the self and
leadership skills. Data was gathered from 171 students enrolled at Les Roches
factor analysis, Cronbach’s Alpha, Pearson’ r, and regression. Results found a direct
correlation between the self and social dimension of transformational leadership and
15- Sabri, Hala (2008) Study entitled "Jordanian Managers' Leadership Styles in
The research aimed to examine the newer leadership styles and their implication for
investigated Jordanian managers’ leadership styles and then compared them with
managers in other organizations with different cultures, such as the International Air
Transport association (IATA). A survey of 120 managers from Jordan and IATA was
in Jordan, there was no clear preference for transactional or transformational style as both
were being used. But when compared with IATA managers Jordanian managers showed
other comparative research, the study shared the limitation of likely sampling bias.
82
Moreover, it did not take into account the political realities of conducting social science
research in countries with long authoritarian histories, such as Jordan, which present the
16- Sarros, James (2008) Study entitled "Building a Climate for Innovation
leadership to effect such change is required; however, there has been little empirical
analysis of the theoretical relationships among the key components that make up such
managers explores the relationship between transformational leadership and climate for
organizations are discussed. The evidence in the study suggested that transformational
articulating a vision, and to a lesser extent through the setting of high performance
83
The study examined whether transformational leadership influences organizational
leadership at the top directly influences NGOs’ effectiveness. Further, it tests whether
education, and happiness of villagers. Data were collected from 312 NGOs in Jharkhand
were assessed from NGO personnel using standard instruments, and program outcomes
on health, income, education, and happiness were evaluated from villagers using wooden
cubes. Findings reveal that transformational leadership builds organizational culture that
18- Snipes Bennett (2006) Study entitled "The Effectiveness of a Diverse Workforce
The relationship study applies data collection and scoring procedures developed by Bass
and Avolio. Leader/manager leadership styles were compared with organizational culture
some leadership styles were significantly correlated with organizational culture and
84
organizational effectiveness outcomes and few were not correlated. Therefore, it is
shows the self-assessed leader/manager leadership styles and the impact their leadership
culture, and organizational effectiveness outcomes were opposite from the perception of
staff.
19- Su-Chao Chang, Ming-Shing Lee (2007) Study entitled "Relationship Among
The research results indicated that the various operations extent of learning organization
and the operation of learning organization. Both leadership and organizational culture can
positively and significantly affect the operation of learning organization. In addition, the
satisfaction.
20- Sumarto and Andi Subroto, (2011). Study entitled "Organizational Culture and
The study built a research model in order to provide a comprehensive understanding not
only to know how the contribution of organizational culture and leadership to enhance
85
organizational performance, and how they are to each other, but also to answer the gaps
Motor/Joint Industrial Tool and Motor Car) throughout Indonesia. The sampling
technique used is the census sampling in which the entire target population to be
sampled. Results show that Leadership has a strong role in improving organizational
21- Tsui, Anne (2006) Study entitled "Unpacking the relationship between CEO
The study aimed to understand when and why decoupling between CEO leadership
behavior and organizational culture may occur. The study examined this issue in a novel
context, the People’s Republic of China, where there is large variance on leader
discretion in different types of firms. The study conducted two survey studies and an
interview study to unpack the nature of the relationship. The findings offer insights on
both leadership and institutional factors that may account for the decoupling between
CEO leadership behavior and organizational cultural values. The researcher offer
directions for future research on both leadership and organizational culture phenomena
22- Zahari, Ibrahim et.al. (2012) Study entitled "The Effect of Organizational
86
The study aimed to investigate the effect of organizational culture on the relationship
between transformational leadership and job satisfaction in petroleum sector with a focus
on the National Oil Corporation of Libya (NOC). The findings indicate that the leaders of
their organization, and the dominant culture in NOC of Libya is Hierarchy culture while
The previous review of previous studies and researches showed a growing interest among
organizational culture relationship in nursing units of acute care, and found that
transformational and transactional contingent reward leaderships are the major leadership
styles of nurse manager, and they are associated with nursing unit organizational culture,
that have the ability to balance the dynamics of flexibility and stability within their
nursing units, and are essential for maintaining organizational effectiveness. While AL-
Mafraq. Abbas, (2008) studied the effects of leadership styles on organizational loyalty.
87
This research adds to management researchers and contributes in this field. It is also a
good base for those who are eager to expand the topic and do similar research in Jordan
or in other countries of the region. The research is also a good material to understand the
relation between leadership styles and organizational culture types, and to determine the
leadership styles that should prevail at telecommunication companies, and the type of the
In addition the research spotlight on the telecommunication sector in Jordan, to help the
decision makers in the Orange and Umniah companies to well understand their leadership
88
CHAPTER III
METHODOLOGY
3.1 INTRODUCTION
This research sought to explore the relationship between the leadership styles and types
Jordan. This chapter presents a description of these two companies followed by the
research design, statistical techniques in data analysis, and the data collecting
instruments. In addition, the chapter provides a description of the population and samples
as well as the survey instruments. The reliability and validity of the survey instruments
The research contains both primary and secondary data. The resources of the primary
data were collected using international survey instruments, to measure the leadership
styles and the types of organizational culture. The resources of the secondary data are
based on previous research, academic journals, dissertations, and the World Wide Web.
variables with regard to their perceptions to the leadership styles and organizational
culture, further exploration is required to assess how the variables of leadership styles
interact with the demographic variables of experience, age, gender, educational level, and
job level, and to assess the probable impact on the organizational culture.
1. Jordan Telecom Group (JTG) / Orange Company play a prominent role in the
information and communications technology sector (ICT). Its lineup of fixed, mobile, and
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internet services constitutes the real base for the Kingdom’s telecommunications
backbone and contributes to its integration with regional and world countries.
In the biggest integration of its kind in the market, JTG in 2006 combined its four
companies under one umbrella, becoming the sole integrated operator in Jordan
(Mobilecom) (www.orange.jo). In 2007, the Group adopted the Orange brand – the
commercial brand of France Telecom Group –for all its fixed, mobile, internet and
content services, marking another significant achievement for the ICT sector. This step
aimed at providing the Jordanian market with the standardized world class services
offered by the Orange brand, which has 190 million customers in 220 countries and
territories worldwide. Since then, Orange Jordan has made available the best
services at affordable prices, – the most recent being the introduction of its 3G+ network,
which made Orange Jordan the exclusive mobile operator in Jordan authorized to provide
international standards and with the capacity to compete with global security centers.
Orange Jordan Techno Center serve as a principal access for all the France Telecom –
Orange affiliates in EMEA region that wish to acquire the high dedicated innovation
streams, which include voice products and services, portal and multimedia in addition to
broadband growth. With its ability to call upon the vast expertise of its French partner
and main shareholder, France Telecom, JTG continues to provide the market with all that
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the world telecom industry has to offer, supported by its state of the art digital network
With an unwavering commitment to its local community, JTG has established business
goals that fall in line with sustainable development in the Kingdom, seeking to reconcile
growth and competitiveness with its commitment to social development and the
improvement of the quality of life for future generations. The Group now serves more
than 2.9 million customers with cutting edge technologies and world-class services
2. Umniah Company. Upon the official launch of its operations on June 26th 2005,
Umniah quickly succeeded in making a strong entrance into one of the region’s most
highly competitive markets, positioning itself as the most successful operator to enter
success is its sound and calculated business strategies and its provision of a
comprehensive range of telecom solutions that include advanced mobile, Internet and
business solutions services at competitive prices, balancing quality with value for money
(http://www.umniah.com). Umniah’s devotion to serving its subscribers, whom are its first
priority, has driven it to keep abreast of the latest market developments and changing
needs of various consumer segments. Today Umniah, a subsidiary of Batelco Group, has
become Jordan's fastest growing mobile telecom operator with over two million mobile
subscribers and over 20,000 broadband subscribers , gaining a significant share of the
Jordanian telecom market in record time. Umniah has also been able to expand the
Jordanian mobile and Internet market penetration rate through its comprehensive
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3.2 Research Design
This research addresses the relationship between two leadership styles (Transformational
and Transactional leadership), and four types of organizational culture (Role, Power,
Support, and Achievement). To collect the data of the leadership styles (transformational
and transactional) the research adopts the questionnaire survey of leadership styles
developed by(W. Warner Burke 1983, as cited by Schermerhorn, 2002). It also adopts"
(1992) to assess the types of organizational culture (Power, Role, Achievement, and
Support). The two questionnaires are international instruments and have been used by
many researchers; they are more cost effective, there is a uniform question presentation,
no middle-man bias, and the researcher's own opinions do not influence the respondents
To examine the hypotheses which were formulated to examine the types of leadership
styles and the types of organizational culture at Orange and Umniah companies, the
Statistical Package for Social Sciences (SPSS) was used. The following statistical
frequencies, percentage.
2. One Sample T-Test: To measure the dominant leadership styles and the types of
organizational culture.
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4. Product Moment Correlation Coefficient (Pearson correlation): was used to
examine the relationships between the leadership styles and the four types of
between groups.
6. Scheffe's multiple comparison procedure: was used to detect exactly where the
mean differences lie between the leadership styles and organizational culture in
consistency of the concepts which the instrument measuring, and helps to assess
of the leadership styles and organizational culture instruments and for each of the
reliability coefficient shows how congruent are the items in measuring accurately
3.4.1 Population
The research population consisted of the employees working at the head office of Orange
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in Jordan. Orange company employs around 600 employees at its head office and
Umniah Company employs around 250 employees at its head office in Amman-Jordan.
after communicating Zain's administration to include them in the study they apologized,
therefore the research population was limited to Orange and Umniah companies only.
The research used random stratified sample of a size of 265 employees (Sekaran, 2007).
The sample has been derived into two strata as illustrated in Table 2. A total of 265
questionnaires have been distributed (188 for Orange, and 77 for Umniah). The returned
and accepted usable questionnaire were 125 (76 from Orange, and 49 from Umniah) at a
1983, as cited by Schermerhorn, 2002) was used. The instrument contains twenty items
measuring transformational and transactional leadership styles and it's available on the
respondents were asked to read each item and then divide 5 points between A and B
5 for a, 0 for b; 4 for a, 1 for b; 3 for a, 2 for b; 2 for a, 3 for b; 1 for a, 4 for b; 0 for a, 5
for b, but not equally (2½) between the two. Weigh the respondent choices between the
two according to the one that characterizes them or their beliefs better.
and Stokes (1992) entitled 'Diagnosing Organizational Culture' was used. This
instrument had fifteen questions, each of which was followed by four options (a, b, c and
d), each option describe one type of the four types of organizational culture developed
A B C D
The respondents were asked to read each item, and then rank each of the four options as
follows:
In a column entitled 'Existing Culture', rank which was the most dominant existing
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Score 2: For the next most dominant (Existing) view.
Harrison and Stokes' instrument was used on several studies conducted to measure the
culture of organizations in different national cultures. In Europe and the United Kingdom,
by the Roffey Park Institute. In the United States by Harrison(1990) and Anderson(1995),
and Van Stuyvesan (2008), in Singapore by Ong (2006), in Jordan by Sabri (2004), and
To help respondents understand the terms used in the two instruments, it was necessary to
translate them into Arabic language. The researcher with the help of the supervisor did
the translation.
In order to get in-depth insights into the leadership style and types of organizational
culture, data were collected from telecommunication companies Orange and Umniah,
from the employees working at the two companies head offices in Amman-Jordan.
The researcher asked the respondents to fill in leadership style questionnaire, which
measures the type of leadership style even if it's transformational leadership style or
transactional leadership style. Also the researcher asked the respondents to fill
organizational culture questionnaire which measures the type of culture in the two
companies Orange and Umniah even its power culture, role culture, achievement culture,
or support culture.
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The researcher faced many difficulties while distributing the questionnaires. At Umniah
the management did not allow the researcher to pass through the offices and distribute the
visited the company's cafeteria during their break, and many of them have apologized for
not completing the questionnaire due to shortage of time. To increase the number of the
respondents, the researcher convinced some of the respondents, who did not fill the
questionnaire to send it by e-mail which was good idea as the researcher has received
At Orange the employees showed more cooperation than Umniah's employees however,
they did not have time to fill the questionnaire, so a number of employees opt to keep the
questionnaires to fill them later but did not return them to the researcher.
3.7.1 Validity
Before conducting research and testing hypotheses, researchers have to ensure the
validity of the measurement instrument used. The validity of a measure refers to the
extent to which the research findings accurately represent what the measuring instrument
claims to measure (Bryman, 1995; Collis and Hussey, 2003; Punch, 2005). An instrument
is considered valid if it measures what the researcher claims it does (Collis and Hussey,
2003), which reflect the degree of reliability and the stability of the measurement tool.
The instruments are international instruments, that had been used and tested by different
Australia and New Zealand by Harrison(1990), in South Africa by Serfontein (1990) and
Van Stuyvesan (2008), in Singapore by Ong (2006), Burke (1983), in Jordan by Sabri
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(2004), and in Saudi Arabia by Al-Salem(1996), even though the researcher has did the
3.7.2 Reliability
The mostly used reliability coefficient Cronbach’s coefficient alpha was determined for
the whole instrument, and was applied to each dimension to ensure inter-item consistency
reliability (Sekaran, 2003). Reliabilities ranging from 0.5 to 0.60 are sufficient for
exploratory studies (Nunnally, 1967 cited in Dimovski, 1994), in the range of 0.70 are
acceptable and over 0.80 are good (Sekaran, 2003). The values of Cronbach’s alpha
closer to 1 ensure the higher internal consistency reliability. Table 4 describes the
Field
Field Value of (α)
Number
Total 0.952
After entering phrases component of the questionnaire, the results show that reliability
coefficient for both organizational culture and leadership style questionnaires equal to
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(0.952). This means that there is stability in the form (approaching 1), and so on for the
organizational culture part where the reliability coefficient for the statements of this
The total Cronbach's alpha for the research fields was (0.952).The maximum for
Cronbach's alpha was Support culture field (0.977), and the lower was at Transactional
leadership field (0.889). All the values in table 4 are more than (0.70) which is an
acceptable value (Sekaran, 2003), which will lead to the stability and reliability of the
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CHAPTER IV
INTERPRETAION
4.1 Introduction
The purpose of this research is to investigate the relationship between leadership styles
Orange and Umniah. This chapter presents the empirical findings of this research and
This research was accomplished through the use of survey instrument, for measuring
leadership style in Orange and Umniah. The instrument developed by (W. Warner Burke
1983, as cited by Schermerhorn, 2002) and the instrument developed by Harrison and
which were formulated to examine the leadership styles and types organizational culture
at Orange and Umniah companies the Statistical Package for Social Sciences (SPSS) was
used.
Table 5 and table 6 shows the demographic profile of the research sample.
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Table 5: Demographic Characteristics of the Sample at Orange company
1. Experience 76 100%
Missing 1 1.30
2. Age 76 100%
3. Gender 76 100%
Male 51 67.0
Female 25 33.0
Secondary 0 0.0
Bachelor 63 83.0
Manager 0 0.0
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Table 5 demonstrates that the majority of the employees sample of Orange company are
with seniority of less than 5 years with a (48.7%) of the respondents, and the majority of
the respondents were less than 30 years old as indicated in table 5, and that's an indication
that Orange company hires young people. The dominant age among groups participating
in the questionnaire at Orange company is less than 30 years, which represent (75.0 %) of
the respondents, and the second age group is between 30-39 years, which represent
(25.0%) that shows the general orientation for Orange telecommunication company is to
Table 5 also shows that (67.0%) of the respondents at Orange company were male, and
For the educational level, table 5 shows that the majority of the respondents were have
Bachelor degree with (83.0%), and the Graduated Studies were (17.0%), those results
showed that Orange company employees, have higher education so that they are able to
work within the local and global competition, keep abreast of developments in the
telecommunication sector, and keep up with the evolution in the world, including
reflected on their performance in their company that need this kind of staff that are highly
The results from table 5 shows that the majority of the sample respondents at Orange
company according to Job level were Others (non managerial employees) with (80.0%),
followed by Head Department achieved with (17.0%), of the respondents sample, its
noted that the managers and executives managers were the minority in the sample, and
this is due to the difficulty of access to them during the distribution of the questionnaires.
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Table 6: Demographic Characteristics of the Sample at Umniah company
1. Experience 49 100%
Missing 2 4.0
2. Age 49 100%
3. Gender 49 100%
Male 32 65.0
Female 17 35.0
4. Educational level 49 3
100%
Secondary 3 6.0
Bachelor 37 75.6
Manager 5 10.0
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Table 6 demonstrates that the majority of the employees sample of Umniah company are
with seniority of less than 5 years with a (43.0%) of the respondents, and the majority of
the respondents were less than 30 years old as indicated in table 6, and that's an indication
that Umniah company hires young people. The dominant age among groups participating
in the questionnaire at Umniah company is less than 30 years, which represent (53.0 %)
of the respondents, and the second age group is between 30-39 years, which represent
(35.0%) that shows the general orientation for Umniah telecommunication company is to
Table 6 also shows that (65.0%) of the respondents at Orange company were male, and
For the educational level, table 6 shows that the majority of the respondents were have
Bachelor degree with (75.6%), and the Graduated Studies were (18.4%), those results
showed that Umniah company employees have higher education, so that they are able to
work within the local and global competition, keep abreast of developments in the
telecommunication sector, and keep up with the evolution in the world, including
reflected on their performance in their company that need this kind of staff that are highly
The results from table 6 shows that the majority of the sample respondents at Umniah
company according to Job level were Others (non managerial employees) with (59.2%),
followed by Head Department achieved with (30.8%), of the respondents sample, its
noted that the managers and executives managers were the minority in the sample, and
this is due to the difficulty of access to them during the distribution of the questionnaires.
104
The following criteria are used to test hypotheses in order to identify the leadership
styles, and organizational culture in Orange and Umniah companies (Hatamleh, 2006).
Table 7: criteria of evaluating the leadership styles and types of organizational culture in
Orange and Umniah companies
Extent Degree
1-1.99 Weak
2- 2.99 Medium
3 or more High
(Depicted from Hatamleh, 2006)
In order to test hypothesis 1.8.1 which states that: "There is no significant difference at (α
≤ 0.05, µ=2.5) level of significance between the leadership style in Orange company and
the leadership style in Umniah company", and the alternate hypothesis (H1) 1.8.2 which
between the leadership style in Orange company and the leadership style in Umniah
company", means and standard deviation were calculated for each leadership style of
both Orange and Umniah companies, then t-test was used to detect the difference. Table 8
Table 8 indicates that although mean score of transactional style is higher than the
transformational style at Orange Company, but the difference is not significant because
the significant value of 0.489 is higher than the significance level(α=0.05). Results show
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leadership of Umniah company, as the significance value is 0.01 which is less than
(α=0.05).
Table 8: T-test to detect the difference between the leadership styles at Orange and the
leadership style at Umniah Companies
Leadership Std. t-value Sig- Value
Company Mean
style Deviation
In order to test Hypothesis 1.8.3 which states that “There is no significant difference
between the existing type of organizational culture at Orange company and the existing
significance and Hypothesis 1.8.4 which states that “There is significant difference
between the existing type of organizational culture at Orange company and the existing
significance, t-test, means, and standard deviation were calculated for each, the
organizational culture of Orange and Umniah companies. Table 8 shows the results.
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Table 9: One Sample t-Test to Examine The Organizational Culture in each of Orange
and Umniah Companies
Company Organizational Mean S.D t-value Sig-value
culture
Power 2.46 0.55 -.580 0.56
Table 9 illustrates that there is significant evidence at (α ≤ 0.05) for achievement culture
significant at 0.03. At Umnaih company results indicates that there is significant evidence
for role culture, and achievement culture. The role culture has a t-value of 4.21 which is
significant at (α=0.00), and the achievement culture has a t-value of 3.18 which is
significant at (α ≤ 0.05). However, even though support culture is significant but with
between Orange and Umniah companies in the power culture since the significant level
between Orange and Umniah in the Achievement culture as the significant level is
(0.079). But results indicate that there are significant differences between the two
companies in the role and support cultures. The difference in Role culture indicates to a
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significant t-value of 3.599 which is significant at (α =0.00) level of significance. Umniah
company is higher in role culture with mean of (2.72) than Orange company with mean
support culture with mean of (2.47) than Umniah company with mean of (2.18).
Therefore, accept the alternate hypothesis, (H1) (1.8.4) which states that "there is a
difference between the existing type of organizational culture at Orange company and the
Table 10: T-test, Means and Standard Deviations to detect differences in the types of
Organizational Culture between Orange and Umniah Companies
To examine the null hypothesis 1.8.5 which stated that: There is no significant
relationship between the leadership style and types of organizational culture in each of
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Orange and Umniah companies at (α ≤ 0.05, µ=2.5) level of significance and the alternate
hypothesis (Ha) 1.8.6 which stated that: There is significant relationship between the
leadership style and type of organizational culture in each of Orange and Umniah
companies, Pearson Correlation Coefficient was used to detect the relation between the
leadership style and organizational culture at orange company and Umnaih company.
Pearson Correlation Test aims to reveal the strength or the degree of relationship between
two variables. The degree of relationship between any two variables come between (+1
and -1), the more the degree of correlation close to 1, it means a positive correlation, and
the more the degree of correlation close to -1, it means a negative correlation. To
Table 11: Pearson Correlation to Examine the Relationship between Leadership Styles
and types of Organizational Culture At Orange Company
Organizational leadership style
Culture Transformational Transactional
Pearson
Correlation .418 -.418
Power
Sig. (2-tailed) .229 .229
Pearson
Correlation -.129 .129
Role
Sig. (2-tailed) .722 .722
Pearson
Correlation -.414 .414
Achievement
Sig. (2-tailed) .235 .235
Pearson
Correlation -.136 .136
Support
Sig. (2-tailed) .708 .708
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Table 11 shows that at Orange Company the significance values for the relationship
between the two types of leaderships and each of the four types of organizational culture
are higher than the significance level (α ≤ 0.05), which indicates that no significant
relationship between the leadership styles and any type of organizational culture is
Table 12: Pearson Correlation to Examine the Relationship between Leadership Styles
and types of Organizational Culture At Umniah Company
Organizational leadership style
Culture Transformational Transactional
Pearson
Correlation -.287 .287
Power
Sig. (2-tailed) .165 .165
Pearson
Correlation -.213 .213
Role
Sig. (2-tailed) .307 .307
Pearson
Correlation .250 -.250
Achievement
Sig. (2-tailed) .227 .227
Pearson
Correlation .301 -.301
Support
Sig. (2-tailed) .144 .144
Table 12 shows that at Umniah Company the significance values of the relationship
between the two styles of leaderships and each of the four types of organizational culture
are higher than the significance level (α ≤ 0.05), which confirms that no significant
110
relation between the leadership style and any type of organizational culture at Umniah
Company.
To examine the null hypothesis 1.8.7 which states that: There is no significant evidence at
(α ≤ 0.05) regarding the differences between leadership styles and types of organizational
culture between Orange and Umniah companies and the alternate Hypothesis (Ha) 1.8.8
which states that: There is significant evidence at (α ≤ 0.05) regarding the differences
between leadership styles and organizational culture types between Orange and Umniah
companies, Independent sample t-test has been used. Table 13 shows the results.
Table 13 indicates that the differences between leadership styles and types of
0.05) regarding the differences between leadership styles and types of organizational
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4.7Results Pertaining to Examination of Relational Hypotheses (A) and
(B)
Relational hypothesis (A) which stated that: There are significant statistical evidence at
(α ≤ 0.05) among respondents with regard to their perception of the leadership style
In order to test the hypotheses, the research used ANOVA analysis to know the
differences of the research sample among leadership styles and organizational culture
- Experience:
In order to test the hypothesis, the researcher used ANOVA analysis to know the
differences of the research sample among leadership styles according to the experience of
the respondents.
Table 14 shows that there is no significant impact at the level of significance (α =0.05) of
Table 14: Analysis Of Variance ANOVA of The Leadership Styles In Terms Of Experience
Between
.125 2 .063
groups .577 .569
Transformational Within
2.493 23 .108
groups
Total 2.618 25
Between
.125 2 .063
groups
Transactional .577 .569
Within
2.493 23 .108
groups
Total 2.618 25
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-Age
To determine the differences ANOVA analysis used to know the differences of the
Table 15 shows that there is no significant impact at the level of significance (α =0.05)
transactional).
Table 15: Analysis Of Variance ANOVA Among The Leadership Styles In Terms Of Age
Between
.116 3 .039
groups .362 .781
Transformational Within
2.554 24 .106
groups
Total 2.670 27
Between
.116 3 .039
groups
Transactional
Within .362 .781
2.554 24 .106
groups
Total 2.670 27
- Gender:
T-test analysis used to know the differences between the research samples according to
the gender.
Table 16: Results Of The T-Test Analysis Among The Leadership Styles In Terms Of
Gender
Gender Means T Sig.
Dimensions
Male 2.63 .390
Transformational 1.187
Female 2.43
Male 2.38
Transactional -1.187 .390
Female 2.58
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Table 16 shows that according to the means males show more transformational leadership
style in Orange and Umniah companies than females with a mean value (2.63), while
females show more transactional leadership style in Orange and Umniah companies than
males with a mean value (2.58), but there is no significant impact at the level of
- Educational level:
To determine the differences ANOVA analysis used to know the differences of the
Between
.387 2 .193
groups 2.118 .141
Transformational
Within
2.283 25 .091
groups
Total 2.670 27
Between
.387 2 .193
groups
Transactional
Within 2.118 .141
2.283 25 .091
groups
Total 2.670 27
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- Job level:
To determine the differences ANOVA analysis used, to know the differences of the
Table 18 shows that there is a significant difference at the level (α =0.05) between the job
level and the leadership styles (transformational, transactional), as the significance value
Table 18: Analysis Of Variance ANOVA of The Leadership Styles In Terms Of Job level
To determine the resources of the significant, Scheffe' Test was performed to determine
By using Scheffe' test the researcher found that the differences was for the
transformational leadership style tend for (Head Department), and for the transactional
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Table 19: Scheffe' Test of The Leader Ship Styles In Terms Of Job level
Department
Transformational Manager
2.60
Head
2.70 -.100
Department
Others
2.30 .300 .400*
Transactional Manager
2.40
Head
2.30 .100
Department
Others
2.70 -.300 -.400*
experience and achievement culture, as the significance value is (0.01) as shown in table
20.
To determine the resources of the significant Scheffe' Test was performed to determine
By using Scheffe' Test the researcher found that the differences was at the Achievement
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Table 20: Analysis Of Variance ANOVA of The Organizational Culture In Terms Of Experience
Table 21: Scheffe' Test Among The Organizational Culture In Terms Of Experience
More than
Less than 5 5 – Less
Streams Mean 10 years
years than 10
Dimensions years
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-Age
To determine the differences ANOVA analysis used to know the differences of the
Table 22 shows that there is no impact of the age variable on the types of organizational
culture except the power culture, which shows a significance difference at the level of
significant (α =0.01).
Between
5.419 3 1.806
groups 5.635 .001**
Power
Within
38.787 121 .321
groups
Total 44.207 124
Between
1.814 3 .605
groups 4.018 .009
Role
Within
18.209 121 .150
groups
Total 20.023 124
Between
2.312 3 .771
groups 4.102 .008
Achievement Within
22.733 121 .188
groups
Total 25.045 124
Between
1.294 3 .431
groups 1.888 .135
Support
Within
27.638 121 .228
groups
Total 28.932 124
Significance level (**α =0.01)
To determine the resources of the significance, Scheffe' Test was performed to determine
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Table 23: Scheffe' Test of The Organizational Culture In Terms Of Age
40-49 Years
3.27 .038 .507
50 and over
1.80 -0.462 0.007 -0.5
40-49 Years
2.67 .037 .494
50 and over
2.96 -0.683 -0.228 -0.722
40-49 Years
2.53 .038 .494
50 and over
3.20 -0.683 -0.228 -0.722
By using Scheffe' Test the researcher found that the differences was at the power culture
tend to be for the respondents whom (less than 30 years), while role culture the
differences tend to be of the respondents whom from (30 -39 years), and achievement
culture the differences tend to be for the respondents whom from (30-39 years).
- Gender:
T-test analysis used to know the differences of the research sample according to the
gender.
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Table 24 shows that there is no significance impact of the gender on the organizational
culture, as the significance values are for power, role, achievement, and support as
follows (0.460), (0.840), (0.207), and (0.560) respectively. Although according to the
means female shows there were more power culture than male with a mean (2.66), while
male shows that there were more role, achievement, and support culture than female with
the following means respectively (2.62), (2.69), and (2.40), but there are no significant
difference between the organizational culture types and the gender of the respondents in
Table 24: Results Of The T-Test Analysis AMONG Organizational Culture In Terms Of
Gender
Gender Means T Sig.
Dimensions
Male 2.30
-3.324 .460
Power Female 2.66
Male 2.62 .840
1.987
Role Female 2.47
Male 2.69 .207
1.379
Achievement Female 2.57
Male 2.40 .560
1.164
Support Female 2.29
- Educational level:
To determine the differences ANOVA analysis used to know the differences of the
Table 25 shows that there is no significant impact at the level of significance (α =0.05) of
the educational level of the respondents on the types of organizational culture types, as
the significance value of power culture, role culture, achievement culture, and support
culture are (0.082), (0.964), (0.06), and (0.367) respectively as indicated in table 25.
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Table 25: Analysis Of Variance ANOVA of The Organizational Culture In Terms Of
Educational level
- Job level:
To determine the differences ANOVA analysis used, to know the differences of the
Table 26 shows that there is a significant perception of the job level on power culture,
role culture, and achievement culture. Power culture at the level of significance (α =0.00),
while role culture and achievement culture at the level of significance (α =0.05) as
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Table 26: Analysis Of Variance ANOVA of The Organizational Culture In Terms Of Job level
To determine the resources of the significant Scheffe' Test was performed to determine
for whom the differences belong as shown in the table 27. By using Scheffe' Test the
researcher found that the differences at the power culture for head of department
executive manager and others, but the differences tend to be for the executive manager,
while role culture the differences tend to be for the manager, and finally in the
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Table 27: Scheffe' Test of The Organizational Culture In Terms Of Job Level
Executive Head
Dimensions Streams Manager Others
Mean
manager department
Executive
3.17
manager
Power
Manager
2.09 1.073
Head
1.164*
2.00 .090
department
Others
2.56 .610 -.462 -.553*
Executive
2.27
manager
Role
Manager
2.92 -.653*
Head
2.68 -.411 .241
department
Others
2.52 -.251 .402 .160
Executive
1.80
manager
Achievement
Manager
2.15 -.346
Head
2.41 -.614* .220
department
Others
2.37 -.566 .352 .104
4.8Conclusion
To examine the leadership style and organizational culture in Orange and Umniah
companies and the relation between them, the Statistical Package for Social Sciences
utilized surveys to receive data from (125) employees at Orange company and Umniah
company, the researcher used leadership style questionnaire to determine the leadership
determine the types of organizational culture in Orange and Umniah, either if its power
culture.
124
There is no significant evidence at (α ≤ 0.05) regarding the differences between
leadership styles and types of organizational culture between Orange and Umniah
companies.
(experience, age, gender, educational level, job level) with regard to their
impact on the achievement culture. The age variable results found that, there is
no impact of the age variable on the types of organizational culture except the
power culture. According to gender variable and educational level variable the
result shows that, there is no significant impact of the gender and educational
level on the types of organizational culture. Finally according to the job level
variable, the result shows that there is a significant impact of the job level on
125
CHAPTER V
5.1 Summary
This research has focused on two leadership styles, the transformational leadership style,
and the transactional leadership style, and on the four types of organizational culture
developed by Harrison and stokes 1992 (power culture, role culture, achievement culture,
and support culture), in the Orange and Umniah telecommunication companies in Jordan.
culture: power, role, achievement, and support at Jordan Orange and Umniah Companies.
This research also aimed to investigate the leadership styles in Orange and Umniah
companies, and to determine the types of organizational culture in each of the two
companies. The first step in achieving the objectives was an in-depth theoretical research;
the second step was an empirical survey that was conducted at the selected
telecommunication companies.
Telecommunication sector have been used in this research; because of its importance in
Jordan, and the continuous development of the sector in Jordan and in the world. The
telecommunication companies in Jordan hire a specialized staff who can line with the
technological developments in the world; so that it was important to research the internal
organizational culture, because the leaders describe as the inspirational factor for the
126
employees whom put their soul and values in the organization, upon which the business
A concise chapter by chapter overview of the manner in which the purpose and objectives
purpose, objectives and hypotheses, also contained a summary of the primary and
secondary sources related to the research which were obtained from both national and
leadership styles and organizational culture, transformational leadership has been defined
in chapter 2 by Burns (1978), who was the first one defined transformational leadership
better, also transactional leadership has been defined by Avolio et.al. (1999), said that
which followers are rewarded for meeting specific goals or performance criteria.
Organizational culture definitions were discussed also, as Schein (2011), argued that the
culture of an organization is all the beliefs, feelings, behaviors, and symbols that are
norms, and values. The focus of Chapter 3 talked about the research methodology applied
in this research. The research population and sample, as well as the research method were
explained. The measuring instruments utilized in this research were discussed and the
reliability and validity of these research measuring instruments. Chapter 3 also examined
the way of data collection, and statistical analysis process. Chapter 4 dealt with the
127
empirical findings and results discussion of this research, with regards to the stated
hypotheses.
The research measured the impact of demographic variables (experience, age, gender,
educational level, job level) on the leadership styles and on the organizational culture
types, the research found that the demographic variables have no impact on the leadership
styles in Orange and Umniah companies except the job level variable, and the differences
was at the transformational leadership style tend to be for head department, and for the
transactional leadership style tend to be for others. The research determined that
experience, age, and the job level variables have an impact on some types of the
organizational culture, for the experience variable the impact was on the achievement
culture, at the group from 5-less than 10 years’ experience, the age variable impact was
on the power and achievement culture, at the group from 30-39 years’ experience, while
job level variable impact was on power culture on the executive manager level, and role
culture at the manager level, and achievement culture was at the head department level.
5.2Conclusion
This research determined the leadership styles and the existing organizational culture in
1-In terms of leadership Orange company tends to follow a transactional leadership style,
determined the dominant leadership style in each company, at Orange company the
leadership style. They are concerned in maintaining stability, and concerned to reward
equitably for their work. They also believed that what power they have to influence
128
others comes primarily from their status and position. Thus transactional leadership is
more practical in nature because of its emphasis on meeting specific targets or objectives.
While at Umniah company the leaders tend to follow transformational leadership style
rather than transactional leadership style. They believe that their primary mission is to
make changes, and spend considerable energy in arousing hopes, expectations, and
aspirations among their followers, their job is inspirational and the power they have to
influence others comes primarily from their ability to get people to identify with them
and their ideas. However, results showed no significant difference between the leadership
styles at Orange company, also no significant difference between the leadership styles
2-Results determined that there are no significant relation between the existing type of
organizational culture at Orange company and the existing type of organizational culture
at Umniah company for both power culture and achievement culture, and the significant
relation was for both role culture and support culture. Umniah company is higher in Role
culture than Orange company, and Orange company is higher in support culture than
Umniah company.
3- Results determined that Orange company have achievement culture, while Umniah
4- The results shows that there is no relationship between the power, role, achievement,
and support cultures and transformational leadership style and transactional style, at Orange
company as the significance values higher than the significance level (α =0.05), and that’s
determine that no relationship between the leadership styles and the types of
organizational culture at Orange company. For Umniah company results show that there
129
is no relationship between the role, achievement, and support cultures and
transformational leadership style and transactional style, as the significance values higher than
the significance level (α =0.05), and that’s determine that no relationship between the
5- The demographic variables experience, age, gender, and educational level, have no
impact on the leadership styles at Orange and Umniah companies. However job level
showed an impact on the leadership styles, and the differences was at the
transformational leadership style tends to be for Head Department level, so that the head
department level have a tendency is toward a transformational leadership style. While for
the transactional leadership style tends to be for the others level, so that the others level
6- The demographic variables experience, age, and the job level have an impact on
certain types of the organizational culture. The experience variable the impact was on the
achievement culture, at the group from 5 to less than 10 years experience, so this group
tendency is toward the achievement culture. The age variable impact was on the power
role, and achievement cultures, at the groups less than 30 years, from 30-39, and 30-39
years respectively, so these age groups tendency is toward power, role, and achievement
cultures. Job level variable impact was on power, role, and achievement cultures, for
power culture the differences at the executive manager level, so the executive manager
tendency is toward power culture. While role culture the differences at manager level, so
the manager level tendency is toward role culture. For the achievement culture the
differences was on head department level, so the head department tendency is toward
achievement culture.
130
5.3 Recommendations
With regards to the research findings and discussions, several recommendations related to
the selected telecommunication companies Orange and Umniah have been identified.
Results of the research have determined that the leadership style at Orange tend to be
compromise, intrigue, and control; therefore the transactional leaders are more likely to
Transactional leaders also tend to follow rules, procedures and norms that may not
necessarily be beneficial for the future of the organization. At Umniah company it was
found that their leadership style tends to be transformational leadership style, were
leaders have referent and expert power, and their followers perceive them as powerful
role models, who can implement a shared organizational vision, inspire subordinate to
strive beyond required expectations, and focus on building a higher innovation and a
Focusing on the long term objectives and use the available resources to achieve
them.
Broaden and elevate the interests of followers, generate awareness and acceptance
among the followers of the purposes and mission of the group, and motivate
131
Decentralize of responsibility, where employees would have more desire to take
risks, and make their compensation plans geared towards long-term results, to
by role culture and support culture with the same means. While the organizational culture
employee needs, by using the mission to attract and release its members' energy in pursuit
of the common goals. In role culture the whole organization forms a pyramid shape, the
higher the layer, the fewer people there are. The values of the role culture are order,
dependability, rationality and consistency. The support culture based on a mutual trust
between the employee and the organization, employees who work in this culture believe
that they are valued as human beings, not only served to complete the work.
The support culture based on a mutual trust between the employee and the organization,
employees who work in this culture believe that they are valued as human beings, not
Umniah companies didn't show a drive toward support culture which is important
because the organisation that has a support culture has a warm and caring atmosphere,
where the assumption is that a sense of belonging will create a sense of commitment to
the organisation, and therefore employees will contribute more within the organisation.
establish a mutual trust between the employee and the organization, and let employees
who work in this culture believe that they are valued as human beings, not only served to
132
complete the work. In order for Umnaih company to build support culture, it is
recommended that:
connection and belonging employees need to feel valued and appreciated for their
Evokes human love for the nurturing of the organization's members, and
It is recommended that:
To extend the existing research, the researcher recommends that Zain telecommunication
company, the third operator in Jordan to conduct a research to understand the leadership
A recommendation for the future would be to conduct a research measuring the dominant
leadership style, and the preferred leadership style, and also measure the existing
organizational culture, and the preferred organizational culture at other sectors in Jordan.
The researcher believes that this research is a good base for those who are eager to
expand the topic, and do similar research in Jordan or in other countries of the region.
The door remains open for other researchers interested in the subject of leadership and
organizational culture, to continue the search when choosing another sample of other
133
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APPENDICES
2. Age
3. Gender
Male Female
-Male
-Female
4. Educational levels
5. Job level
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Appendix 2 Leadership Styles Questionnaire
Instructions:
For each of the following 10 pairs of statements, divide 5 points between the two
according to your beliefs, perceptions of yourself, or according to which of the two
statements characterize you better. Place the values in the appropriate boxes next to
each pair. The 5 points may be divided between the A and B statements in any one for
the following ways: 5 for A, 0 for B; 4 for A, 1 for B; 3 for A, 2 for B; 2 for A, 3 for
B; 1 for A, 4 for B; 0 for A, 5 for B, but not equally (2½) between the two. Weigh
your choices between the two according to the one that characterizes you or your
beliefs better.
Questions Value
161
B) As a leader I must engage with followers at an equal level of
morality.
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Appendix 3 Diagnosing organizational culture questionnaire
Please check your answers and make sure that you have assigned only one '4', one '3', one '2', and
one '1', for each phrase in the Existing column.
Key Ranking
165
14- If rules, systems, or procedures get in the way, people:
A- Break them if they have enough clout to get by with it or if they think they
can get away with it without getting caught.
B- Generally abide by them or go through proper channels to get permission to
deviate from them or get them changed.
C- Tend to ignore or by-pass them to accomplish their task or perform their job
better.
D- Support one another in ignoring or bending them if they are felt to be unfair,
or create hardship on others.
15- A new person in the organization needs to learn:
A- Who really runs things, who can help or hurt them, who to avoid offending;
the norms (unwritten rules) that have to be observed if they are to stay out
of trouble.
B- The formal rules and procedures and abide by them to stay within the
formal boundaries of their jobs
C- What resources are available to help them do their job; to take the initiative
to apply their skills and knowledge to their job.
D- How to cooperate; how to be a good team member; how to develop good
working relationships with others.
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