Keywords : Motivation


Transglobal Leadership as a Driver for Increasing the Employee Performance

A. Nur Insan; Masmarulan R.; Ashariana .; Nurfatwa Andriani Yasin

International Journal of Organizational Leadership, 2021, Volume 10, Issue 1, Pages 54-71
DOI: 10.33844/ijol.2021.60517

This study aims to analyze and explain the influence of transglobal leadership on employee
work motivation, the influence of transglobal leadership on organizational culture, the effect
of transglobal leadership on organizational commitment, the effect of transglobal leadership
on employee performance, the influence of motivation on employee performance, the
influence of organizational culture on employee performance, and the influence of
organizational commitment on employee performance. This research is an explanatory study
using a survey methodology. This research was conducted in 42 cooperative units of
government agencies in Makassar City. The population is 418 cooperative employees. The
sample was taken using the Stratified Random Sampling method of 180 people. Data were
collected through questionnaires and interviews. Data analysis used Partial Least Square
(PLS). The results obtained from testing of the seven hypotheses showed that there were six
hypotheses accepted because they had a positive and significant effect and one hypothesis was
rejected because it had an insignificant effect, namely the effect of organizational commitment
on employee performance. Cooperative managers need to pay more attention to relationships
with customers, review fair wages and regulations and rewards to employees, increase
understanding of shared values and meanings, increase understanding of aspects of work, and
improve employee positive attitudes

The Mediation Effect of Leader Support in the Effect of Organizational Commitment on Job Satisfaction: A Research in the Turkish Textile Business

Saadet Ela Pelenk

International Journal of Organizational Leadership, 2020, Volume 9, Issue 4, Pages 227-242
DOI: 10.33844/ijol.2020.60508

Organizational commitment is a psychological concept that expresses the feelings of
belonging and loyalty. Commitment and leader support can increase job satisfaction, but
factors such as economic crises, epidemics, globalization increase socio-economic problems
such as unemployment and productivity loss. In this context, leader support such as career
development, information sharing, feedback and finding solutions to the problem may cause
employees to feel valuable and to make effort. This research shows that a leader-manager is
the person who not only maintains the current period but also understands employee behaviors
and reactions. As an effect of this research, employees do not see their job as compulsory, but
find it meaningful and consequently job satisfaction may increase. The purpose of this research
is to examine the mediating effect of leader support in the effect of organizational commitment
on job satisfaction. For this purpose, a questionnaire was conducted with 126 blue-collar
workers in textile company in Istanbul. In the analysis of research data, SPSS 21 statistical
software and multiple regression method were used. As a result of the research, the mediating
role of leader support in the effect of organizational commitment on job satisfaction has been
determined. This research also contributes to researchers, employers and employees in the
field of human resource, productivity and organizational behaviour.







A Cross-cultural Analysis of Management Approaches in Comparison to Turkish and Swiss Companies

Erdem Erciyes

International Journal of Organizational Leadership, 2019, Volume 8, Issue 4, Pages 1-11
DOI: 10.33844/ijol.2020.60483

This research investigates management approaches though a cross-cultural analysis of both Turkish and Swiss companies. A qualitative and exploratory research method was employed. Organizational culture, leadership and motivation have been investigated separately in the research. This approach provided a better understanding for highlighting different parts of both subjects and showed how they were related to each other. While the human oriented leadership types and management approach are beginning to gain popularity in Turkish companies, democratic and participatory types of leadership are more common in Swiss companies. Likewise, McClelland’s need of achievement and Maslow’s need of esteem are the most popular motivational preferences in Turkish companies. On the other hand, Swiss managers prefer McClelland’s human motivation theory in praxis. In addition, the findings of the research indicate that managerial awareness about different nationalities should be increased in both Turkish and Swiss companies. Managers who have high cultural intelligence should be employed and cultural sensitivity should be embedded into corporate culture of the companies. The findings of this research do not present different management systems or develop scientific road maps for dealing with various cultures, however, it emphasizes the importance of showing managerial awareness about different nationalities in the work environment.