THE SACRAMENT of CONFIRMATION: EMPOWERING Part Vc: Confirmation--Empowering.
PhD Confirmation
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Transcript of PhD Confirmation
www.monash.edu.au
Confirmation Seminar 10/05/2011
The relationship between servant leadership and job satisfaction:
The mediating role of decision making process and the moderating role of structure.
Nathan Eva
Supervisors: Dr. Sen Sendjaya Dr. Daniel Prajogo
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Purpose and Significance
• Literature has largely ignored the black box between leadership and job satisfaction, looking at the relationship without any mediating or moderating factors.
– (Cerit, 2009; Griffith, 2004; Laub, 1999; Miears, 2004)
• This study will examine the mediating role of leaders' decision making style in the relationship between servant leadership and job satisfaction.
• It will also examine the impact of organisational structure on this relationship.
• Finally, we will explore why and how the decision making patterns of servant leaders may change due to the structure of the organisation.
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Literature Review
• This research draws its theoretical origins from empowerment literature.
• Empowered employees are more satisfied with their employment.
– (Menon, 2001; Ugboro & Obeng, 2000)
• Relational-style leaders have been found to increase job satisfaction.
– (Castaneda & Nahavandi, 1991; Kim & Joigaratnam, 2010)
• SL is associated with many positive organisational attributes including strong moral base, motivation and superior profitable returns.
– (Graham, 1991; De Cremer, 2006; Van Dierendonck & Nuijten, 2010)
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Dimensions of Servant Leadership
Moral
Altruistic
Spiritual
+ Authentic
Relational
Transformational
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SL/DMP Relationship
• Drawing on the Upper Echelons theory, leaders choose their own decision making process.
– (Hambrick & Mason, 1984; Hambrick, 2007)
• Two contrasting styles of decision-making: Dominant and Involved.
– (Black & Gregersen, 1997)
• As seen in the SL literature, servant leaders are more inclined to undertake an involved process of decision making.
– (Russell, 2001; Taylor et al., 2007)
Hypothesis 1: There is a positive association between servant leadership and leader involvement in the decision making process.
Hypothesis 2: There is a negative association between servant leadership and leader dominance in the decision making process
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DMP/JS Relationship
• The structural element of empowerment.– (Menon, 2001; Tymon, 1988)
• CEOs who are more involved in the decision making process will make better decisions.
– (Black & Gregersen, 1997; Solansky et al., 2008)
• An involved style of decision making is likely to foster higher employee job satisfaction.
– (Kearney & Hays, 1994; Parnell & Menefee, 1995)
Hypothesis 3: There is a positive association between leader involvement in the decision making process and job satisfaction of employees.
Hypothesis 4: There is a negative association between leader dominance in the decision making process and job satisfaction of employees.
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Mediation Model
Job Satisfaction
Dominance
Involvement
Servant Leadership
H3H1
H2 H4
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Moderated SL/DMP Relationship
• Leaders intentions do not always equal implementation. Often the decision making process may be hindered by the constraints of organisational structure.
– (Walter & Bruch, 2010)
• Organisational structure has been largely ignored in leadership research.
– (Porter & McLaughlin, 2006; Walter & Bruch, 2010)
• This study will look at the structural factors of centralisation & formalisation.
– (Atwater, 1995; House, 1991; Walter & Bruch, 2010)
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Formalisation
• Formalisation reduces the need for leadership; instead rules and regulations guide employee behaviour.
– (Shamir & Howell, 1999; Wright & Pandey, 2010)
• It reduces the potential to exercise leadership.– (Bass & Riggio, 2006; Shamir & Howell, 1999; Wright & Pandey, 2010)
• Given highly formalised procedures, servant leaders may be less involved in the decision making process.
Hypothesis 5: Formalisation moderates the relationship between servant leadership and leader involvement whereby that the more formalised the organisation the less positive the relationship between servant leadership and leader involvement in the decision making process.
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Centralisation
• Follower-centred leaders, such as SL, need open organisations in which to flourish.
– (Davis, Eisenhardt & Bingham, 2009)
• In a company which is highly centralised, leaders are constraint by the hierarchical decision making process.
– (Walter & Bruch, 2010)
• Servant leaders may be inclined to undertake a dominant decision making style.
Hypothesis 6: Centralisation moderates the relationship between servant leadership and leader dominance whereby the more centralised the organisation the more positive the relationship between servant leadership and leader dominance in the decision making process.
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Moderation Model
H5
H6
Dominance
Involvement
Servant Leadership
Formalisation
Centralisation
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Methodology
• In order to fully answer the research problems a mixed methods approach must be undertaken.
– (Creswell & Plano Clark, 2007; Dial, 2006; Yukl, 1989)
• The source of evidence will be single respondent mail surveys and semi-structured interviews.
– (Lee, 1999; Miller, 1991; Yin, 2009)
• All scales used in the survey are derived from previous studies to ensure reliability and validity.
– Servant Leadership> (Sendjaya, et al., 2008)
– Job Satisfaction> (Moyes & Redd, 2008)
– Decision Making Process> (Black & Gregersen, 1997)
– Structure> (Walter & Bruch, 2010)
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Methodology – Sample Items
• Involvement – My CEO participates in most strategic decision making
meetings.• Dominance
– My CEO is reluctant to compromise their decisions with others’ views.
• Centralisation– Even small matters have to be referred to someone higher up
for a final answer.• Formalisation
– The company has a large number of written rules and policies.
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Methodology – Quantitative
• The quantitative sample will consist of middle managers who rate the leadership style and decision making process of their CEO.
• Medium to large Australian firms, randomly selected from Dun & Bradstreet mailing list.
• The interaction effects are difficult to detect when the sample size is small, therefore a rather large sample size is needed.
– (Maxwell, 2000)
• The literature shows that leadership effect sizes have been relatively low (0.05-0.25).
– (Bocarnea & Dimitrova, 2010; Cerit, 2009)
• Previous studies have used sample sizes ranging from 60-400.– (e.g. Black & Gregersen, 1997; Bocarnea & Dimitrova, 2010; Carmeli et al., 2008)
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Methodology – Quantitative
• In order to use Structural Equation Modelling a sample of 200 is needed.
– (Hair et al., 2009)
• Theoretically, it is suggested that the sample size should be 200-250.
– (Hair et al., 2009; Maxwell, 2000)
• Due to typically low Australian response rates (10%), 2500 surveys will be sent out and follow-ups will be made.
• Once collected, the data will be screed, and checks for scale validly and reliability will be made.
• Relationship analysis with SEM for the mediating relationship and regression for the moderating.
– (Hair et al., 2009; Pallant, 2007; Tabachnick & Fidell, 2006)
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Methodology – Qualitative
• The sample will consist of middle managers and their CEO’s.• Randomly selected from Dun & Bradstreet mailing list. • The interviews will be pared to shed light on discrepancies in
perceptions of SL behaviours and the leader’s DMP and to what extent they impact job satisfaction.
• Previous studies have used sample sizes ranging from 3-15.– (Ebner & O’Connell, 2010; Sendjaya, et al., 2008)
• Therefore, 10-14 paired semi-structured interviews will occur.• All interview will be verbatim transcribed.• Content (template) analysis on the basis of the servant
leadership dimensions– (Crabtree & Miller, 1999; Holsti, 1969; Sommer & Sommer, 1991)
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Timeline
2010 2011 2012 2013
ActivityJun-Aug Sept-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun
Literature Review
Methodology
Ethics Approval
Data Collection (Survey)
Data Collection (Interviews)
Data Analysis
Results
Discussion
Conclusion
Introduction
Revisions& Submission
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Thank you
• Questions?
• Suggestions?
• Comments?
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References
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Black, J. S., & Gregersen, H. B. (1997). Participative Decision-Making: An Integration of Multiple Dimensions. Human Relations, 50(7), 859-878.
Bocarnea, M. C. & Dimitrova, M. (2010) Testing servant leadership theory with Bulgarian students. International Journal of Leadership Studies, 5(3), 255-268.
Castaneda, M., & Nahavandi, A. (1991). Link of Manager Behavior to Supervisor Performance Rating and Subordinate Satisfaction. Group & Organization Studies, 16(4), 357.
Carmeli, A., Sheaffer, Z., & Halevi, M. Y. (2009). Does participatory decision-making in top management teams enhance decision effectiveness and firm performance? Personnel Review, 38(6), 696-714.
Cerit, Y. (2009). The Effects of Servant Leadership Behaviours of School Principals on Teachers' Job Satisfaction. Educational Management Administration & Leadership, 37(5), 600-623.
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References
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Dial, D. (2006). Students' perceptions of leadership and the ways in which leadership influences the development of student leaders. Louisiana State University.
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References
Kim, K., & Jogaratnam, G. (2010). Effects of Individual and Organizational Factors on Job Satisfaction and Intent to Stay in the Hotel and Restaurant Industry. Journal of Human Resources in Hospitality & Tourism, 9(3), 318-339.
Laub, J. (1999). Assessing the servant organisation: Development of the servant organizational leadership assessment (SOLA) instrument. Unpublished doctorial dissertation, Florida Atlantic University, Boca Raton, FL.
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Miller, D. (1991). Handbook of research design and social measurement (5th ed.). Newbury Park, CA.: Sage Publications.
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References
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