Administration in Social Work, 34(5), November 2010, pp.423-441.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
...organisations in the states of Georgia, South Carolina, North Carolina, and Florida constituted the sample for this study. Findings revealed that cultural consensus was positively related to transformational leadership practices and negatively related to formalisation. Organisational values were positively related to transformational leadership practices, negatively related to size, formalisation
Given the relevance of organisational culture to many organisational and individual outcomes, factors related to this construct are an important research topic. This paper presents findings from a study examining the association between the three aspects of organisational culture: cultural consensus; structure; and organisational values. Participants included 910 employees in 79 non-profit organisations in the states of Georgia, South Carolina, North Carolina, and Florida constituted the sample for this study. Findings revealed that cultural consensus was positively related to transformational leadership practices and negatively related to formalisation. Organisational values were positively related to transformational leadership practices, negatively related to size, formalisation, and centralisation. Finally, five structures of organisational cultures differed with regard to leadership, size, and occupational differentiation. The study concluded that the findings provided evidence for the relationship between organisational culture, transformational leadership and organisational structure.
International Social Work, 49(2), March 2006, pp.165-176.
Publisher:
Sage
This article examines the correlates of innovativeness in nonprofit human-service organizations of Lithuania and the United States. The study assesses the relationships between innovativeness, organizational culture and leadership in 40 organizations (19 in the United States and 21 in Lithuania). Results are discussed along with implications for social work practice.
This article examines the correlates of innovativeness in nonprofit human-service organizations of Lithuania and the United States. The study assesses the relationships between innovativeness, organizational culture and leadership in 40 organizations (19 in the United States and 21 in Lithuania). Results are discussed along with implications for social work practice.
Subject terms:
leadership, organisational culture, social work, change management, comparative studies;
European Journal of Social Work, 9(1), March 2006, pp.21-37.
Publisher:
Taylor and Francis
This exploratory study sought to describe the types of innovations implemented by Lithuanian nonprofit social service organizations, their leadership practices and organizational cultures. It also assessed the relationships among organizational innovation, leadership, organizational culture, and size. Thirty-five nonprofit organizations in Kaunas, Lithuania, constituted the sample. Technological...
This exploratory study sought to describe the types of innovations implemented by Lithuanian nonprofit social service organizations, their leadership practices and organizational cultures. It also assessed the relationships among organizational innovation, leadership, organizational culture, and size. Thirty-five nonprofit organizations in Kaunas, Lithuania, constituted the sample. Technological product innovation was by far the most often implemented innovation type. While technological innovation was not related to any of the independent variables, administrative innovation was positively related to the value dimensions of team orientation and stability. Taking a closer look at the relationship between leadership and organizational culture variables provided useful insights into why there was little association between organizational innovation and the independent variables. Limitations of the study are discussed along with implications for social work practice.
Subject terms:
leadership, organisational culture, social services, voluntary organisations, change management;
Nonprofit Management and Leadership, 18(4), Summer 2008, pp.465-483.
Publisher:
Wiley
Place of publication:
California:
This article reports findings from a study designed to test a model of creativity in the United States and Lithuania. Five independent variables were derived from the creativity literature: perceived leadership behaviours, organizational norms for creativity, group climate, job characteristics, and motivational orientation. They were used to predict creativity in a sample of 201 employees
This article reports findings from a study designed to test a model of creativity in the United States and Lithuania. Five independent variables were derived from the creativity literature: perceived leadership behaviours, organizational norms for creativity, group climate, job characteristics, and motivational orientation. They were used to predict creativity in a sample of 201 employees of nonprofit organizations. The results differed for the two countries. Interestingly, while in the United States organizational norms for creativity, extrinsic motivation, and hierarchical level were related to employee creativity, in Lithuania intrinsic motivation and education constituted major predictors of creativity. Based on the study results, the author suggests practical implications for nonprofit managers on how to capitalize on their employees' creativity.
Administration in Social Work, 29(2), 2005, pp.23-41.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
This study examined the relationship between organizational culture and organizational innovativeness in a sample of nonprofit human service organizations in Alabama. It was hypothesized that cultural consensus and organizational values (the content of consensus) would be important predictors of organizational innovativeness. Leadership and size were included as control variables. Organizational...
This study examined the relationship between organizational culture and organizational innovativeness in a sample of nonprofit human service organizations in Alabama. It was hypothesized that cultural consensus and organizational values (the content of consensus) would be important predictors of organizational innovativeness. Leadership and size were included as control variables. Organizational innovativeness was inversely related to cultural consensus, positively correlated with the innovation and the aggressiveness value dimensions, and negatively correlated with the stability value dimension. It was not related to leadership but was positively related to size. In a regression analysis cultural consensus was the only significant predictor. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580)
Nonprofit Management and Leadership, 15(2), Winter 2004, pp.153-168.
Publisher:
Wiley
Place of publication:
California:
This is an exploratory study of leadership, organisational culture and organisational innovativeness in a sample of non-profit human service organisations, Associations of Retarded Citizens. Although leadership has been held out as one of the most important predictors of innovation, this study found it was not correlated with organisational innovativeness. Examination of the relationships between...
This is an exploratory study of leadership, organisational culture and organisational innovativeness in a sample of non-profit human service organisations, Associations of Retarded Citizens. Although leadership has been held out as one of the most important predictors of innovation, this study found it was not correlated with organisational innovativeness. Examination of the relationships between leadership and cultural variables provided some alternative explanations for this. Positive relationships among transformational leadership, organisational values and cultural consensus (degree of agreement among employees on those values) indicate that leadership practices employed in this sample created strong cultural consensus around values that may inhibit innovation. These findings suggest that examining the link between leadership and organisational culture is important for understanding how leadership and innovation are related. Sets out practical implications, based on the results, that may help non-profit managers create workplaces supportive of innovation.
Nonprofit Management and Leadership, 21(1), Autumn 2010, pp.77-92.
Publisher:
Wiley
Place of publication:
California:
...that the transformation efforts contributed to major changes in the organisation's culture, leadership's attitudes and behaviours, co-worker relationships, and the physical work environment, which in turn contributed to positive outcomes for the organisation.
Non-profit organisations often struggle to make effective use of all available resources. While handling more complex social problems within an organisation, creativity becomes ever more important. It is the first stage in innovation, which provides organisations an advantage in many areas of organisational management. It has been previously suggested that certain work environments can contribute to increased levels of creativity. So it is important that the managers of non-profit organisations have tools that allow them to develop a work context that enhances employee creativity. This article presents a study in a US faith-based agency where one such tool – concept mapping, used to guide evaluation and planning – was used in the process of transforming a work environment. Findings revealed that the transformation efforts contributed to major changes in the organisation's culture, leadership's attitudes and behaviours, co-worker relationships, and the physical work environment, which in turn contributed to positive outcomes for the organisation.