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.
International Journal of Public Leadership, 13(1), 2017, pp.5-8.
Publisher:
Emerald
Purpose: The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in private and public institutions.
Design/methodology/approach: A cross-sectional quantitative survey was conducted using self-report questionnaire that contained Modified Leadership Effectiveness Questionnaire (Heck...
(Publisher abstract)
Purpose: The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in private and public institutions.
Design/methodology/approach: A cross-sectional quantitative survey was conducted using self-report questionnaire that contained Modified Leadership Effectiveness Questionnaire (Heck et al., 2000), the scale of attitude towards change from Preziosi’s Organizational Diagnosis Model (1980) and organizational development intentions measure developed for the study. The respondents were 510 Lithuanian social workers and other staff members employed in different public and private elderly care organizations.
Findings: The results revealed that perceived higher leadership effectiveness was associated with more positive employees’ judgements on organization’s readiness to change both in private and public sector elderly care organizations. But perceived leadership effectiveness was not associated with staff members’ intentions to change. Also it was found that different models for private and public sector that explained the importance of particular leadership behaviours in the prediction of employees’ judgements on organizational change and intentions to change were valid.
Originality/value: This study may add to further broaden knowledge on attitudes of staff members towards development of elderly care organization and the role of leadership effectiveness taking into account the type of organization.
(Publisher abstract)
Subject terms:
attitudes, leadership, staff, private sector, public sector, social workers, organisational development, older people, organisations;