Examining agile leadership style on organizational performance through the mediation of organizational culture: a case study on professional bodies in Malaysia

Subramaniam, Thilagawathi Siva (2022) Examining agile leadership style on organizational performance through the mediation of organizational culture: a case study on professional bodies in Malaysia. Doctoral thesis, University of Wales Trinity Saint David.

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Abstract

This research examines the impact of Agile Leadership style on Organizational Performance through the mediation of Organizational Culture. The volatility, uncertainty, complexity and ambiguity (VUCA) of the business environment continues to create great challenges to many organizations. The environmental turbulence has affected the organizational performance of both the non-profit and profit making organizations, thus, resulting in adverse results. However, there are a few organizations that had survived the chaotic situations as they transformed themselves by becoming agile in managing their businesses. This highlights the new demand for ‘agility’ in the world of business as organizations are expected to become flexible, focused and fast in their business approaches. Leaders are required to adopt the ‘agile leadership’ qualities in leading organizations so that improved organizational performance can be attained. Agile leaders are known to be inclusive and democratic in exhibiting greater openness to ideas and innovations. They also have the passion for learning, developing and inspiring people, defining and communicating their desired vision, and above all to act as the best change agent within the organization. The non-profit organizations are seen to be the most vulnerable group of organizations in the VUCA environment, hence, the professional bodies in Malaysia was opted for the purpose of this research. In view of this, the Fourth Schedule of the Malaysian Companies Act (CA) 2016 prescribed professional bodies was selected as the population for the study. By adopting the judgmental sampling approach, the Heads of Departments and Managers were selected to obtain feedback on the leadership style, organizational culture and organizational performance of the respective professional bodies. A total of 75 survey questionnaires were distributed to the sample population and 63 fully completed questionnaires that made up to a response rate of 84% was received for final analysis. The Structural Equation Model (SEM) was used to conduct the statistical analysis to determine the causal relationships between variables and confirm the hypotheses developed. Upon analysing the data, results indicated that there is significant relationship between Agile Leadership Style and Organizational Performance. Furthermore, Organizational Culture has a mediating effect between Agile Leadership style and Organizational Performance. These findings interpret that leaders who adopt the Agile Leadership style will be able to influence the organization’s performance through the cultivation of the right organizational culture.

Item Type: Thesis (Doctoral)
Uncontrolled Keywords: agile leadership, organizational culture
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Theses and Dissertations > Doctoral Theses
Depositing User: Natalie Williams
Date Deposited: 24 Jan 2022 15:15
Last Modified: 11 Apr 2022 08:29
URI: https://repository.uwtsd.ac.uk/id/eprint/1886

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