Effect of Orgranisational Culture and Leadeership Style on Job Satisfaction
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The effect of organisational culture and leadership style on job satisfaction and organisational commitment
A cross-national comparison
Peter Lok
Australian Graduate School of Management, UNSW, New South Wales, Australia
The effect of organisational culture 321
Received April 2003 Revised September 2003 Accepted September 2003
John Crawford
School of Management, University of Technology, Sydney, Australia
Keywords National cultures, Leadership, Organizational culture, Job satisfaction, Job commitment Abstract This study examined the effects of organisational culture and leadership styles on job satisfaction and organisational commitment in samples of Hong Kong and Australian managers. Statistically significant differences between the two samples were found for measures of innovative and supportive organizational cultures, job satisfaction and organizational commitment, with the Australian sample having higher mean scores on all these variables. However, differences between the two samples for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership and respondents’ demographic characteristics. For the combined samples, innovative and supportive cultures, and a consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative culture on satisfaction and commitment, and the effect of a consideration leadership style on commitment, being stronger in the Australian sample. Also, an “initiating Structure” leadership style had a negative effect on job satisfaction for the combined sample. Participants’ level of education was found to have a slight negative effect on satisfaction, and a slight positive effect on commitment.
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm
The effect of organisational culture and leadership style on job satisfaction and organisational commitment
A cross-national comparison
Peter Lok
Australian Graduate School of Management, UNSW, New South Wales, Australia
The effect of organisational culture 321
Received April 2003 Revised September 2003 Accepted September 2003
John Crawford
School of Management, University of Technology, Sydney, Australia
Keywords National cultures, Leadership, Organizational culture, Job satisfaction, Job commitment Abstract This study examined the effects of organisational culture and leadership styles on job satisfaction and organisational commitment in samples of Hong Kong and Australian managers. Statistically significant differences between the two samples were found for measures of innovative and supportive organizational cultures, job satisfaction and organizational commitment, with the Australian sample having higher mean scores on all these variables. However, differences between the two samples for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership and respondents’ demographic characteristics. For the combined samples, innovative and supportive cultures, and a consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative culture on satisfaction and commitment, and the effect of a consideration leadership style on commitment, being stronger in the Australian sample. Also, an “initiating Structure” leadership style had a negative effect on job satisfaction for the combined sample. Participants’ level of education was found to have a slight negative effect on satisfaction, and a slight positive effect on commitment.