The relationship between the full range of leadership styles and employees' creative performance in Civil Service organizations : a field study of Omani Civil Service managers
Year: 2012
Type: dissertation
Study design: Observational Study
Abstract: The Relationship between the Full Range of LeadershipModel and Employees' Creative Performance…..……………………………….………………………………104 4.6 The Effect of Transformational and Transactional Leadership Components on Employees' Creative Performance……………………………………………..……… 106 Creative Performance…………………….…………………………………………….. 7.5 Conclusion……………………………………………………………………………… Chapter Eight: Research Results and Discussion………………………………………. 8.1 Introduction……………………………………………………………………………... 8.2 The Perceptions of Managers and Employees towards the Components of the Full Range of Leadership Model……………………………….…………………………… 8.3 The Perceptions of Managers and Employees towards the Components of Transformational and Transactional Leadership Behaviours……………..…………….8.4 The Perceptions of Managers and Employees towards Employees' Creative Performance……………………….…………………………………………………… 8.5 The Relationship between Full Range of Leadership Styles and Employees Creative Performance……………………………………..……………………………………… 8.6 The Effect of Transformational and Transactional Leadership Components on Employees Creative Performance………………………………………….……….….. 8.7 The Effect of Managers Personal Characteristics on their Perceptions towards Transformational Leadership Style and Employees Creative Performance…….....…... 8.8 Conclusion……………………………………………………………………………… 8.12 The Beta Results of the Multiple Regression Results for the Effect of Managers' Personal Characteristics on their Perception towards Transformational Leadership Behaviours 230 8.13 The Multiple Regression Results (the Model Summary and ANOVAb) for the Effect of Managers' Personal Characteristics on their Perception towards Employees' Creative Performance 232 8.14 The Beta Results of the Multiple Regression Results for the Effect of Managers' Personal Characteristics on their Perception towards Employees' Creative Performance 233 List of Figures Content Page 2.1 The Model of the Full Range of Leadership Adapted from Bass and Riggio, (2006).38 2.2 Amabile's Componential Model of Creativity adapted from Amabile's 1997 61 2.3 Amabile's Componential Theory of Organizational Creativity adapted from Amabile's 1997.65 3.1 Factors that Shape Omani Leadership Style in Omani Civil Service Sector 76 4.1 The Research Study Framework 100 5.1 Research Process "Onion" adapted from Saunders et al., 2012
Author: Mohammed Fayal Al-Araimi
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W849188648