[雙語(yǔ)翻譯]領(lǐng)導(dǎo)風(fēng)格外文翻譯--領(lǐng)導(dǎo)風(fēng)格對(duì)創(chuàng)建優(yōu)質(zhì)工作文化的影響

1、4100 英文單詞， 英文單詞，23500 英文字符，中文 英文字符，中文 6900 字文獻(xiàn)出處： 文獻(xiàn)出處：Ali N M , Jangga R , Ismail M , et al. Influence of Leadership Styles in Creating Quality Work Culture[J]. Procedia Economics and Finance, 2015, 31:161-169.Influence

2、 Of Leadership Styles In Creating Quality Work CultureNorlina M. Ali, Rohani Jangga, Mazlina Ismail, Siti Nuur-Ila Mat Kamal, and Mohammad Nazri AliAbstractFor many years culture has been claimed as an important element

3、of organizational successful in the business world. Organizations take very different approaches to build quality work culture. For some organizations, quality work culture has never mattered most. But in some organizati

4、ons, quality work culture is crucial to ensure the employees served a better service to the customers. The purpose of this study is to identify which leadership style creates quality work culture at financial institution

5、. Data collected through survey and direct interviews with several executives in order to gain accurate information. The respondents were chosen among employees from first line managers up to top management. Bass and Avo

6、lio's (1995), Multifactor Leadership Questionnaire (MLQ Form 5X) was used to measure leadership styles and questions on quality work culture adopted from Geri McKeown. In addition, IFE matrix was applied to determine

7、 current work culture in the financial institutions. Findings revealed that transactional leadership had greatest influence towards quality work culture. A strong quality work culture may due to number of years the finan

8、cial institutions existed in the industry. This statement was supported by a strong correlation between quality work culture and leadership styles. The strong significant relationship between leadership style and quality

9、 work culture clearly shows that transactional leadership style possessed by majority of leaders influence the level of quality work culture. The paper is hoped to contribute towards improving the quality work culture by

10、 identifying the prominent leadership style practiced by financial institutions.Keywords: Leadership, leadership styles, quality work culture1. IntroductionFor many years, culture has been claimed as an important element

11、 of organizational successful in the business world. Organizations take very different approaches to build quality work culture. For some organizations, quality work culture has never mattered most. But in some organizat

12、ions, quality work culture is crucial to ensure the employees served a better service to the customers. In addition, quality culture will lead to harmonization in the workplace.In today’s millennium, most of the successf

13、ul organizations possessedgreat leaders and managers where they can monitor and supervise employees’ behavior and performance.Excellent leader will lead employees to become more proactive and dynamic in executing their d

14、aily tasks. The leadership styles of leaders may influence quality of work culture in the organization. If the leaders portray poor qualities of leadership styles it may affect the quality work culture in the organizatio

15、n.Andrew Carnes, Jeffery D. Houghton transactional and transformational leadership style. According to study conducted by several researchers (Bass and Podsakoff et al., 1982), transactional leadership means that the fo

16、llowers agree with, accept, or comply with the leader in exchange for praise, rewards, and resources or in order to avoid disciplinary action. Rewards and recognition are provided contingent upon followers successfully c

17、arrying out their roles and assignments. Achua&Lussier (2004) agreed that transactional leadership seeks to maintain stability rather than promoting change within an organization through regular economic and social e

18、xchanges that achieve specific goals for both leaders and followers. Transactional leaders usually motivate their employees by focusing on their personal interests.In addition, Podsakoff et al. (1990) also explained tran

19、sactional leaders will use positive and negative reinforcement depending on the employees’ conduct and performance. In other words, this type of leader trade resources valued by employees in return for behaviors such as

20、increased effort or cooperation. In their further study, they believe that contingent reward portrays the image of a leader who clearly communicates the objectives to be attained and who meet them (Podsakoff et al., 2006

21、). This constant positive reinforcement may help employees to adopt the right behaviors as well as properly orient their efforts.2.2.2. Transformational leadershipThe transformational and transactional leadership theory,

22、 which is also referred to as the full range leadership theory (Avolio, 1999) or the multifactor leadership theory (Tejeda et al., 2001) is among the theories that have received the greatest attention from various resear

23、chers in various fields over the last decade. Transformational theory is one of the types of leadership that was initially developed by Burns (1978). Transformational leaders may encourage their subordinates to develop t