LITERATURE REVIEW GRID
| Authors and year | Aim/Focus | Methodology | Results/Findings | Criticisms/Limitations |
| Marcy, R., Otto, R.P., Rante, Y., Tuhumena, R. and Erari, A. (2018) | This study aims to examine the relationship between organisational commitment, organisational citizenship behaviour (OCB), transformational leadership, motivation and employee performance. | This study tested the organisational commitment, transformational leadership, motivation and employee performance Officer Regional Secretariat Papua Province, then the variable research is transformational leadership, organisational commitment, OCB, motivation and performance officer. | The results of studies show that moderating OCB does not significantly affect the relationship with organisational commitment, transformational leadership, work motivation and the performance of the employees at District Secretariat of Papua Province. | Lot of data collected from previous studies. Assumptions were made for most of the research. |
| Tebogo, G.S. and Steyn, R. (2015) | This paper is an attempt to consolidate the published scientific knowledge about the impact of leadership styles on the relationship between innovation and organisational performance. | The systematic review methodology has been developed to minimise the effect of selection, publication and data extraction bias. | Lack of research that investigates the link between leadership, innovation and corporate performance. However, there is no shortage of studies that investigate the relationship between these strategic variables. | Limitation of this study is the sampling procedure. The study did not consider unpublished articles and dissertations. Limited databases selected for study. |
| Katou, A.A. (2015) | The purpose of this paper is to investigate the serially mediating mechanisms of organisational justice, organisational trust, and employee reactions in the relationship between transformational leadership and organisational performance. | The study is based on a national sample of 133 organisations from the public and private sectors in Greece and on data obtained from 1,250 employees at three hierarchical positions. The statistical method employed is structural equation modelling. | The findings of the study suggest that responsive and supportive transformational leadership behaviour have a positive impact on organisational growth. Additionally, this impact is mediated by organisational procedural justice, organisational trust integrity and dependability, and organisational commitment. | The study does not allow for dynamic causal inferences because the data were collected using a questionnaire at a single point in time. Furthermore, the findings of the study may not generalise across borders, because the study was applied in the Greek context, which is experiencing a severe economic and financial crisis. |
| Wu,C.H and Paker,S.K, (2017) | The role of leadership support in facilitating proactive work behaviour. | A perspective from attachment theory. | It shows that leadership plays a substantial role in an organization’s success and failure. | The way in which people are motivated and directed by the leader towards the achievement of the organizational objectives are referred to as the leadership style. |
| Kobus Serfontein ,Johan Hough (2011) |
Study the relationship between strategic leadership, operational strategy and organizational performance | Examine how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation | The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article identifies some of the direct and indirect pathways in which strategic leadership influences the operational strategy and performance of business organisations. | This research pinpointed theoretical and substantively meaningful endogenous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship. |
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