IOSR-JBM   Volume-16 ~ Issue-6 ~ June-2014

Abstract: There is a dearth of published research on leadership within the context healthcare field which makes this study particularly timely. Although there is extensive research on leadership, there still exists an acute need for leadership research based on follower perspectives (Lindebaum& Cartwright, 2010; Notgrass, 2010). This study addresses this gap by investigating both leader self-perceptions and follower-perceptions of their leaders. Phase 1 focuses on the combination of leader self-perceptions and follower-perceptions of their leaders. In Phase 1, this study considers both leader and follower perspectives and identifies leaders who overestimate, underestimate or are in-agreement with followers, in evaluating their own Leadership capabilities. Based on this, the leaders are classified into Average 4 and Average 5 in 360 degree leadership scores of the leaders. Similar differences across the self-other-agreement categories of the leaders are predicted in terms of the linkage between EI and Transformational Leadership as perceived by the followers. The ontology of this research is realist and the epistemology is positivist. Phase 1, target population was identified as the direct reports of phase 1 participants. In this we identified 3 to 4 reporting and peer staff for participation. In phase 2, reporting staff completed rater-forms of the Multifactor Leadership Questionnaire 360 degree questionnaires. A number of qualitative informal interviews have been conducted with leaders to obtain contextual data regarding the nature of the changes, impacting upon the lives of healthcare staff. Results show Correlations in 360 degree average 5 for transformational, transactional, extra-effort, satisfaction and effectiveness subscales in doctors were all statistically significant with p < .05. Correlations among the Lassiez faire leadership subscales in doctors and paramedical were not significant r=(4.08 vs 3.63) p=0.274 in doctors and r=(4.46 vs 3.57) p=0.104 in paramedical and in Nurse there is no difference in Satisfaction score between self and average 360 degree self r =(3.68 vs 3.81 ) p=0.367.

Keywords:Transformational, transactional and lassize-faire leadership

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Abstract: This paper explored the vast literature on high performance work practices and their impact on organizations' performance. It aims to determine whether high performance work practices (or best practices) are indeed one best-way of ensuring employee productivity in organizations or not. Although, there is unanimity among authors that high performance work practices have significant impact on organizations' performance but, the exact combination of these practices differs among authors. The findings revealed that "best practices" exist whereas; the Contingency and Configurational proponents believe that they are obtainable only in theory and definitely not in practice. The paper also showed the interplay of environmental factors in shaping authors' viewpoints in the Universalist-Contingency/Configurational debate. Studies conducted in US gave credence to "best practices" while those conducted in Europe supported the Contingency and Configurational claims that any human resource practice can produce desired results if aligned correctly to the particular organization's culture, context and structure. The paper argued that the debate on "best practices" is inconclusive thus; portraying the concept as another management fad.

Keywords: configurational view, contingency, HPWPs, organizational performance, universalist view

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Abstract: The purpose ofthis study was to examine and explain the effect of members participation on business self-reliance and members welfare. The study was conducted in a cooperative corporation that operates in the region of East Java Indonesia. The respondents were 156 cooperative enterprise members. Data were analyzed using the GSCA approach (Generalized Structural Component Analysis). The results showed that the Members Participation significant effect on business self-reliance and members welfare and business self-reliance also have a significant effect on the welfare member. Other findings indicate that membership in the cooperative corporation as the owner and customers of the cooperative enterprise. Therefore, companies should pay attention to the needs of cooperative members. Keywords:members participation, business self-reliance, members welfare, cooperative corporation.

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