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The Relationship Between Leadership Styles and Types of Organizational Culture in Orange and Umniah Telecommunication Companies in Jordan: a Comparative Research

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The Relationship Between Leadership Styles and Types of Organizational Culture in Orange and Umniah Telecommunication Companies in Jordan: a Comparative Research THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND TYPES OF ORGANIZATIONAL CULTURE IN ORANGE AND UMNIAH TELECOMMUNICATION COMPANIES IN JORDAN: A COMPARATIVE RESEARCH By Hamza Mohammad Saleh AL-Elaumi A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration At University of Petra Amman-Jordan March 2014 THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND TYPES OF ORGANIZATIONAL CULTURE IN ORANGE AND UMNIAH TELECOMMUNICATION COMPANIES IN JORDAN: A COMPARATIVE RESEARCH by Hamza Mohammad Saleh AL-Elaumi A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration at University of Petra, Amman-Jordan March 2014 Major Supervisor Signature Prof. Hala Abdulqader --------------------- Examination Committee Name Signature 1. Prof. Najem Al-Azawi ---------------------- 2. Dr. Musa Khair Eddin ---------------------- 3. Dr. Abdel-Aziz Al-Nedawi ---------------------- II ABSTRACT The Relationship between Leadership Styles and Types of Organizational Culture in Orange and Umniah Telecommunication Companies In Jordan: A Comparative Research by Hamza Mohammad Saleh AL-Elaumi University of Petra, 2014 Under the Supervision of Prof. Hala Abdulqader This research aims to examine the relationship between leadership styles and organizational culture in the Orange and Umniah telecommunication companies in Jordan. It also aims to investigate and compare between the leadership styles and types of culture in these companies. To achieve these objectives a random stratified sample of (265) employees working at Orange and Umniah companies in Amman/Jordan, was chosen. Leadership styles were measured by means of Burke (1983) instrument which measures the transformational and transactional styles of leadership. Organizational culture was measured by means of Harrison and Stokes (1992) “Diagnosing Organizational Culture” instrument which measures four types of organizational culture: power, role, achievement, and support. The Statistical Package of Social Sciences (SPSS) was used to test hypotheses and analyze the research data. Results revealed the following: 1. There is no significant difference between the transactional and transformational leadership styles at Orange Company. Mean scores show, however, that transactional style was higher than the transformational in Orange company. 2. There is significant difference between the transformational and transactional style at Umniah Company. The leadership style tends to be transformational style than transactional style. III 3. There is significant evidence that the prevailing type of organizational culture at orange is achievement culture and at Umniah is role followed by achievement culture. 4. There is no significant difference between Orange and Umniah companies in power and achievement cultures. 5. There is significant evidence that there are differences between the two companies in role and support cultures. Meanwhile Umniah is higher than Orange in role culture, Orange is higher than Umniah in support culture. 6. There is no significant evidence of the relationship between leadership styles and types of organizational culture at both Orange and Umniah companies. 7. There is no significant evidence of the relationship between leadership styles and types of organizational culture at Orange Company. 8. There is no significant evidence of the relationship between leadership styles and types of organizational culture at Umniah Company. 9. There is no significant evidence regarding the differences between leadership styles and organizational culture types between Orange and Umniah companies. Key words: Leadership styles, Organizational culture, telecommunication companies, Orange, Umniah, Jordan. Major Professor Prof. Hala Abdulqadr Signature Date IV العﻻقة بين أنماط القيادة وأنواع الثقافة التنظيمية في شركتي أورانج وأمنية لﻻتصاﻻت في اﻷردن: بحث مقارن ملخص يهدف هذا البحث إلى اختبار وتحليل العﻻقة بين أنماط القيادة وأنواع الثقافة التنظيمية في شركتي أورانج وأمنية لﻻتصاﻻت السلكية والﻻسلكية في اﻷردن. كما يهدف إلى إجراء مقارنة فيما بين هاتين الشركتين بهدف التحقق من أوجه الشبه وأوجه اﻻختﻻف بين أنماط القيادة وأنواع الثقافة السائدة في هاتين الشركتين. لتحقيق هذه اﻷهداف تم اختيارعينة عشوائية طبقية مؤلفة من )562( موظفاً ممن يعملون في المركز الرئيسي لشركتي أورانج وأمنية في مدينة عمان/اﻷردن. لقياس أنماط القيادة تم استخدام استبانة ورنر بيرك )3891( والتي تقيس نمطي القيادة التحويلية والتبادلية. ولقياس أنواع الثقافة التنظيمية تم استخدام استبانة هاريسون وستوكس)3885(المعنونة "تشخيص الثقافة التنظيمية" والتي تقيس أربعة أنواع للثقافة التنظيمية: السلطة، والدور، واﻹنجاز والدعم. ﻹختبار الفرضيات وتحليل البيانات تم استخدام الحزمة اﻹحصائية للعلوم اﻻجتماعية ) SPSS(. بينت نتائج البحث ما يلي : 3. رغم عدم توفر دﻻلة احصائية عن وجود فروقات فيما بين نمطي القيادة التبادلية والتحويلية في شركة أورانج إﻻ أن قيمة الوسط الحسابي للنمط التبادلي هي أعلى من النمط التحويلي. 5. هناك دﻻلة احصائية بأن نمط القيادة السائد في شركة أمنية هو النمط التحويلي. 1. هناك دﻻلة احصائية بأن الثقافة التنظيمية السائدة في شركة أورانج هي ثقافة اﻹنجاز والثقافة السائدة في شركة أمنية هي ثقافة الدور وتليها ثقافة اﻻنجاز. 4. ليس هناك دﻻلة احصائية على وجود فروقات فيما بين شركتي أورانج وأمنية في ثقافة السلطة وثقافة اﻹنجاز. 2. هناك دﻻلة احصائية على وجود فروقات فيما بين الشركتين في ثقافة الدور وثقافة الدعم. حيث أمنية أعلى من أورانج في ثقافة الدور وأورانج أعلى من أمنية في ثقافة الدعم. V 6. ليس هناك دﻻلة احصائية على وجود عﻻقة فيما بين نمطي القيادة التبادلية والتحويلية وأنواع الثقافة التنظيمية في شركتي أورانج وأمنية. 7. ليس هناك دﻻلة احصائية على وجود عﻻقة بين نمطي القيادة التبادلية والتحويلية وأنواع الثقافة التنظيمية في شركة أورانج. 9. ليس هناك دﻻلة احصائية على وجود عﻻقة فيما بين نمطي القيادة التبادلية والتحويلية وأنواع الثقافة التنظيمية في شركة أمنية. 8. ليس هناك دﻻلة احصائية على وجود فروقات فيما بين نمطي القيادة التبادلية والتحويلية وأنواع الثثافة التنظيمية في شركتي أورانج وأمنية. الكلمات الدالة: أنماط القيادة، الثقافة التنظيمية، شركات اﻻتصاﻻت السلكية، أورانج، أمنية، اﻷردن. VI ACKNOWLEDGEMENT I would like to thank everyone who helped me in the accomplishment of this research, starting with my research supervisor Prof. Hala Abdulqader, who guided me all through this research till it is completed. My gratitude also goes to everyone who dedicated some of his time to help me go through the process of finalizing this thesis. To all the friends who helped through this process till it is finally materialized. I also acknowledge my brothers, and sister for their encouragement and support. Finally my deepest gratitude goes to my parents for their dedication and many years of support, and being the ultimate educators in my life, I credit them for being the foundation that has allowed me to pursue and have me being able to achieve my goals. Hamza Mohammad Saleh AL-Elaumi Date: March 2014 VII AUTHORIZATION I, Hamza Mohammad Saleh AL-Elaumi, authorize the University of Petra to supply copies of my research to libraries or establishment or individuals whenever is required. Signature Hamza Mohammad Saleh AL-Elaumi Date: March 2014 VIII TABLE OF CONTENTS III ABSTRACT IN ENGLISH V ABSTRACT IN ARABIC VII ACKNOWLEDGEMENT VIII AUTHORIZATION FORM IX TABLE OF CONTENTS XIV LIST OF TABLES XVI LIST OF FIGURES CAHAPTER I 1 INTRODUCTION, SCOPE AND OBJECTIVES 1.1 Introduction 1 1.2 Context and Scope Of The Research 3 1.3 Problem Statement 4 1.4 Significance Of The Research 4 1.5 Research Objectives 4 1.6 Research Questions 5 1.7 Definition Of Terms 6 1.7.1 Leadership 6 1.7.2 Transformational Leadership 7 1.7.3 Transactional Leadership 7 1.7.4 Culture 7 1.7.5 Organizational culture 8 IX 1.7.6 Power Culture 8 1.7.7 Role Culture 9 1.7.8 Achievement Culture 9 1.7.9 Support Culture 9 1.8 Research Hypotheses 10 1.9 Limitations Of The Research 11 1.10 Methodological Framework of the research 13 CHAPTER II 14 REVIEW OF RELATED LITERATURE AND PREVIOUS STUDIES 2.1 Introduction 14 2.2 Literature Review 16 2.2.1 Development of Leadership Theories 16 2.2.2 Great Man Theory, Trait Theory and Behavioral Theory 17 2.2.3 Contingency Theory 21 Modern Approaches of Leadership Transformational and 22 2.2.4 Transactional Leadership Characteristics of the Transformational And Transactional 31 2.2.5 Leadership Styles 2.2.6 Organizational Culture 34 2.2.6.1 Culture 34 2.2.6.2 Organizational Culture 36 2.2.6.3 Difference Between Organizational Culture, Corporate 40 Culture and Organizational Climate 2.2.6.4 Creating Organizational Culture 41 X 2.2.7 Types of Organizational Culture: Harrison's Typology Of 46 Organizational Culture 2.2.7.1 Power Culture Orientation 48 2.2.7.2 Role Culture Orientation 49 2.2.7.3 Achievement Culture Orientation 50 2.2.7.4 Support Culture Orientation 51 2.2.8 Leadership and Organizational Culture 55 2.2.9 Leader's Role in Creating Organizational Culture 60 2.3 Previous Studies 66 2.3.1 Arabic Studies 66 2.3.2 International Studies 74 2.4 Contribution of the Research to Knowledge 87 CHAPTER III METHODOLOGY 89 3.1 Research Methodology 89 3.2 Research Design 92 3.3 Statistical Techniques in Data Analysis 92 3.4 Population and Sample 93 3.4.1 Population 93 3.4.2 Sampling and Sampling Methods 94 3.5 Research Instrument 94 3.6 Procedure for Data Collection 96 XI 3.7 Validity and Reliability 97 3.7.1 Validity 97 3.7.2 Reliability 98 CHAPTER IV PRESENTATION OF RESULTS, DISSCUSSION AND 100 INTERPRETAION 4.1 Introduction 100 4.2 Demographic Profile of Research Sample 100 4.3 Results Pertaining to Examination of Hypotheses 1 and 2 105 4.4 Results Pertaining to Examination of Hypotheses 3 and 4 106 4.5 Results Pertaining to Examination of Hypotheses 5 and 6 108 4.6 Results Pertaining to Examination of Hypotheses 7 and 8 111 4.7 Results Pertaining to Examination of Relational Hypotheses A and B 112 4.8 Conclusion 123 CHAPTER V SUMMARY, CONCLUSION AND RECOMMENDATIONS 126 5.1 Summary 126 5.2 Conclusion 128 5.3 Recommendations 131 5.4 Suggestions For Further Research 133 134 REFERENCES XII APPENDICES 160 APPENDIX 1 General Background Of The Research Respondents 160 APPENDIX 2 Leadership Styles Questionnaire 161 APPENDIX 3 Diagnosing Organizational Culture Questionnaire 163 XIII LIST OF TABLES Table Table Caption Page No.
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