La marque employeur et l’identification à l’entreprise au cœur de la relation client

International audienc

Transformational Leaders in Saudi Arabia

The current study examines the relationship between leadership behavior and intention to turnover in Saudi Arabian banking sector. Saudi Arabia saw the establishment of 12 new banks, which resulted in the non-oil private sector share of Saudi's GDP reaching USD $55.8 Billion. This increased staff demand in the banking sector and justifies the significance of this study, which identifies the relationship between leadership and turnover. utilizing an online survey, the data was collected from 376 employees in the banking industry. Using SPSS analysis identified significant relationships .17% between leadership behavior and turnover. The analysis revealed that the respondents displayed transformational leadership behavior (X=3.06) fairly often compared with transactional leadership behavior (X=2.52). Further, the turnover intention among the respondents appeared to be high (X=3.11). In addition, the findings identified that demographic characteristics influence some leadership behaviors. The vital study contribution enhances our understanding of the theories associated with leadership and turnover. The findings assist bank leaders in retaining their employees and reduce turnover rates

Leadership Models and Work Behavior: An Empirical Analysis of Consequences of Authentic and Transformational Leadership

With increasing importance of organizational effectivity and efficiency measures like Balanced Scorecard and optimization of employee work behavior to achieve higher organizational efficiency, Human Resource activities concerning leadership development and academic leadership research are growing. Throughout the course of the twentieth century, a multitude of empirical studies show primarily positive relationships between different constructs of leadership models and desirable variables of organizational behavior. It becomes apparent, though, that in academic research the selection of analyzed leadership models and their consequences is very heterogeneous. This Master Thesis has the objective to contribute to Leadership Research by applying a comparative empirical study in the–until today–often neglected study population of in-house and sales personnel within the pharmaceutical industry. For this purpose, an online employee survey with N = 137 participants from a leading pharmaceutical company in Germany was conducted. Based on contemporary leadership theory, a range of Hypotheses regarding consequences of modern leadership models is empirically tested. The results of the study reconfirm Identification with Manager, Trust & Loyalty and Employee Satisfaction as consequences of Authentic as well as Transformational leadership. Work context as in-house vs. sales setting shows moderating effects on some of the leadership-consequences relationships. As the research involves multiple structurally different variables as well as constructs and compares feedback of different study populations, tangible management implications to boost desirable work attitudes and behaviors can be derived and appropriately adapted to match the respective work context. Ramifications for future scientific research are also presented