Open AccessPredictors of Organizational Effectiveness: Inputs to a Leadership and Interpersonal Enhancement Program
Author(s) -
Ronel Amorin
Publication year - 2021
Publication title -
international journal of business and technology management
Language(s) - English
Resource type - Journals
ISSN - 2682-7646
DOI - 10.55057/ijbtm.2021.3.4.7
Subject(s) - psychology , interpersonal communication , coaching , organizational culture , organizational effectiveness , empowerment , descriptive statistics , social psychology , facilitation , interpersonal relationship , organization development , applied psychology , public relations , political science , statistics , mathematics , neuroscience , law , psychotherapist
This descriptive-correlational study is aimed at determining the predictors of organizational effectiveness in state universities and colleges (SUCs) in Panay Island, Philippines as inputs to a leadership and interpersonal enhancement program. The subjects of this investigation were the 125 purposively selected academic deans from the seven SUCs. Five (5) adapted research instruments, accompanied by an information sheet, were utilized to gather data. For descriptive analysis, ranks, means, and standard deviations were used. For inferential analysis, the Mann-Whitney U Test, Spearman’s rho, and Stepwise Multiple Regression Analysis set at 0.05 alpha level were employed for inferential analysis. In terms of educational leadership preference, academic deans were good at encouraging/coaching, team facilitation, and pioneering/visionary as leaders. However, they are expected to further enhance their ability to be relational/social, management/administrative, and strategic in the organization. Results also revealed that academic deans have an "excellent" level of interpersonal values, a "high" level of psychological empowerment, and a "very high" extent of practice of organizational culture. No significant difference existed with regard to organizational effectiveness when classified according to their psychological empowerment levels. However, significant differences were noted in organizational effectiveness when classified according to the levels of their educational leadership preferences, interpersonal values, and extent of practice of organizational culture. There were significant relationships among the academic deans’ educational leadership preferences, interpersonal values, psychological empowerment, extent of practice of organizational culture, and organizational effectiveness. Based on the results of the study, the academic deans should sustain and maintain their levels of interpersonal values, psychological empowerment, extent of practice of organizational culture, and organizational effectiveness. As revealed in the findings, educational leadership preference and organizational culture emerged as predictors for achieving organizational effectiveness. Thus, a leadership and interpersonal enhancement program should be institutionalized by the SUCs as an offshoot of this investigation.