Leadership and Organizational Performance Indicators in Private Sector: A Systematic Review
Keywords:
Private Sector, Organizational Performance Indicators, Systematic ReviewAbstract
The purposes of the present systematic review were to synthesize and summarize the existing evidences and theory–based studies on leadership and organizational performance indicators currently used in the private health sector by searching research reports from national and international research databases, published between 2010 and 2020. Eleven (11) databases were systematically searched: Medline/Pubmed, CINAHL, ResearchGate, Google, Google scholar, Thai LIS, Thai JO, Proquest, Science Direct, Scopus, Psyinfo.
The quality appraisal for the study was evaluated using Kmet, Lee and Cook’s standard quality assessment criteria for evaluating primary research papers were used to assess theresearch reports, the inter-rater reliability was 89.5%. Data were analyzed using descriptive statistics. Kappa statistic was uses to test consistency among the two reviewer, obtaining Cohen’s Kappa coefficient = 0.115, (p=.305).
As a result, 20 studies were eligible for this systematic review, among which 17 were conducted among managers or among managers and employees. Most studies were on leadership and organizational performance. Bass & Avolio’s transformational leadership theory was the most applied leadership theory. Organizational performance indicators were financial performance and operational performance. Most studies were measuring profitability, followed by growth, and market shares. For operational performance, most studies were measuring customer satisfaction, followed by employee satisfaction.
This review indicates that the transformational leadership is an important factor to increasing organizational performance in private sector.
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