Document 6556888

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Document 6556888

MAGNT Research Report (ISSN. 1444-8939)
Vol.2 (6): PP. 903-912
Investigating the Relationship between Transformational Leadership and
Organizational Justice with the Quality of Work Life (Case Study: the Staff of the
Directorate General for Health Insurance of Isfahan Province)
1
1,2
Hamid Shekarian
2
Dr. Zohreh Aghababaei Dehaghani and
3
Enayatallah Aghaei
Department of Management, Dehaghan Branch, Islamic Azad University, Isfahan, Iran
3
Islamic Azad University Naragh Branch, Iran
Abstract:
The objective of the present study is to "investigate the relationship between transformational
leadership and organizational justice with the quality of work life of the Staff of the directorate general
for Health Insurance of Isfahan Province using a descriptive-correlational study. The population of the
study includes all headquarters staff working in the directorate general for Health Insurance of Isfahan
Province equaling 197 individuals. Among these individuals, 130 participants were selected randomly
as the sample size. The instruments employed in the present study include Multifactor Leadership
Questionnaire of Bass and Avolio (1997), the Organizational Justice Questionnaire of Niehoff and
Moorman (1993), and the Quality of Work Life Questionnaire of Walton (1974) whose Cronbach's
alpha for each questionnaire was obtained as 0. 92, 0. 88 and 0. 72 respectively. The data analysis was
conducted using descriptive statistics (frequency, percentage and mean) and inferential statistics
(Pearson correlation coefficient). The results obtained from the data analysis indicated that there is a
positive and significant correlation between transformational leadership and distributive and
interactional justice, and between distributive and interactional justice and work life quality.
Accordingly, all hypothesis of the research are confirmed. The main suggestion of the present study is
increasing and reinforcing components and features of transformational leadership along with
observing justice and fairness among the staff working in this organization.
Key words: Organizational justice, Transformational leader, Work life quality.
Introduction:
In recent years, there have been studies to
identify the main role of the health of the staff
in the general performance of organizations.
During recent decades, the increasing effect of
factors such as globalization, IT, the
competition among commercial companies and
limited natural resources have changed the
ideas and attitudes of individual toward the
definition of a successful company. In the past,
financial resources were the main factor in
defining a company as a successful one. In
recent years, ethics, work life quality and job
satisfaction increasingly are considered as the
necessary factors of success and stability of
organizations (Koonmee, 2010). During this
period, the approach of work life quality has
been the topic of a lot of scientific researches in
western countries; in spite of the fact that
organizations' managers have considered it
newly, it has remained tremendous effects on
the improvement of the staff's job satisfaction
as well as the reduction of their absence and
delays (Dolanet al. 2005).
Work life quality is considered as a vital issue
for organizations in order to be able to attract
and maintain human resources. Studies
conducted on the issue of work life quality
indicate that the more the organizations
enhance the measures which enhance work life
(DOI: dx.doi.org/14.9831/1444-8939.2014/2-6/MAGNT.111)
quality of the staff, the more the benefits
resulting from it are gained by the staff and
employers (Saatchi, 1997). Different factors are
effective on work life quality among which
transformational leadership and organizational
justice can be referred to.
Nowadays, changes and transformations have
been increasing in all dimensions of human life;
therefore, to survive and be active,
organizations have to be innovative and
accompany changes and transformations
created in different domains. Traditional
management skills including financial talents,
the skill of producing products (making) and
marketing skills are important factors in most of
organizational successes, but they are not
sufficient for organizational transformation.
When organizations are increasingly challenged
by competitive environments, the most vital
element, i. e. leadership should be focused on.
System can be designed for creating operational
efficiency, but it is leadership which makes
organizations capable of maintaining their
dominant
situation
(Shirvani
and
MemarMontazerin, 2010). Leaders who want
revive organizations should create an equal
level of energy for encountering a future
different form that of the past. These leaders
lead organizations from present time to the
future and employ proper changes and
transformations for attainting organizations'
objectives. In addition, these leaders produce
visions of potential opportunities for the staff
and develop among them the commitment to
changes and improvement of culture and need
to design new strategies for optimally using
energy and resource development. Such leaders
are
called
transformational
ones.
Transformationalleadership
providesorganizational systems with the basis
and foundation of long-term organizational
changes which makes accessible higher
objectives. On the other hand, transformational
leaders can influence in believes and values of
Vol.2 (6): PP. 903-912
their followers and be effective on them. Such
leaders, via their behaviors can change the
whole organization and cause that their
followers trust and be loyal (Ghaderi, 2009).
Regarding the importance of the variable of
transformational leadership, organizational
justice, work life quality in organizations'
performance, the present study is to investigate
the relationship between work life quality and
transformational leadership with the mediating
role of organizational justice in the directorate
general for Health Insurance of Isfahan
Province and presents some applied suggestions
for being applied in this organization. In
general, it can be said that the realization of the
organization's objectives depend each and every
three investigated factors in the research. In
continuance, the question is whether there is
any correlation between transformational
leadership and work life quality of the staff of
the directorate general for Health Insurance and
organizational justice has the mediating role? In
addition, investigating the relationship between
transformational leadership and organizational
justice on the one hand and the relationship
between organizational justice and the staff's
work life quality are considered. Therefore, the
environment and conditions of the organization
should be made for the staff in such a way that
they be motivated by fair behaviors and also
pay attention to leadership style. This issue can
result in increasing work life quality.
Theoretical framework:
a. Transformational leadership
The term transformational leadership first was
extensively used by Burns (1978), a scholar
working within political sciences and was
proposed as one of the most dominant theories
of organizational behavior. After him, Bass and
Avalio extended the ideas proposed by Burns
and established the concept of transformational
leadership. Their works was founded on Burns'
participation, as well as Bennis and Nanus,
(1985), Tichi and Dwana (1986) and others
(TaghaviGharabolagh, 2009). Burns identifies
that transformational leaders own visions and
challenge others and call them to effort. He
continues that only those leaders are
transformational who are capable of designing
necessary paths for new organizations because
they are the origins of changes, are dominantly
aware of organizations and ride over waves of
changes" (AbediJafar and Moradi, 2005).
Burns considers the concept of transformational
leadership in two macro and micro levels. This
concept in the micro level can only be
interpersonal (non-organizational), while in the
macro level, it is the observer of uniting power
resources and creation of transformation in the
totality and skeleton of social systems
(Sanjaghi, 2001). According to Burns,
transformational leadership can be implemented
by every situation in organizations. In this kind
of leadership, individuals can influence their
peers, superordinate and subordinates. This
kind of leadership can occur in everyday
activities of individuals, however it is not very
common (Yukl, 2003: 496).
b. Organizational justice
Since the issue of justice is by nature is an
abstract, analytical and theoretical issue, it
always encounters different ideas and views.
This diversity can be observed especially after
that justice is present in all personal, family
aspects and aspects of social macro dimensions
and institutions and organizations, in laws and
legal systems, philosophy and politics and etc.
this issue causes the dispersion of the issue of
justice and its definitions and borders. Justice
has always been with a kind of ethical judgment
and therefore it is an ethical and normative
issue. The mentioned diversities cause that
justice can be a relative issue and different
theories and ideas have different basics and
limitations for it in such a way that there are
conflicting discussions and debates about it.
Vol.2 (6): PP. 903-912
This issue that something is considered the
same for everyone or it belongs to one in terms
of one's quality or relevant to one's functions
and products or needs, or even to one's social
status, or according to what the law considers
for one, something be for one, these all are the
meanings separating ideas and theories from
each other (AkhavanKazemi, 2000).
According to Hobbes, justice refers to act the
commitments which one person has accepted
them for the sake of his benefits. Therefore, the
basis of justice is social contracts. Hume, who
were influenced by the thoughts of Hobbes and
was the inspirer of Utilitarianism, considers
justice in supplying mutual interests. The issue
of justice is principally engendered somewhere
which benefits and their conflicts over it are
present. Therefore, people can agree about a
fair act. Such agreement should be considered
fair regarding personal benefits (Bashiriyeh,
2000: 116).
Organizational justice is a term which is used
for describing the role of justice directly related
to
job
opportunities.
Particularly
in
organizational justice it is presented that with
which methods should the staff be treated in
order that they feel they are treated fairly
(Moorman. 1991). This issue can be related to
employing the staff, job promotion, and the
staff's benefits.
c. Work life quality
More than one decade has passed from
proposing work life quality (Dolan et al. ,
2005). During this time, the concept was
thought in the domain of HRM as a global one
and its supply and promotion was the key of the
success of every organization (Jamshidi, 2000).
The concept of work life quality has been
applied as diverse methods, an approach in
industrial relations, a method for re-designing
jobs, participation in group decision making
and a movement for promoting efficacy
promotion (Dolan et al. , 2005). Hackman and
Oldhams (1980), investigate the concept of
work life quality in interaction between
workplace
and
personal
requirements.
Workplaces capable to properly realize the
personal needs of the staffby considering
positive effects, they have provided supreme
work life quality. They emphasize that personal
needs are realized to some extent through
receiving rewards from organizations. in a
general sense, work life quality is related to a
state in which all dimensions of life and it
means subjective perception of the staff of an
organization
from
the
physical
and
psychological desirability of workplaces and
work conditions (Maadanipoor, 2002). Work
life quality in the sense of having correct
monitoring, appropriate work conditions,
paying favorable benefits and the most
important issue, i. e. creating a challenging,
participatory and convincing space (Salmani,
2005). Suttle (1977), takes work life quality a
degree that work can realize the most important
and basic needs of individuals through their
experiences in workplaces. In general, jobs in
contemporary workplaces usually propose
sufficient rewards, benefits and advantages for
the staff in order that they do their jobs as the
best. This issue is similar to Maslow’s
discussion in the hierarchy of needs in which
individuals have different levels of needs which
organizations have important roles in satisfying
these needs (Rethinam& Ismail, 2008).
Chaleshtari (2008), in his research, by
presenting
a
model
indicated
that
transformational leadership not only has direct
effects on the organizational citizens' behavior,
but also its indirect effect is more than its direct
one through organizational justice. Therefore,
managers of Physical Education Organization,
by employing this leadership method can not
only increase the staff's perception of
organizational justice, but increase the
occurrence of their own staff's organizational
Vol.2 (6): PP. 903-912
citizens' behaviors in effective organizational
efficacy.
Furthermore, Nazarpouri and Alizadeh (2012),
in a study found out that one of the most
important features of each organization for
working in the changing conditions of today is
to have individuals who tend to participate in
successful changes and this issue is possible
when individuals feel calm and convenient in
their workplaces. In addition, higher education
is the main axis of human developmentall over
the world which can provide the ground for
development by creating required capabilities.
Nowadays, the promotion and improvement of
work life is considered as one of the most
important parts and infrastructures of
management and it is highly emphasized.
According to the results obtained from this
research, it is identified that organizations
should pay particular attention to organizational
justice as one of the most important factors
affecting work life quality of the staff.
McFaline (2010), in his research states that the
role of distributive justice as a mediating factor
in the relations between job commitments, work
relations with colleagues, and interchanging
leader-member is more than the role of
procedural justice.
Cangelin&Dessleh (2007), in a research
investigates the work life quality and
productivity of faculty members of a Pharmacy
School. The results indicated that the plans for
formal monitoring, particularly for females and
faculty members of the Pharmacy School have
appropriate effects on their productivity and
work life quality.
Accordingly, the present study is to investigate
the mediating role of organizational justice in
relationship between work life quality and
transformational
leadership.
Doubtlessly,
investigating such a topic can be a way to
enrich the literature of transformational
leadership, work life quality and organizational
justice as well as variables related to it.
Therefore, the present research is meant to
answer the following hypotheses:
Vol.2 (6): PP. 903-912
There is a correlation between distributive
organizational justice andwork life quality.
general for Health Insurance of Isfahan
Province equaling 197 individuals among
which 130 participants were selected as the
sample size. The instruments employed in the
study
includeMultifactor
Leadership
Questionnaire of Bass and Avolio (1997), the
Organizational Justice Questionnaire of Niehoff
and Moorman (1993), and the Quality of Work
Life Questionnaire of Walton (1974) whose
Cronbach's alpha for each questionnaire was
obtained as 0. 92, 0. 88 and 0. 72 respectively.
Analyzing the data was conducted using
descriptive (frequency, percentage, and mean)
and inferential (Pearson correlation coefficient)
statistics.
There is a correlation between interactional
organizational justice and work life quality.
Research findings:
There is a correlation between transformational
leadership and distributive organizational
justice.
leadership and interactional organizational
justice.
leadership and work life quality.
Research hypothesis:
1st hypothesis: there is a correlation between
transformational leadership and distributive
justice.
The present survey study is an applied one
conducted using a descriptive method. The
population of the study includes all
headquarters staff working in the directorate
Answering the first hypothesis, Pearson
correlation coefficient was used. The results are
illustrated in table 1:
Table 1: the correlation of transformational leadership and distributive justice among staff working in
the directorate general for Health Insurance of Isfahan Province
Variable
Distributive justice
Significance level
transformational leadership
74 .0**
00 .0
The results of the above table indicate that there is a direct and significant correlation between
transformational leadership and distributive justice at the significance level 99%. This correlation was
in such a way that the more the managers of the directorate general for Health Insurance of Isfahan
Province enjoy transformational leadership feature, the more the distributive justice will be. This
correlation is significant at the significance level 99% (P<0. 001).
2nd hypothesis: there is a correlation between transformational leadership and interactional justice.
Answering the first hypothesis, Pearson correlation coefficient was used. The results are illustrated in
table 2:
Vol.2 (6): PP. 903-912
Table 2: the correlation of transformational leadership and interactional justice among staff working in
Variable
interactional justice
Significance level
**0. 68
00 .0
transformational leadership and interactional justice at the significance level 99%. This correlation
was in such a way that the more the managers of the directorate general for Health Insurance of
Isfahan Province enjoy transformational leadership feature, the more the interactional justice will be.
This correlation is significant at the significance level 99% (P<0. 001).
3rd hypothesis: there is a correlation between transformational leadership and work life quality.
table 3:
Table 3: the correlation of transformational leadership and work life quality among staff working in
Variable
work life quality
Significance level
86 .0**
00 .0
transformational leadership and work life qualityat the significance level 99%. This correlation was in
such a way that the more the managers of the directorate general for Health Insurance of Isfahan
Province enjoy transformational leadership feature, the more the degree of work life qualitywill be.
This correlation is significant at the significance level 99% (P<0. 001).
4th hypothesis: there is a correlation between distributive justice and work life quality.
table 4:
Table 4: the correlation of distributive justice and work life quality among staff working in the
directorate general for Health Insurance of Isfahan Province
Variable
work life quality
Significance level
distributive justice
25 .0**
00 .0
distributive justice and work life quality at the significance level 99%. This correlation was in such a
Vol.2 (6): PP. 903-912
way that the more the managers of the directorate general for Health Insurance of Isfahan Province
enjoy distributive justicefeature, the more the degree of work life quality will be. This correlation is
significant at the significance level 99% (P<0. 001).
5th hypothesis: there is a correlation between interactional justice and work life quality.
table 5:
Table 5: the correlation of interactional justice and work life quality among staff working in the
directorate general for Health Insurance of Isfahan Province
Variable
work life quality
Significance level
interactional justice
80 .0**
00 .0
distributive justice and work life quality at the significance level 99%. This correlation was in such a
way that the more the managers of the directorate general for Health Insurance of Isfahan Province
enjoy interactional justicefeature, the more the degree of work life quality will be. This correlation is
significant at the significance level 99% (P<0. 001).
Discussion and conclusion
Regarding the theoretical framework, the first
hypothesis claims that there is a correlation
between transformational leadership and
organizational distributive justice.
This results are consistent with the results of the
researches including that of Nazem and
Haddadpoor (2012) which declares that
transformational and pragmatic leadership
styles have a significant correlation with
organizational justice and indicate the direct
effect of transformational leadership style and
pragmatic one on organizational justice. The
highest degree of effect was obtained
influenced by direct effect of persuading to
regular effort in the dimension of
transformational leadership and direct effect of
active management on exceptions in the
dimension of pragmatic leadership on
organizational justice. Among the components
of justice, distributive justice was considered as
the most important factor of organizational
justice in this model.
Regarding the theoretical framework, the
second hypothesis claims that there is a
correlation between transformational leadership
and interactional organizational justice.
Chalashtari (2008), in his research by
presenting
a
model
indicated
that
transformational leadership not only has direct
effects on organizational citizens' behaviors, but
its indirect effects through organizational
justice is more than direct ones. Therefore, the
managers of Physical Education Organization,
by employing this leadership method can not
only increase the staff's perception of
organizational justice, but increase the
occurrence of their own staff's organizational
citizens' behaviors in effective organizational
efficacy.
Gillett (2013), in a research found that
transformational leaders may contribute to work
life quality. The results of this study is
consistent with those of the present study and as
observed, the present study confirms this
hypothesis.
Regarding the theoretical framework, the third
between distributive organizational justice and
work life quality.
Taheri Attar in a research states that individuals
tend to have a fair payment system and job
promotion be fair and unambiguous regarding
job types and individuals' skills. If the amount
of incomes are fair, job satisfaction occurs
(Robbins, 2006). It is clear that each person is
not meant to earn money by all means. Many
people accept willfully to earn less money, but
they want to work in the place they desire or in
the places where they feel less discrimination.
The main key of relating the amount of income
with job satisfaction is not the amount they
receive, but this issue depends the perception
they have from observing justice in
organizations. The existence of qualified and
loyal staff with great motivation provides the
ground for organizational development because
in the circle of the competitive age, that
organization wins which attracts efficient
human resources and tries to make them
capable and developed before implementation
and maintain the fair and motivating system.
The findings of this study is consistent with
those of the present study and the hypothesis is
confirmed.
Regarding the theoretical framework, the fourth
between interactional organizational justice and
work life quality.
The results of the present study is consistent
with those of Nazaripoor and Arefnejad (2012).
These researches, with the confidence level
95% found that virtual leadership is positively
effective on work life quality. In addition, they
pointed out that organizational justice has
positive effect on work life quality and has the
Vol.2 (6): PP. 903-912
role of a mediator for the effect of virtual
leadership on work life quality. They also found
out that one of the most characteristics of each
organization for working in the changing
conditions of today is to have individuals who
tend to participate in successful changes and
this issue is possible when individuals feel calm
and convenient in their workplaces. In addition,
higher education is the main axis of human
development all over the world which can
provide the ground for development by creating
required capabilities. Nowadays, the promotion
and improvement of work life is considered as
one of the most important parts and
infrastructures of management and it is highly
emphasized. According to the results obtained
from this research, it is identified that
organizations should pay particular attention to
organizational justice as one of the most
important factors affecting work life quality of
the staff.
In fact, the perception of the staff from fairness
of the procedures based on which rewards are
distributed and organizational decision making
are adopted (procedural justice) and observing
fairness and interactions with the staff
(conversational justice) are considered as the
consequences effective on work life quality.
Furthermore,
virtual
leadership
and
concentration on visions and creating feelings
and perceptions to the type of friendship in
organizations, reinforcing hope in the staff are
the secondary factors affecting the staff's work
life quality. In the present hypothesis, the
significance of the correlation between
interactional justice and work life quality is
confirmed.
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