An investigation of the relationships between external environment, mission and strategy, leadership, organizational culture, and performance (Vermont).

摘要

The Veterans Affairs Health Care System has undertaken a massive transformation in response to economic, legislative, demographic, industrywide forces, and world affairs. In transforming an organization, many variables are involved and Burke and Litwin (1992) have identified five key variables of change in the transformational model they developed. Burke and Litwin's transformational model was used as a framework for this study. The purpose of this study was to investigate the relationship between external environment, mission and strategy, leadership, organizational culture and performance at the White River Junction, Vermont, VA Medical and Regional Office Center.; The study participants were 248 employees at the White River Junction, VA Medical and Regional Office. Data collection was conducted by in-house mail. The relationships between the variables were examined using the Multifactor Leadership Questionnaire (MLQ (5x-short) developed by Bass and Avolio (2000), the Organizational Description Questionnaire (ODQ) developed by Bass and Avolio (1992), and the Survey on Performance and Management Issues (PMI) developed by the General Accounting Office (2000). These instruments were modified and used in combination to form the questionnaire developed for this study.; Fifteen hypotheses were used to investigation the relationships between external environment, mission and strategy, leadership, organizational culture, and performance variables provides support and a better understanding of Burke and Litwin's (1992) transformational model. Four of the fifteen hypotheses were supported and results showed that laissez-faire leadership style were inversely correlated to performance measures, and mission and strategy. Additionally, results show a direct correlation between employee's mission and strategy, and performance measures. And results also showed a direct correlation between a transformational culture typology and performance measures. Eight of the fifteen hypotheses were partially supported and demonstrated relationships between the study variables that support Burke and Litwin's transformational model.; Implications were identified including increasing employees' involvement in defining and creating their own work group goals as part of the mission and strategy. Recommendations for managers and future research are provided for consideration.