Introduction
Organizational culture and leadership regulate employee performance within multiteam systems. Most organizations actively operating within Singapore urge their organizational leaders to ensure that employees maintain a positive mindset and acknowledge values and beliefs concerning organizational needs (Marsteller et al., 2024). The current paper aims to investigate the relevance of organizational culture and leadership in inspiring and motivating employees within a multiteam systems with an in-depth focus on Singapore-based organizations such as Singapore Airlines. This will provide sufficient insights about the ways by which organizational leaders strive keep all staff engaged, empowered, and productive in their job roles. It will even help to identify associated challenges faced towards comprehending employee work attitudes, and strategies to help employees be proactive in their work behaviors, within multiteam systems.
Main Body
– Significance of organizational culture and leadership towards inspiring and motivating employees within a multiteam system to stay engaged, empowered, and productive to attain wider business success, associated Theoretical underpinning
The key significance regulating organizational success largely depends on the extent to which it can maintain a positive culture of innovation and continuous improvement for all employees. Most Singapore-based organizations have leaders maintaining effective leadership styles, to maintain a strong sense of coherence, sense of identity, and employee empowerment, by acknowledging the diverse cultural parameters of employees. Leaders adopting transformational leadership can effectively keep their employees motivated within organizational job roles. Such leaders seek positive transformation within the organization, bring positive transitions within the organization as per Cremers and Curșeu (2024), by acquiring a sense of shared vision with other employees to regulate existing organizational culture and leadership and keep organizational staff motivated within multiteam systems to stay engaged, empowered and productive for business success.
In most Singapore-based organizations, leaders prefer to adopt a transformational leadership style such as DBS bank under the leadership of Piyush Gupta as per Davenport and Bean (2021), wherein they prioritize employee empowerment towards creating a strong sense of vision and communication about that vision with other employees that work with a positive sense of purpose (Asencio et al., 2023). Leaders who prefer to adopt servant leadership, such as Singapore Airlines under Goh Choon Phong, focus on the empowerment of all staff as stated by Gašková (2020), within the organization such that they can collaborate well with each other, and collectively seek improvement of business conditions within multiteam systems (Wirtz, 2024). Such organizations are characterized by a sufficient sense of empowerment within all employees which further helps them to redirect themselves towards organizational goals and engage in a collaborative form of working, better autonomy within each other (Bilal et al., 2021). Therefore, following appropriate leadership styles has helped most leaders to motivate employees, regulate organizational culture, and stay engaged, empowered, and productive within multiteam systems, for business success.
– Identification and examination of key organizational challenges in leveraging roles of organizational culture and leadership to identify employee work attitudes and motivation that can hinder business success within multiteam systems
In the current period, employees in multiteam systems experience challenges, develop negative attitudes and de-motivation that abruptly hampers their performance within the organization. The first important concern for organizational leaders is to identify possibilities of inconsistent organizational culture within the organization, to prevent organizational fragmentation. This needs to be managed through regular communication with employees such that they maintain work ethics instead of experiencing work dilemmas, miscommunication, and frequent conflicts as described by Ziegert et al. (2022). Another aspect is ineffective leadership faced by most Singapore-based organizations that challenge leaders to integrate employee working capabilities, resources, and fund availability (Bauer et al., 2024). Leaders must keep track of employee disengagement and burnout and motivate them in their job roles, to increase self-creativity and problem-solving capabilities as per Turner et al. (2020). Staff should possess a strong sense of commitment, and flexibility towards all relevant changes within the firm. Conversely, if leaders cannot engage employees, they feel de-motivated and look out for alternate job opportunities thereby increasing employee turnover.
For example, Hyflux (Singapore-based) faced organizational challenges due to, misalignment between the vision of its leaders, and that of employees for projects concerning water desalination and energy (Governance for stakeholders, 2019), while SMRT corporation faced challenges owing to ineffective work attitudes of employees and ineffective leadership to streamline rail operating activities in Singapore (IMD, 2016). The main challenge faced by employees is due to a lack of clear communication, which needs to be countered through effective communication support, trust building, and better cohesion among all organizational members. Leaders need to devise innovative measures such that employees can manage their work requirements within deadlines, and keep clients satisfied. Employees should not face any kind of ambiguity in comprehending job roles and meet their organizational goals through better performance. It could be evaluated that leaders can effectively regulate organizational culture and employee work attitudes, by keeping them motivated within multi-team systems.
– Discussion and illustration of strategies to help employees foster proactive work behaviors, and reduce negative work attitudes and behaviors within multiteam systems, for wider business success
Organizational leaders devise strategies to enhance staff’s proactive work behaviors and consequently reduce negative work attitudes by engaging them in multi-team systems, promoting clear vision and purpose such that they comprehend individual roles.
Leaders should strategize to empower employees, to develop a sense of ownership and autonomy such that they engage with all workplace behavior without experiencing micromanagement. Leaders should enhance regular communication among all hierarchical members such that they can openly communicate their concerns over Zoom or Google Meet, as against communication issues faced in horizontal coordination (Matusik et al., 2022). Employees must develop a sense of continuous learning and development through cross-collaboration, and positive relationship-building with other stakeholders. Therefore, leaders must adopt employee motivational strategies to keep all staff motivated through rewards and recognition programs. Leaders should further introduce time management strategies to help employees ensure sufficient work-life balance and work under flexibly and remotely. Lastly, leaders should stay accountable and responsible in their actions, such that they can guide other employees to openly express and adjust themselves even while confronting constructive criticisms within multi-team systems. For example, DBS Bank’s leader has strategized digital transformation and agile leadership for staff empowerment, while leaders at Singapore Airlines have developed strategies centering on customer-centric leadership constant learning by its staff, and reward-recognition programs for staff. Similarly, Capitaland has developed strategies in the form of a communication platform to keep staff engaged while Sinngtel has developed strategies for cross-functional collaboration among staff.
Conclusion
The current paper examined the prime factors associated with employee motivation and the corresponding influence on overseas performance within Singapore-based organizations. Furthermore, the positive impact of transformational and servant leadership styles over organizational culture, change, and development parameters and teamwork capabilities within multiteam systems for wider business success was evident, based on employee attitudes, and individual and collective behavioral patterns at work. Organizational leaders operating with most Singapore-based firms such as DBS Bank and Singapore Airlines to regulate organizational culture, and leadership capabilities, to keep employees inspired and motivated in their job roles. It was further inferred that leaders strive to keep all staff engaged and productive to attain wider business success, by managing self-attitudes at the workplace, through proactive work behaviors.
References
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