Strategic direction | ||
• The company works with specific strategies, plans and a long-term goal | 4.0970 | 2 |
• The company reflects a leader showing direction and employees “follow” it | 4.0290 | 4 |
• If a client is dissatisfied, it is duly noted and removed | 3.8986 | 7 |
• There is continuous improvement of service quality | 3.9343 | 6 |
Communication | ||
• Managers advices and attitudes are always at variance | 2.9701 | 22 |
• Managers are authoritative | 2.9275 | 24 |
• The person who is the leader of a work group is often recognised as being more important than the company | 2.1314 | 29 |
• Employees and/or managers often misunderstand each other | 2.3582 | 27 |
Adaptability | ||
• Employees most often agree when solving problems or conflicts | 4.0870 | 3 |
• Existing rules and norms show more of direction than restrictions | 3.5580 | 12 |
• Sometimes there are situations when norms are only partially followed | 2.9627 | 23 |
• It is difficult for employees to adapt to changes in culture and they sometimes resist it | 2.6194 | 26 |
Involvement | ||
• There is investigation of product characteristics and personnel needs | 3.4697 | 18 |
• Employees have favourable conditions for decision making and for giving various ideas, suggestions, notes and so on | 3.6014 | 11 |
Reward orientation | ||
• Training programmes are encouraged to enhance skills of employees | 3.5580 | 12 |
• New or other important information reaches employees in due time | 3.5580 | 12 |
• There are fringe benefits and managers prioritise the welfare of employees | 3.1504 | 21 |
Agreement | ||
• Employees agree about most rules, norms and values | 3.4779 | 16 |
• Employees have too much freedom and autonomy | 2.4203 | 27 |
Coordination and integration | ||
• Different departments (groups) have many common things (goals, tasks etc.) | 3.5294 | 14 |
• There are created good conditions for the interesting work, therefore employees get used to their work willingly | 3.6397 | 10 |
• Reward system is correct (employees get paid according to the results and efforts) | 3.2391 | 19 |
Organisational learning | ||
• Managers are eager to advise employees and motivate with charisma | 3.8162 | 8 |
• Team approach is used more often than individual work especially when solving important questions on a project | 4.0870 | 3 |
Confidence in leadership | ||
• Sanctions and punishment are sometimes overlooked, i.e., managers get away from regulations and try another solution | 2.7826 | 25 |
• There is great dependence on the leaders of the company | 3.7971 | 9 |
The company works with specific strategies, plans and a long-term goal | 0.780 | ||||||||
The company reflects a leader showing direction and employees “follow it” | 0.772 | ||||||||
If a client is dissatisfied, it is duly noted and removed | 0.594 | ||||||||
There is continuous improvement of service quality | 0.547 | ||||||||
Managers’ advices and attitudes are always at variance | 0.799 | ||||||||
Managers are authoritative | 0.726 | ||||||||
The person who is the leader of a work group is often recognised as being more important than the company | 0.537 | ||||||||
Employees and/or managers often misunderstand each other | 0.501 | ||||||||
Employees most often agree when solving problems or conflicts | 0.842 | ||||||||
Existing rules and norms show more of direction than restrictions | 0.530 | ||||||||
Sometimes there are situations when norms are only partially followed | 0.527 | ||||||||
There is investigation of product characteristics and personnel needs | 0.820 | ||||||||
Employees have favourable conditions for decision making and for giving ideas, suggestions and so on | 0.510 | ||||||||
Factor Analysis. Rotated Component Matrix | |||||||||
Training programmes are encouraged to enhance skill of employees | 0.743 | ||||||||
Feedback, new or other important information reaches employee in due time | 0.709 | ||||||||
There are fringe benefits and managers prioritise the welfare of employees | 0.511 | ||||||||
Employees agree about most rules, norms and values | 0.786 | ||||||||
Employees have too much freedom and autonomy | 0.642 | ||||||||
Different departments (groups) have many common things (goals, tasks etc.) | 0.816 | ||||||||
There are created good conditions for the interesting work, therefore employees get used to their work willingly | 0.661 | ||||||||
Reward system is correct (employees get paid according to results and efforts) | 0.584 | ||||||||
Managers are eager to advise employees and motivate with charisma | 0.759 | ||||||||
Team approach is used more than individual work especially when solving important questions on a project | 0.647 | ||||||||
Sanctions and punishment are sometimes overlooked, i.e., managers get away from regulations and try another solution | 0.857 | ||||||||
There is great dependence on the leaders of the company | 0.703 |
KMO measure of sampling adequacy | 0.575 | |
Bartlett’s test of sphericity | Approx. Chi-Square | 1,515.086 |
Df | 435 | |
Sig. | 0.000 |
Clan culture (CC) | 3.4681 | 4 |
Adhocracy culture (AC) | 3.5622 | 3 |
Market culture (MC) | 3.6188 | 1 |
Hierarchy culture (HC) | 3.6036 | 2 |
There is mentoring (CC) | 3.3261 | 4 |
Entrepreneur, innovator or a risk-taker (AC) | 3.4779 | 2 |
Hard-driver, producer or competitor (MC) | 3.3456 | 3 |
Coordinator, organiser or an efficiency expert (HC) | 3.7029 | 1 |
Presence of teamwork, consensus, and participation (CC) | 3.5217 | 3 |
Innovation, freedom and uniqueness is encouraged (AC) | 3.6812 | 2 |
Production and achievement orientation (MC) | 4.0072 | 1 |
Security of employment (job stability) and predictability (HC) | 3.4412 | 4 |
Existence of loyalty and tradition (CC) | 3.2464 | 4 |
Innovation and development (AC) | 3.5362 | 3 |
Focus on production and goal accomplishment (MC) | 4.0870 | 1 |
Rules and Policies (HC) | 3.6565 | 2 |
Participative and comfortable atmosphere (CC) | 3.3551 | 3 |
Dynamics and readiness (AC) | 3.5217 | 1 |
Atmosphere is competitive and confrontational (MC) | 3.2426 | 4 |
There is permanence and stability (HC) | 3.4058 | 2 |
There is sensitivity to customers, concern for people (CC) | 3.8913 | 1 |
Product leader and innovator (AC) | 3.5942 | 3 |
Market penetration and market share (MC) | 3.4118 | 4 |
Dependable delivery, smooth scheduling of task (HC) | 3.8116 | 2 |
OND | 6 | 4.3 |
HND | 31 | 22.1 |
BSc | 62 | 44.3 |
MBA/MArch/MSc | 39 | 27.9 |
NCE | 2 | 1.4 |
Architect | 30 | 21.4 |
Builder | 55 | 39.3 |
Engineer | 26 | 18.6 |
Quantity surveyor | 2 | 1.4 |
Accountant | 2 | 1.4 |
Facility manager | 4 | 2.9 |
Office manager | 9 | 6.4 |
Public admin/secretary | 12 | 8.6 |
Total | 140 | 100 |
0–5 | 19 | 13.6 |
10-Jun | 38 | 27.1 |
15-Nov | 35 | 25 |
16–20 | 24 | 17.1 |
Above 20 | 24 | 17.1 |
Total | 140 | 100 |
0–5 | 65 | 46.4 |
10-Jun | 56 | 40 |
15-Nov | 11 | 7.9 |
16–20 | 4 | 2.9 |
Above 20 | 4 | 2.9 |
Total | 140 | 100 |
NSE | 20 | 14.3 |
NIA | 20 | 14.3 |
NIOB | 28 | 20 |
NIQS | 2 | 1.4 |
NIM | 8 | 5.7 |
CIPM | 2 | 1.4 |
ICAN | 4 | 2.9 |
OSH | 2 | 3.6 |
No qualification | 54 | 38.6 |
Total | 140 | 100 |
Public | 20 | 14.3 |
Private | 89 | 63.6 |
Both | 31 | 22.1 |
Total | 140 | 100 |
Strategic direction | 5.318 | 17.726 | 17.726 |
Communication | 2.899 | 9.662 | 27.388 |
Adaptability | 2.530 | 8.433 | 35.820 |
Involvement | 2.063 | 6.875 | 42.695 |
Reward orientation | 1.660 | 5.534 | 48.229 |
Agreement | 1.494 | 4.981 | 53.210 |
Coordination and integration | 1.428 | 4.760 | 57.970 |
Organisational learning | 1.309 | 4.362 | 62.332 |
Confidence in leadership | 1.193 | 3.978 | 66.310 |