HOW DO PUBLIC SECTOR WORKERS IN THE ARAB SECTOR IN ISRAEL PERCEIVE THE ROLE OF THEIR MANAGERS AS LEADERS, COACHES, AND CLIMATE SETTERS IN SHAPING THE FUTURE OF THEIR ORGANIZATIONS?
DOI:
https://doi.org/10.46827/ejefr.v9i5.2085Słowa kluczowe:
public sector leadership, Arab sector in Israel, coaching leadership, organizational climate, emotional intelligence, employee perception, culturally responsive leadershipAbstrakt
The study explores public sector workers in the Arab sector in Israel's perspectives on their managers as leaders, coaches and climate setters with the intent of understanding the leadership attributes they value, to what extent managers use coaching approaches effectively, and the extent to which their leadership has an impact on organizational climate and outcomes. A qualitative approach was taken, and semi-structured interviews were conducted with 40 public sector workers from the Arab Sector in Israel, with data thematically analyzed. The findings highlighted participants´ preference for managers who were emotionally intelligent, supportive, and focused on development, while alternative practices such as authoritarian and laissez-faire leadership styles were discouraged. The participants identified the importance of culturally authentic leadership, finding a balance of empathy, authority and coaching to increase employee motivation, trust and organizational outcomes. Additionally, the findings promote the use of leadership development programs that focus on enhancing emotional intelligence and culturally aligned leadership practices, and highlight the value of climate setters and culturally spacious and relational leadership frameworks in managing the public sector. These aspects provide theoretical and empirical contributions to leadership practice in hybrid public sector settings.
JEL: M12; H83; M14
Article visualizations:
Bibliografia
Al-Madadha, A., Al-Adwan, A. S., Alrousan, M. K., & Jalghoum, Y. A. (2019). Organisational climate and team performance: The mediating role of psychological empowerment at Jordanian pharmaceutical companies. International Journal of Management Practice, 12(2), 228–245. https://doi.org/10.1504/IJMP.2019.098661
Arshad, M., Yu, C. K., Qadir, A., Ahmad, W., & Xie, C. (2021). The moderating role of knowledge sharing and the mediating role of employee creative self-efficacy on the association of empowering leadership and employee creativity. International Journal of Management Practice, 14(6), 660–681. https://doi.org/10.1504/IJMP.2021.10042617
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
Coronado-Maldonado, I., & Benítez-Márquez, MD. (2023). Emotional intelligence, leadership, and work teams: A hybrid literature review. Heliyon, 9(10). https://doi.org/10.1016/j.heliyon.2023.e20356
Cui, Z., Wang, H., & Nanyangwe, C. (2022). How does coaching leadership promote employee’s constructive deviance? Affective events perspective. Leadership & Organization Development Journal, 43(2), 279–290. https://doi.org/10.1108/LODJ-04-2020-015
DeJonckheere, M., & Vaughn, L. M. (2019). Semi-structured interviewing in primary care research: A balance of relationship and rigour. Family Medicine and Community Health, 7. https://doi.org/10.1136/fmch-2018-000057
Ehrhart, M. G., & Kuenzi, M. (2017). The impact of organizational climate and culture on employee turnover. In K. F. Geisinger (Ed.), The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention (pp. 494–512). John Wiley & Sons Ltd.
Erbay, M., Koçak, O., Yıldırım, A., & Aydın, S. (2024). The relationship between leadership and communication, and the significance of efficient communication in online learning. Educational Administration: Theory and Practice, 30(6), 2065–2076. https://doi.org/10.53555/kuey.v30i6.5650
Fayaz, I., & Gulzar, F. (2025). Building belief, achieving balance: How organizational climate fosters self-efficacy for a fulfilling work–life. IIM Ranchi Journal of Management Studies, 4(1), 72–97. https://doi.org/10.1108/IRJMS-06-2024-0054
Hatch, J. A. (2023). Doing qualitative research in education settings. State University of New York Press. https://books.google.ro/books/about/Doing_Qualitative_Research_in_Education.html?id=78POEAAAQBAJ&redir_esc=y
Hennink M. M. Hutter I., & Bailey A. (2020). Qualitative research methods (2nd). Sage Khan, M. A., Ismail, F. B., Hussain, A., & Alghazali, B. (2020). The Interplay of Leadership Styles, Innovative Work Behavior, Organizational Culture, and Organizational Citizenship Behavior. Sage Open, 10(1). https://doi.org/10.1177/2158244019898264
Kiger, M. E., & Varpio, L. (2020). Thematic analysis of qualitative data: AMEE Guide No. 131. Medical Teacher, 42(8), 846–854. https://doi.org/10.1080/0142159X.2020.1755030
Kristianto, P. B., Rivai, A., & Suharto (2018). The influence of leadership style and organizational climate on employee performance through organizational commitment on Perum Pegadaian Branch East Bekasi. International Journal of Business and Applied Social Science (IJBASS), 4(6), 34-51. https://doi.org/10.2139/ssrn.3205830
Joo, B.B., Sushko, J.S. & Mclean, G. N. (2012). Multiple faces of coaching: Manager-as coach, executive coaching, and formal mentoring. Organ. Dev. J., 30(1), 19– 38. Retrieved from https://www.researchgate.net/publication/259863438_Multiple_faces_of_coaching_Manager-as-coach_executive_coaching_and_formal_mentoring
Maamari, B. & Saheb, A. (2018). How organizational culture and leadership style affect employees’ performance of genders. International Journal of Organizational Analysis, 26. https://doi.org/10.1108/IJOA-04-2017-1151
Mäkelä, L., Kangas, H., Korkiakangas, E., & Laitinen, J. (2023). Coaching leadership as a link between individual- and team-level strength use at work. Cogent Business & Management, 11(1). https://doi.org/10.1080/23311975.2023.2293469
Mau, T., Xavier, J. & Mendoza, M. (2018). Public-sector Leadership for Innovation and Productivity. Asian Productivity Organization. Retrieved from https://www.apo-tokyo.org/wp-content/uploads/2018/09/Public-sector-Leadership-for-Innovation-and-Productivity.pdf
Mclean, N.G., Yang, B., Kuo, C.M., Tolbert, S.A., & Larkin, C. (2005). Development and initial validation of an instrument measuring managerial coaching skill. Hum. Resour. Dev. Q., 16 (2), 157–178. https://doi.org/10.1002/hrdq.1131
Musaigwa, M. (2023). The Role of Leadership in Managing Change. International Review of Management and Marketing. 13. 1-9. https://doi.org/10.32479/irmm.13526
Palinkas, L. A., Horwitz, S. M., Green, C. A., Wisdom, J. P., Duan, N., & Hoagwood, K. (2015). Purposeful sampling for qualitative data collection and analysis in mixed-method implementation research. Administration and Policy in Mental Health and Mental Health Services Research, 42(5), 533–544. https://doi.org/10.1007/s10488-013-0528-y
Romão, S., Ribeiro, N., Gomes, D. R., & Singh, S. (2022). The impact of leaders’ coaching skills on employees’ happiness and turnover intention. Administrative Sciences, 12(3), 84. https://doi.org/10.3390/admsci12030084
Saeed, S. A., Ali, S. O., & Rashid, K. M. (2023). The effect of different leadership styles on job satisfaction. Organization and Human Capital Development (ORCADEV), 2(2). https://doi.org/10.31098/orcadev.v2i2.1747
Schuh, S. C., Kim, T.-Y., Wang, X., & Liu, Z. (2023). Effects of Entrepreneurial Orientation Within Organizations: The Role of Passion for Inventing and Organizational Identification. Journal of Management 6(9). https://doi.org/10.1177/01492063231177232
Shanker, R., Bhanugopan, R., Van der Heijden, B. I., & Farrell, M. (2017). Organisational climate for innovation and organisational performance: The mediating effect of innovative work behavior. Journal of Vocational Behavior, 100, 67–77. https://doi.org/10.1016/j.jvb.2017.02.004
Sharma, I., Dhiman, R., & Srivastava, V. (2024). Effective leadership and an organization’s market success. Routledge. Retrieved from https://www.routledge.com/Effective-Leadership-and-Organizations-Market-Success/Sharma-Dhiman-Srivastava/p/book/9781032542362
Sihite, M., Soegiarto, I., Ilmi, M., & Ilham (2024). The impact of leadership style, employee motivation, and organizational culture on the job performance of start-up employee. International Journal of Business, Law, and Education, 5(2). https://ijble.com/index.php/journal/index
Tae-Yeol, K., Xing, W., Sebastian, C.S., & Zhiqiang, L. (2024). Effects of organizational innovative climate within organizations: The roles of Managers' proactive goal regulation and external environments. Research Policy, 53(5). https://doi.org/10.1016/j.respol.2024.104993
Tomaszewski, L.E., Zarestky, J. and Gonzalez, E. (2020). Planning qualitative research: Design and decision making for new researchers. International Journal of Qualitative Methods, 19. https://doi.org/10.1177/1609406920967174
Turale, S. (2020). A brief introduction to qualitative description: A research design worth using. Pacific Rim International Journal of Nursing Research, 24(3), 289-291. Retrieved from https://he02.tci-thaijo.org/index.php/PRIJNR/article/view/243180
Wang, Y., Yuan, C., & Zhu, Y. (2017). Coaching leadership and employee voice behavior: A multilevel study. Social Behavior and Personality: An International Journal, 45(10), 1655–1664. https://doi.org/10.2224/sbp.6593
Yuan, C., Wang, Y., Huang, W., & Zhu, Y. (2019). Can coaching leadership encourage subordinates to speak up? Dual perspective of cognition-affection. Leadership & Organization Development Journal, 40(4), 485–498. https://doi.org/10.1108/LODJ-01-2018-0009.
