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Advances in Social Sciences Research Journal – Vol. 10, No. 11

Publication Date: November 25, 2023

Services for Science and Education – United Kingdom

DOI:10.14738/assrj.1011.15636.

Algathia, S. A., Mohamed, R., Leong, Y. C., & Abdullah, A. R. (2023). The Moderating Role of Uncertainty Reduction on the

Relationship between Leadership Styles and Organizational Identification within Saudi Hospitals. Advances in Social Sciences

Research Journal, 10(11). 343-363.

The Moderating Role of Uncertainty Reduction on the

Relationship between Leadership Styles and Organizational

Identification within Saudi Hospitals

Salem Ali Algathia

School of Business and Economics UPM, Malaysia and

Department of Business Administration, Taif University,

Saudi Arabia

Rosmah Mohamed

School of Business and Economics, UPM, Malaysia

Yee Choy Leong

School of Business and Economics, UPM, Malaysia

Abdul Rashid Abdullah

School of Entreprenureship,

Universiti keusahawanan koperasi, Malaysia

ABSTRACT

This study embarked on an exploration into the dynamics of various leadership

styles and their influence on organizational identification, placing a spotlight on the

potential moderating effect of uncertainty reduction within the healthcare sector of

Saudi Arabia. Adopting a hypothesis testing approach, the research employed a

correlation investigation design, ensuring minimal interference from the

researcher. The backdrop of this study was set in five hospitals across Riyadh and

Makkah, targeting the entire population of permanent nurses. To derive a

representative sample, a probability sampling technique was used, more

specifically, stratified sampling, which culminated in a sample size of 375

participants. The unit of analysis was set at an individual level, with a cross- sectional study time horizon. Data collection involved a 7-point Likert scale, which

underwent a comprehensive descriptive analysis via SPSS, followed by a Partial

Least Square assessment using Smart-PLS. The findings highlighted the nuanced

interplay between leadership strategies and organizational contexts, emphasizing

the significance of adaptability in leadership in alignment with varying degrees of

environmental uncertainty.

Keywords: Directive leadership style, Supportive leadership style, Participative

leadership style, Achievement-oriented leadership style, Uncertainty reduction,

Organizational identification, and Saudi hospitals.

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Advances in Social Sciences Research Journal(ASSRJ) Vol. 10, Issue 11, November-2023

Services for Science and Education – United Kingdom 344

INTRODUCTION

Organizational identification is another crucial factor in determining employees' performance

and plays a significant role in uniting employees with their organizations [1]. When employees

have high levels of organizational identification, they would tend to embrace the organization's

perspectives and behave in congruence with its values, practices, and attitudes. Employees who

identify with their organization commit to their work and are involved in the organization. In

fact, those employees consider the success and failure of their organization as their own. In

addition, they behave in a manner that drives the organization to attain its goal. Moreover,

employees with high identification exhibit higher satisfaction, productivity, and willingness to

continue working for their organizations to achieve better results.

Organization theorists have researched how individuals define themselves in relation to the

relationship they perceive with their organizations by applying the Social Identity Theory

(hereafter SIT). As the name suggests, the theory tries to understand the social identification of

individuals within an organization [2], wherein organizational identification by individual

members is regarded as a type of social identification. The SIT posits that employees within any

given organization tend to define themselves using their group membership as a basis [3].

Identification of oneself with the organization is said to have taken place when individuals

partly or wholly define themselves based on what the organization standards for or is thought

to represent. Organizational identification is an integral part of organizational behavior as it

has implications for individual employees, groups within the organization, and the organization

as a whole [4]. Indeed, studies by Bergami and Bagozzi [5], Hogg [6] state that membership in

one’s employment organization is among the most vital group affiliations an individual

possesses and is considered to be more important by individuals than any other group

affiliations.

It is worth mentioning that Hogg [6], Loi, Chan [7] have stated that organizational identification

is driven by two main human needs: uncertainty reduction and self-enhancement. The need to

reduce uncertainty has been identified as a fundamental human necessity that people aim to

fulfil [8]. It can affect how employees behave and how they respond to new experiences and

ideas [9]. The element of uncertainty is an intriguing yet integral aspect of social grouping and

life in organizations. Although a complete state of uncertainty is unbearable and would be

overwhelming in an organization, risks always exist. Risks are epistemic as there is a lack of

preparedness and understanding of how to properly manage them to reach a satisfactory

outcome. Accordingly, uncertainty in this context refers to situations and circumstances that

have unpredictable and unforeseeable outcomes, regardless of whether or not they are acted

upon [10]. Adding to that, the motive of uncertainty reduction reflects a desire for knowledge,

meaning, and comprehension of both oneself and the surrounding social environment.

The aim of this study is to identify the infeluence of directive leadership style, supportive

leadership style, participative leadership style, and achievement-oriented leadership style on

organizational identification within Saudi hospitals, as well as identifying the moderation effect

of uncertainty reduction for these relationships. The remaining sections of this paper are

designed as follows:Section 2 defines the literature review towards the study variables; Section

3 focuses on illustrating the model used in the study as well as the hypotheses development;

Section 4 shows the methodology used; Section 5 analysis the collected data; Section 6

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Algathia, S. A., Mohamed, R., Leong, Y. C., & Abdullah, A. R. (2023). The Moderating Role of Uncertainty Reduction on the Relationship between

Leadership Styles and Organizational Identification within Saudi Hospitals. Advances in Social Sciences Research Journal, 10(11). 343-363.

345 URL: http://dx.doi.org/10.14738/assrj.1011.15636

discusses the findings and compare them with the findings of previous studies; and finally,

Section 7 represents conclusion which includes future research directions.

LITERATURE REVIEW

Leadership

Leadership is a complex and important phenomenon in organizational studies [11]. Despite

extensive attempts to understand the subject and vast publications, there is still no agreed- upon definition of the term. The definition of leadership based on the condition implies the

conditions that shape and influence interrelations among different dynamic forces. These

forces include the ability to influence and power, individuals in a social organization, values and

beliefs in group dynamics, available resources, and circumstances involved [12]. Furthermore,

leadership can be understood and defined based on the prescribed behavior that is agreed upon

in a social setup, the physical and personality traits of a group, the foci resulting from group

processes, the attempt at making meaning, the need for initiation into the structure, the ability

to exercise influence, the ability to induce compliance, the effects as a result of influencing

others, or the relationship between a person and his/her subordinates [13, 14].

Leadership is variedly defined by scholars. According to Buchanan and Huczynski [15],

leadership is the act or process that involves motivating, influencing, and empowering

subordinates so that they can help the organizations in which they work to meet the objectives.

DuBrin [16], simply define leadership as task facilitation. They added that the leader achieves

this by helping subordinates perform their tasks by guiding them in problem-solving and

implementing better ways of performing duties. Leadership has also been defined as the

processes and procedures involved in guiding and directing subordinates in the workplace. In

addition, leadership can be viewed as a relationship where one person or a group of individuals

influences the behavior of others in a given environment. In concluding the different definitions

of leadership, four key aspects are common: (1) it involves a process; (2) it entails influencing;

(3) it occurs in a group scenario; and (4) it involves meeting objectives [14].

Organizational Identification

The concept of social identification has been applied in an organizational context to explain the

ways individuals in an organization define themselves regarding the relationship between

individuals and organizations [17]. In other words, the organizational identification concept

has been developed based on social psychology literature. In general, social identification has

been defined as “the individual’s knowledge that he belongs to certain social groups together

with some emotional and value significance to him regarding his group membership” [18].

Identification happens when individuals define themselves, at least partly, concerning what the

organization believes in representing. Organizational identification is an important and

interesting topic within the realm of organizational behavior due to its pertinent implications

for organizations, groups, and individuals. Organizational identification is defined as “a

psychological linkage between the individual and the organization whereby the individual feels

a deep, self-defining affective and cognitive bond with the organization as a social entity” [19].

Meanwhile, according to Pratt [8], organizational identification happens “when an individual’s

beliefs about his or her organization becomes self-referential or self-defining... [So as to]

integrate beliefs about one’s organization into one’s identity” (p. 172). In light of this, it is

possible to assert that organizational identification refers to a psychological state that