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INTRODUCTION
RESEARCH BACKGROUND
The fourth industrial revolution has intensified competition within businesses, significantly impacting internal aspects such as operational regulations and management strategies To thrive amidst these changes, organizations must adopt effective strategies that promote sustainable development, with a particular emphasis on human resource management Recognizing employees as valuable assets is crucial, as their involvement directly influences organizational success Additionally, the effectiveness of meetings plays a pivotal role in addressing workplace challenges, as they often serve as the root cause of various issues.
The theory of meetings has been a crucial aspect of organizational life for several decades, with various studies highlighting factors that impact meeting productivity, such as irrelevant topics, excessive duration, and inadequate preparation (Nicholas & Jay, 2001) Volkema (1996) notes that the effectiveness of meetings is influenced not only by the use of agendas and minutes but also by the role of group leaders in managing discussions (Volkema & Fred Niederman, 1996) Executives reportedly spend around 10 hours per week in meetings, with approximately one million meetings occurring simultaneously in the U.S during business hours (Nixon & Littlepage, 1992) However, many meetings are criticized for being inefficient, often unnecessary, and lacking structure, leading to a poor use of time (Belisle, Paquet, & Lafranchise, 2022b) Additionally, research indicates that meetings can be costly, unproductive, and dissatisfying for participants (Grosse).
According to Femenias (2022), the quality of workplace meetings significantly influences employee perceptions, with effective meetings viewed as positive interruptions that enhance productivity Conversely, poorly conducted meetings are often regarded as negative interruptions that squander valuable time (J A Allen, Tong, & Landowski, 2020).
22 lot of negatives, therefore, how to make meetings more effective becomes an interesting issue
In the Vietnamese context, meetings hold significant importance due to the hierarchical management style deeply rooted in the culture, which creates a substantial power distance between superiors and subordinates Unlike their counterparts in countries like Australia and the United States, Vietnamese managers prefer to consult with colleagues before making decisions, reflecting a more indirect approach to expressing concerns or dissatisfaction This contrasts with the more straightforward communication style of Australian managers Furthermore, individuals from the same cultural background within an organization tend to share similar thoughts and behaviors, highlighting the influence of cultural and managerial ethics on workplace dynamics.
Effective meeting leadership is crucial for organizational success, as highlighted in the literature on meeting effectiveness (Men, 2014) Leaders should facilitate discussions without imposing their viewpoints, as excessive control can stifle dialogue and hinder decision-making quality (Dunsing, 1977) While it's important for leaders to guide meetings forward, they must also respect diverse opinions and refrain from dominating conversations (Renton, 1980) Additionally, a well-structured agenda is essential for managing meetings, whether for local or remote participants (Butt, 2006) Internal communication significantly impacts an organization’s success and influences strategic managers' ability to engage employees and achieve objectives (M Welch & Jackson, 2007) Moreover, organizational members frequently encounter conflicts with subordinates, supervisors, peers, and stakeholders in their daily activities (Putnam, 1988).
Conflicts can arise from various factors, including individual characteristics and interpersonal dynamics Key contributors include perceptual differences, communication styles, behavioral patterns, structural or cultural influences, and past interactions Additionally, the nature of the issue at hand—whether complex or simple, vague or clear, and principled—also plays a significant role in the emergence of conflict.
Hofstede identifies five dimensions of cultural differences: Power Distance, Individualism vs Collectivism, Masculinity vs Femininity, Uncertainty Avoidance, and Time Orientation Vietnamese culture, rooted in a Confucian heritage, uniquely balances collectivism and individualism, making it easier to adopt individualistic values while retaining collectivist traditions (Swierczek & Ha, 2003) Notably, Power Distance and Collectivism significantly shape Vietnamese perceptions within enterprises (Hofstede, 2021; Kohl, 2007), indicating a substantial gap between superiors and subordinates, which can lead to overwhelming dynamics in workplace relationships and responsibilities Effective leadership is crucial for aligning employee goals and perspectives in this context (Alshurideh, Kurdi, & Alhamad, 2022), and leadership styles play a vital role in business and management success (Cox, Hannif, & Rowley, 2013).
Conflict theory highlights the relationship between individual and team effectiveness, job satisfaction, and organizational commitment Research indicates that job satisfaction significantly influences worker motivation, which in turn affects productivity and overall business performance Job satisfaction and organizational commitment are closely connected, as supported by turnover models Factors such as conflict resolution, promotional opportunities, and supervisory support play crucial roles in enhancing job satisfaction Additionally, aspects like pay, promotion, benefits, coworker relationships, communication, and the nature of work are positively correlated with affective commitment, emphasizing their importance in fostering a motivated workforce.
24 operating procedures and nature of work have a positive relationship with normative commitment (Valaei & Rezaei, 2016)
In recent years, the concept of organizational commitment has garnered significant attention from researchers worldwide, leading to numerous experimental studies aimed at enhancing employee commitment within organizations Employees are regarded as valuable assets, playing a crucial role in achieving organizational goals and aligning with the organization's values, which fosters a strong sense of commitment.
Research indicates that highly committed employees significantly contribute to organizational performance compared to their less committed counterparts To enhance employee commitment, organizations should align their workforce with the company’s mission, foster a sense of community, and support personal development While numerous studies have explored factors influencing organizational commitment, there is a lack of research on the impact of meeting effectiveness, leadership, and job satisfaction Meetings serve as a crucial communication tool within organizations for consensus-building, decision-making, and problem-solving, often requiring substantial time and effort Constructively resolving conflicts during these interactions can yield considerable benefits Moreover, effective leadership is vital for successful meetings, and job satisfaction plays a crucial role in how employees perceive their work environment and overall well-being, influenced by factors such as compensation and relationships with coworkers and supervisors.
In Vietnam, cultural factors play a crucial role in shaping effective meetings, influencing how individuals interact in the workplace Key aspects such as leadership dynamics, characterized by power distance and high-context communication, along with time orientation in agenda setting, significantly impact meeting effectiveness.
Research indicates a strong correlation among key indicators, revealing that leadership directly impacts meeting effectiveness Additionally, meeting effectiveness plays a crucial role in fostering organizational commitment, mediated by job satisfaction Furthermore, leadership also influences organizational commitment directly.
This dissertation significantly enhances the existing literature on meeting effectiveness, leadership, job satisfaction, and organizational commitment, particularly within the Vietnamese context, by offering valuable theoretical insights.
Top managers in Vietnamese organizations can enhance meeting effectiveness by implementing suggested models derived from recent findings These models focus on key determinants and antecedents that strengthen organizational commitment By analyzing factors that influence commitment and examining the role of job satisfaction as a mediator, leaders can improve organizational outcomes in both public and private sectors.
The primary objective of this dissertation is to assist leaders in developing strategic action plans and effective policies aimed at motivating employees, thereby enhancing their job performance and fostering greater organizational commitment Ultimately, the goal is to leverage these internal resources to achieve improved profitability.
PROBLEM STATEMENT
Despite extensive empirical research on organizational commitment, leadership, internal communication, job satisfaction, and meeting effectiveness, few studies have explored the causal relationships among these variables While cognitive science literature offers insights into these concepts, their applicability within Vietnamese organizations remains largely unexamined This literature review aims to enhance the existing body of knowledge regarding leadership, internal communication, job satisfaction, and meeting effectiveness in the context of Vietnam.
This study investigates the impact of leadership and internal communication on organizational commitment, emphasizing the mediating role of job satisfaction in the relationship between meeting effectiveness and organizational commitment Additionally, it examines the factors that contribute to both meeting effectiveness and organizational commitment.
Recent research on meeting effectiveness highlights the influence of design characteristics and meeting modes, as explored by various global authors These studies emphasize the importance of optimizing meetings to minimize time loss and enhance participant satisfaction.
The article explores the significance of psychological safety in local union meetings and emphasizes the importance of driving meeting effectiveness through organizational process improvement While various aspects such as meeting modes and their impact on client interactions and sales effectiveness are discussed, the relevance of these topics in Vietnam is limited, particularly regarding the professional capacity of sports bachelor graduates Furthermore, concepts related to organizational commitment, leadership, and job satisfaction have been addressed but remain fragmented The author seeks to identify the causal relationships among these variables, aiming to contribute new theories and managerial insights to enhance meeting effectiveness and overall organizational performance.
Vietnamese culture significantly influences enterprise perception and operations, leading to a management style that is more accepting of hierarchical structures and authority Vietnamese managers often prefer to consult with colleagues before making decisions, reflecting a tendency towards indirect communication when expressing concerns, unlike their Australian counterparts who are more straightforward in their criticism This cultural context shapes the managerial ethics and values within organizations, as individuals from similar cultural backgrounds tend to share common thoughts and behaviors.
Hofstede identifies five key dimensions of cultural differences: Power Distance, Individualism vs Collectivism, Masculinity vs Femininity, Uncertainty Avoidance, and Time Orientation Cultural change is inherently challenging, and Vietnam exemplifies this complexity by balancing its Confucian heritage with both collectivist and individualistic values While embracing new individualistic ideals may be more feasible, relinquishing deeply rooted collectivist beliefs is significantly more difficult (Swierczek & Ha, 2003).
Above all, Power distance and Collectivism are the two prominent factors that influence Vietnamese people’s perception in an enterprise (Hofstede, 2021; Kohl,
Leadership is crucial in aligning employee goals and perspectives within the workplace (Alshurideh et al., 2022) Additionally, various leadership styles significantly influence business and management sectors (Cox et al., 2013).
It reconfirms why meetings become ineffective in Vietnamese context, mainly in the workplace
The research gaps in the dissertation that the author contributes are:
The author seeks to enhance the existing literature on meeting effectiveness, leadership, internal communication, job satisfaction, and organizational commitment through a series of comprehensive studies.
- First, the influence of meeting effectiveness on organizational commitment
- Second, the impact of the mediating role of job satisfaction on the relationship between meeting effectiveness and organizational commitment
- Third, the effect of leadership on organizational commitment
The impact of internal communication on organizational commitment is crucial for enhancing outcomes in human resource management across both public and private sectors This article aims to provide top management with valuable insights into fostering organizational commitment, ultimately leading to improved performance, productivity, and overall effectiveness.
The findings offer a framework for meeting organizers to effectively manage their leadership roles, enabling top managers and leaders to develop strategic action plans and create appropriate, efficient policies aimed at enhancing motivation.
28 employees to strengthen their job performance and increase more commitment; and for the organization itself to achieve better profitable benefits
This dissertation conducts in-depth research within the Vietnamese context, focusing on the underlying factors that contribute to meeting effectiveness, the mediating role of job satisfaction in the relationship between meeting effectiveness and organizational commitment, and the various factors that influence organizational commitment.
This dissertation aims to enhance the literature on meeting effectiveness, leadership, internal communication, job satisfaction, and organizational commitment within Vietnamese organizations Its ultimate goal is to assist leaders in developing strategic action plans and creating effective policies that motivate employees, thereby improving job performance and fostering greater organizational commitment.
RESEARCH OBJECTIVES
Conducting in-depth research within the Vietnamese context is essential for enhancing the effectiveness of meetings, which in turn fosters greater employee commitment and drives increased profits for organizations, ultimately contributing to sustainable development.
- Firstly, explore what underlying factors of meeting effectiveness are;
- Secondly, examine whether there are the mediating role of job satisfaction in organizational commitment and the causal effect of leadership on organizational commitment;
- Finally, find out what factors affect organizational commitment
The author investigates the impact of various factors on organizational commitment, including organizational identification, internal and external motivation, perceived organizational support, employee voice, leadership, and both intrinsic and extrinsic motivation.
RESEARCH QUESTIONS
Four main questions and their sub-questions:
Question 1: What factors affect meeting effectiveness so that meetings become more essential and beneficial to the organization?
Question 2: How does job satisfaction mediate the relationship between meeting effectiveness and organizational commitment?
Question 3: What antecedents strongly interact with organizational commitment in the context of Vietnamese organizations in the purpose of helping leaders making plans of action or designing suitable and efficient policies for motivating employees to increase their job performance and have more commitment to their organization?
Question 4: What more antecedents mainly affect organizational commitment in the context of Vietnamese organizations and how does leadership either affect meeting effectiveness or organizational commitment?
SCOPE OF STUDY
The dissertation presents a comprehensive 6-month survey of 34 Vietnamese organizations across both state and private sectors, encompassing diverse industries such as tax, banking, health services, airlines, education, and business Conducted in Ho Chi Minh City, Binh Duong, and Can Tho, the study aims to gather reliable and objective data by leveraging established relationships and expanding its geographical scope beyond Ho Chi Minh City.
METHODOLOGY
The dissertation is conducted into two phases
In the first phase of qualitative research, the author investigates the significance of meeting effectiveness, explores employees' attitudes towards meetings, and analyzes the similarities and differences across various sectors, while also assessing participants' comprehension of the survey questionnaires.
Perception involves complex behavioral issues influenced by various hard-to-observe and control variables To gain insights into employees' inner experiences regarding work meetings, a focus group method is employed alongside existing literature for data collection.
Before the study commenced, it was crucial for the author to ensure that there were no hierarchies among the teams, and all teams confirmed that they conducted regular meetings.
Samples are including 4 organizations in HCMC
20 participants are both male and female subordinates
The approach is conducted by asking four research questions and then grouping the data and the look for similarities and differences
Research question 1: How do employees feel about having more meetings?
Research question 2: What makes employees look forward to their work meetings? Research question 3: What makes employees dread their work meetings?
Research question 4: What factors affect meeting satisfaction and job performance?
The author performs under the discussion guide as the followings:
The focus group begins with an introduction that outlines its purpose and rules, followed by a discussion of the topic and research questions Participants engage freely in their natural environment, allowing for authentic data collection The moderator's role is to listen attentively, record participants' contributions, and ensure that everyone has an opportunity to share their thoughts.
In data analysis, researchers emphasize four key aspects derived from their diaries to identify themes and align them with existing literature The primary focus is on the core message content, followed by an assessment of the speaker's attitude towards that message Additionally, the research examines whether the message conveys individual perspectives or reflects shared ideas within a group.
The findings show that most of the participants think meetings are so frightened, so bored, time-wasted, and ineffective
For the whole dissertation, the author approaches the following methodological process
A total of 34 Vietnamese organizations from various sectors, including tax, banking, healthcare, airlines, education, and business, are located in Ho Chi Minh City, Binh Duong, and Can Tho, representing both state and private industries.
Participants are both male and female subordinates
They are distributed as hard copies that required handwritten responses These questions contained items using five-point Likert scale: totally disagree, disagree, neutral, agree, totally agree
The data underwent the following analysis steps: checking the reliability of the scale, exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM) analysis
To ensure the reliability of a scale, it is essential to achieve a Cronbach's Alpha of 0.7 or higher, as suggested by Nunnally (1978) Additionally, the Corrected Item-Total Correlation should be 0.5 or above, indicating a strong correlation between each observed variable and the overall scale, according to Hair et al (2010).
In exploratory factor analysis, the extraction method was Principal Component Analysis and the Rotation Method was Varimax with Kaiser Normalization The criteria in EFA analysis included:
- Kaiser-Meyer-Olkin (KMO) coefficient had to reach a value of 0.5 or more which was a sufficient condition for factor analysis to be appropriate;
- Bartlett's test of sphericity had statistical significance (sig Bartlett's Test < 0.05), showing that observed variables are correlated with each other in the factor;
- Eigenvalue was used criterion to determine the number of factors in EFA analysis Only factors with Eigenvalue ≥ 1 were kept;
- Total Variance Explained ≥ 50% showed that the EFA model was suitable;
- Factor Loading represented the correlation relationship between the observed variable and the factor According to (Hair, Black, Babin, & Anderson, 2010), a good quality variable should have the loading from 0.5
Confirmatory Factor Analysis (CFA) was then used to evaluate:
- The overall fit of the data based on the model The fit indexes were used such as Chisquare/df, CFI, TLI, GFI, RMSEA;
- The quality of observed variables, confirming the factor structures;
- The Reliability, Convergent Validity and Discriminant Validity of factor structures
The reliability index, including Composite Reliability (CR), should exceed 0.7, while the convergence index, measured by Average Variance Extracted (AVE), must be greater than 0.5 Additionally, the discriminant indexes necessitate that the Maximum Shared Variance (MSV) is less than the AVE, and the square root of AVE should be greater than the inter-construct correlations.
Lastly, covariance-based SEM (CB-SEM) was used to confirm or disprove the model based on the statistical significance of variables and the overall fit of the model.
DISSERTATION SIGNIFICANCE/CONTRIBUTION
This thesis enhances understanding of meeting effectiveness, leadership, internal communication, job satisfaction, and organizational commitment It presents theoretical and practical models that identify the antecedents of meeting effectiveness, examine factors influencing organizational commitment, and highlight the mediating role of job satisfaction in the relationship between meeting effectiveness and organizational commitment within the Vietnamese context.
From the perspective of theoretical contributions, this research contributes to the body of literature in the field of meeting effectiveness, leadership, internal communication, job satisfaction and organizational commitment
This research presents an integrated model examining the antecedents of meeting effectiveness and the factors influencing organizational commitment, with job satisfaction serving as a mediating variable The findings reveal key insights into how these elements interconnect to enhance overall workplace dynamics.
- Initially, the influence of meeting effectiveness on organizational commitment
- Secondly, the impact of the mediating role of job satisfaction on the effect of meeting effectiveness on organizational commitment
- Thirdly, the effect of leadership on organizational commitment
Effective internal communication significantly impacts organizational commitment, rooted in the theory of meeting effectiveness While many meetings are perceived as unproductive, enhancing meeting effectiveness can yield substantial benefits, particularly in achieving goals and ensuring decision satisfaction Improving the efficiency of meetings encourages greater contributions from subordinates, thereby fostering a stronger commitment to the organization Leadership plays a crucial role in this process, as meeting leaders determine the effectiveness of discussions Moreover, the existing power distance between superiors and subordinates can create challenges, leading to issues that may harm organizational cohesion and morale.
Research indicates a positive correlation between job satisfaction and meeting effectiveness When employees feel satisfied, they are more likely to invest greater effort and demonstrate increased commitment to their organization Consequently, job satisfaction serves as a mediator in the relationship between meeting effectiveness and organizational commitment.
In addition, surprisingly, based on the results of the antecedents of meetings effectiveness, the findings show that leadership and internal communication also strongly affect organizational commitment
This study aims to offer valuable insights into organizational commitment for top management By utilizing the suggested framework, leaders can enhance human resource management, improve performance and productivity, and foster greater commitment in both the public and private sectors, ultimately leading to better organizational outcomes.
To host an effective meeting, organizers must exercise proper leadership and address conflicts constructively, fostering a productive and efficient organizational environment.
The study empowers leaders to develop strategic action plans and implement effective policies aimed at motivating employees, thereby enhancing job performance and fostering greater organizational commitment Ultimately, the goal is to leverage these internal resources to achieve improved profitability.
STRUCTURE OF THE DISSERTATION
The dissertation explores four key constructs: meeting effectiveness, leadership, job satisfaction, and organizational commitment, highlighting the critical role of meeting effectiveness in organizational life Despite the theoretical understanding of meetings, they often suffer from excessive duration and poor preparation To address this, the author gathers insights from male and female employees about their experiences with work meetings, ensuring equal participation without hierarchies The first phase employs a qualitative approach to reaffirm the significance of meeting effectiveness, assess employee attitudes toward meetings, identify similarities and differences across sectors, and evaluate participants' comprehension of the survey questionnaires.
In the second phase of the study, the author employs a quantitative approach, surveying 34 Vietnamese organizations across state and private sectors, including industries such as tax, banking, health services, airlines, education, and business The research focuses on regions including Ho Chi Minh City, Binh Duong, and Can Tho, with handouts distributed to a total of 280 participants throughout the process.
The author has extensively researched four key constructs: meeting effectiveness, leadership, job satisfaction, and organizational commitment This work has resulted in the publication of four international journal articles and one conference proceeding Notably, one of the publications is titled "Determinants to Gain More Effective Meetings in the Context of Vietnamese Organizations," co-authored by Thanh, L D., Thong, B Q., Chon, L.V., and Nguyen, N T in 2020.
Journal of Analysis and Applications, 18 (3), 461-481; Thanh, L D., Nguyen, N T., Chon, L.V., & Thong, B Q (2020) BUILDING ORGANIZATIONAL COMMITMENT: THE ANALYSIS OF INDICATORS Academy of Strategic
Management Journal, 19(6), 1-9.; Ly, D., Bui, Q., Le, V., & Nguyen, N (2021) A model of antecedents strengthening organizational commitment Management Science
In recent studies, various factors influencing organizational commitment have been identified Thanh (2020) presented insights at the first international conference on science, economics, and society, highlighting key determinants of commitment within organizations Additionally, Thanh et al (2021) conducted an empirical study in Vietnam, published in the Journal of Asian Finance, Economics and Business, which further explored critical factors that enhance organizational commitment These findings underscore the importance of understanding the dynamics of commitment to foster a more dedicated workforce.
In short, the author describes the dissertation in five chapters
Chapter 1 initially describes research background about meeting effectiveness and the existence of job satisfaction and organizational commitment After that, it points out the problem statement, research objectives, research questions, scope of study and dissertation’s contribution to the body of the literature in the research field of meeting effectiveness, job satisfaction and organizational commitment from both theoretical and managerial perspective
Chapter 2 aims to find out what antecedents affecting meeting effectiveness Specifically, the author expects to investigate how internal communication, agenda and leadership power affect meeting effectiveness, especially in Vietnamese organizations 1
Chapter 3 explores the impact of the mediating role of job satisfaction on the relationship between meeting effectiveness and organizational commitment, which enable to increase more employees’ commitment to an organization This research aims to show the findings of whether leadership has a positive effect on meeting effectiveness, how meeting effectiveness affects organizational commitment and to which extent job satisfaction impacts this relationship The author designs a survey based on the three research questions: How to make meetings more effective? How does meeting effectiveness affect organizational commitment? What will mediate the
1 This chapter has been published on International Journal of Analysis and Applications, volume 18, number 3 (2020), 461-481, titled
“Determinants to Gain More Effective Meetings in the Context of Vietnamese Organizations
36 influence between meeting effectiveness and organizational commitment? This study contributes to the literature by investigating the relationship among four factors: leadership, meeting effectiveness, job satisfaction and organizational commitment 2
In chapter 4, two approaches have been conducted
The first approach is about the research of the impact of internal motivation, external motivation, employee voice, organizational identification and perceived organizational support on organizational commitment 3
The second approach is about the research of the impact of leadership, internal motivation, external motivation and internal communication on organizational commitment 4
Chapter 5 shows the conclusion and recommendation of the dissertation In the conclusion, this chapter emphasizes the contributions of the dissertation
The dissertation ends with Conclusion and Recommendation
The study titled "Critical Factors for Organizational Commitment: An Empirical Study in Vietnam," published in the Journal of Asian Finance, Economics and Business, volume 8, issue 5 (2021), identifies three key factors influencing organizational commitment: leadership, meeting effectiveness, and job satisfaction.
The article, published in the Academy of Strategic Management Journal (2020) and Management Science Letters (2021), explores the key factors influencing organizational commitment It identifies three primary antecedents: intrinsic motivation, extrinsic motivation, and organizational identification, while finding that employee voice does not significantly impact commitment.
4 It is published on the proceedings of the first international conference on science, economics and society studies of UEF, titled
The research outlined in "Factors Affecting Organizational Commitment" (ISBN 978-604-79-2604-6) identifies three primary antecedents that significantly influence organizational commitment: leadership, intrinsic motivation, and extrinsic motivation The analysis of two studies reveals that organizational identification, along with both intrinsic and extrinsic motivations, as well as effective leadership, all have a positive impact on enhancing organizational commitment.
UNDERLYING FACTORS OF MEETING EFFECTIVENESS
Meeting effectiveness and its determinants
Despite numerous studies on meeting effectiveness and its influencing factors, a consensus remains elusive Workplace meetings are often viewed as ineffective, contributing to a negative perception surrounding them.
In the context of Vietnamese organizations, understanding the impact of internal communication, substantive conflict, agenda, and leadership power on meeting effectiveness is crucial, as meetings are often perceived as unproductive and ineffective due to cultural factors (Belisle, Paquet, & Lafranchise, 2022a).
Meetings play a strategic role in social practice, yielding significant outcomes for organizations They serve as central hubs for essential activities among organizational members (Jarzabkowski & Seidl, 2008) Various types of meetings exist, including board meetings, committee meetings, and departmental meetings (Baker, 2010).
Effective meetings are essential for organizations and employees to achieve their goals, as highlighted by Rogelberg (2006) Improving meeting effectiveness is crucial for enhancing the performance of organizational members, directly impacting goal attainment and decision satisfaction Research indicates that successful meetings should prioritize open communication, focus on tasks, maintain impartiality, and adhere strictly to the agenda (J.A Allen, Willenbrock, & Landowski, 2014; Nixon & Littlepage, 2014).
Effective meetings align employees' goals with organizational objectives, enhancing overall productivity (Nixon, 2014) To achieve this, meetings must have a clear purpose, a specific agenda, set dates, defined durations, and necessary materials (Bagire, Byarugaba, & Kyogabiirwe, 2015) Additionally, the chairperson plays a crucial role in determining the effectiveness of the meeting (Bagire, 2015).
Several factors can significantly impact meeting productivity, including irrelevant topics, excessive duration, and inadequate preparation (Nicholas & Jay, 2001) Additionally, Volkema (1996) highlights the importance of using agendas and meeting minutes, as well as the critical role of group leaders or facilitators in enhancing meeting effectiveness (Volkema & Fred Niederman).
Ethnographic researchers emphasize that organizational culture significantly influences the behaviors and attitudes of members, shaping rules, laws, and norms Communication meanings are often derived from the specific culture and context of an organization (Safriadi et al., 2006) Additionally, the values within an organization dictate how members engage in shared activities, and the organizational culture supports the way insights are exchanged (Alavi et al., 2005-6) To ensure effective meetings, it is essential to consider various influencing factors.
An organization's culture is primarily shaped by its top leader, who wields significant influence over final decision-making This leader's involvement, whether direct or indirect, impacts meeting outcomes, often leaving middle managers, despite their hosting role, unable to drive conclusions or solutions Consequently, the leadership style and role of the top leader play a crucial role in defining the organizational culture, a concept known as leadership.
The role of a meeting leader is crucial in diverse workforces, as effective leadership is a key determinant of organizational success (Nixon & Littlepage, 2014; Men, 2014) Leaders should adopt a "simpatico" or "diversity-friendly" style, ensuring fairness and respect for all employees, from CEOs to frontline supervisors Essential characteristics of a diversity leader include being sensitive, impartial, patient, amiable, and optimistic, among others (Hopkins & Hopkins, 1998) Additionally, transformational leadership is recommended to inspire and motivate employees, enhancing their performance through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Simola, 2012; Judge & Bono, 2000; Simola, Barling, & Turner, 2012).
Transformational leadership significantly benefits modern workgroups, as today's followers seek empowered and challenged environments They require an inspirational leader who can navigate uncertainty while intellectually stimulating and encouraging their skills and talents (Bass & Riggio, 2006).
According to Kirkpatrick and Locke (1991), effective leaders possess key traits such as achievement, motivation, ambition, energy, tenacity, and initiative Additionally, they must be equipped with essential skills to formulate a clear organizational vision and develop effective plans for its successful implementation.
Recent studies on leadership highlight the significance of charisma, particularly emotionality, which plays a crucial role in charismatic leadership, often driven more by personal traits than authority (Marjosola & Takala, 2000) Effective leadership relies on groups with shared goals, as leaders can only achieve organizational objectives through the efforts of their followers (Andersen, 2006) Fry (2007) emphasizes servant leadership, which focuses on prioritizing the needs of others, active listening, building relationships, and fostering leadership in others Additionally, transformational leadership inspires followers to prioritize collective goals over individual self-interest, motivating them to reach their higher-order needs (Men, 2014).
In 2002, it was emphasized that followers are significantly influenced by the inspiration of their leaders, particularly when shared values and beliefs are present Zhu (2004) advocates for ethical leadership, highlighting that moral leaders foster a healthy organizational culture that nurtures ethical behavior within the organization.
Researchers emphasize that leadership definitions vary significantly and are influenced by cultural contexts Effective meetings are often guided by transitional or charismatic leadership styles, suggesting that the nature of leadership plays a crucial role in achieving successful outcomes.
Hypothesis 1: Leadership significantly affects meeting effectiveness
Besides leadership, internal communication assists to transform information more specifically and effectively
Internal communication is a vital process that enables the exchange of information, fosters relationships, and shapes organizational culture and values, often referred to as employee communication (Deetz, 2001; Men, 2014) According to Martic (2014), effective internal communication allows executives to steer the organization, guiding employees toward its mission and goals while promoting loyalty, motivation, and job satisfaction It also helps in cultivating positive relationships among employees and enhancing the overall organizational culture Notably, face-to-face communication is identified as the most effective method for helping employees achieve specific objectives (Okanovic, Stefanovic, & Suznjevic).
Method and Results
The research data is derived from a survey of 157 participants employed across 31 diverse Vietnamese organizations, including sectors such as tax, banking, health services, airlines, education, and business All participants, ranging from middle managers to staff members, are subordinates who lead meetings but are not part of the top management team The study utilized questionnaires featuring five key variables: meeting effectiveness, agenda, leadership, substantive conflict, and internal communication, which were distributed as hard copies for handwritten responses The survey included 30 items measured on a five-point Likert scale, from "totally disagree" to "totally agree." A total of 157 completed questionnaires were collected over five months in Ho Chi Minh City and Kien Giang, southern Vietnam, and were deemed valid, with the quantitative research conducted through non-probability sampling.
To validate the items in the questionnaire and the model's reliability, a pilot test is conducted to assess the clarity of the content.
A survey was conducted with one hundred and fifty-seven participants to assess the impact of misspelling on various factors The data was analyzed using SPSS software, which involved statistical analysis, evaluation of Cronbach's alpha for each factor, and exploratory factor analysis (EFA) Subsequently, the results from the EFA were utilized in AMOS to analyze the structural equation modeling (SEM).
The result of descriptive statistics shows that it ranges with mean from 3.55 to 4.17 (Table 1)
N Minimum Maximum Mean Std Deviation LDS1 In the meeting, the leader will express the objective opinion with followers 249 1 5 3.92 824
LDS2 In the meeting, the leader will remain impartial rather than speaking out and expressing his/her views
LDS3 In the meeting, the leader will express the non-conservative opinion with followers 249 1 5 3.87 899
LDS5 In the meeting, the leader will support and encourage followers to express their ideas 249 1 5 4.03 815
LDS6 In the meeting, the leader will foster group goals 249 1 5 4.16 770
LDS7 In the meeting, the leader will communicate a high degree of confidence in the followers' ability to meet expectations.
LDS8 In the meeting, the leader will express high performance expectations for followers 249 1 5 4.04 756
LDS9 In the meeting the leader provides recognition/rewards when others reach their goals 249 1 5 3.83 840
IC1 This company encourages differences of opinions 249 1 5 3.81 843
IC2 Most communication between management and other employees in this organization can be said to be two-way communication.
IC3 Your leader makes you feel comfortable working with him/her 249 1 5 3.82 849
IC4 You would feel comfortable working with your leader 249 1 5 3.76 840
AGEN3 A written agenda is provided before the meetings 249 1 5 4.01 950
AGEN4 Overall, I am satisfied with the meeting process 249 1 5 3.79 791
AGEN6 A verbal agenda is provided at the meetings 249 1 5 3.86 866
MET1 When the meeting is finally over, you feel satisfied with the results 249 1 5 3.75 815
MET2 The meeting states each problem with a clear solution 249 1 5 3.76 835
MET3 Most of conflicts raising in the meeting are solved satisfactorily 249 1 5 3.57 863
MET4 After the meeting, you achive your work goals 249 1 5 3.94 793
MET5 After the meeting, you get your leader’s understanding about your difficulties 249 1 5 3.63 893
MET6 After the meeting, you receive your leader’s instruction and sympathy with what you are fulfilling.
MET7 The meeting provides you with an opportunity to acquire useful information 249 1 5 3.93 756
EFA factor analysis consists of two steps: the first involves independent variables, while the second focuses on the dependent variable In the initial step, three independent variables are analyzed using the principal components method with varimax rotation The results indicate a significant KMO and Bartlett’s test (p OGC 18.753 -.063 e29 < > OI 18.482 071 e25 < > e29 20.082 -.093 e24 < > e27 34.722 102 e24 < > e25 16.495 -.060 e19 < > e20 20.404 -.078 e18 < > e26 17.282 069 e18 < > e20 41.896 121 e17 < > e19 35.574 092 e14 < > e20 16.189 077 e12 < > IM 17.420 064 e7 < > e29 17.600 -.104 e6 < > e22 17.411 100
Model NPAR CMIN DF P CMIN/DF
Model RMR GFI AGFI PGFI
TLI rho2 CFI Default model 814 791 867 849 865
Model RMSEA LO 90 HI 90 PCLOSE
Model AIC BCC BIC CAIC
Model AIC BCC BIC CAIC
Model ECVI LO 90 HI 90 MECVI
Number of variables in your model: 65
Weights Covariances Variances Means Intercepts Total
Notes for Model (Default model)
Computation of degrees of freedom (Default model)
Number of distinct sample moments: 435
Number of distinct parameters to be estimated: 73
Negative eigenvalues Condition # Smallest eigenvalue Diameter F NTries Ratio e 18 -1.271 9999.000 5785.104 0 9999.000 e 24 -.520 4.033 3582.891 19 245 e 6 -.307 1.906 1995.194 4 771 e* 2 -.486 870 1519.114 4 797 e 0 1979.032 579 1231.826 5 928 e 0 639.881 395 1197.528 5 000 e 0 478.886 568 1141.046 2 000 e 0 272.468 476 1112.180 1 1.004 e 0 258.197 221 1108.712 1 903 e 0 265.889 077 1108.298 1 1.010 e 0 265.056 006 1108.294 1 1.000 e 0 265.282 000 1108.294 1 1.000
Model NPAR CMIN DF P CMIN/DF
Model RMR GFI AGFI PGFI
TLI rho2 CFI Default model 814 791 867 849 865
Model RMSEA LO 90 HI 90 PCLOSE
Model RMSEA LO 90 HI 90 PCLOSE
Model AIC BCC BIC CAIC
Model ECVI LO 90 HI 90 MECVI
Estimates (Group number 1 - Default model)
Scalar Estimates (Group number 1 - Default model)
Standardized Total Effects (Group number 1 - Default model)
Standardized Direct Effects (Group number 1 - Default model)
Standardized Indirect Effects (Group number 1 - Default model)
LDS MET JOB OGC LDS7 000 000 000 000
Please specify your level of agreement to a statement typically in five points:
(1) Strongly disagree; (2) Disagree; (3) Neither agree nor disagree; (4) Agree; (5) Strongly agree
1 Meeting effectiveness (Leach et al., 2009; Nixon & Littlepage, 2014; Allen et al., 2014; Nicolas et al 2001)
When the meeting is finally over, you feel satisfied with the results
The meeting states each problem with a clear solution
Most of conflicts raising in the meeting are solved satisfactorily
After the meeting, you achive your work goals
After the meeting, you get your leader’s understanding about your difficulties
After the meeting, you receive your leader’s instruction and sympathy with what you are fulfilling The meeting provides you with an opportunity to acquire useful information
2 Agenda (Nixon & Littlepage, 2014; Inglis & Weaver, 2000; Lehmann, 2013; Leach, 2014;
Meetings end when you expect them to end
A written agenda is provided before the meetings
Overall, I am satisfied with the meeting process
The team meeting was time well spent
A verbal agenda is provided at the meetings
3 Leadership (Avolio & Bass, 2004; Men, 2014; Nixon & Littlepage, 2014, Men, 2014; Tsai, 2011)
In the meeting, the leader will express the objective opinion with followers
In the meeting, the leader will remain impartial rather than speaking out and expressing his/her views
In the meeting, the leader will express the nonconservative opinion with followers
In the meeting, the leader will interact with followers- social distance is low
In the meeting, the leader will support and encourage followers to express their ideas
In the meeting, the leader will foster group goals
In the meeting, he leader will communicate a high degree of confidence in the followes' ability to meet expectations
In the meeting, the leader will express high performance expectations for followers
In the meeting, the leader provides recognition/rewards when others reach their goals
In the meeting, the leader empowers his/her followers to make the final decision
4 Employee voice (Farndale et al., 2011; Yeh, 2014)
Leaders here at providing everyone with the chance to comment on proposed changes
Leaders here at listening ideas and suggestions from subordinates
Leaders here at responding to suggestions from employees
5 Substantive conflict (Guetzkow et al., 1949; Amason, 1996)
When conflicts happen in the meeting, your leader and the group search for the real causes of the problem and find out suitable solutions
When conflicts happen in the meeting, your leader provides the accurate information and solves together with flollowers
When conflicts happen in the meeting, your leader combines his/her opinion with the group’s opinion for making the final decision
6 Internal motivation (Men, 2014; Men & Jiang, 2016; Nixon & Littlepage, 2014)
Doing your job well gives you the feeling that you have accomplished something worthwhile The things you do on your job are important to you
You enjoy this work very much
You have fun doing your job
7 Perceived organizational support (Eisenberger et al., 1986)
The organization is willing to extend itself in order to help you perform your job to the best of my ability
Help is available from the organization when you have a problem
The organization wishes to give you the best possible job for which you are qualified
The organization is willing to help you when you need a special favor
The organization would understand if you were unable to finish a task on time
The organization really cares about my well-being
8 Instrinsic motivation (Eisenberger et al., 1986; Gagne et al., 2010)
Doing your job well gives you the feeling that you have accomplished something worthwhile The things you do on your job are important to you
You enjoy this work very much
You have fun doing your job
9 Extrinsic motivation (Eisenberger et al., 1986; Gagne et al., 2010)
If you produce a high quality of work output, you will lead to higher pay
This job affords you a certain standard of living
It allows you to make a lot of money
Producing a low quality of work decreases your chances for promotion
10 Job satisfaction (Alonderiene, 2016; Steel et al, 2018; Lu et at., 2016)
You feel fairly satisfied with your present job
Most days you are enthusiastic about your work
Each day at work seems like it will never end
You find real enjoyment at your work
11 Organizational identification (Gautam et al., 2004)