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The purpose of this study is to investigate the relation between organizational culture and job satisfaction. In particular, the research hypothesis is that the type of organization culture in a specific institution is able to predict the levels of job satisfaction among employees. For the measurement of job satisfaction in the present study, the Employee Satisfaction Inventory-ESI (Koustelios, 1991; Koustelios & Bagiatis, 1997) was used. The inventory was created using Greek employees as a sample. It included 24 items , which measure six dimensions of job satisfaction. The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). It included six questions (Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases, Criteria of Success). Each question had four alternatives (A=Clan, B=Adhocracy, C=Market, D=Hierarchy). According to the results, there is a significant difference between all aspects of current and preferred organizational culture types among employees of Greek banking institutions. The majority of employees would prefer to work in a more friendly environment, where mutual trust and informal relationships among colleagues are dominant, personal ambitions are taken into consideration and teamwork is rewarded. Moreover, the present study showed that organizational culture can partially predict the levels of employees' job satisfaction. In particular, the adhocracy and the market type are more likely to make employees dissatisfied with their salary, while the opposite happens with the hierarchy type. Nevertheless, further investigation is needed, so that Greek bank employees' job satisfaction is being well studied and promoted.

ABSTRACT: The conception of the main subject of the research lies in the authors’ interest in human trafficking as a social issue. The paper presents the theoretical context based on a review of the literature along with research results on existing information regarding the phenomenon of trafficking in Greece. Conclusions are drawn by reviewing the policies that deal with trafficking; at the same time the practices implemented in Greece in order to address it are analyzed by concentrating and focusing primarily on the implementation of project-oriented organizational structures and strategic processes, as imperative choices-prerequisites in addressing this major social problem.

ABSTRACT: The main aim of this study is to examine the effect of principals’ transformational leadership on teachers’ self-efficacy across 77 different Greek elementary and secondary schools based on a centralized education system. For the investigation of the above effect multilevel Structural Equation Modelling analysis was conducted, recognizing the nested nature of the data (teachers withing schools). It was using the approach of Muthén and the software package MPlus. For the purpose of this study, psychometric properties of the Principal Leadership Questionnaire (PLQ) and The Teachers’ Sense of Efficacy Scale (TSES) were examined using structural equation modelling techniques. The results revealed that general factor representing the items of PLQ have an effect upon TSES constructs (efficacy in student engagement, and efficacy in instructional strategies). The originality and value of the current manuscript highlights the stability of the effect of transformational leadership and self-efficacy in a centralized educational system and the importance of the application of different transformational leadership behaviours concerning the enhancement of teacher’s self-efficacy. Conclusions on the implications, suggestions for future research and limitations of the findings are drawn.

Purpose This study aimed to investigate the relationship between elementary and secondary teachers’ background characteristics and constructs of self-efficacy, using the Teachers’ Sense of Efficacy Scale – TSES, during a difficult economic period for Greece and other European countries. Design/methodology/approach Equation modeling techniques were used to examine the construct validity of Greek version of TSES and secondly to examine teachers’ self-efficacy profile in primary and secondary schools during a difficult economic period for Greece and other European countries. Findings The findings of the study, using the equation modeling techniques, revealed that a multidimensional first-order 3-factor model fits well to the data Using multiple-group analysis, the results of the study indicate that background characteristics, such as teachers’ gender, teaching experience, educational level (elementary and secondary level) and age affect their self-efficacy factors (efficacy in student engagement, efficacy in instructional strategies and efficacy in classroom management). Research limitations/implications The data of the specific analysis is based on centralized education systems during a difficult economic period. For improvement, future research using longitudinal approaches may give further important factors across different academic years and across the same individuals. Further research is also required in order to investigate the relationship between self-efficacy and students’ achievement. Originality/value The originality and value of the current manuscript highlights the confirmation and the interpretation of latent factors measuring elementary and secondary school teachers’ self-efficacy (TSES) based on a centralized educational system.

Abstract: The purpose of the present investigation is to study the relationship between Greek Banks' leadership style, employee's job satisfaction and organizational culture. Leadership is thought to be a key aspect of organizational culture, affecting employees' satisfaction with their work, colleagues and superiors. For the purposes of the present study, leadership style was measured with the Multifactor Leadership Questionnaire (M. L. Q. - 5x), a tool created by Avolio and Bass (2004). The questionnaire measures different styles of leadership: 1) Transformational, 2) Transactional 3) Passive/ Laissez-faire. For the measurement of job satisfaction, the Employee Satisfaction Inventory (E. S. I.) was used, a tool created by Koustelios (1991). It includes 24 items which measure six dimensions of job satisfaction: 1. Working conditions, 2. Salary, 3. Promotions, 4. Work itself, 5. Immediate superior and 6. The organization as a whole. For the measurement of organizational culture the Organizational Culture Assessment Instrument (OCAI), developed by Cameron and Quinn (2006), was used. It consists of six questions (Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases, Criteria of Success) and each question has four alternatives (A=Clan, B=Adhocracy, C=Market, D=Hierarchy). Results showed that there is a difference between the dominant (hierarchy) and the preferred culture types (adhocracy and clan), which is proportional to the relationship between leadership style and job satisfaction of employees.

ABSTRACT: The literature review provides mixed results regarding the impact of demographic characteristics (gender, age, educational background, job position, and working experience) on leadership style. Therefore, the aim of this study is twofold. On the one hand, it aims to test the level of different leadership styles by a sample of Greek bank employees and on the other hand, it aims to explore those background characteristics that have an impact on different leadership styles, based on employees’ perception. The sample of the present study consists of 487 Greek bank employees. Leadership style was measured using the Multifactor Leadership Questionnaire (M. L. Q. – 5) designed by Avolio and Bass (2004). The questionnaire measures three different styles of leadership: 1) Transformational, 2) Transactional 3) Passive/ Avoidant. Transformational leadership style includes the following items: Idealized Influence (attributes), Idealized Influence (Behaviours), Inspirational Motivation, Intellectual Motivation, and Individualised Consideration. Transactional leadership style includes the following items: Contingent Reward, and Management by Exception: Active. Finally, Passive/ Avoidant leadership style includes the following items: Management by Exception: Passive and Laissez-faire. The results of this study indicated that the employees rated higher transactional and transformational leadership styles, as it is indicated by other researchers. Moreover, it was found that the demographic characteristics of employees, namely gender, age, educational background, working experience, and job position, have an effect on various items regarding leadership style, effectiveness and satisfaction from leadership styles based on employees’ perception. Due to the fact that the outcomes are still ambiguous, further study is needed.