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Relevant bibliographies by topics / Transactional leadership

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Academic literature on the topic 'Transactional leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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Journal articles on the topic "Transactional leadership"

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Efianda, Angela, and Iswahyuni Iswahyuni. "Political Leadership and Transactional Leadership." International Journal of Multicultural and Multireligious Understanding 8, no. 9 (September 5, 2021): 238. http://dx.doi.org/10.18415/ijmmu.v8i9.3020.

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Leadership is the activity to influences others in order to guide them towards a certain goal (Miftah Thoha, 2013; 121). A leader is someone with capabilities and advantages so that they can influences and guides others to work together for a similar goal. Political leadership covers a wide range of topics due to how a country are constituted by structures designed to run it. Transactional leadership occurs because by default leadership is a form of social control between the leader and its subordinates. Transactional leadership or often called transactional politics has become its own problem. A normal kind of leadership when applied on other fields might become biased and pose a certain problem in the political sphere. Transactional politics can be hard to avoid especially in a presidential government system which involves multiple political parties. Transactional leadership is the kind of leadership modeled to attain a certain goal by giving rewards as well as guiding and controlling the subordinates so that they can work effectively and efficiently. It also focuses more on inter individual transaction, between the members and its managers.

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Jaqua, Ecler. "Transactional Leadership." American Journal of Biomedical Science & Research 14, no. 5 (October 28, 2021): 399–400. http://dx.doi.org/10.34297/ajbsr.2021.14.002021.

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Dartey-Baah, Kwasi. "Resilient leadership: a transformational-transactional leadership mix." Journal of Global Responsibility 6, no. 1 (May 11, 2015): 99–112. http://dx.doi.org/10.1108/jgr-07-2014-0026.

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Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

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Singh, Heisnam, S. Keshorjit Singh, and Laishram Singh. "A STUDY ON THE EFFECTIVENESS OF TRANSACTIONAL AND TRANSFORMATIONAL STYLES OF LEADERSHIP." International Journal of Management, Public Policy and Research 1, no. 2 (May 13, 2022): 6–11. http://dx.doi.org/10.55829/010202.

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The paper studies the transactional and transformational styles of leadership and established the effective style that influences organizational effectiveness. It aimed at exploring and elaborating the styles of leadership (Transactional and Transformational) for managing small and medium firms in Manipur during Covid 19 pandemic. The study adopts survey and interview techniques and 98 employees from 25 small and medium firms in Manipur, India are considered as sample. The data are analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. It has been found that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style. On the other hand for every unit increase in transactional leadership style, effectiveness increased by 1.329. The result shows that transformational leadership style is more effective than transactional style in managing the Small and Medium firms in Manipur This study is an attempt to determine effective leadership style whether transactional or transformational for managing small and medium firms in Manipur during Covid 19 pandemic. A sample of 98 employees from small and medium firms in Manipur was taken for the research using Multifactor Leadership Questionnaire MLQ (Form 5x-Short). The data were analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. The study highlighted that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style as compare to transactional style. However, for every unit increase in transactional leadership style, leadership effectiveness increased by 1.329. The above comparison shows that transformational leadership style is more effective than transactional leadership style in Small and Medium firms in Manipur. This study is an attempt to determine effective leadership style whether transactional or transformational for managing small and medium firms in Manipur during Covid 19 pandemic. A sample of 98 employees from small and medium firms in Manipur was taken for the research using Multifactor Leadership Questionnaire MLQ (Form 5x-Short). The data were analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. The study highlighted that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style as compare to transactional style. However, for every unit increase in transactional leadership style, leadership effectiveness increased by 1.329. The above comparison shows that transformational leadership style is more effective than transactional leadership style in Small and Medium firms in Manipur.

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Alharbi, Fahad, and Abdoulrahman Aljounaidi. "Transformational Leadership, Transactional Leadership, and Employee Performance." Academic Journal of Research and Scientific Publishing 3, no. 29 (September 5, 2021): 58–69. http://dx.doi.org/10.52132/ajrsp.e.2021.294.

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This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.

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F. Vito, Gennaro, George E. Higgins, and Andrew S. Denney. "Transactional and transformational leadership." Policing: An International Journal of Police Strategies & Management 37, no. 4 (November 11, 2014): 809–22. http://dx.doi.org/10.1108/pijpsm-01-2014-0008.

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Purpose – The purpose of this paper is to examine three different structural models the Leadership Challenge model to determine if they best capture transactional or transformational leadership. The three models are derived from the literature. Design/methodology/approach – The data for this study come from self-report surveys of middle managers that are attending the Administrative Officers Course at the Southern Police Institute. The managers completed the 30-item 360° leadership challenge measure. Because the leadership challenge measure is a 360° evaluation of leadership, up to five observers provided data about their manager. The authors use the data from the observer in this study. Using structural equation modeling, the authors examine the aims. Findings – The findings show two important advances. First, the leadership challenge model may capture both transformational and transactional leadership. Second, the findings support the view that the really captures transformational leadership. Originality/value – To the authors’ knowledge, no study has performed this type of examination in the policing literature. The value of this type examination is high.

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Miller, Thomas. "Integrity in transactional leadership." New Directions for Student Services 2011, no. 135 (September 2011): 35–44. http://dx.doi.org/10.1002/ss.402.

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Viana Feranita, Nungky, Alifian Nugraha, and Sampir Andrean Sukoco. "Effect of transformational and transactional leadership on SMEs in Indonesia." Problems and Perspectives in Management 18, no. 3 (October 9, 2020): 415–25. http://dx.doi.org/10.21511/ppm.18(3).2020.34.

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Leadership has an important role in achieving the SMEs’ innovation and performance. One of the great concepts of leadership styles is the Burns’ (1978) concept, which divides leadership into two: transformational and transactional. This study analyzed the direct and indirect effect of transformational and transactional leadership on SMEs’ performance. This was conducted in seven regencies/cities in East Java Province, with 165 SMEs on superior indigenous food and beverage. The main research data were obtained by distributing the questionnaires. It uses path analysis to determine the direct and indirect effect using the LISREL software. The results showed that transformational leadership has a positive and significant effect on SMEs’ innovation and performance directly and indirectly. Transactional leadership has a direct positive and insignificant effect on SMEs’ innovation and performance. However, transactional leadership was found to have an indirect positive and significant effect on SMEs’ performance. In conclusion, transformational leadership is more important for improving SMEs’ performance in Indonesia than transactional. These results provide a practical contribution for SMEs’ leaders to improve transformational leadership, which is oriented towards charisma, intellectual stimulation, and individual consideration. AcknowledgmentThe researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research.

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Sané, Seydou, and Pascaline Abo. "Transactional leadership and success of international development projects (IDP): mediating effects of cooperative style to conflict resolution and team potency." Management Research Review 44, no. 12 (October 11, 2021): 1623–38. http://dx.doi.org/10.1108/mrr-09-2020-0575.

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Purpose This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment. Design/methodology/approach A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method. Findings The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter. Practical implications As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects. Originality/value The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.

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Mushtaq, Irum, Muhammad Salman Chughtai, and Faryal Lashari. "Leadership Styles and Firms’ Innovation, Mediating Role of Absorptive Capacity: Empirical Evidence from Emerging Economy." Management & Economics Research Journal 3, no. 2 (September 1, 2021): 63–87. http://dx.doi.org/10.48100/merj.2021.162.

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This study contends explicitly that leadership styles (transformational and transactional) are positioned as a pylon for firms’ innovation performance. Further, this study contemplates the intermediating inspiration of absorptive capacity (potential and realized) linking leadership styles (transformational and transactional) and firms’ innovation. Data was collected from 301 permanent employees working in Pakistani manufacturing firms (food and tobacco) through the self-administered questionnaires to test the proposed hypothesis of this study. The study's findings demonstrate a positive influence of leadership styles (transformational and transactional) on the firm's innovative performance. Moreover, both absorptive capacity dimensions (potential and realized) mediate the relationship between leadership styles (transformational and transactional) and innovative performance. This study demonstrates that both leadership styles (transformational and transactional) provide phenomenal path routes to augment firms’ innovation. Overall, this study contributed a legitimate illustration of leadership styles strengthening firms’ innovation, specifically transactional leadership style, encouraging results within the developing economy perspective.

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Dissertations / Theses on the topic "Transactional leadership"

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Norris, Dwayne G. "Incorporating implicit leadership theories into the transformational and transactional leadership framework." Diss., This resource online, 1996. http://scholar.lib.vt.edu/theses/available/etd-06062008-154851/.

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Lopez, Caroline J. "Personality and Leadership in Counselor Educators: The Big Five Factors, Transformational Leadership, and Transactional Leadership." Ohio University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1375727746.

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Boonzaier, Anna. "The influence of transactional, transformational leadership on leader-follower value congruence and leadership success." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/3034.

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Thesis (MComm (Industrial Psychology))--Stellenbosch University, 2008.
Effective leadership drives an organisation’s members to achieve a common purpose. Leaders must influence followers to work together to achieve one vision. Successful leaders understand their own values and the values of their followers, in order to guide and direct behaviour. Shared values allow organisations to work together and act as one entity. Successful leaders instil a set of commonly held core values to ensure that followers are working towards the same goals. The purpose of the study was to determine the influence of organisational leadership on leader-follower value congruence and leadership success. The aim of the study was to determine the relationship between transactional and transformational leadership, leader-follower value congruence and leadership success. Engelbrecht’s (2002) model was used as a theoretical framework. A literature study of leadership and leadership success, as well as values and value congruence in organisations was conducted. The relationship between these constructs was also analysed in the literature study. The sample comprised of employees of a large petroleum company in the Western Cape. The sample consisted of 162 leaders and subordinates. The sample comprised of two subordinates for every leader. Each of the respondents completed Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) and Langley’s Values Scale (VS). Both the MLQ and VS were found reliable for the purpose of the study. The statistical analysis was conducted through correlation analyses. The results revealed that transactional and transformational leadership have a direct and positive influence on leadership success. Some support was found for the influence of transactional leadership and transformational leadership on leader-follower value congruence. The results also indicated some support for the influence of leaderfollower value congruence on leadership success. Some support was found for the proposition that leader-follower value congruence mediates the relationship between transactional leadership and leadership success. Conclusions were drawn from the results obtained and recommendations for future research are made.

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Rezaei, Zadeh Mohammad. "Learning process analysis of absorptive capacity on organisational innovation : the influence of leadership styles." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/11177.

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The research in this thesis investigates the learning processes of absorptive capacity (AC) as an element within organisation innovation. An analysis of leadership ‘styles’ is undertaken and factors for effective innovation adoption are considered. It is apparent that AC has been well researched in recent years but there is evidence that little attention has been given into important influences such as leadership. Consequently, AC is determined to involve managerial learning through three processes. These include: (1) exploratory learning as an ability to value and acquire external knowledge, (2) transformative learning to assimilate this knowledge, and (3) exploitative learning to use knowledge for innovation. However, there is little known about interventions of AC learning towards innovation and the effects of top and middle managers’ leadership styles on these processes. Therefore, the research initially attempts to investigate the relationship between AC, innovation, and leadership styles with a view to exploring valuable theoretical insights into the learning processes involved. A conceptual model is formulated which suggests a relationship between the learning processes of AC with different stages of innovation adoption. In this respect, the role of managers is investigated through attention to ‘transformational’ and ‘transactional’ leadership styles where the former changes employees’ values for achieving common goals and the latter encourages exiting practices. The methodology adopted involved a qualitative strategy with data collected through three substantive case studies from research sites in Iran. In total 31 Semi-structured interviews were conducted with respondents to explore the learning processes of AC and leadership styles on innovation. Secondary documents and non-participant observations provided further insights by triangulating the data. Data was analysed in two stages (i) a description of each case was reported (ii) a thematic analysis was used in order to compare the case companies collectively. The findings supported the effects of the learning processes of AC on innovation adoption. It was also found that the leadership behaviours of top and middle managers change from transformational to transactional leadership styles during the exploitative learning process. The influence of top managers’ knowledge, middle managers’ intention, and trust in middle managers also emerged as important constructs in the learning processes. The research contributed to the learning processes of AC and the influence of managerial leadership styles by adding new insights to organisational theory. The results will also be of value to practitioners by providing prescriptive analysis when using external knowledge effectively for adopting innovation.

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Holter, Alexandra J. "Elementary principal leadership behaviors and teacher trust| An examination of transformational, transactional and servant leadership." Thesis, Oklahoma State University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10187803.

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The high stakes accountability environment in which schools currently operate demands leadership behaviors that produce enhanced student outcomes. However, school principals are often caught in a complex web of competing stakeholder demands within large bureaucratic systems. Specifically, principals must fulfill high stakes accountability mandates while also cultivating an environment that enhances stakeholder morale while maintaining the health, safety and well-being of students and faculty. This study explores the influence of transformational, transactional, and servant leadership behaviors on collective faculty trust within a high-stakes mandated testing environment using the theoretical framework of Self-Determination Theory. Additionally, this study will explore the relationship between principal leadership behavior and collective faculty trust in colleagues and collective faculty trust in the principal to gain a better understanding of leadership behavior outcomes.

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Naser, Suzan. "Power distance orientation, gender, and evaluation of transformational and transactional leaders." Thesis, Brunel University, 2016. http://bura.brunel.ac.uk/handle/2438/12109.

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Women all over the world are still having difficulties in occupying leadership positions. People perceive males as being highly qualified and likely to be considered as leaders. Females are less likely to be perceived as leaders and to be less effective in carrying it out. There are different leadership theories but the most studied and popular one nowadays is the transformational and transactional model. Female leaders are said to use a leadership behavior based on interpersonal relationships and sharing of power and information, the behavior which is usually associated with the style of leadership known as transformational. Male leaders have been found to influence performance by using rewards and punishment, the behavior mainly associated with the style of leaders known as transactional. The individuals, who work for leaders, are called followers. How followers view the magnitude of difference in power between themselves and their leaders is called a power distance orientation. The purpose of this study was to evaluate transformational and transactional leadership with a gendered and culturally appropriate lens, particularly, to extend the research on gender, leadership and culture area in an Arab Middle East context where little research has been done. This study was guided by two research questions; the first one examining the interaction effect of the participant’s power distance orientation and the leader’s gender on the participant’s perception of the transformational leader; the second one examining the interaction effect of the participant’s power distance orientation and the leader’s gender on the participant’s perception of the transactional leader. This research adopted the quantitative method; the use of vignettes and a questionnaire. 437 employees in an organization in Syria returned a complete and usable questionnaire. Data analyzed using ANOVA and hierarchical multiple regression revealed a significant interaction effect of the gender of the leader and the participant’s power distance orientation on evaluation of a transformational leader on three out of the five dimensions of transformational leadership. Also, results revealed no significant interaction effect of the gender of the leader and the participant’s power distance orientation on evaluation of a transactional leader on the three dimensions. This research makes an important contribution to theoretical understanding of gender by showing gender-role stereotyping may change over time and place. This study offers insight into the culture leadership research that means evaluation of performance for transformational leaders is influenced by the cultural value of a follower’s power distance orientation.

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Al-Anazi, Favyadh Bani. "The relationship between new leadership styles and organization : an empirical investigation of transformational and transactional leadership." Thesis, University of Liverpool, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.357359.

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Akar, Aytug. "Transformational And Transactional Leadership Characteristics Of Intercollegiate Athletes And Non-athletes." Master's thesis, METU, 2010. http://etd.lib.metu.edu.tr/upload/12612220/index.pdf.

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ABSTRACT TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP CHARACTERISTICS OF INTERCOLLAGIATE ATHLETES AND NON-ATHLETES M.S.Physical Education and Sports Supervisor: Assoc.Prof.Dr.Settar KOÇ
AK June 2010, 64 Pages The main purpose of this study was to examine the transformational and transactional leadership characteristics of intercollegiate athletes and non athletes. The second purpose was to compare transformational and transactional leadership characteristics in athletes and non-athletes. In this study, 152 subjects were selected from seven different universities. Data was collected through Turkish version of Multifactor Leadership Questionnaire (MLQ) - Leader Form (Form 5X-Short). Quantitative statistical analyses using SPSS confirmed the study'
s first and second hypothesis through and independent samples t-test that the intercollegiate athletes scored statistically higher on the MLQ (Multifactor Leadership Questionnaire) 5X-Short than the non-athlete university students. MLQ 5X-Short scores were subjected to t-test using the athlete2s gender, sport activity, team membership, weekly exercise days, exercise in yearly based time. The test variables were transformational and transactional leadership behaviors and subscales of them, the grouping variables were intercollegiate athletes and non-athletes. Two out of three Leadership behaviors were statistically significant when comparing intercollegiate athletes and non athletes.

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Khokhar, Faisal Qadeer. "Transformational and transactional leadership : an exploratory study in a developing country." Thesis, University of Manchester, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488122.

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Leadership has been an important topic in the social sciences for decades. Recently, there has been renewed interest in leadership. In all of the new developments the theory, which has generated the most interest by practitioners and academia alike, is the model of Bass and coworkers, which claims that their transformational - transactional leadership model is a new paradigm, neither replacing nor explained by other models. This study explores these concepts in the business settings of a developing country. Both quantitative and qualitative research methods are employed to collect data for triangulation purposes. For quantitative data collection the researcher translated, tested and applied English and Urdu versions of standard transformational and transactional inventory - Multifactor Leadership Questionnaire (MLQ) by Bass & Avolio 1997. A similar process was followed with a climate inventory - Creative Climate Questionnaire (CCQ) by Ekvall 1993. These inventories were completed by followers. In total 290 usable questionnaires were obtained. The researcher also developed semi-structured interview schedules for both leaders and their followers. The results of the factor analyses of MLQ showed that the three postulated types of leadership responses can be found in the data. The scales were found to differ slightly from those reported by Bass & Avolio 1997. Furthermore, transformational leadership had strong positive correlation with outcome factors and creative climate and transactional leadership also showed positive correlation with outcome factors and creative climate. Hierarchical regression analysis also showed that transformational leadership showed significant add-on effects to transactional leadership in explaining the outcome factors and creative climate. Its importance flows from the critical difference in implications when we challenge the orthodoxy of Bass and Avolio. To the researcher's knowledge this is the first analysis made in this fashion and therefore contributes evidence that transformational leadership and transactional leadership coexist. The Creative Climate Questionnaire (CCQ) was employed to test the convergent and discriminant validity of MLQ. MLQ showed strong convergent validity as the indicated strengths of the correlation were decidedly in favour of the transformational leadership factors and transactional leadership. Furthermore it also showed a strong discriminant validity as there was strong negative correlations between creative climate and passive leadership factors. To the researcher's knowledge this is the first time convergent and discriminant validities of MLQ have been tested in this fashion and therefore contributes further evidence of the validity of MLQ. The researcher believes it is also important as it shows that a carefully selected single instrument can be used to test the convergent and discriminant validity of another instrument. The content analysis of interviews of both leaders and followers showed that there were distinct differences between reported characteristics of transformational leaders and non-transformational leaders. The leadership characteristics that differentiated transformational and non-transformational leaders were: vision, captivating/inspiring speaking skills, an ability to excite, and countercultural/nontraditional behaviour and practices, high energy and dynamism, brilliance in terms of strategic insight and knowledge and active campaigning for organisational goals. A further distinguishing point between the transformational and non-transformational leaders is that, in interviews, subordinates of the transformational leaders described their leader's approval as a critical source of leader confirmation. Context was also examined to determine its role in fostering the appearance of the phenomenon. No specific context appeared to play a determining or catalytic role. Evidence from three surrogate measures for context appears to confirm the hypothesis that no one specific context (e.g. context of crisis) plays the determining role in the appearance, presence, and therefore impact of a transformational leader. Nonetheless the findings do not preclude the possibility that an underlying, determining dimension exists or that certain environments are more conducive to emergence of transformational leadership than others.

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Sridhar, Balakuntalam Sundareswara. "Career stage and perceived technological uncertainty as antecedents of leaders choice of transactional and transformational behaviors." Connect to resource, 1987. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1262784097.

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Books on the topic "Transactional leadership"

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J, Avolio Bruce, and Bass Bernard M, eds. Developing potential across a full range of leadership: Cases on transactional and transformational leadership. Mahwah, N.J: Lawrence Erlbaum Associates, 2002.

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Khokhar, Faisal. Transformational and transactional leadership: An exploratory study in a developing country. Manchester: Manchester Business School, Phd, 2001.

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Albritton, Rosie L. Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness. Ann Arbor, Mich: University Microfilms International, 1993.

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Walumbwa, Fred O., and Tara Wernsing. From Transactional and Transformational Leadership to Authentic Leadership. Oxford University Press, 2012. http://dx.doi.org/10.1093/oxfordhb/9780195398793.013.0023.

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Arenas, Fil J. Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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Arenas, Fil J. Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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Arenas, Fil J. Casebook of Transformational and Transactional Leadership. Taylor & Francis Group, 2019.

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Blokdyk, Gerardus. Transactional Leadership a Complete Guide - 2020 Edition. Emereo Pty Limited, 2020.

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Arenas, Fil J. A Casebook of Transformational and Transactional Leadership. Routledge, 2019. http://dx.doi.org/10.4324/9781315178707.

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Book chapters on the topic "Transactional leadership"

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Swan, Wallace. "Transactional Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 5978–81. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_1893.

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Swan, Wallace. "Transactional Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–4. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_1893-1.

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Potter, David, and Jens Starke. "Transactional and Transformational Leadership." In Building a Culture of Conscious Leadership, 39–48. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003272793-5.

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Ahmed, Sana, and Aditya Simha. "Differences Between Transactional and Transformational Leadership." In Encyclopedia of Business and Professional Ethics, 1–3. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-23514-1_1101-1.

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Kriger, Mark, and Yuriy Zhovtobryukh. "The Role of Charismatic, Transformational, and Transactional Leadership." In Strategic Leadership for Turbulent Times, 83–92. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-40380-3_5.

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Schnurr, Stephanie. "Transactional Aspects of Leadership Discourse: Humour and Getting Things Done." In Leadership Discourse at Work, 26–41. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230594692_2.

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van Poelje, Sari. "Three levels of leadership." In New Theory and Practice of Transactional Analysis in Organizations, 6–15. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003173564-2.

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Cardona, Pablo, and Carlos Rey. "Missions-Driven Leadership." In Management by Missions, 131–45. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-83780-8_9.

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AbstractIn this chapter, we present the leadership style required by management by missions (MBM). We first make a brief review of the different types of leadership that have been proposed in the past: transactional, transformational and transcendental leadership. And then, we propose the key competencies of missions-driven leadership (MDL) structured in four areas: commitment with purpose and missions, developing a culture of cooperation through a sense of purpose, ability to implement the changes required by the organization’s purpose and the struggle for control the personal ego.

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Laurier, Corinne. "Adapting leadership power to its purpose." In New Theory and Practice of Transactional Analysis in Organizations, 16–29. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003173564-3.

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Madonsela, Nelson Sizwe, Paulin Mbecke, and Charles Mbohwa. "Strategic Leadership Practices for Sustainable Competitive Advantage in the Global Market." In Transactions on Engineering Technologies, 371–82. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-1088-0_28.

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Conference papers on the topic "Transactional leadership"

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Kittikunchotiwut, Ploychompoo. "ROLE OF TRANSFORMATIONAL LEADERSHIP AND TRANSACTIONAL LEADERSHIP ON ORGANIZATION INNOVATION." In 48th International Academic Conference, Copenhagen. International Institute of Social and Economic Sciences, 2019. http://dx.doi.org/10.20472/iac.2019.048.027.

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Tappura, Sari, and Noora Nenonen. "Safety Leadership Competence and Organizational Safety Performance." In Applied Human Factors and Ergonomics Conference. AHFE International, 2019. http://dx.doi.org/10.54941/ahfe100157.

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Safety leadership is a key factor in promoting safety performance in organizations. Managers need safety leadership competencies when motivating employee safety participation and compliance, as well as in improving the related safety outcomes. Based on the current research, certain safety leadership styles are vital with regard to safety performance. By developing these competencies, organizations may improve their effectiveness via better safety performance. Information on a managers’ safety leadership competence is required in order to develop their competencies and to develop safety training for managers. The objective of this study is to suggest efficient safety leadership competencies for managers, and discuss the importance of developing managers’ safety leadership competence. The results are based on a literature review and 18 interviews carried out in a Finnish expert organization. The results were structured according to the transactional and transformational leadership facets based on leadership theory. The results point out the importance of all traditional facets of transactional and transformational leadership with relation to safety performance, and the idealized influence leadership facet was emphasized. Other important facets were inspirational motivation, intellectual stimulation, and management by exception. Both the transactional and transformational safety leadership competencies of the managers should be trained and developed.

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SURYANARAYANA, Prof A. "AN EMPIRICAL STUDY INTO TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2011. http://dx.doi.org/10.5176/2251-2349_hrmpd53.

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Hanafi, Agustina, Zakaria Wahab, and Afriyadi Cahyadi. "Transactional Leadership and Transformational Leadership, Their Impacts on Job Satisfaction: Islamic Banking in South Sumatra." In 5th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200520.023.

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Ali, Maulana. "The Influence of Motivation, Transactional Leadership, Organizational Culture on Performance." In Proceedings of the Social and Humaniora Research Symposium (SoRes 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/sores-18.2019.82.

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Hamdi, Sameer, Alaa Jameel, Aram Massoudi, and Abd Rahman Ahmad. "Leadership Styles and organizational citizenship behaviour in secondary schools." In 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.231.

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Leadership style has not been effectively examined in educational institution in developing countries. The purpose of this study is to examine the impact of Leadership styles on organizational citizenship behaviour (OCBs) among secondary school teachers. Based on the review, the study proposed that leadership styles and its components; transformational leadership (TFL) and transactional leadership (TAL) will affect OCBs. Methodology, The population of this study, is secondary school teachers. A stratified sampling technique was deployed to collect 174 responses from eight schools. The findings showed that TFL and TAL have a significant effect on OCBs and TFL highly predicted OCBs than TAL. Decision-makers are advised to implement the TFL and increase the OCBs among Teachers.

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Li Gao, Kan Shi, Rujie Qu, and Jiafang Lu. "Transactional Leadership and Employee Creativity: The mediation role of Career Satisfaction." In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII 2012). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339796.

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"Transformational and Transactional Leadership Effect on Job Satisfaction in Santika Hotel Bandung." In International Conference on Trends in Economics, Humanities and Management. International Centre of Economics, Humanities and Management, 2015. http://dx.doi.org/10.15242/icehm.ed0315080.

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Harun, Cut Zahri, Khairuddin, and Niswanto. "Increasing Students’ Motivation in Learning through Teachers’ Transformational and Transactional Leadership Style." In International Conference on Natural Resources and Sustainable Development. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009898000002480.

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Marbawi, Marbawi, A. Arifin, Sulaida Sulaida, Nurmala Nurmala, and Likdanawati Likdanawati. "The Influence Transformasional Leadership and Transactional Leadership on the Organization Citizenship Behaviour and Employee Performace on Bank Aceh Sharia." In Proceedings of the 1st International Conference on Finance Economics and Business, ICOFEB 2018, 12-13 November 2018, Lhokseumawe, Aceh, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.12-11-2018.2288831.

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Reports on the topic "Transactional leadership"

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Bass, Bernard M., and Bruce J. Avolio. Platoon Readiness as a Function of Transformational/Transactional Leadership, Squad Mores, and Platoon Cultures. Fort Belvoir, VA: Defense Technical Information Center, May 1999. http://dx.doi.org/10.21236/ada364116.

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Waldman, David A., Bernard M. Bass, and Francis J. Yammarino. Adding to Leader-Follower Transactions: The Augmenting Effect of Charismatic Leadership. Fort Belvoir, VA: Defense Technical Information Center, December 1988. http://dx.doi.org/10.21236/ada204115.

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