To see the other types of publications on this topic, follow the link: Transactional leadership.
Dissertations / Theses on the topic 'Transactional leadership'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Transactional leadership.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
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/.
Full text
2
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.
Full text
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full text
8
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.
Full textAbstract:
ABSTRACT
TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP
CHARACTERISTICS OF INTERCOLLAGIATE ATHLETES AND
NON-ATHLETES
M.S.Physical Education and Sports
Supervisor: Assoc.Prof.Dr.Settar KOÇAK 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.
9
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.
Full textAbstract:
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.
10
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.
Full text
11
Xiaoxia, Pan, Pan Xiaoxia, and Wu Jing. "Transformational Leadership VS : Transactional Leadership. The Influence of Gender and Culture on Leadership Styles of SMEs in China and Sweden." Thesis, Kristianstad University College, Department of Business Administration, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4068.
Full textAbstract:
Transformational and transactional leadership, which focus on the relationship between leaders and employees, are the most recent development of leadership theories. Yet studies on the impact of gender and culture on transformational and transactional leadership styles are limited. This Master Dissertation therefore aims to shed new light on that issue. First, it attempts to compare leadership styles adopted by managers of SMEs in China and Sweden. Second, it tries to evaluate which element - gender or culture - exerts a more important influence upon leadership styles.
Based on empirical researches, ten hypotheses are formulated and a new model is developed in the dissertation. In addition, the deductive approach is chosen as methodology and quantitative data is gathered with the help of an empirical study of an online questionnaire.
Eventually, the present research indicates that both Chinese managers and Swedish managers of SMEs are prone to be more transformational than transactional. It also shows that there is no gender influence upon leadership styles. In contrast, culture exerts a little more impact on leadership styles of SMEs in China and Sweden.
Key words:
12
Walker, Kristin Marquette. "Perceptions of Leadership: Impact of Leadership Style and Gender on Employee Motivation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1945.
Full textAbstract:
Researchers suggest that individuals in Corporate America have stereotypes about the ways in which men and women lead. They also have found that a leader's style and gender can impact employees' job satisfaction, performance, and engagement. However, researchers have provided little empirical evidence about the specific relationship of leadership style and gender on employee motivation. The purpose of this quantitative study was to examine the effects of leadership style, as measured by the Multifactor Leadership Questionnaire (MLQ), and a leader's gender on employee motivation, as measured by the Work Preference Inventory (WPI). Because it was assumed that small organizations would elicit higher participation, individuals employed at organizations with fewer than 100 employees were surveyed. After being asked about the gender and specific characteristics of their leaders, participants were asked about their level of motivation via the WPI. A 2x3 ANOVA was performed to determine the main effects of a leader's gender and leadership style on level of employee motivation. Findings revealed that although gender and leadership style do not significantly impact motivation, laissez-faire leadership style is more likely to positively influence motivation when compared to transformational or transactional leadership style. Though statistically insignificant, these findings contribute to the understanding of the relationship of gender, leadership, and employee motivation, an ongoing topic of concern. Social implications of this study include dispelling some of the gender stereotypes distributed by Corporate America. Essentially, effective leadership is not about which gender leads best, but more about deploying leadership skills that will contribute to employee success.
13
Sibiya, Lihle. "The effect of transformational and transactional leadership, safety culture on safety outcomes." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52319.
Full textAbstract:
Leaders are organisational architects with an ability to influence the inputs and outputs
of business performance which includes safety performance. Inputs and outputs in the
context of this study include the safe behaviour of employees and the leader s role in
creating a safe working environment. Studies in safety leadership have shown that
transformational leadership results in high employee safety participation whereas
transactional leadership results in increased safety compliance. Recent studies have
focused mainly on the impact of the two leadership styles on the safety climate. This
study aims to bridge the existing gap in understanding the effect of transformational,
transactional leadership and safety culture on safety outcomes. Self-administered and
online questionnaires were used to collect data in chemical organisations in Durban.
The number of returned valid questionnaires was 250. Analysis included various
correlation tests and multiple regression analysis to test the relationships between the
three variables. Results revealed that transformational and transactional leadership
lead to different safety outcomes. In addition, transactional leadership positively
impacts on safety culture when compared with transformational leadership which has
demonstrated a negative relationship.Mini Dissertation (MBA)--University of Pretoria, 2015.
sn2016
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
14
Schulter, Daniel Joseph. "The Influence of the Principal's Leadership Style on Teachers' Use of Technology in the Instruction of Secondary Mathematics and English." Diss., The University of Arizona, 2006. http://hdl.handle.net/10150/194676.
Full textAbstract:
The study sought to advance knowledge between leadership style and teacher's use of technology. This quantitative research study investigated the relationship between principal leadership style determined by the MLQ (Bass & Avolio, 1989) and the perceived Role Messages (Katz & Kahn, 1978) teachers' receive about the use of technology in English and Mathematics. The Role Messages teachers receive from the principal influence the teachers' use of technology. A qualitative instrument, The Role Message Perception Interview for Administrator (RMPI-A) was used to confirm principal's leadership style in the transformation, transactional, and passive/avoidant areas.A transformational leader builds trust, inspires teachers, acts with integrity, encourages innovative thinking, and coaches people to move the teachers to a higher level of commitment. A transactional leader is more concerned with monitoring for mistakes and rewarding achievement. A passive/avoidant leader chooses to use his time dealing with crises and avoids involvement (Bass & Avolio, 1994). Sixty-three teachers of Mathematics and English at each of the five urban high schools responded to the Perceived Role Message Survey for Teachers (RMPS-T), a 56-question survey about the use of technology. The principal's leadership style was compared to their teachers' perception among the five high schools. The responses by teachers on the RMPS-T for the transformational sub-section showed significant differences among teacher responses on school culture (p = 0.0159), there were no other significant differences among transformational sub-sections. On the transactional sub-section showed significant differences among teacher responses on evaluator monitors (p = 0.122), and differences among the my principal rewards me sub-section, but not significant (p = 0.009). On the passive/avoidant the sub-section there were no significant differences.The study sought to show connection between teachers' gender, age, subject taught, the number of college credits earned, and the number of hours of professional development when compared to the number of uses of technology. The findings showed a difference among teacher responses based on gender, but not significant. There were no other significant differences. The results will assist high school principals in understanding how leadership style can impact the use of technology.
15
Nguyen, Hai Nam. "The Impact of Leadership Behaviours and Organisational Culture on Knowledge Management Practices in Small and Medium Enterprises." Thesis, Griffith University, 2010. http://hdl.handle.net/10072/365771.
Full textAbstract:
An increasing number of organisations are turning to knowledge management (KM) as a key to leverage their distinctive core competencies in their pursuit of competitive advantage. Organisations are interested in KM to boost the efficiency of their processes, increase their productivity and quality of their services, and to achieve innovative solutions and products for their customers. Consequently, the contributions of KM to the overall success of an organisation have been widely acknowledged. Prior research studies have demonstrated that both organisational culture and leadership behaviours are widely held to be major barriers to creating and leveraging knowledge. The literature suggests that for KM implementation to be effective there is a need to diagnose the fit between an organisation and its KM objectives. Thus, it is essential to articulate how organisational culture and leadership styles affect the organisation’s ability to create and apply knowledge. It is only then that appropriate strategies can be designed to either adapt the organisational culture or reshape it to support KM objectives. A critical evaluation of research studies in the fields of leadership, organisational culture, and knowledge management indicated that, while some evidence exists supporting the links between leadership and KM and between organisational culture and KM, the combined study of all three of these concepts has been hitherto lacking. This study, therefore, examines this research gap. More specifically, the study investigates the relationship between leadership behaviours and KM practices, and the moderating effects of organisational culture on that relationship. To investigate such a relationship, a conceptual model comprising four constructs, namely transformational leadership, transactional leadership, organisational culture, and KM practices, was developed. The model and its related four hypotheses were empirically examined using a questionnaire-based survey targeting Australian small and medium-sized enterprises (SMEs). The rationale for selecting SMEs was two-fold. First, one of the main characteristics of SMEs is that management structures are often minimal, and decision making is centralised at the owner/manager level. Hence, the leader’s personality and behaviours would be expected to have a significant influence on supporting organisational KM practices. Second, individual SMEs are more likely to have a single organisational culture. Thus, culture and cultural fit are more profound in SMEs than in large organisations where several cultures may be present. Data related to the four constructs of the study were collected from 157 SMEs using three previously validated instruments. For the measurement of leadership behaviours, the study used the Multifactor Leadership Questionnaire (MLQ-5X), which is one of the most widely tested measures of transformational and transactional leadership. For the construct of KM practices, a 17-item assessment questionnaire developed by Becerra-Fernandez and Sabherwal (2001) was used to allow participants to indicate how frequently each of the identified KM processes and tools is currently being used within their respective organisations. Finally, Denison’s Organisational Cultural Survey (DOCS), adapted from Fey & Denison (2003), was selected to measure the dimensions of organisational culture. Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA) and Regression Analysis (RA) were employed to examine the relationships among the research constructs. The results shed light on how leadership behaviours and organisational culture influence KM practices. First, both transformational and transactional leadership behaviours appear to be positively related to KM practices. More specifically, charismatic leadership (focusing on envisioning, empathy, and empowerment) and contingent reward leadership behaviours (focusing on transactions, rewards, and punishment) have a greater impact on facilitating knowledge socialisation and exchange within organisations. Second, the results of moderated regression analyses reveal that the effectiveness of leadership behaviours is contingent upon the type of organisational culture. To illustrate, cultures with strong emphasis on hierarchy (i.e. highly centralised and formalised) and/or mission (i.e. being competitive and goal-oriented) would attenuate the contribution of transactional leadership behaviours to KM. These findings, hence, suggest that the most effective leaders for successful KM implementation are those who are best able to display and use both transformational and transactional leadership behaviours upon different organisational contexts and cultures. For example, transactional leadership might work better in reinforcing existing norms, values and procedures, whereas transformational leadership behaviours would allow the adaptation of organisational culture to and its realignment with, a new vision when needed. Third, and perhaps of most interest, the evidence provided by the study indicated that leadership behaviours (in their own right) are significant contributors to organisational culture, and that leaders can influence KM practices either directly or indirectly through organisational culture. These findings confirm the crucial role of leadership in building and maintaining a supportive organisational culture for KM, thus providing further evidence for the need to develop a comprehensive investigation into the potential role that organisational culture could play as an effective mechanism by which leaders could enact KM within their organisations. Finally, although the use of well-tested questionnaires indicated a strong conceptualisation of the transactional leadership model, this could not be extended to the transformational leadership and organisational constructs where a relatively moderate representation was obtained for these two constructs. While this finding is somewhat disappointing, it enhances the existing body of knowledge by suggesting that perceptions of transformational leadership and organisational culture might be contingent upon other contextual conditions such as national culture, organisational history and performance – all of which are outside the scope of this research study. In conclusion, this study provides empirical evidence on the connection among leadership behaviours, organisational culture, and knowledge management, thereby addressing the need for research that incorporates cultural context in leadership and KM studies. Furthermore, it provides practical implications for managers/leaders by identifying the leadership behaviours and organisational mechanism required to enhance KM practices.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Engineering
Science, Environment, Engineering and Technology
Full Text
16
Bi, Shen, and Yingqi Ni. "Transformational Leadership in Chinese Context." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-43661.
Full textAbstract:
In this thesis, we are studying the issue of transformational leadership in Chinese context, which is subjected to social science category. The reason why we concentrate on this research issue is based on the limited available references of Chinese transformational leadership, on our personal interests of transformational leadership and on the rather interesting and mysterious Chinese context covering the influence of globalization, digitalization and so forth. At the same time, we will focus on two major research questions, what leaders and followers’ expectations are during transformation in Chinese companies and what skills and abilities Chinese transformational leaders need in practice.Since we have ascertained the research issue and questions, the methodology of grounded theory and relevant literatures of organizational change, full range of leadership model, followership, and skill approach laid the solid foundation for our further data collection and data analysis. And the way of interviewing and questionnaire as specific methods of data collection played a crucial role in gathering empirical data, which gives contributions to theory development for our research.Through collecting and analyzing data, we constructed our theory of Chinese transformational leadership. For improving transformation performance in Chinese companies, transformational leaders is required to take both leaders and followers’ expectations into consideration and to lead the transformation with effective leadership skills and abilities. In addition, we found that there is a new implication of transformational followership for readers and a comparatively vague concept of trust in transformation process in Chinese companies for further study.
17
Keita, Yera. "Leadership Styles and Their Impact on Church Growth in Alexandria and Springfield, Virginia." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7158.
Full textAbstract:
Even though millions of Americans attend church, church worship practices have declined in recent years. Also, church leaders lack understanding of transformational, transactional, laissez-faire, and servant leadership styles and their potential to promote the growth of church membership. Gaps exist in the literature regarding the connection between development and efficacy, organizations and outcomes, and church leaders' styles and church membership growth. The purpose of this qualitative case study was to explore the perception of church leaders (pastors, deacons, ministers) and members of congregations regarding leadership styles and how the implementation of those styles influences the growth of church membership. The conceptual framework of this study was Bass's full-range leadership theory and Greenleaf's servant leadership theory. The data collection methods were semistructured, face-to-face interviews with 40 church leaders and members of 4 congregations, a focus group interview with 5 of those participants, and review of church documents. Transcript review and triangulation increased the credibility and trustworthiness of the data. Thematic analysis was used in data analysis. Data analysis yielded 12 themes: ideal church leadership styles, church leadership management, church leadership motivation, leadership that ensures church growth, effective leadership communication, leadership practices, developing leaders, perceptions of leadership, church attendance growth and decline rates, leaders' roles, church administrator's handbook, and vision and mission statements. The findings of this research may influence social change for leaders of Pentecostal churches who function as leadership mentors and believers within their church environment.
18
Grover, Ira Ann. "Can Leaders Influence a Learning Organization? An Exploratory Study of the Relationship Between Leadership, Organizational Learning Capability and the Mediating Role of Trust." Thèse, Université d'Ottawa / University of Ottawa, 2012. http://hdl.handle.net/10393/23255.
Full textAbstract:
The purpose of this research is to study how organizations maintain their competitive advantage in today’s turbulent and highly competitive business environment, by striving to become a learning organization. The impact of factors such as leadership (both transformational and transactional leadership) and trust on an organization’s learning capability is empirically examined. This research adds to the existing body of literature in two ways. First, it argues that a transactional leadership style can influence learning, despite research spanning the last decade that has focused on transformational leadership theory as the dominant model of effective leadership. Therefore, the importance of both leadership styles, each having valuable differential effects is emphasized in this study. Second, the previously untested role of trust as mediating the relationship between leadership and organizational learning capability is examined. It is argued that without supervisor trust, the opportunities for a learning organization to reach its full potential and to subsequently develop learning capabilities is reduced. Findings from this study support the influence of both leadership styles on learning. Trust in one’s supervisor was also found to fully mediate the relationship between leadership and learning.
19
Chen, Yen-Hao. "Knowledge conversion processes and leadership : an exploratory study of Taiwanese managers." Thesis, Loughborough University, 2007. https://dspace.lboro.ac.uk/2134/8063.
Full textAbstract:
This research explored the extent to which different knowledge conversion processes require different kinds of leadership. The research was inspired by Nonaka and Konno (1998) and proposed that knowledge conversion processes may each require their own form of leadership because they are conducted under different bas or contexts. Vera and Crossan's (2004) work provided a foundation for this research through the argument that knowledge conversion processes need not only transformational but also transactional leadership. The leadership framework based upon transformational and transactional leadership was therefore adopted for the study. Semi-structured interviews and the Multifactor Leadership Questionnaire (MLQ), developed by Bernard Bass and Bruce Avolio to assess leadership under the transformational and transactional leadership framework, were used to gauge the opinions of participants about leadership and knowledge conversion processes. Scenarios/descriptions derived from Nonaka and Takeuchi (1995) were used to focus the mindset of the participants involved in the interviews and the questionnaire, which was administered at the time of the interviews to support triangulation. Findings suggested that knowledge conversion processes do not differ to the extent that they require both transformational and transactional leadership. However, qualitative evidence indicated that knowledge conversion processes were somewhat different in terms of certain dimensions of transformational leadership. These differences related to the need for a strong sense of purpose, a compelling vision of the future and long-termism in some but not all situations involving the leadership of knowledge conversion processes.
20
Cho, Suna, and Pei-Fan Tseng. "Leadership in the 2008 financial crisis : Understanding dimensions of Transformational & Transactional leadership during financial crisis in financial institutions." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9541.
Full textAbstract:
Problem: -The 2008 Financial crisis has caused global impact on business market and led to question leader's competence. Prior study has found that leadership contributes certain effects to organizations' performace under a crisis situation, however there is lit-tle study which has been made regarding to identifying crisis leadership and its compe-tence and management during crisis.
Purpose: - The purpose in this thesis is to bridge the gap between crisis management and leadership by finding answers of five research questions. Which are ; How this 2008 financial crisis has affected the international financial institutions, what leadership dimensions are performed by leaders during the financial crisis, which leadership style do leaders tend to rely on in international financial companies during the 2008 financial crisis, why do leaders tend to rely on the dimensions of transformational leadership or transactional leadership and what are the implications in this study that could lead to fu-ture research.
Method: - The study employs qualitative methods to fulfill better and deeper understanding about 'how' and 'why' on leadership dimension during the 2008 financial crisis. Data were collected by personal interviews to support and act as a foundation of the analysis to answer the research questions. The choice of interviewees is middle managers of large international companies in the financial sector in Sweden and South Korea.
Conclusions: - The finding of this study indicates that 2008 financial crisis has af-fected on large international financial corporations in Sweden and South Korea. More-over, three dimensions of transformational leadership are strongly performed by the middle managers during the 2008 financial crisis. The three strongly performed dimen-sions are (1) Inspirational Motivation, (2) Charisma/ Idealized Influence and (3) Indivi-dualized consideration.
21
Smith, Philip. "Leading schools in challenging circumstances : transactional and transformational leadership in four secondary schools." Thesis, University of Sheffield, 2012. http://etheses.whiterose.ac.uk/14561/.
Full textAbstract:
The leadership of schools can make the difference between giving and denying individuals a chance of success in the modem global workplace. This thesis examines leadership within schools, focusing on securing success within a political environment. It explores the leadership of a sample of secondary schools in a Local Authority situated in an area of high social deprivation and identifies the impact the Headteachers of these schools have on staff, students and community. A qualitative approach is used to identify the thought processes of the school leaders and the styles they utilise, as well as matching their actions to existing theories of successful leadership. The research found that school leaders use transactional leadership in order to undertake task-based requirements, particularly those generated by national policies and governmental agencies. The development and success of the schools, however, can be accredited to instances of transformational leadership, the dominant leadership theory for the improvement of schools, especially in deprived areas. This study argues that transformational leadership accelerates the progress of a school through the way that Headteachers inspire and develop individuals at all levels. In an area of high deprivation, successful transformational leaders form strong connections with individuals and become driven to raise aspirations and improve self-image. It was discovered that there is a strong two-way relationship where the Headteacher and the community influence and affect each other; this is essential for the development of the school, the community and the Headteachers, who developed a sense of privilege at being able to serve a deprived community, and were grateful for the opportunity to make a positive impact on other people's lives. The final conclusions are that analysis using the constructivist paradigm can explain this level of transformational leadership as the greater positive feedback such Headteachers receive encourages Headteachers to become even more transformational.
22
Eppard, Randy G. "Transformational and Transactional Leadership Styles as They Predict Constructive Culture and Defensive Culture." Diss., Virginia Tech, 2003. http://hdl.handle.net/10919/11112.
Full textAbstract:
The purpose of this study was to test a predictive model of several components of organizational and leadership Culture in a large sample of municipal employees using three sets of predictors: demographic/employment status of employees, measures of employeesâ judgments of their supervisorâ s transactional leadership styles, and measures of employeesâ judgments of their supervisorâ s transformational leadership style. To what extent does transformational and transactional leadership (both individually and as an interaction) predict Constructive Culture and Defensive Culture?
The research utilized two concepts: leadership theory (transformational and transactional leadership) and organizational culture (constructive culture and defensive culture) to analyze the relationship of organizational culture to leadership styles. The research significantly determined how much the relationship of transformational and transactional leadership predicts the criterion variables, constructive culture, and defensive culture, within an organizationâ s culture.
First, descriptive and correlational analyses were performed to identify the zero order relationships among demographic variables, leadership styles, and organizational culture variables. Demographic variables included gender, age, level of education, race (Caucasian, or African-American), type of employee (supervisor or non-supervisor), and length of employment.
Next, the researcher factor (principal components with an orthogonal varimax rotation) analyzed the interrelationships among the items of each of the two instruments (Multifactor Leadership Questionnaire and the Organizational Culture Inventory Questionnaire). Three separate factor analysis studies were performed for the: (a) 12 OCI scales; (b) twenty transformational leadership items; and (c) 12 transactional leadership items. Factor analysis was used as a means of understanding the underlying structure of the data and determining whether â local factorsâ (that is, derived solely on the current sample of data) needed to be used instead of the structure suggested by the authors of the published scales. As reported above, the structure suggested by the test authors was deemed appropriate for the study.
Stage 3: Multiple Regressions: Next, to answer the hypotheses, the researcher utilized multiple regression equations.
Five significant findings were suggested from this research study:
1.Transformational Leadership factored scores were positively and significantly correlated with Constructive Culture factored scores and therefore Transformational Leadership added significant variance in predicting Constructive Culture.
2.Transactional Leadership factored scores were positively and significantly correlated with Defensive Culture factored scores and therefore Transactional Leadership added significant variance in predicting Defensive Culture.
3.Organizations have subcultures that display the personality of the individual departments or units.
4.The type of work performed or provided influences the type of leadership style.
5.The MLQ instrument was found to be a weak measurement of leadership.
Perhaps the most important finding was the weakness of the MLQ instrument. As a result, this research revealed the need to develop an instrument that represent a more reliable and valid measure of Transformational Leadership and Transactional Leadership behaviors. This research suggested that the measures could be improved.Ph. D.
23
Li, Jie. "Leadership, supervisor-focused justice, and follower values: A comparison of three leadership approaches in China." University of Cincinnati / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1335903918.
Full text
24
Ebrahim, Ahraas Begum. "Relationship between generation theory, leadership style and job resources in a cleaning services organization in South Africa." University of the Western cape, 2017. http://hdl.handle.net/11394/5564.
Full textAbstract:
Magister Commercii (Industrial Psychology) - MCom(IPS)Purpose - The landscape of the world of work as we know has changed dramatically in the last decade. We have complex organizations compounded by multiple generations co-existing in the workplace. This phenomenon brings about different dynamics in organizations, progressive leaders if understood and managed correctly, could potentially capitalize on. The purpose of this paper is to understand the different generations and whether these generations require different leadership styles. The paper furthermore attempts to investigate whether different generations prefer different job resources. Design/Methodology/Approach – This research study uses a quantitative approach to determine whether there are indeed significant differences between the different generations and the leadership style they prefer as well as the job resources they prefer. Findings - Although no statistically significant differences were found between the different generations and their preferences for the specific leadership styles, the descriptive statistics regarding preference for leadership style across the generations, indicated that individuals from all generations indicated a preference for transformational leadership. Regarding preference for job resource dimensions, the results yielded a statistically significant difference in the preference for Advancement in Generation Y. Originality and Value – This research paper sheds further light on the understanding of different generations namely Baby boomers, Generation X and Generation Y. The paper maps out the preferred leadership style and preferred job resources of generations and allows business leaders an enhanced understanding of their employees.
25
O'Shea, Patrick Gavan. "A Different Way of Looking: Application of a Pattern Approach to Understanding Transformational and Transactional Leadership." Diss., Virginia Tech, 2002. http://hdl.handle.net/10919/26990.
Full textAbstract:
Prior work in the transformational leadership realm has focused primarily on relations among leader behaviors and various criteria such as subordinate satisfaction and effectiveness. This restrictive focus has limited the degree to which one of Bassâ s (1985a) central arguments can be directly assessed; namely, that optimally effective leaders engage in both transformational and transactional behaviors. In this study, an analytic technique known as the pattern approach was employed to effectively discern which particular pattern of leader behaviors was associated with the highest levels of subordinate satisfaction and commitment. In general, the most effective leaders used a combination of transformational (e.g., stimulating subordinates to think of old problems in new ways; presenting a charismatic and inspirational view of the future) and contingent reward (e.g., providing pay or promotions in exchange for effective subordinate performance) behaviors, coupled with a low level of passive management-by-exception behaviors (e.g., remaining uninvolved until problems emerge). These optimally effective leaders were generally more successful than leaders who used predominantly one (e.g., transformational or transactional) behavioral style.Ph. D.
26
Washington, Rynetta R. "Empirical relationships among servant, transformational, and transactional leadership similarities, differences, and correlations with job satisfaction and organizational commitment /." Auburn, Ala., 2007. http://repo.lib.auburn.edu/2007%20Spring%20Dissertations/WASHINGTON_RYNETTA_3.pdf.
Full text
27
Letsios, Christos, and Kalliopi Mavrogianni. "Examining the effect of leadership styles on organizational innovation in high-tech industry." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-15485.
Full textAbstract:
Purpose: While it is commonly accepted that organizational innovation is vital for organizations‘ sustainability and competitive advantage, existing literature has not fully determined the relationship between different types of leadership and organizational innovation. The purpose of this study is to seek how transformational and transactional leadership behaviors influence organizational innovation and further examine the moderating role of empowerment. Methodology: The authors collected data from surveying senior and middle level managers from the four largest organizations in Greek telecommunication industry. The data collected were analyzed via regression analysis and the results were compared to the findings of existing literature and studies. Findings: The empirical findings validate that both transformational leadership and transactional leadership positively influence organizational innovation. Additional evidence highlights the importance of specific leadership components, inspirational motivation and contingent reward, in pursuing organizational innovation. Moreover, the results indicate a plausible moderating role of empowerment in the relationship of organizational innovation with both leadership styles. Originality /value: This study contributes to organizational innovation literature by finding that both transformational and transactional leadership can promote organizational innovation even in organizations operating in dynamic environments. Combining and balancing the different characteristics of transformational and transactional leadership can help leaders enhance their follower‘s behaviors towards an innovation-oriented strategy, even in large and mature organizations.
28
Bennett, Thomas M. "THE RELATIONSHIP BETWEEN THE SUBORDINATE'S PERCEPTION OF THE LEADERSHIP STYLE OF IT MANAGERS AND THE SUBORDINATE'S PERCEPTIONS OF MANAGER'S ABILITY TO INSPIRE EXTRA EFFORT, TO BE EFFECTIVE, AND TO ENHANCE SATISFACTION WITH MANAGEMENT." NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/11.
Full textAbstract:
The current study examined the Transformational, Transactional, and Passive/Avoidant Leadership styles as defined by Burns (1978) and Bass (1985) and how they are perceived by subordinates in predicting subordinate Extra Effort, manager Effectiveness, and Satisfaction with management. One hundred fifty IT professionals from AITP, Association of Information Technology Professionals, were administered the Multifactor Leadership Questionnaire 5X-Short form (MLQ 5X-Short). The survey measured all nine full range leadership variables and results were analyzed using multiple regression.
Three hypotheses examined the relationship between the subordinate's perception of the leadership style of IT managers and one of three dependent measures: predicting subordinate Extra Effort, manager Effectiveness, and Satisfaction with management. Partial support was found for all three hypotheses. In the first, Transformational Leadership and Passive/Avoidant Leadership, but not Transactional Leadership was able to predict Extra Effort. In the second, Transformational Leadership, Transactional Leadership (via a slightly modified "reversed" form as well as the two subscales individually), and Passive/Avoidant Leadership were able to predict management Effectiveness. In the last, Transformational Leadership, Transactional Leadership (reversed and subscales), were able to predict subordinates' Satisfaction with their leaders. Most findings were consistent with existing literature. In addition, this study also identified several areas of further study.
29
Antonakis, John. "The validity of the transformational, transactional, and laissez-faire leadership model as measured by the Multifactor Leadership Questionnaire (MLQ 5X)." ScholarWorks, 2001. http://scholarworks.waldenu.edu/dilley/8.
Full textAbstract:
The Multifactor Leadership Questionnaire (MLQ), the most used instrument for gauging Bass and Avolio's full-range leadership model, underwent numerous revisions to answer criticisms about its construct validity. Since researchers found conflicting results regarding the number of factors that best constitute the model, this study examined whether the factor structure of the MLQ (5X) was consistent across a diverse array of samples. The total size of the samples was 6,525, integrated from 18 independent studies. Using confirmatory structural equation modeling techniques, results indicated that the factor structure was best represented by nine single-order factors, as asserted by Bass and Avolio. These results were prevalent when all samples were integrated for the factor structure invariance test, or when individual samples were grouped into homogenous units for strict factorial or factor structure invariance. Thus, the validity of the model was a function of sample conditions explaining why independent researchers who used nonhomogenous samples failed to confirm the nine-factor model. These conditions---interpretable as moderators that bounded the theoretical model---included various environmental and organizational settings, leader gender, and the hierarchical level of the leader. The criterion validity of the MLQ was also tested, but results should be viewed cautiously as the leadership and outcome measures were each collected from the same source. Nonetheless, the regression paths of the MLQ factors were interpretable, and followed theoretical propositions. Transformational and contingent reward leadership was positively related to performance, and passive-avoidant leadership negatively related. Management-by-exception active varied according to sample conditions. These findings imply that a standard set of leadership behaviors is not universally related to effectiveness, and that leaders operationalize their behaviors differently depending on contextual factors. As a consequence, the interfactor relationships of the MLQ, and the relationships of the factors to criterion measures may be a function of the conditions under which the model is examined. Therefore, testing the MLQ's validity---and indeed that of other leadership instruments---should be performed under homogenous sample conditions. Finally, this dissertation suggests that the MLQ should be retained for future research and training. Possible improvements to the theory and measurement model are also discussed.
30
Elser, Niklas. "Transactional and Transformational Leadership in Classical Ensembles What Business Leaders Can Learn from Conductors /." St. Gallen, 2007. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02607331002/$FILE/02607331002.pdf.
Full text
31
Mohamad, Mouazen Ali. "Transactional and transformational leadership styles: bibliometric review , relationship with adkar and kotter change models." Doctoral thesis, Universitat Rovira i Virgili, 2019. http://hdl.handle.net/10803/668375.
Full textAbstract:
la seva tesi va tractar dos temes, el primer va incloure una revisió bibliomètrica detallada sobre publicacions d’estils de lideratge transaccional i transformatiu des del 2007 fins al 2018. Aquesta revisió va incloure informació actualitzada sobre l’evolució d’aquest tema de recerca, els estudiosos i afiliacions més productius, els països i els continents més productius, la col·laboració entre afiliacions entre països, articles més citats i nombre de cites, articles quàntil i factor d’impacte, diferència de quàntils entre revistes i revistes més productives. A més, aquesta investigació també va discutir les variables utilitzades en les investigacions, incloses les variables dependents i independents, la mediació i la moderació de les variables, es van discutir les hipòtesis i els seus resultats.
La segona part d'aquesta tesi va consistir a discutir la relació entre estils de lideratge transaccional i transformacional i dos models de canvi contemporanis. Aquesta investigació va anar més enllà de discutir la naturalesa general de la relació per descriure com haurien d’actuar els líders a l’hora d’aplicar cada etapa de cadascun dels models de gestió de canvis d’ADKAR i Kotter, a partir de les dades recollides de 385 empleats que treballen en pimes libaneses que experimenten canvis.su tesis discutió dos temas, el primero incluyó una revisión bibliométrica detallada sobre publicaciones de estilos de liderazgo transaccionales y transformacionales desde 2007 hasta 2018. Esta revisión incluyó información actualizada sobre la evolución de este tema de investigación, los académicos y afiliaciones más productivos, los países y continentes más productivos, la colaboración entre afiliaciones en todos los países, los artículos más citados y el número de citas, el cuartil de artículos y el factor de impacto, la diferencia de cuartiles entre las revistas y las revistas más productivas. Además, esta investigación también discutió las variables utilizadas en las investigaciones, incluidas las variables dependientes e independientes, las variables mediadoras y moderadoras, discutió las hipótesis y sus resultados. La segunda parte de esta tesis consistió en discutir la relación entre los estilos de liderazgo transaccional y transformacional y dos modelos de cambio contemporáneos. Esta investigación fue más allá de discutir la naturaleza general de la relación para describir cómo deben actuar los líderes al aplicar cada etapa de cada uno de los modelos de gestión de cambios de ADKAR y Kotter, en base a los datos recopilados de 385 empleados que trabajan en PYME libanesas que están experimentando cambios.
This thesis discussed two subjects, the first entailed a detailed bibliometric review on transactional and transformational leadership styles publications from 2007 till 2018. This review included up to date information on this research topic evolution, most productive scholars and affiliations, most productive countries and continents, the collaboration between affiliations across countries, most cited articles and number of citations, articles quartile and impact factor, quartile difference between journals and most productive journals. In addition, this research also discussed the utilized variables in the researches including dependent and independent variables, mediating and moderating variables, discussed hypotheses and its results. The second part of this thesis entailed discussing the relationship between transactional and transformational leadership styles and two contemporary change models. This research went beyond discussing the general nature of relationship to describe how leaders should act when applying each stage of each of ADKAR and Kotter change management models, based on data collected from 385 employees working in Lebanese SME’s that are experiencing change.
32
Krafft, Pascale. "The influence of transformational and transactional leadership on interpersonal trust through perceptions of fairness." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/53131.
Full textAbstract:
Thesis (MA)--Stellenbosch University, 2002.ENGLISH ABSTRACT: Southern African organisations have to survive In an increasingly competitive and globalised market. Southern African organisations are characterised through low productivity levels, low levels of trust between employers and employees, low levels of organisational commitment and effectiveness. Solutions must be found in order to overcome these problems and to prevent them in the future. This study might offer such a solution. The primary goal of this study was to establish whether there is a relationship between transformational and transactional leadership and interpersonal trust, and whether this relationship is influenced through organisational justice (in terms of procedural, interactional and distributive justice). The basis of this study was to establish whether procedural justice had a mediating effect on the relationship between transformational leadership and trust, and whether distributive justice had a mediating effect on the relationship between transactional leadership and trust. Another goal of this study was to establish whether there was a direct relationship between transformational leadership and trust. This study was based on a model of Pillai, Schriesheim and Williams (1999) who tested these relationships in the USA. Their results gave rise to replicating this study in Southern Africa. A literature study of transformational and transactional leadership, organisational justice (in terms of procedural, interactional, and distributive justice) and trust was conducted. The relationship between these constructs has also been analysed in the literature study. A questionnaire consisting of four sections was compiled in accordance with the literature study. These questionnaires were distributed to a Namibian bank. Twelve branches took part in this research. The sample comprised 281 persons, each of whom had to complete the questionnaire. Section A of the questionnaire was designed to give an indication of the demographic variables of the participants. Section B measured transformational and transactional leadership. This section was based on Bass and Avolio's multifactor leadership questionnaire (MLQ). Section C was compiled in accordance with Moorman's study of organisational justice. This section measured procedural, interactional and distributive justice. The last section, Section D, measured trust and was based on Bews's questionnaire of trust. The statistical analysis was conducted in two phases. In phase one, the confirmatory factor analysis on the original theoretical model did not produce adequate goodness-of-fit statistics. The structural model did not converge on LISREL in the first phase. Subsequently, alternative solutions had to be found and a second phase of statistical analysis was undertaken. In this phase, the various leadership dimensions were separated to test their individual effects in the model. Initially, principal component analyses using Varimax rotation and item analyses were performed on the data set using SPSS. Some items had to be removed as a result of the dimensionality and item analyses. Thereafter confirmatory factor analysis was conducted on the reduced data set, using LISREL. The results indicated satisfactory factor loadings on the measurement models. Good fit was also revealed for the measurement models. Consequently, the structural model was tested on LISREL. The results provided reasonable goodness-of-fit statistics, but some hypotheses failed to be corroborated in this study. New insights have also been gained through the results. Conclusions were drawn from the results obtained and recommendations are made for future research.
AFRIKAANSE OPSOMMING: Suider-Afrikaanse ondernemings moet in 'n toenemend kompeterende en internasionale besigheidswêreld probeer oorleef. Suider-Afrikaanse ondernemings word egter gekenmerk deur lae produktiwiteitsvlakke, 'n groot mate van wantroue tussen werknemers en werkgewers, lae vlakke van organisatoriese betrokkenheid en effektiwiteit. Oplossings moet gevind word om hierdie probleme te oorkom en in die toekoms te voorkom. Hierdie studie lewer moontlik 'n oplossing. Die primêre doel van hierdie studie IS om te bepaal of daar 'n verwantskap tussen transformasionele en transaksionele leierskap en vertroue bestaan, en of hierdie verwantskap deur persepsies van billikheid beïnvloed word. Die grondslag van dié studie was om vas te stelof prosessuele (procedural) billikheid 'n bemiddelende invloed op die verband tussen transformasionele leierskap en vertroue uitoefen, en of distributiewe billikheid 'n bemiddelende invloed uitoefen op die verhouding tussen transaksionele leierskap en vertroue. Verder is daar ook gekyk of daar 'n direkte verband tussen transformasionele leierskap en vertroue bestaan. Hierdie studie is gegrond op Pillai, Schriesheim en Williams (1999) se model, wat die verband tussen hierdie konstrukte in die VSA getoets het. Hulle resultate het aanleiding tot die herhaling van hierdie studie in Suider-Afrika gegee. 'n Literatuurstudie oor transformasionele en transaksionele leierskap, organisatoriese billikheid (in terme van prosessuele, interaktiewe en distributiewe billikheid) en vertroue is uitgevoer. Die verband tussen hierdie konstrukte is ook in die literatuurstudie ontleed. 'n Vraelys is na aanleiding van die literatuurstudie opgestel en in 'n Namibiese Bank versprei. Twaalf banktakke het aan hierdie studie deelgeneem. Die steekproef het uit 281 persone bestaan wat elkeen 'n vraelys moes voltooi. Afdeling A van die vraelys was ontwerp om 'n aanduiding van die demografiese veranderlikes van die deelnemers te verkry. Afdeling B het transformasionele en transaksionele leierskap gemeet en was op Bass en Avolio se leierskapsvraelys gebaseer. Afdeling C is opgestel na aanleiding van Moorman se studie oor billikheid in orgarnsasies. Hierdie deel het prosessuele, interaktiewe en distributiewe billikheid gemeet. Die laaste afdeling, afdeling D, het interpersoonlike vertroue gemeet en is gebaseer op Bews se vertrouevraelys. Die statistiese analise is in twee fases uitgevoer. In die eerste fase is die oorspronklike teoretiese modelop LISREL getoets. Die bevestigende faktoranalises van die latente veranderlikes het nie goeie passingstatistieke getoon nie. Die strukturele model het ook nie gekonvergeer nie. As gevolg hiervan moes alternatiewe oplossings gevind word en 'n tweede fase van statistiese anal ise is toegepas. Die leierskapsoriëntasies is opgedeel In hulle onderskeie dimensies. Daaropvolgend is eers dimensieanalise met die hulp van hootkomponentontleding en itemontleding gedoen. Verskeie items moes op grond van hierdie analises verwyder word. Op die verkorte datastel is daar weer 'n bevestigende faktoranalises met behulp van LISREL gedoen. Die passingstatistieke het hier aanvaarbare resultate opgelewer. Vervolgens is die nuwe strukturele model met behulp van LISREL getoets. Die resultate het redelike passingstatistieke gelewer, maar daar kon nie steun vir alle hipoteses gevind word nie. Nuwe insigte is deur die resultate verwerf. Op grond van die resultate is daar tot bepaalde gevolgtrekkings gekom en daar word aanbevelings vir verdere navorsing gemaak.
33
Townsend, Rita Evelyn. "Leadership Strategies for Reducing Operational Costs in Waste Management Businesses in Liberia." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6746.
Full textAbstract:
Waste is a global composite of organic and inorganic derivatives from human activities. Municipal solid waste consists primarily of plastics from households and e-wastes, creating opportunities for waste management businesses. The purpose of this study was to explore leadership strategies for reducing operational costs in waste management businesses in Liberia. In this multiple case study, 6 business leaders from 6 waste management businesses in Liberia were recruited as participants. The conceptual framework guiding the study was the transformational leadership theory. Each business leader responded to open-ended questions in a semistructured interview. Data were analyzed by iteratively searching recurrent codes to elicit themes. Themes that emerged included education and training for customers and staff, as well as efficiency and effectiveness for value creation from waste. Based on the findings of this study, waste management business leaders might contribute to social change by employing marginalized population segments in local communities. The marginalized segments in communities could be empowered to communicate waste management messages about recycling, supplementing their skills and messages using waste management technological innovations. The results from this study might provide insight into how waste management leaders might use innovative solutions to reuse, recycle, and re-engineer wastes. The results from this study might help waste management business leaders envision opportunities for improvement on waste-to-energy products and services in the lives of customers and employees.
34
Blyth, David Ian. "Structural barriers to transformational leadership and the influence of internal organisational context." Thesis, Curtin University, 2010. http://hdl.handle.net/20.500.11937/569.
Full textAbstract:
This thesis explores the potential structural barriers to transformational leadership and the influence of organisational context. Qualitative research was undertaken across two case study firms using grounded research (Glaser & Strauss, 1967; Whiteley, 2004).A number of themes emerged which collectively describe a range of structural barriers to transformational leadership. The empirical evidence of this research highlights the structural barriers and the influence of organisational context on transformational leadership. The themes that emerged and are discussed in this thesis include: understanding and influence of the strategic context; clarity of direction; organisational design; control systems; role context; the change dynamic within the organisation; the degree of empowerment; the organisational culture; the relational context; and the lack of time.From these emergent themes and incorporating the extant literature a number of second order insights also emerged. In particular, the thesis examines the interplay between the levels of work and the nature of transformational leadership; the notion of ‘nested leadership’ where the leader’s leader plays a much stronger role than simple role modelling; and the emergence of a new holism, wherein the dynamic interplay between transactional and transformational leadership is exploredThe research confirms what Fiedler and others have suggested: “we can design situations that allow leaders to utilize their intellectual abilities, expertise and experience more effectively” (Fiedler, 1996, p. 249).
35
Seyedsafi, Mojgan. "Relationship between leadership styles, emotional intelligence, and project manager performance." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4173.
Full textAbstract:
Project success rate declined from 62% in 2012 to 60% in 2015 despite advances in methods and tools. Project managers need emotional intelligence and leadership style to reduce the risk of project failure. Successful projects are assets to the organization and to the whole community. The purpose of this correlational study was to examine the relationship between transformational leadership, transactional leadership, passive avoidance leadership, emotional intelligence, and project manager performance. Project managers from different industries in the states of Virginia and Maryland, and the District of Columbia were administered the Multifactor Leadership Questionnaire, Self-Report of Emotional Intelligence, and Behaviorally Anchored Rating Scales questionnaires. The results of the multiple linear regression analysis indicated the full model (nine predictors) significantly predict project manager performance, F(9, 92) = 8.330, p = .002, R2 = .449. The R2 value (.449) indicated approximately 45% of the variance in project manager performance was accounted for by the linear combination of the predictor variables. Inspirational motivation was the only significant contributor to the model (t = 3.213, Ã? = 3.959, p = .002). The result indicated that project manager performance tends to increase as inspirational motivation increases. The results of this study may have implications for positive social change include the potential for business leaders to enhance project manager performance through employing inspirational, motivational, and charismatic leadership techniques. Business leaders who improve project managers' performance increase the propensity of organizational success. Successful organizations are sources of economic growth which reduces poverty and improves the quality of life.
36
Wuggazer, Shauna L. "Transformational and transactional leadership development through participation in collegiate student organizations at Ball State University." Virtual Press, 2000. http://liblink.bsu.edu/uhtbin/catkey/1178359.
Full textAbstract:
The purpose of this study was to examine the Ball State University collegiate student organizational structure and determine how leader and manager roles develop, :based on responses that student organizational officers and members provide on the Leadership Questionnaire (Burke, 1988) at two different times during the 1999-2000 academic year. This study also investigated the development process of student officer positions to determine whether transactional (management) or transformational (leadership) is promoted. Using thethe pre- and post-test data, the results showed that those subjects who were members decreased in leadership skill development, while officers increased in leadership skill development during a two month time span. The difference between the two groups was significant at the .064 level. (F (1,23) = 3.79, p = .064) The alpha level was chosen as .10 due to the exploratory nature of the study and the small data history. This data confirms our initial research hypotheses that 1) participation in authority roles develops leadership skills, and 2) those authority roles are experienced as leadership roles.Fisher Institute for Wellness and Gerontology
37
Gokmen, Ahu. "Transactional and transformational leadership as an element of organizational context for team behavior and effectiveness." CSUSB ScholarWorks, 2000. https://scholarworks.lib.csusb.edu/etd-project/1626.
Full text
38
Tapke, Jeanne-Marie. "Influence of Leader-Follower Coaching Relationships of Transformational Transactional Leaders on Perceived Work-Related Outcomes." University of Cincinnati / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1311605212.
Full text
39
Riaz, Omar. "Spirituality and Transformational Leadership in Education." FIU Digital Commons, 2012. http://digitalcommons.fiu.edu/etd/654.
Full textAbstract:
The purpose of this study was to investigate the relationship between school principals’ self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio’s (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study.
Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals’ transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals’ degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals’ spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual’s transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally, it appears that the inspirational motivation measure of transformational leadership accounts for a significant amount of unique variance independent of the other seven transformational and transactional leadership measures in predicting spirituality.
Based on the findings from this study, the researcher proposed a modification of Bass and Avolio’s (1985) Full Range Leadership Model. An additional dimension, spirituality, was added to the continuum of leadership styles. The findings from this study imply that principals’ self-reported levels of spirituality was related to their being perceived as displaying transformational leadership behaviors. Principals who identified themselves as “spiritual”, were more likely to be characterized by the transformational leadership style of inspirational motivation.
40
lin, Wen Lin, and 林維林. "An Empirical Study of Transformational Leadership、Transactional Leadership and Leadership Effectiveness." Thesis, 1996. http://ndltd.ncl.edu.tw/handle/87793643569029006972.
Full text
41
Dai, Yu-Fan, and 戴于凡. "The Relationship among Transactional Leadership, Transformational Leadership and Knowledge Sharing." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/61705882356612419378.
Full textAbstract:
碩士中國文化大學
國際企業管理研究所
93
The purpose of this present study was to examine the independent effects and rela-tive effects of transactional leadership and transformational leadership on each con-struction surface of knowledge sharing (sharing individual knowledge, sharing study opportunity, and promotion study motive). The research focuses on the salespeople of the electronic spare part industries in Taiwan. 700 questionnaires were distributed by post mail or devised by this researcher, 423 questionnaires were recycled, 105 questionnaires were invalid and 318 effective ones returned, resulting in an approximate response rate of 75.2 percent. Analysis of confirmatory factor analysis, correlation analysis and hierarchical multiple regression analysis are used to analysis the results. According to above results, transactional leadership, transformational leadership, sharing individual knowledge, sharing study opportunity, and promotion study motive has significantly positive effects. And the relative effect of transformational leadership was stronger than transactional leadership on each construction surface of knowledge sharing (sharing individual knowledge, sharing study opportunity, and promotion study motive).
42
LEE, CHIA-YUNG, and 李嘉永. "The Relationship between Volleyball Coaches’ Transformational Leadership, Transactional Leadership and Cohesion." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/98413528800231751010.
Full textAbstract:
碩士國立體育大學
競技與教練科學研究所
105
The purpose of the present study was to examine the predictability of transformational leadership on team cohesion, examine the predictability of transactional leadership on team cohesion, and test the augment effect of transformational leadership on team cohesion that is compere to predictability of transformational and transactional leadership. Participants were 346 Division I players from 20 volleyball teams which participated 2016-2017 High School Volleyball League. Descriptive statistics, correlation analysis, and hierarchical regression were used to analysis data. The results showed that transformational leadership positively predicted to team cohesion. However, transactional leadership did not significantly predict to team cohesion. Consequently, transformational leadership has augment effect in predicting cohesion. The theoretical and application were suggested.
43
HER, LI-CHIN, and 何麗勤. "The Effect of Transformational Leadership and Transactional Leadership on Employee Efficacy." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/95333989983045327159.
Full text
44
Wang, Shen-Hui, and 王昇輝. "Effects of authentic leadership on transformational leadership and transactional leadership between organizational citizenship behaviors." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/51842334113450799322.
Full textAbstract:
碩士國立屏東科技大學
高階經營管理碩士在職專班(EMBA)
97
The Financial Tsunami in the end of 2008 that caused the economic storm, it makes most industries suffered disastrous loss and even bankrupt ending. The research population of investigated samples is focusing on the customs broker industries which are small and medium-sized enterprises, even the miniature enterprises. It is one of the chief of service industry to handling the import and export trade market in Taiwan. These industries under the economic storm will how to preserve energy and vitality by themselves in the next business recovery and once more acquire the service favor of big enterprises are the premise of research investigation. At present, the problem of the customs broker industries are how to analysis the policy、environment of external and management strategy、management of internal etc. and they would influence the results of this industry. This research will pay attention to internal management by the leadership types; they would how to influence the issue of Organizational Citizenship Behavior (OCB) etc. To make a comprehensive survey of Chinese research, it has some to aim at the internal management of industry and to do a further analysis, for example: The influence between Transformational Leadership and Transactional Leadership with Organizational Citizenship Behavior. But it hasn’t found to do study which the Authentic Leadership how to influence organization citizen behavior further. This research would issuing a questionnaire to test originally studies assumption with the members of the customs broker of Kaohsiung and adopt a couples set of questionnaire; each set of questionnaire contains a self-evaluation of representative director、each employees evaluation by supervisor evaluated and employee self-evaluation total 3 kinds. Visit to issue companies total 217 in person, the brush-off investigates total 132 and only recalls 85 companies/ per set, overall effectively recall rate are 94.39 %. Through the analysis of the SPSS16.0 after, main research result is: 1. Empowerment could positive mediator the organizational citizenship behavior which focus on organization. 2. Transactional leadership could positive influence the organizational citizenship behavior which focuses on organization. It would depend on this result of study to discuss and provide the forth related meaning、study restriction and the suggestion of following research.
45
Chen, Chiao-Fen, and 陳巧芬. "Relationships between Transformational Leadership, Transactional Leadership, and School Effectiveness: A Meta-Analysis." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/78674713981204435926.
Full textAbstract:
碩士國立中興大學
教師專業發展研究所
99
The purpose of this study is to confirm the effect size of transformational leadership and transactional leadership of principals on school effectiveness. A meta-analysis technique was used to synthesize the results of 39 independent studies from 1996 to 2010. The major findings are as following: 1.There is a positive correlation between transformational leadership and school effectiveness, and the effect size demonstrates a high effect. 2.The highest correlation occurred between “inspirational motivation” and school effectiveness. 3.There is a positive correlation between transactional leadership and school effectiveness, and the effect size demonstrates a high effect. 4. The highest correlation occurred between “active management by exception” and school effectiveness. 5.There is negative correlation between “passive exception management “ and school effectiveness, and the effect size demonstrates a effect from small to middle. 6. While compared to transactional leadership, the transformational leadership behaviors of principal is found to have stronger positive correlations with school effectiveness. Based on the above findings, the research suggests some implications of leadership, education practices and further studies as well.
46
Maritz, Daniël Retief. "The relationship between transformational leadership psychodynamic attributes, behaviour and effectiveness: towards authentic leadership." Thesis, 2012. http://hdl.handle.net/10210/4914.
Full textAbstract:
D.Comm.The globalisation of the South African economy since 1994 has emphasised the need for a new form of leadership, with specific emphasis on authentic and transformational leadership. By understanding the psychodynamic aspects that drive the transformational leader organisations will be able to identify and develop transformational leaders. A real need exists to understand the psychodynamic attributes of transformational leaders and how these attributes affect their behaviour and effectiveness. Most of the currently available research on psychodynamic attributes and their relationship with leadership behaviour and effectiveness is one-dimensional in nature: the research has investigated one or at most two, stand-alone psychodynamic attributes of leaders and their relationship with transformational leadership behaviour and leader effectiveness.
47
Li, Jiang-Chiang, and 李降昌. "The Study on Relationship among the Trasformational Leadership, Transactional Leadership, and Intrinsic Motivation." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/93249700461901949684.
Full textAbstract:
碩士國立體育學院
教練研究所
94
The purpose of the study was to explore the relationships among transformational leadership, transactional leadership and intrinsic motivation. Participants were 394 athletes from the 2006 university volleyball tournament. Transformational leadership, transactional leadership and sport motivation were measured. The results showed that transformational leadership was correlated positively to age and correlated negatively to training years. Positive correlations were also among the intrinsic motivation, age, and transformational leadership. Male athletes perceived more transactional leadership than female athletes. Athletes who have been elected to national team were perceived more transformational leadership of their coaches than athletes who only belong to the college team. Athletes who perceived high transformational leadership were higher on their intrinsic motivation; however, perceived high and low transformational leadership was no different on intrinsic motivation. The transformational leadership positively predicted intrinsic motivation.
48
LAI, WAN-SHAN, and 賴菀珊. "The Study of the Relationship among Transactional Leadership, Transformational Leadership and Job Commitment." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/ef44dt.
Full textAbstract:
碩士朝陽科技大學
企業管理系
106
Due to a rapidly changing global environment, the relationship between leadership models and work commitment shows the significant influences on the sustainable development and organizational growth in enterprises, which are also as important as in armies. A nation’s armies are taken as an indicator of her military combat capability potentials. The purpose of this study was to explore the relationships among transactional leadership and transformational leadership on work commitment in Taiwan armies. A questionnaire survey was conducted on the combat engineers in the central of Taiwan to collect research data. A total of 240 questionnaires were distributed, and 230 valid responses were obtained, the effective rate of 83%. The statistical analyses included descriptive analysis, one-way ANOVA, and canonical correlation analysis. The research findings are as follow: 1.There was a significant difference in the impacts of the transactional leadership on work commitment. 2.The transformational leadership has significant positive effects on work commitment as well. 3.There were some significant differences in work commitment among the combat engineers with different background variables.
49
Chen, Yiting, and 陳伊婷. "The Relationship Between Transactional, Transformational Leadership and Psychological Safety." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/47036174874706476711.
Full textAbstract:
碩士開南大學
國際企業學系
99
The main purpose of this study was to explore: 1. relationship between the transactional leadership(Contingent Reward, Contingent Punishment) and psychological safety, 2. relationship between transformational leadership (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, Intellectual Stimulation) and psychological safety. The independent variables of this study are the transactional leadership and transformational leadership, the dependent variables is psychological safety, and control variables are workplace friendships and emotional stability. The subjects of this study include banking, restaurants, dentists, IT industry and port industry workers, the research method used survey, this study sent out 500 questionnaires. Out of those, 51.8% was valid (259 out of 498 questionnaires). Empirical findings showed significant positive relationship between transactional leadership (contingent reward) and psychological safety. Research findings also showed significant positive relationship between transformational leadership (articulating a vision, providing an appropriate model, fostering the acceptance of group goals, individualized support, Intellectual Stimulation) and psychological safety. Contingent punishment and high performance expectations have no significant relationship between psychological safety. Research and practical implication of these findings are discussed.
50
Chiu, Wen-Sheng, and 邱文生. "Relationships among transformational leadership, transactional leadership, trust in leadership and motivation climate in track and field athletes." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/59703476237734846674.
Full textAbstract:
碩士國立體育大學
教練研究所
99
The study aimed at three purposes. First, to explore the differences of different background variables are caused by perceived coach transformational leadership, transactional leadership against leadership trust and motivation climate. Second, the prediction of transformational leadership and transactional leadership affect leadership trust. Third, the prediction of transformational leadership and transactional leadership affect motivation climate. The 399 subjects are the athletes of PE class from 18 domestic senior high schools. Participants were asked to complete questionnaires of coach’s transformational leadership and transactional leadership, leadership trust, and motivation climate. The data were examined through descriptive analysis, correlation analysis, independent-samples T test, one-way ANOVA and simultaneous regression. The results were as follow: First, in terms of different background variables, there are significant differences on perceived coach transformational leadership, transactional leadership affecting leadership trust and motivation climate between athletes. Especially, the differences on gender, age, participation in track and field training time, coaching time are significant. Only on the variable of sports achievement doesn’t show significant difference. Second, transformational leadership and transactional leadership that are realized by the athletes have positive effect on leadership trust. Third, transformational leadership and transactional leadership that are realized by the athletes have positive effect on motivation climate. The results were discussed and suggestions were made for future study and applications.