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Efianda, Angela, and Iswahyuni Iswahyuni. "Political Leadership and Transactional Leadership." International Journal of Multicultural and Multireligious Understanding 8, no. 9 (September 5, 2021): 238. http://dx.doi.org/10.18415/ijmmu.v8i9.3020.
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Leadership is the activity to influences others in order to guide them towards a certain goal (Miftah Thoha, 2013; 121). A leader is someone with capabilities and advantages so that they can influences and guides others to work together for a similar goal. Political leadership covers a wide range of topics due to how a country are constituted by structures designed to run it. Transactional leadership occurs because by default leadership is a form of social control between the leader and its subordinates. Transactional leadership or often called transactional politics has become its own problem. A normal kind of leadership when applied on other fields might become biased and pose a certain problem in the political sphere. Transactional politics can be hard to avoid especially in a presidential government system which involves multiple political parties. Transactional leadership is the kind of leadership modeled to attain a certain goal by giving rewards as well as guiding and controlling the subordinates so that they can work effectively and efficiently. It also focuses more on inter individual transaction, between the members and its managers.
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Jaqua, Ecler. "Transactional Leadership." American Journal of Biomedical Science & Research 14, no. 5 (October 28, 2021): 399–400. http://dx.doi.org/10.34297/ajbsr.2021.14.002021.
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Dartey-Baah, Kwasi. "Resilient leadership: a transformational-transactional leadership mix." Journal of Global Responsibility 6, no. 1 (May 11, 2015): 99–112. http://dx.doi.org/10.1108/jgr-07-2014-0026.
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Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.
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Singh, Heisnam, S. Keshorjit Singh, and Laishram Singh. "A STUDY ON THE EFFECTIVENESS OF TRANSACTIONAL AND TRANSFORMATIONAL STYLES OF LEADERSHIP." International Journal of Management, Public Policy and Research 1, no. 2 (May 13, 2022): 6–11. http://dx.doi.org/10.55829/010202.
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The paper studies the transactional and transformational styles of leadership and established the effective style that influences organizational effectiveness. It aimed at exploring and elaborating the styles of leadership (Transactional and Transformational) for managing small and medium firms in Manipur during Covid 19 pandemic. The study adopts survey and interview techniques and 98 employees from 25 small and medium firms in Manipur, India are considered as sample. The data are analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. It has been found that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style. On the other hand for every unit increase in transactional leadership style, effectiveness increased by 1.329. The result shows that transformational leadership style is more effective than transactional style in managing the Small and Medium firms in Manipur
This study is an attempt to determine effective leadership style whether transactional or transformational for managing small and medium firms in Manipur during Covid 19 pandemic. A sample of 98 employees from small and medium firms in Manipur was taken for the research using Multifactor Leadership Questionnaire MLQ (Form 5x-Short). The data were analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. The study highlighted that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style as compare to transactional style. However, for every unit increase in transactional leadership style, leadership effectiveness increased by 1.329. The above comparison shows that transformational leadership style is more effective than transactional leadership style in Small and Medium firms in Manipur. This study is an attempt to determine effective leadership style whether transactional or transformational for managing small and medium firms in Manipur during Covid 19 pandemic. A sample of 98 employees from small and medium firms in Manipur was taken for the research using Multifactor Leadership Questionnaire MLQ (Form 5x-Short). The data were analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. The study highlighted that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style as compare to transactional style. However, for every unit increase in transactional leadership style, leadership effectiveness increased by 1.329. The above comparison shows that transformational leadership style is more effective than transactional leadership style in Small and Medium firms in Manipur.
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Alharbi, Fahad, and Abdoulrahman Aljounaidi. "Transformational Leadership, Transactional Leadership, and Employee Performance." Academic Journal of Research and Scientific Publishing 3, no. 29 (September 5, 2021): 58–69. http://dx.doi.org/10.52132/ajrsp.e.2021.294.
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This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.
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F. Vito, Gennaro, George E. Higgins, and Andrew S. Denney. "Transactional and transformational leadership." Policing: An International Journal of Police Strategies & Management 37, no. 4 (November 11, 2014): 809–22. http://dx.doi.org/10.1108/pijpsm-01-2014-0008.
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Purpose – The purpose of this paper is to examine three different structural models the Leadership Challenge model to determine if they best capture transactional or transformational leadership. The three models are derived from the literature. Design/methodology/approach – The data for this study come from self-report surveys of middle managers that are attending the Administrative Officers Course at the Southern Police Institute. The managers completed the 30-item 360° leadership challenge measure. Because the leadership challenge measure is a 360° evaluation of leadership, up to five observers provided data about their manager. The authors use the data from the observer in this study. Using structural equation modeling, the authors examine the aims. Findings – The findings show two important advances. First, the leadership challenge model may capture both transformational and transactional leadership. Second, the findings support the view that the really captures transformational leadership. Originality/value – To the authors’ knowledge, no study has performed this type of examination in the policing literature. The value of this type examination is high.
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Miller, Thomas. "Integrity in transactional leadership." New Directions for Student Services 2011, no. 135 (September 2011): 35–44. http://dx.doi.org/10.1002/ss.402.
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Viana Feranita, Nungky, Alifian Nugraha, and Sampir Andrean Sukoco. "Effect of transformational and transactional leadership on SMEs in Indonesia." Problems and Perspectives in Management 18, no. 3 (October 9, 2020): 415–25. http://dx.doi.org/10.21511/ppm.18(3).2020.34.
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Leadership has an important role in achieving the SMEs’ innovation and performance. One of the great concepts of leadership styles is the Burns’ (1978) concept, which divides leadership into two: transformational and transactional. This study analyzed the direct and indirect effect of transformational and transactional leadership on SMEs’ performance. This was conducted in seven regencies/cities in East Java Province, with 165 SMEs on superior indigenous food and beverage. The main research data were obtained by distributing the questionnaires. It uses path analysis to determine the direct and indirect effect using the LISREL software. The results showed that transformational leadership has a positive and significant effect on SMEs’ innovation and performance directly and indirectly. Transactional leadership has a direct positive and insignificant effect on SMEs’ innovation and performance. However, transactional leadership was found to have an indirect positive and significant effect on SMEs’ performance. In conclusion, transformational leadership is more important for improving SMEs’ performance in Indonesia than transactional. These results provide a practical contribution for SMEs’ leaders to improve transformational leadership, which is oriented towards charisma, intellectual stimulation, and individual consideration. AcknowledgmentThe researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research.
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Sané, Seydou, and Pascaline Abo. "Transactional leadership and success of international development projects (IDP): mediating effects of cooperative style to conflict resolution and team potency." Management Research Review 44, no. 12 (October 11, 2021): 1623–38. http://dx.doi.org/10.1108/mrr-09-2020-0575.
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Purpose This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment. Design/methodology/approach A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method. Findings The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter. Practical implications As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects. Originality/value The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.
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Mushtaq, Irum, Muhammad Salman Chughtai, and Faryal Lashari. "Leadership Styles and Firms’ Innovation, Mediating Role of Absorptive Capacity: Empirical Evidence from Emerging Economy." Management & Economics Research Journal 3, no. 2 (September 1, 2021): 63–87. http://dx.doi.org/10.48100/merj.2021.162.
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This study contends explicitly that leadership styles (transformational and transactional) are positioned as a pylon for firms’ innovation performance. Further, this study contemplates the intermediating inspiration of absorptive capacity (potential and realized) linking leadership styles (transformational and transactional) and firms’ innovation. Data was collected from 301 permanent employees working in Pakistani manufacturing firms (food and tobacco) through the self-administered questionnaires to test the proposed hypothesis of this study. The study's findings demonstrate a positive influence of leadership styles (transformational and transactional) on the firm's innovative performance. Moreover, both absorptive capacity dimensions (potential and realized) mediate the relationship between leadership styles (transformational and transactional) and innovative performance. This study demonstrates that both leadership styles (transformational and transactional) provide phenomenal path routes to augment firms’ innovation. Overall, this study contributed a legitimate illustration of leadership styles strengthening firms’ innovation, specifically transactional leadership style, encouraging results within the developing economy perspective.
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Ma, Xifang, and Wan Jiang. "Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms." Journal of Applied Behavioral Science 54, no. 3 (March 26, 2018): 302–24. http://dx.doi.org/10.1177/0021886318764346.
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Drawing on organismic integration theory, we propose that transformational leadership and transactional leadership are most likely to predict outcomes, under uncertain social contexts, when accompanied by organizational financial and nonfinancial rewards. Using survey data from professional employees and their supervisors, from 260 Chinese enterprises, with less than 5 years of entrepreneurial experience, we found that (1) transformational leadership is not significantly related to employee creativity, while transactional leadership is positively related to followers’ creative behaviors, (2) synergy between transformational leadership and financial rewards and between transactional leadership and nonfinancial rewards accentuate the effect on employee creativity respectively, (3) psychological empowerment fully mediates the aforementioned relationship. These findings offer a new theoretical framework for future theory development of leadership.
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Hussain, Ghulam, Wan Khairuzzaman Wan Ismail, and Muzhar Javed. "Comparability of leadership constructs from the Malaysian and Pakistani perspectives." Cross Cultural & Strategic Management 24, no. 4 (October 2, 2017): 617–44. http://dx.doi.org/10.1108/ccsm-11-2015-0158.
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Purpose The purpose of this paper is to compare the applicability of transformational leadership and substitutes-for-leadership theories in Malaysia’s and Pakistan’s work settings. Design/methodology/approach This study employed a survey-based approach using professional employees in both countries as respondents. In total, 215 responses to a web-based survey in Malaysia and 523 responses to a survey administered using personal methods in Pakistan were used for the analysis. Findings The results revealed that Malaysia’s leaders were rated high on the dimensions of transformational and transactional leadership. The transformational leadership dimensions produced desirable effects on subordinates’ outcomes in both samples, but the contingent punishment dimension of transactional leadership produced especially undesirable effects on subordinates’ outcomes. Substitutes for leadership also independently affected subordinates’ outcomes and produced similar effects on subordinates’ outcomes in both samples. In general, the effects in the Malaysian sample are larger than those in the Pakistani sample. Research limitations/implications The results suggest that the transformational leadership style is effective in both cultures, but the transactional leadership style is culturally contingent. While leaders in collectivist cultures like Malaysia and Pakistan should practice more transformational leadership than transactional leadership, leaders in Pakistan should be particularly careful while practicing transactional leadership because of the society’s high level of collectivism and moderately high-power distance orientation. Practical implications The results suggest that the transformational leadership style is effective in both cultures, but the transactional leadership style is culturally contingent. While leaders in collectivist cultures like Malaysia and Pakistan should practice more transformational leadership than transactional leadership, leaders in Pakistan should be particularly careful while practicing transactional leadership because of the society’s low power distance orientation. Originality/value Since this study is the first to compare the applicability of western theories in collectivist cultures that differ significantly in their power distance orientation, it contributes meaningfully to the cross-culture leadership field.
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Mina, Simona. "Tranzactional and transformational leadership." Annals Constanta Maritime University 27, no. 2018 (2018): 149–54. http://dx.doi.org/10.38130/cmu.2067.100/42/26.
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To demonstrate the efficiency of the transformational leadership in comparison with the transactional one, the next scientific hypotheses have been established: HS1: Satisfaction and productivity are increased in transformational leadership in comparison with transactional management style, no matter what are the type and the culture of the organization. HS2: Transformational leaders on the first level obtained better scores to those on the second level, in the private organizations in comparison with public ones. HS3: Perception regarding transformational leadership is better than perception about transactional leadership
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You, Kang-Won. "The Effect of Transactional and Transformational Leadership Behaviours on Factors Establishing Teams’ Cultural Aspects to Promote Organizational Effectiveness." Sport Mont 19, no. 3 (October 1, 2021): 35–40. http://dx.doi.org/10.26773/smj.211008.
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This study aimed to analyse the relationships between transactional leadership, transformational leadership, and organizational culture in university soccer teams. First, the study focused on the transactional and trans- formational leadership behaviours of soccer coaches in university soccer teams using Multifactor Leadership Questionnaire 5X (MLQ 5X) by Bass and Avolio (1990) as an instrument. Second, the cultural factors of the univer- sity soccer teams were measured using the Organizational Culture Assessment Questionnaire (OCAQ, Sashkin, 2001). Using random cluster sampling, 316 players in university soccer teams participated in the study. The study results showed that both transactional and transformational leadership had a positive effect on organizational team culture, but the effect of transactional leadership behaviour appeared more extensive than transforma- tional leadership behaviour did in the present study. In a Korean context, it remains undeniable that strong transactional leadership behaviours exist, and they exert significant influence on university soccer team culture, but the effect of transformation leadership behaviours was also obvious on team culture. It could be concluded that the combination of transactional and transformational leadership is likely to be a key factor in the successful development of organizational effectiveness.
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Firmansah, Rudi, Edy Supriyadi, and Wirawan . "The Effect of Transactional Leadership and Organizational Culture to Employee Performance through Motivation of Employment." International Journal of Social Sciences and Humanities Invention 5, no. 7 (July 3, 2018): 4837–41. http://dx.doi.org/10.18535/ijsshi/v5i7.02.
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Transactional Leadership, Organizational Culture and Work Motivation are useful in contributing to improving Employee Performance. This study aims to determine the Influence of Transactional Leadership, Organizational Culture and Work Motivation on Employee Performance at Marta Teknik Tunggal Cop. This research was conducted in October 2017 until February 2018 with the number of respondents 125 people. To achieve the research objectives, the researcher uses quantitative method with collecting data from library and field research, through observation, interview and questionnaire, while SEM (Structural Equation Modeling) data analysis method using PLS software version 2.0 (Patrial Least Square). Result obtained (1) There is Influence of Transactional Leadership to Work Motivation (2) There is Influence of Organization Culture to Work Motivation (3) There is no influence of Transactional Leadership Style to Employee Performance (4) There is Influence of Transactional Leadership Style to Employee Performance (5) There is Influence Transactional Leadership Style on Employee Performance.
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Gunasekare, Ukwatta Liyanage Thamara Priyanthi. "Leaders for the Banking Industry: An investigation on effective leadership." KINERJA 25, no. 1 (April 1, 2021): 1–15. http://dx.doi.org/10.24002/kinerja.v25i1.4048.
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Leadership is critical in achieving performance and yet not exhausted, keeping scholars to uncover more findings on effective leadership styles. This study expected to identify the effective leadership style for enhanced employee performance in the banking industry in Sri Lanka. The banking industry has a unique work environment that stresses performance targets, long working hours, and error-free transactions while making the customers happy. Thus, leadership is a critical stimulus that this study focused on. The findings illustrate that transformational leadership style is the most present style among the bankers in Sri Lanka, and employee performance is above average with transformational leaders. Overall, scores in the transformational leadership style were found to be strongly correlated with employee performance. The results suggest that supervisors in the banking sector need to use a lot of transformational leadership behaviours or rather embrace a transactional leadership style. The implications of the study are significant in HR practices like recruiting and training managers as leaders in the banking sector.Keywords: leadership style, transformational leadership, MLQ, transactional leadership, employee performance).
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Alharbi, Dr Fahad Saad Soliaman Algorabi. "Leadership Styles and Team Performance." Academic Journal of Research and Scientific Publishing 3, no. 26 (June 5, 2021): 74–85. http://dx.doi.org/10.52132/ajrsp.e.2021.264.
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This paper aims to study the relation between transformational leadership, transactional leadership and team performance. The researcher dependent on previous studies to conduct this research. The results refer to that transformational leadership has positive role on team performance however, transactional leadership has positive and negative role on team performance. Leaders have to strengthen the role of transformational leadership to improve and develop the team performance. For future, researcher recommended to conduct studies on transactional leadership and team performance.
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Map, Jurnalmap, and Kamarul Hidayat. "PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KEPEMIMPINAN TRANSAKSIONAL TERHADAP KINERJA PERSONEL SATSABARA POLRES SAMPANG KABUPATEN SAMPANG." MAP (Jurnal Manajemen dan Administrasi Publik) 4, no. 1 (April 20, 2021): 55–64. http://dx.doi.org/10.37504/map.v4i1.305.
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This research was conducted at the Sampang District Police, Sampang Regency. The total sample size was 36 personnel. The aim is to describe the transformational leadership and transactional leadership research that has a partial and significant effect on the performance of the personnel of the Satsabara Police, Sampang District, Sampang Regency. Then to prove whether transformational leadership and transactional leadership have a both simultaneous and partially significant effect on the performance of the Satsabara personnel at the Sampang District Police, Sampang Regency. This type of research is an explanatory study using a quantitative research approach. The results showed that simultaneously, transformational leadership and transactional leadership have a very significant influence on the performance of personnel in the Sampang Police, Sampang Regency. Partially, transformational leadership and transactional leadership have a significant influence on personnel performance at the Sampang Police, Sampang Regency. Thus, it can be said that all the independent variables partially have a significant effect on the performance of personnel at the Sampang Police, Sampang Regency. Keywords: transformational leadership, transactional leadership, personnel performance
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Swid, Amr. "Police members perception of their leaders’ leadership style and its implications." Policing: An International Journal of Police Strategies & Management 37, no. 3 (August 12, 2014): 579–95. http://dx.doi.org/10.1108/pijpsm-08-2013-0085.
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Purpose – The purpose of this paper is to examine transformational and transactional leader behavior influence on the leader/follower dyad with respect to organizational commitment (OC) and satisfaction with leader in military setting. Design/methodology/approach – The research is quantitative, where multiple regressions assessed the hypothesized relationships between the transformational leadership, transactional leadership and laissez-faire leadership as the independent variables and the subordinates’ satisfaction with their leader, and organization commitment as the dependent variables. The sample studied includes 154 police members in two Middle East (ME) countries. Findings – The results indicated that there were positive linear relationship between some dimensions of transformational and transaction leadership and satisfaction with leadership. There was a negative linear relationship between laissez-faire leadership and satisfaction with leader. The leaders-outcome correlations showed higher scores between transformational leadership style and OC than between transactional leadership style and OC. Research limitations/implications – Because of the chosen research approach, the research results may lack generalizability on military institutions in other countries, and/or private institutions. Therefore, researchers are encouraged to test the proposed propositions further. The research includes implications for the development of a satisfaction with leaders, and development of organization commitment in military organizations in the ME. Originality/value – This research fulfills an identified need to study how military organization commitment can be enabled in ME countries.
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Lee, ChulHee, KangHyun Shin, and Changgoo Heo. "The effect of Transformational Leadership and Transactional Leadership on Work Engagement." Korean Journal of Industrial and Organizational Psychology 25, no. 1 (February 28, 2012): 147–69. http://dx.doi.org/10.24230/kjiop.v25i1.147-169.
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This study was conducted to identify the effects of transformational leadership and transactional leadership on work engagement in a sample of 156 employees from major company. The present study also attempted to find out the mediating effect of psychological capital on the relationship and to investigate transformational leadership's augmentation effect on psychological capital and work engagement. The results showed that both transformational leadership and transactional leadership elevated levels of work engagement and these effects were found to be partially mediated by psychological capital. This implies that it is crucial that the role of leader who motivates employees to perceive high level of their psychological resources to create above the average performance or beyond performance expectation. Also difference test for mediating effect of psychological capital, which is a research question in this study, revealed that psychological capital had been relatively strong mediating effect on the relationship between transformational leadership and work engagement. This indicates that transformational leadership's augmentation effect on job satisfaction, organizational commitment, job performance in previous research was also found in psychological capital and work engagement. Finally, Implications and limitations of these results are discussed.
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Ruggieri, Stefano, and Costanza Scaffidi Abbate. "Leadership Style, Self-Sacrifice, and Team Identification." Social Behavior and Personality: an international journal 41, no. 7 (August 1, 2013): 1171–78. http://dx.doi.org/10.2224/sbp.2013.41.7.1171.
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Leadership is a group feature that directly impacts on team identification. Effective leaders are especially capable of fostering group cohesiveness and promoting efficacy in goal attainment. We assessed the relationship between transactional and transformational leadership style, team identification, and leader self-sacrifice. Participants were 186 call center employees who were headed by a leader who operated with either a transactional or a transformational leadership style. The employees reported their level of team identification and leader self-sacrifice. Results show how, in either the transactional or transformational leadership condition, levels of leadership and self-sacrifice were related to team identification, as well as the interaction effect between transactional leadership level and leader self-sacrifice. Our findings demonstrate how different leadership styles play a diverse role in this relationship.
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Sooriyakumaran, N., and S. Logeswary. "Work Supervisors’ Leadership Styles and Labourers Performance of Northern Province, Sri Lanka." Sumerianz Journal of Business Management and Marketing, no. 311 (November 23, 2020): 167–73. http://dx.doi.org/10.47752/sjbmm.311.167.173.
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Leadership style is one of the strategies to influence the performance of the employees of the organization. Main Objective of this research is to identify the impact of work supervisors’ leadership styles on Road Maintenance labourers’ performance in the Road development Authority, Northern Province. However, a part of the aims is to introduce the best leadership approach to increase the performance of RDA Road Maintenance Labourers working in the field. The research used mixed method approach with descriptive and inferential method to determine the effect of leadership styles on employee performance. The full range leadership styles of transformational, transactional, laissez faire and autocratic (independent variables) were considered with labourers performance (dependent variable). The sample population of the study is comprised of the 200 Road Maintenance labourers of the Northern province RDA. Simple random sampling techniques were used in this research. Two part of questionnaires were used to collect data on profile of sample and variables. SPSS 25 software was used to calculate inferential analysis of correlation and regression to test the hypothesis. The results from both analyses show that Transactional and Transformational leadership styles significantly impact on Road Maintenance labourers performance at the level of 0.05 (P-0.044) and 0.01(P-0.006) respectively effect on employee performance. Overall leadership styles are impact on labourers performance at the level of 0.01 level (0.008). From the results, transformational and transactional leadership have greater effects on labourers’ performance. It is recommended therefore that Transformational and transactional leaderships of work supervisors are the most effective leadership styles which are recommended for the RDA management to follow this HR practice by their work supervisors in order to increase the performance of RDA labourers.
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Katim, Katim, and Cucu Wiliyawati. "PENGARUH GAYA KEPEMIMPINAN TRANSAKSIONAL DAN MOTIVASI TERHADAP KINERJA KARYAWAN (STUDI PADA MERLYNN PARK HOTEL DI JAKARTA PUSAT)." Jurnal Riset Manajemen dan Bisnis (JRMB) Fakultas Ekonomi UNIAT 1, no. 2 (October 15, 2016): 177–82. http://dx.doi.org/10.36226/jrmb.v1i2.22.
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The purpose of this paper is to examine the influence of transactional leadership style and motivation on employee performance. The methodology used is survey based. Primary data were collected from 40 employees of Merlynn Park Hotel in Jakarta. Data analysis using simple and multiple linear regression to test the hypothesis. The research resulted in mixed findings that only partially effect of motivation on performance. No significant relationship was found between transactional leadership and performance. Simultaneously, transactional leadership style and motivation no significant effect on performance.
Keywords: transactional leadership, motivation
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Asnora, Fazhil Hanafi. "PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA PEGAWAI DI HARIAN WASPADA MEDAN." ECOBISMA (JURNAL EKONOMI, BISNIS DAN MANAJEMEN) 6, no. 2 (September 16, 2019): 61–75. http://dx.doi.org/10.36987/ecobi.v6i2.6.
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This study is based on the idea that transformational and transactional leadership style is very important for employees because job satisfaction is achieved with good cause employees are willing and motivated to provide a positive influence on the success of the organization that supports organizational goals effectively and efficiently. Therefore, this study aims to determine whether the transformational and transactional leadership styles simultaneously significant effect on employee performance. The theory is used to analyze the problems is about transformational leadership, transactional leadership style, employee performance. This research was conducted in the Harian Waspada Medan, especially in the civil service. Research approach is a quantitative approach to the type of associative research. The results obtained and also become keseimpulan this study include that the transformational leadership style has no significant effect on employee performance. While transactional leadership style variables have a significant effect on employee performance. Variable transformational and transactional leadership styles simultaneously significant effect on employee performance.
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Clinebell, Sharon, Vida Skudiene, Renata Trijonyte, and James Reardon. "Impact Of Leadership Styles On Employee Organizational Commitment." Journal of Service Science (JSS) 6, no. 1 (November 25, 2013): 139–52. http://dx.doi.org/10.19030/jss.v6i1.8244.
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This research study examines the relationship between transformational, transactional and passive/avoidant leadership styles and three dimensions of organizational commitment – affective, continuance, and normative in two subsidiaries of one multinational organization. The research findings revealed that transformational leadership has the strongest impact on affective commitment, although transactional leadership also affects affective commitment. Transformational leadership also has a significant positive affect on normative commitment. Transactional leadership has a significant positive affect on continuance commitment and positive/avoidant leadership has a significant negative affect on affective commitment.
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Mickson, Michael K., and Alex Anlesinya. "Enhancing job satisfaction among local government servants in Ghana." International Journal of Public Leadership 16, no. 1 (August 27, 2019): 1–16. http://dx.doi.org/10.1108/ijpl-03-2019-0007.
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Purpose The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana. Design/methodology/approach The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data. Findings The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender. Practical implications These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups. Originality/value This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.
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Rowold, J. "Instrumental Leadership: Extending the Transformational-Transactional Leadership Paradigm." German Journal of Human Resource Management: Zeitschrift für Personalforschung 28, no. 3 (August 1, 2014): 367–90. http://dx.doi.org/10.1177/239700221402800304.
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Kusumaputri, Erika Setyanti, and Sekar Putri Wahyuning Gustia. "Innovative Behavior of Indonesian Pharmaceutical Employees: The Role of Psychological Empowerment and Leadership." Psikologika: Jurnal Pemikiran dan Penelitian Psikologi 27, no. 1 (July 25, 2022): 165–78. http://dx.doi.org/10.20885/psikologika.vol27.iss1.art11.
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Innovative behavior is considered a critical and essential factor for companies in the world of work. This study aims to determine the extent to which psychological empowerment influences the innovative behavior of employees working in pharmaceutical companies, with transformational leadership and transactional leadership as moderators. The research subjects were 115 employees from various pharmaceutical companies across ten cities in Indonesia. Innovative behavioral scales, psychological empowerment scales, transformational leadership scales, and transactional leadership scales were used to collect the data. Subgroup analysis and moderated regression analysis were used to analyze the data. The results show that transformational leadership has a higher score compared to transactional leadership. This result indicates that the hypothesis is accepted. Namely, that psychological empowerment is related to innovative behavior. Specifically, the correlation between variables showed that transformational leadership has a more substantial effect than transactional leadership
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Baškarada, Saša, Jamie Watson, and Jason Cromarty. "Balancing transactional and transformational leadership." International Journal of Organizational Analysis 25, no. 3 (July 10, 2017): 506–15. http://dx.doi.org/10.1108/ijoa-02-2016-0978.
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Purpose This paper aims to explore how situational variables jointly affect the choice of leadership style. Design/methodology/approach This qualitative study is based on semi-structured interviews conducted with 11 senior leaders in the Australian Defence, including with the Chief of Defence Force. Findings The paper identifies four organizational factors (human capital, performance, time orientation and risk appetite) and two environmental factors (risk and stability) that are considered to have an effect on leader’s choice of transactional versus transformational styles. Furthermore, organizational human capital and leader’s training and experience are identified as prerequisites of leadership ambidexterity. Originality/value The findings explain how the choice of leadership style is contingent on internal and external factors, identifies several new contributing factors and explains how such factors may jointly affect the choice of leadership style.
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Mette, Ian M., and Jay P. Scribner. "Turnaround, Transformational, or Transactional Leadership." Journal of Cases in Educational Leadership 17, no. 4 (November 7, 2014): 3–18. http://dx.doi.org/10.1177/1555458914549665.
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Popper, Micha, and Eliav Zakkai. "Transactional, Charismatic and Transformational Leadership:." Leadership & Organization Development Journal 15, no. 6 (September 1994): 3–7. http://dx.doi.org/10.1108/01437739410066063.
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Brymer, Eric, and Tonia Gray. "Effective leadership: Transformational or transactional?" Journal of Outdoor and Environmental Education 10, no. 2 (October 2006): 13–19. http://dx.doi.org/10.1007/bf03400835.
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Prajogo, Wisnu. "PENGARUH KEPEMIMPINAN TRANSAKSIONAL-TRANSFORMASIONAL PADA MODAL SOSIAL ANGGOTA ORGANISASI (Kasus untuk Karyawan Setingkat Staf pada Sebuah Perusahaan Otomotif di Jawa Tengah)." KINERJA 7, no. 2 (November 8, 2016): 129–40. http://dx.doi.org/10.24002/kinerja.v7i2.792.
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Recently, social capital becomes a popular term in business world. Researchers believe that social capital has significant influence on employee performance. However, there has not been found any research examining how social capital can be built. This article tries to fill the gap by examining the effect of leader behavior to employees’ social capital. The results find strong support for the effect of transactional and transformational leadership to relational dimension ofsocial capital, and also strong support for the effect of transformational leadership to cognitive dimension of social capital. The results do not find any support for the effect of transactional and transformational leadership to structural dimension of social capital and the effect of transactional leadership to cognitive dimension of social capital.Keywords: transactional leadership, transformational leadership, social capital
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Bilgiç, Reyhan, Merve Betül Bulazer, Elif Bürümlü, İbrahim Öztürk, and Ceyda Taşçıoğlu. "The effects of leadership on safety outcomes: The mediating roles of trust and safety climate." International Journal of Occupational Safety and Health 6, no. 1 (June 13, 2018): 8–17. http://dx.doi.org/10.3126/ijosh.v1i1.13812.
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Background: In the current study, the mediating roles of safety climate and trust in the relations between leadership styles which are transformational and transactional and safety outcomes which are safety compliance and safety participation are studied.Methods and Material: 101 blue-collar workers from a company in Zonguldak were participated in the study.Results: The results showed that transactional leadership is strongly associated with safety climate. As predicted, transformational leadership is found to be significantly correlated with safety participation.Conclusions: Moreover, transactional leadership is strongly correlated with safety compliance. Both safety climate and trust showed significant correlation with both of the safety outcomes. The mediating roles of trust and safety climate within the relations between transactional leadership and safety compliance and transformational leadership and safety participation are also found.
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Valentina Happy Vanesa. "The Effect of Transformational and Transactional Leadership on Employee Negative Behavior Mediated by Work Stress." International Journal of Science, Technology & Management 2, no. 1 (January 27, 2021): 368–76. http://dx.doi.org/10.46729/ijstm.v2i1.162.
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The objectives of this research was analyzed the effect of transactional leadership on work stress , the effect of transactional leadership on employee negative behavior, the effect transformational leadership on work stress, the effect of transformational leadership on employee negative behavior, and the effect of positively work stress on employee negative behavior. This research also analyzed the impact of transformational and transactional leadership on employee negative behaviour through work stress. The population of this study consist of two hundred employees PT. X Jakarta as the respondents provided the data that were analyzed for this study. Using the sub-set of the sampling consisting of was used to test five hypothesized relationship in the model. Data analysis in this research was used Structural Equation Model (SEM) to test independent variables influence the dependent variable. The result of this research conclude that there is positive impact from transactional leadership on work stress and negative impact from transformational leadership on work stress. The result of the study also revealed that theres in and positive indirect impact from transactional leadership on employee negative behaviour through work stress and negative indirect impact from transformational leadership on employee negative behaviour through work stress.
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Fransiska, Hanna, and Sunjoyo Sunjoyo. "KERJASAMA TIM MEMEDIASI DAMPAK KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA KERJA." Jurnal Manajemen Maranatha 18, no. 2 (May 27, 2019): 79–92. http://dx.doi.org/10.28932/jmm.v18i2.1606.
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The three main objectives of this study are: a) to test and analyze the effects of transformational and transactional leadership to teamwork positively; b) to test and analyze the effect of teamwork direct and positive impact on the performance of the work; c) to examine and analyze the influence of transformational and transactional leadership direct and positive impact on job performance. The study sample consisted of 121 (one hundred and twenty one) leaders who work in 17 (seventeen) private companies operating in the city of Bandung. Two of the five hypotheses are supported, which hypotheses were tested using Structural Equation Modeling (SEM). There are several findings from this study is the first transformational leadership positively affect teamwork, but does not affect the transactional leadership team cooperation positively. The second is teamwork does not affect the performance of work directly and positively. The third is transformational leadership directly affects job performance and positive, but transactional leadership does not affect job performance. The implications of this research was discussed as well as suggestions for future research.
Keywords: Transformational Leadership; Transactional Leadership; Teamwork; Job Performance; Leadership Beliefs Inventory (LBI); Practice Environment Survey.
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Et.al, Vichetera Rajagani. "A Malaysian Empirical Study of the Associations among Transformational Leadership, Transactional Leadership, Organizational Culture and Succession Planning." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 10, 2021): 69–75. http://dx.doi.org/10.17762/turcomat.v12i3.468.
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This study aimed to identify the relationship between transformational leadership, transactional leadership and organizational culture factors withsuccession planning. Besides that, this paper also intended to look at the influence and contribution of those factors on succession planning implementation. The sample of this study is focused on the Education Service Officers at Ministry of Education (MoE), Malaysia. Data were collected from 261 Education Officers from 21 Division in Ministry of Education, Malaysia. The findings revealed that transformational leadership, transactional leadership and organizational culture have positive significant relationship with succession planning. Besides that, this study also found that transformational leadership style, transactional leadership style and organizational culture contributing to the implementation of succession planning. Therefore, according to the research findings, we recommend that transformational and transactional leadership style, besides organizational culture factors should be considered in implementing succession planning.
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Sugiharta, Stellina Permatasari, and Michell Suharli. "Pengaruh Gaya Kepemimpinan Transaksional, Gaya Kepemimpinan Transformasional Dan Kepuasan Kerja Terhadap Kinerja Auditor Di Kantor Akuntan Publik (KAP)." Jurnal ULTIMA Accounting 6, no. 1 (June 1, 2014): 43–57. http://dx.doi.org/10.31937/akuntansi.v6i1.146.
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The objective of this research is to examine the effect of transactional leadership, transformational leadership and job satisfaction towards auditor performance. This research was performed as an attempt to acknowledge which factor could increase auditor’s performance. This research is conducted by using survey method to public accountants working at Public Accountant Firms in Jakarta and Tangerang, in 2013 and have one year minimum for job experience, as respondents. Data analysis was conducted by using multiple regressions model. The result of the test showed that transactional leadership, transformational leadership and job satisfaction can significantly affects auditor’s performance silmutaneously. Transactional leadership and job satisfaction have significant effect towards auditor’s performance partially. The next researches are expected to extend the area for survey and to add more of independent variables that could affect auditor’s performance.
Keywords: auditor’s performance, job satisfaction, transactional leadership, transformational leadership
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Girei, Adamu Ahmed. "Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria." International Journal for Innovation Education and Research 3, no. 12 (December 31, 2015): 101–10. http://dx.doi.org/10.31686/ijier.vol3.iss12.491.
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This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.
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Baškarada, Saša, Jamie Watson, and Jason Cromarty. "Leadership and organizational ambidexterity." Journal of Management Development 35, no. 6 (July 11, 2016): 778–88. http://dx.doi.org/10.1108/jmd-01-2016-0004.
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Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.
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Jia, Xiao, Jin Chen, Liang Mei, and Qian Wu. "How leadership matters in organizational innovation: a perspective of openness." Management Decision 56, no. 1 (January 8, 2018): 6–25. http://dx.doi.org/10.1108/md-04-2017-0415.
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Purpose The purpose of this paper is to answer the following two questions: What are the influences of the top managers’ different leadership styles on organizational innovation? What is the mechanism by which the different leaderships exert different effects on organizational innovation? Design/methodology/approach To test the hypothesized model, a data set based on 133 MBA part-time students from Tsinghua University and Zhejiang University in China was built, after interviewing several top managers as a pilot study. With the help of SPSS macro, hierarchical regression and bootstrapping analysis, the paper analyzes the effects of two leadership styles on innovation performance, through the mediation mechanism of openness involving open breadth and open depth. Findings The results indicate that transformational leadership enhances, while transactional leadership reduces, the organizational innovation performance. The openness breadth and openness depth not only mediate the beneficial effect of transformational leadership on innovation, but also mediate the deleterious effect of transactional leadership on innovation. Originality/value This study empirically explores the different functions of transformational leadership and transactional leadership for leading organizational innovation performance. Furthermore, a new form of organization is an open design or strategy that allows more external knowledge and resources to be absorbed, which is claimed as a new paradigm for organization innovation. This study integrates the concepts of breadth of openness and depth of openness on the basis of open innovation literature, as an intermediate mechanism to explain the different effects of the two forms of top managers’ leadership.
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SETHIBE, TEBOGO, and RENIER STEYN. "THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR." International Journal of Innovation Management 21, no. 02 (February 2017): 1750015. http://dx.doi.org/10.1142/s1363919617500153.
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The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.
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Tayo, Asman, Mia Syafrina, and Adhitomo Wirawan. "THE EFFECT OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLE ON EMPLOYEE PERFORMANCE WITH WORK MOTIVATION AS INTERVENING VARIABLE." JOURNAL OF APPLIED BUSINESS ADMINISTRATION 6, no. 1 (May 25, 2022): 84–89. http://dx.doi.org/10.30871/jaba.v6i1.3378.
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This study explores the effect of transformative transactional leadership style on employee performance, with work motivation as an intervening variable. The respondents of this survey were the population of the Riau Islands National Narcotics Agency, which amounted to 68 respondents. Using the sampling method is intended by the sampling method. In this survey, data is collected through a survey in the form of Google Forms. Descriptive and route analysis were used as data analysis techniques. The results of the three independent variables are 1. The transformational leadership style variable has a positive and important effect on work motivation. 2 The transaction leadership style variable has a significant negative effect on work motivation. 3. The transformational leadership style variable has a positive and significant effect on employee performance. 4. Transactional leadership style variable has a negative effect on employee performance. 5. Fluctuating work motivation has a positive and significant effect on employee performance
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AWAN, NADEEM AHMED, TARIQ JAMIL, and AKRAM SADDIQUE. "Interactive Effects of Transactional Leadership and Work Meaningfulness on Job Performance." International Review of Management and Business Research 10, no. 2 (June 28, 2021): 1–11. http://dx.doi.org/10.30543/10-2(2021)-1.
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Based on social exchange theory, current study examined the impact of transactional leadership on supervisor rated job performance of employees. Moreover, moderating role of work meaningfulness between this linkage is verified. Primary data from 240 faculty members were collected from different private and public sector universities of Islamabad, Rawalpindi, Lahore & Sialkot. Simple random sampling technique was used. Data were analyzed using SPSS and Hayes’s PROCESS. Correlations & Regression analysis were applied. The results bolstered the hypothesis of the study. Findings revealed that transactional leadership has a positive impact on job performance of the faculty members. Further, work meaningfulness is proven its moderating role between transactional leadership and job performance. The study will help the managers/leaders in Higher Education Sector to understand the role of transactional leadership and work meaningfulness for improving performance of the faculty members. Keywords: Transactional Leadership, Work Meaningfulness, Supervisor Rated Job Performance, Social Exchange Theory.
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Hidayati, Siti Noor. "Pengaruh Kepemimpinan Transformasional dan Transaksional terhadap Kinerja Karyawan dengan Komitmen Organisasi sebagai "Intervening Variable"." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 3, no. 2 (June 30, 2014): 117. http://dx.doi.org/10.30588/jmp.v3i2.158.
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<p><em>Organizational commitment plays a role in determning the employee’s performance. Such a commitment is affected by transformational and transactional style of a leadership. Effects of transformational and transactional style of a leadership toward the employee’s performance are to be determined, with organizational commitment as the intervening variable. </em><em>Research on 70 employees of CV. CGY showed that the transformational and transactional leadership style, partially and wholly, affect the organizational commitment positively and significantly. The effect of the transformational leadership style is more dominant than the transactional style.</em></p>
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Affandi, Lutfi Adin, and Mohammad Rizan. "KEPEMIMPINAN TRANSFORMASIONAL, TRANSAKSIONAL, MOTIVASI KERJA, DAN KINERJA PERSONEL SATUAN PROVOST DETASEMEN MARKAS MABES ANGKATAN LAUT." Jurnal Pendidikan Ekonomi dan Bisnis (JPEB) 3, no. 2 (May 21, 2017): 44. http://dx.doi.org/10.21009/jpeb.003.2.4.
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The study aimed to investigate the effect of transformational leadership, transactional leadership and work of motivation on performance of personnel (Y) provost detachment headquarter of Indonesian Navy, either simultaneously or partialy. 59 respondent from provost detachment headquarter of Indonesian Navy, completed 71 item self-reorted measures. The data collected survey and quesionares distributed to respondent. The statistic methode used was Multiple Regression. As expected, result indicated that transformational leadership, transactional leadership and work of motivation has positive effects on performance personnel. The result show that Fcount 26.154 is greater than Ftable 2.77 at significant level 0.05 then H0 is rejected, which means that the transformational leadership (X1), transactional leadership (X2) and work of motivation (X3) together-equally significant effect on performance of personnel (Y). Partial test, all the independent variables have a value of significant alpa below 0.05 or tcount independent variables is greater than ttables thus proving the influence of transformational leadership, transactional leadership and work of motivation partially on performance personnel.
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Oktora, Jublina, Mohammad Rizan, and Sihol Situngkir. "EFFECT OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLE, MOTIVATION AND COMPETENCE TO PERFORMANCE OF EMPLOYEES PT. SANJAYATAMA LESTARI." JRMSI - Jurnal Riset Manajemen Sains Indonesia 7, no. 2 (September 30, 2016): 279. http://dx.doi.org/10.21009/jrmsi.007.2.05.
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In this study, the objective is to conduct a systematic examination Effect of Transactional and Transformational Leadership Style, Motivation and Competence to Employee Performance PT. Sanjayatama Lestari. The samples used were employees of PT. Sanjayatama Lestari the number of respondents as many as 95 people. The analysis used is multiple linear regression. This study examined five variables: Transactional Leadership Style (X1), Transformational Leadership Style (X2), motivation (X3) and Competence (X4) as the independent variable and the performance (Y) as the dependent variable. Partial test shows that the transactional leadership style influenced by 3.876 (positive and significant) on the performance. Transformational leadership style also influenced significantly by 3.128. Furthermore, the motivation also has a significant influence amounted to 4.210 and the latter is the competence of significant influence amounted to 6.283.
Keywords: transactional leadership style, transformational leadership style, motivation, competence, performance and multiple linear regression.
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Yousaf, Nadeem. "A case against transformational leadership." International Journal of Public Leadership 13, no. 3 (August 14, 2017): 190–212. http://dx.doi.org/10.1108/ijpl-03-2017-0014.
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Purpose Transformational and transactional leadership have become a fascinating issue for research since the work of Burns (1978) and Bass (1990). The purpose of this paper is to evaluate the usefulness of the concept of transformational leadership using examples of political leadership from South Asia. It is argued that the construct of transformational leadership is practically non-existent. And, if the concept of transformational leadership exists, it cannot be specifically applied to the leaders who gain popularity and achieve their goals. It is also argued that positive and negative connotation with transformational and transactional leadership, respectively, is false. The popular leadership may be good for “one-point agenda,” but not necessarily transform the system. Design/methodology/approach Qualitative methods, historical analysis, and discourse analysis have been employed to understand the leaders’ actions and behaviors. Findings The discussion around the empirical examples show that the popular-successful leadership does not necessarily a transformational leadership even though the leadership achieves the goals. Originality/value The popular or so-called transformational leadership may be good to achieve one-point agenda, but it may not bring the required change and fruitful results to all stakeholders if it is not backed by a transactional strategy. Future research may turn the attention in three directions: whether or not the achieved goals were transformational or transactional; evaluation of leaders’ behavior from the perspective of consequential leadership; and the role of transactional leaders in the growth and strengthening of micro and macro organizations.
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C., Obiwuru Timothy, Okwu, Andy T., Akpa, Victoria O., and Nwankwere, Idowu A. "EFFECTS OF LEADERSHIP STYLE ON ORGANIZATIONAL PERFORMANCE: A SURVEY OF SELECTED SMALL SCALE ENTERPRISES IN IKOSI-KETU COUNCIL DEVELOPMENT AREA OF LAGOS STATE, NIGERIA." Australian Journal of Business and Management Research 01, no. 07 (February 10, 2012): 100–111. http://dx.doi.org/10.52283/nswrca.ajbmr.20110107a11.
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This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.
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Mesu, Jos, and Karin Sanders. "Exploring the road less travelled: developing the Core4 leader behaviour model by building on the Ohio State studies and comparing it with transformational and transactional leadership." Leadership & Organization Development Journal 43, no. 8 (November 3, 2022): 1321–52. http://dx.doi.org/10.1108/lodj-06-2021-0273.
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PurposeIn this study the Core4 model is proposed as a new model of leader behaviour.Design/methodology/approachTwo independent samples were used to test the construct validity of this model in comparison to a seven-factor transformational/transactional leadership model. Next, convergent and discriminant validity of the Core4 model were examined. The Core4 Leadership Questionnaire was also tested for multigroup invariance. Predictive validity of the Core4 model was compared to that of a transformational/transactional model.FindingsResults showed that the Core4 model better fitted the data than the transformational/transactional model. A seven-factor transformational/transactional model could not be established. The findings supported convergent and discriminant validity. The Core4 Leadership Questionnaire was not completely invariant across manufacturing and service organisations, but seems appropriate for application in different environments. The Core4 model was more strongly related to the criterion variables than a four-factor transformational/transactional leadership model.Originality/valueThis research shows that the Core4 model offers a valid alternative for the transformational/transactional model of leader behaviour.