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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Dussault, Marc, Daniel Payette, and Mathieu Leroux. "Principals' Transformational Leadership and Teachers' Collective Efficacy." Psychological Reports 102, no. 2 (April 2008): 401–10. http://dx.doi.org/10.2466/pr0.102.2.401-410.
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The study was designed to test the relationship of principals' transformational, transactional, and laissez-faire leadership with teachers' collective efficacy. Bandura's theory of efficacy applied to the group and Bass's transformational leadership theory were used as the theoretical framework. Participants included 487 French Canadian teachers from 40 public high schools. As expected, there were positive and significant correlations between principals' transformational and transactional leadership and teachers' collective efficacy. Also, there was a negative and significant correlation between laissez-faire leadership and teachers' collective efficacy. Moreover, regression analysis showed transformational leadership significantly enhanced the predictive capabilities of transactional leadership on teachers' collective efficacy. These results confirm the importance of leadership to predict collective efficacy and, by doing so, strengthen Bass's theory of leadership.
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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Barnes, Jeffrey N., David S. Christensen, and Tyler Stillman. "Organizational Leadership And Subordinate Effect In Utahs Certified Public Accounting Profession." Journal of Applied Business Research (JABR) 29, no. 5 (August 28, 2013): 1567. http://dx.doi.org/10.19030/jabr.v29i5.8037.
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Using the Multifactor Leadership Questionnaire (Bass and Avolio 2004), we test the correlation of transformational, transactional, and passive-avoidant leadership styles to subordinate perceptions of workplace efficiency, effectiveness, and satisfaction. Results, from a convenience sample of 103 accounting professionals in 11 CPA firms in Utah, show that transformational leadership has the largest positive correlation. Transactional leadership is less positively correlated. The passive-avoidant style is negatively correlated. Recommendations for implementing transformational leadership are provided.
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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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Yasir, Muhammad, Rabia Imran, Muhammad Kashif Irshad, Noor Azmi Mohamad, and Muhammad Muddassar Khan. "Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity." SAGE Open 6, no. 4 (October 2016): 215824401667539. http://dx.doi.org/10.1177/2158244016675396.
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This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.
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Sarfraz, Haniya. "Differentiated time management skills between leadership styles: simplified with a cross-cultural approach." Development and Learning in Organizations: An International Journal 31, no. 6 (November 6, 2017): 14–18. http://dx.doi.org/10.1108/dlo-02-2017-0009.
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Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception. Findings This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link. Originality/value This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.
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LIBIA, P. "Impact And Influence Of Leadership Style And Their Relationship In Corporate Hospitals With Reference To Chennai Hospitals." Restaurant Business 118, no. 11 (November 22, 2019): 323–32. http://dx.doi.org/10.26643/rb.v118i11.10038.
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The purpose of this study was to examine the relationships on leadership styles (transformational leadership style, transactional leadership style and laissez-faire leadership styles), and their practices in Chennai corporate hospitals. The success Organizational is too achieving its goals and objectives depend on the leaders of the organization and their leadership styles. The study revealed that the transformational leadership style has a significant, positive relationship on the leadership styles. However, we found that the transactional and laissez-faire leadership styles have a negative relationship to hospital management practices. Based on the results, it is recommended that hospitals recruit leaders with transformational style, and also hold seminars to train current leaders to become more transformational.
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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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Asgari, Ali, Somayeh Mezginejad, and Fatemeh Taherpour. "The role of leadership styles in organizational citizenship behavior through mediation of perceived organizational support and job satisfaction." Innovar 30, no. 75 (January 1, 2020): 87–98. http://dx.doi.org/10.15446/innovar.v30n75.83259.
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This paper seeks to examine transformational and transactional leadership, employees’ organizational citizenship behavior, employees’ job satisfaction and perceived organizational support; which are employees' organizational citizenship behavior associations. In addition, this study explores the mediating role of employees’ job satisfaction and perceived organizational support in the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior. The study was conducted at the University of Birjand, Iran, on a sample of 250 employees. This research follows a descriptive and correlational approach. Our findings show that transformational leadership and employees’ job satisfaction and perceived organizational support positively and significantly influence employees’ organizational citizen-ship behavior. Additionally, results revealed that employees’ job satisfaction mediates the association between transformational and transactional leadership and employees’ organizational citizenship behavior. Moreover, employees perceived organizational support mediates the association between transformational and transactional leadership and employees’ organizational citizenship behavior. Iranian organizations, especially universities, should invest in transformational leadership and job satisfaction, as well as in the selection of managers with transformational leadership styles and employees who are eager to work at the university, in order to enrich the organizational citizenship behavior of employees.
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Widyaningsih, Meilana, and Mufti Arief Arfiansyah. "The Effect of Leadership Style and Work Motivation on The Performance of Academic Staff." Journal of Business Management Review 1, no. 3 (August 30, 2020): 145–54. http://dx.doi.org/10.47153/jbmr13.292020.
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This study has purpose to analyze the effect of transactional leadership styles, transformational leadership styles, and motivation on the performance of academic staff. This study was conducted at the State Islamic Institute of Surakarta with a total sample of 30 respondents in 2020 by using simple random sampling.
The results of the analysis on the variable transactional leadership style showed the value of t = 3.183 and a probability of 0.002, which means that the transactional leadership style has an effect on the performance of academic staff. Then, the results of the analysis on transformational leadership style variables showed the value of tcount = 3.418 and a probability of 0.003, which means that the transformational leadership style has an effect on performance. And the results of the analysis on the work motivation variable showed the value of tcount = 2.251 and a probability of 0.032, when compared to ttable (2.056) which means that work motivation has an effect on performance.
Keywords: transformational leadership, transactional leadership, work motivation, and academic staff 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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Ugwu, C. I., and A. M. Okore. "Transformational and transactional leadership influence on knowledge management activities of librarians in university libraries in Nigeria." Journal of Librarianship and Information Science 52, no. 3 (October 16, 2019): 864–79. http://dx.doi.org/10.1177/0961000619880229.
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This paper aims to determine the influence of transformational and transactional leadership on knowledge management activities of librarians in university libraries in Nigeria. Quantitative methodology was considered appropriate for this type of research and adopted to accomplish the main goal of this study. A questionnaire was used to collect data from a total of 215 librarians who participated in the study. Factor analysis and multiple regressions were used to analyze data. The results of the study reveal a positive and significant influence of transformational and transactional leadership on knowledge management activities of academic librarians in university libraries in Nigeria. Further, the results show that transformational leadership behaviours impacted knowledge management activities of librarians more than transactional leadership behaviours. The study provides both theoretical and empirical evidence on the impact of transformational and transactional leadership behaviours on knowledge management processes.
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Roni, Faizal. "ANALISIS PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN KEPEMIMPINAN TRANSAKSIONAL TERHADAP KEPUASAN KERJA KARYAWAN." Widya Cipta - Jurnal Sekretari dan Manajemen 3, no. 1 (March 22, 2019): 171–78. http://dx.doi.org/10.31294/widyacipta.v3i1.5243.
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The Goal of this study are to assess, analyze, and appointment of empirically the effects of Transformational Leadership and Transactional Leadership on Employee satifaction Yayasan Khazanah Kebajikan in south Tangerang City. This study uses data from the Associative Primary Questioner. The sample size is determined by the formula “Slovin the total sample are 130 respondents of 200 employees. The Technical of analysis is a descriptive statistical analysis. This study examined the leadership style with two variabels as Independent variabel to the satisfaction of working with one variable as Dependent Variabel, that is : Transformational Leadership (X1) and Transactional leadeship (X2) as Independent Variabel , job satisfaction (Y) as the Dependent Variabel. These three variable were tested by partial dan simultaneously, immediate effect Partial assay results are as follows : The effect of Transformational Leadership style on job satisfaction isvariables have positive and significant effect, The effect of Transactional Leadership style on job satisfaction is variables have positive and significant effect, and simultaneous test are as follows : The effect of Transformational and Transactional Leadership style on job satisfaction is variables have positive and significant effect.
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Rodrigues, Alexandra de Oliveira, and Maria Cristina Ferreira. "The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors." Psico-USF 20, no. 3 (December 2015): 493–504. http://dx.doi.org/10.1590/1413-82712015200311.
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Abstract We investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The sample consisted of 213 workers of both genders who answered the Multifactorial Leadership Scale and the Organizational Citizenship Behaviors (OCB) Scale. The multiple linear regression showed that: the transactional leadership style positively predicted the OCB dimension associated to the creation of a climate favorable to the organization in the external environment; the transformational leadership style positively predicted the dimensions of OCB associated to the creative suggestions related to the system; to the creation of a favorable organizational climate in the external environment; to self-training and to cooperation among colleagues; transformational leadership style showed greater predictive power on OCB than transactional leadership. It was concluded that transformational leaders are more capable to lead their subordinates in order to take actions that go beyond their prescribed roles.
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Ugwu, C. I., O. B. Onyancha, and M. Fombard. "Transformational and transactional leadership and knowledge sharing in Nigerian university libraries." IFLA Journal 46, no. 3 (May 19, 2020): 207–23. http://dx.doi.org/10.1177/0340035220917987.
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This study aims to investigate the influence of transformational and transactional leadership styles on the knowledge-sharing practices of librarians. It adopted a quantitative approach and a questionnaire formed the main instrument of data collection. Data collected from 216 librarians in different private, state and federal university libraries in Nigeria was analysed using multiple regression techniques and Tukey’s post-hoc test of honestly significant difference. The findings revealed that transformational leadership impacted knowledge sharing more than transactional leadership styles. Therefore, this study provides empirical evidence that transformational and transactional leadership behaviours are required to enhance the knowledge-sharing activities of librarians in Nigeria.
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Ratnamiasih, Ina, and Warenih W. "Pengaruh Kepemimpinan Transformasional dan Transaksional pada Kinerja Pegawai Bappeda Kota Bandung." TRIKONOMIKA 13, no. 2 (December 14, 2014): 119. http://dx.doi.org/10.23969/trikonomika.v13i2.607.
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Leadership in government institution increasingly recognized role in improving employee performance. As one of the organizations responsible for performing research and development planning for local development, Bappeda need leaders who are able to use the leadership style. This study aims to look at the effect of transformational and transactional leadership on employee performance Regional Development Planning Board (Bappeda) in Bandung. Data was collected using a census technique on all employees of the Bappeda totaling 88 people. Data were analyzed using Structural equation modeling (PLS). The results showed a positive and significant influence of transformational and transactional leadership on employee performance. Transactional leadership has a greater influence than the transformational leadership. The next study is expected to use different methods in order to more clearly the contribution of leadership on employee performance, especially in government institution.
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Kurnianingtyas, Wulan. "Analisis Gaya Kepemimpinan dan Kepuasan Kerja Pegawai SMK Raden Patah Kota Mojokerto." JEBDEER: Journal of Entrepreneurship, Business Development and Economic Educations Research 1, no. 2 (January 23, 2018): 21–28. http://dx.doi.org/10.32616/jbr.v1i2.66.
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Leadership is the ability of leaders to influence subordinates in an organization so that they are motivated to achieve organizational goals. There are two styles of leadership that can be applied, namely the force of transformational leadership and transactional leadership style. Both are expected to influence job satisfaction of subordinates. The population in this study were all employees of SMK Raden Patah Kota Mojokerto many as 60 people. Because its population is relatively small, the entire population sampled. Data were collected through a questionnaire given directly to respondents. Furthermore, in analysis with multiple linear regression approach. The results of this study indicate that: (1) changes in employee satisfaction 58.6% change in employee job satisfaction is influenced by the style of transformational leadership and transactional leadership style. The remaining 41.4% are influenced by other variables not studied. This is indicated by the value of R Square = 0.586, (2) style of transformational leadership and transactional leadership styles together influence on employee job satisfaction. This is indicated by a probability value of F test = 0.014 less 0.05, and (3) the dominant influence transformational leadership style on employee job satisfaction. This is indicated by the value of regression coefficient (beta) is a standardized = 0.651 is larger than transactional leadership style variables = -0.549
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Chakrabarty, Subhra. "Leadership: Validation of a Self-Report Scale: Comment on Dussault, Frenette, and Fernet (2013)." Psychological Reports 115, no. 2 (October 2014): 415–18. http://dx.doi.org/10.2466/01.08.pr0.115c24z6.
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In a recent study, Dussault, Frenette, and Fernet (2013) developed a 21-item self-report instrument to measure leadership based on Bass's (1985) transformational/transactional leadership paradigm. The final specification included a third-order dimension (leadership), two second-order dimensions (transactional leadership and transformational leadership), and a first-order dimension ( laissezfaire leadership). This note focuses on the need for assessing convergent and discriminant validity of the scale, and on ruling out the potential for common method bias.
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Skwarek, Slawomir Jan. "Authentic Leadership: Beyond and above Transactional and Transformational Leadership." Academy of Management Proceedings 2012, no. 1 (July 2012): 17949. http://dx.doi.org/10.5465/ambpp.2012.17949abstract.
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Smith, Patrick O. "Leadership in Academic Health Centers: Transactional and Transformational Leadership." Journal of Clinical Psychology in Medical Settings 22, no. 4 (November 24, 2015): 228–31. http://dx.doi.org/10.1007/s10880-015-9441-8.
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