Journal articles: 'Transformational leadership'

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Jaouadi, Said, Rachida Ben Jazia, Nahed Khabbouchi, and Hayat Haqawi. "A Study of Influencing Leadership Styles on Financial Performance in Saudi Arabian Commercial Banks." Saudi Journal of Economics and Finance 7, no. 11 (November 7, 2023): 508–14. http://dx.doi.org/10.36348/sjef.2023.v07i11.005.

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This study examined the relationships between different leadership styles and bank performance in Saudi Arabia. The partial least squared was conducted to assess the impacts of autocratic, democratic, laissez-faire, and transformational leaderships on financial performance of banks using data from 199 responses collected from 7 Saudi banks. The findings revealed that autocratic leadership had a significant positive effect on performance, while democratic leadership's influence was insignificant. Transformational leadership did not significantly impact outcomes despite correlating strongly with democratic leadership. Laissez-faire leadership was found to negatively influence transformational leadership. These findings provide useful insights yet also merit deeper examination of moderating factors. Autocratic leadership appears suitable given local preferences for hierarchy, but risks stifling creativity long-term. Democratic leadership fosters innovation but still be unable to affect positively the decision-making efficiency. Transformational leadership unexpectedly doesn’t positively affect the financial performance of banks in Saudi Arabia.

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Judge, Timothy A., Erin Fluegge Woolf, Charlice Hurst, and Beth Livingston. "Charismatic and Transformational Leadership." Zeitschrift für Arbeits- und Organisationspsychologie A&O 50, no. 4 (October 2006): 203–14. http://dx.doi.org/10.1026/0932-4089.50.4.203.

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Charismatische und transformationale Führung: Ein Überblick und eine Agenda für zukünftige Forschungsarbeiten Abstract. Of all the leadership theories in organizational research, charismatic/transformational leadership has captured scholars' interest most over the past decade. This article reviews what has been learned about the antecedents of charismatic and transformational leadership, their effects on individual and collective outcomes across cultures, and moderators of those effects. We conclude with a set of recommendations for moving this field of study forward, including a call for more rigorous research designs that provide greater insight into the process of transformational leadership (i.e., causal direction and mediating mechanisms), further conceptual clarifications, and further integration with other schools of leadership thought.

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Schoch, Simone, and Roger Keller. "Transformationale Führung im Schulkontext: Wahrnehmung organisatorischer Rahmenbedingungen, Befriedigung des Autonomiebedürfnisses und emotionale Erschöpfung von Lehrpersonen." Die Deutsche Schule: Zeitschrift für Erziehungswissenschaft, Bildungspolitik und pädagogische Praxis 116, no. 4 (June 7, 2024): 352–65. https://doi.org/10.5281/zenodo.15087367.

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In diesem Beitrag wird der Frage nachgegangen, wie transformationale Führung von Schulleitungen zur Reduktion emotionaler Erschöpfung von Lehrpersonen beitragen kann. Eine Längsschnittstudie mit 1217 Lehrpersonen zeigt, dass der Zusammenhang zwischen transformationaler Führung und der Reduktion von emotionaler Erschöpfung durch klare organisatorische Rahmenbedingungen und Verantwortungsbereiche sowie die Befriedigung des Autonomiebedürfnisses der Lehrpersonen vermittelt wird.   English version Transformational Leadership in the School Context: Perception of Organizational Frameworks, Satisfaction of the Need for Autonomy, and Teachers’ Emotional Exhaustion  This article examines how school principals’ transformational leadership can contribute to reducing teachers’ emotional exhaustion.The longitudinal study with 1217 teachers shows that the relationship between transformational leadership and the decrease of emotional exhaustion is mediated by the perception of clear organizational framework conditions and areas of responsibilities, as well as the satisfaction of teachers’ need for autonomy.

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Liebermann, Susanne Christina, Katharina Blenckner, Jan-Hendrik Diehl, Joschka Feilke, Christina Frei, Sophie Grikscheit, Swantje Hünsch, et al. "Abrupt Implementation of Telework in the Public Sector During the COVID-19 Crisis." Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, no. 4 (October 2021): 258–66. http://dx.doi.org/10.1026/0932-4089/a000367.

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Abstract. Lockdown regulations during the COVID-19 outbreak resulted in abrupt changes to work situations and presented new leadership challenges. This short report explores how leaders perceived their options for leading transformationally when their teams were forced to rapidly switch to virtual collaboration. We interviewed 20 supervisors using semistructured telephone interviews who described their general leadership behavior before the lockdown and the evaluated possibilities and difficulties of leading transformationally during the lockdown. The article provides insights into the preconditions for transformational leadership in the public sector during change processes. High workload, time pressure, and role conflicts, combined with restricted freedom of action, restrained their options of transformational leadership. Communicative problems further hindered the transfer of transformational leadership behavior to new working arrangements during the Covid-19-crisis. The article derives implications for ways of helping managers to employ the potentials of transformational leadership in virtual settings and during change processes in the public sector.

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Tidjane, Kamagaté Ibrahiman, Assandé Gilbert N’Guessan, and Kouakou Bruno Kanga. "Competences Emotionneles et Style de Leadership Transformationnel chez des Femmes Cadres a Abidjan." European Scientific Journal, ESJ 19, no. 19 (July 31, 2023): 87. http://dx.doi.org/10.19044/esj.2023.v19n19p87.

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L’objectif de la présente étude est d’examiner la relation entre les compétences émotionnelles et le style de leadership transformationnel chez des femmes cadres à Abidjan. L’échantillon est composé de 70 femmes cadres exerçant dans divers domaines d’activité dans la ville d’Abidjan. Les niveaux de compétences émotionnelles des sujets ont été mesurés à l’aide du Profil de compétence émotionnelle (PEC) (Mikolajczak & al 2013). Le style de leadership transformationnel a été déterminé par le Multifactor Leadership Questionary (MLQ) Formule 6S (Bass et Avolio, 1990). Les résultats indiquent que la fréquence de femmes cadres qui présentent un niveau élevé en compétences émotionnelles et qui adoptent le leadership transformationnel est supérieure à celle de leurs pairs qui ont un niveau faible en compétences émotionnelles qui adoptent le leadership transformationnel. Ces résultats suggèrent aux managers et dirigeants d’entreprises de promouvoir les compétences émotionnelles au travail pour maintenir des relations professionnelles plus saines et accroître la performance de leurs salariés.  The objective of this study is to examine the relationship between emotional skills and transformational leadership style among female executives in Abidjan. The sample is composed of 70 female executives working in various fields of activity in the city of Abidjan. The subjects' emotional competence levels were measured using the Emotional Competence Profile (PEC) (Mikolajczak & al 2013). The transformational leadership style was determined by the Multifactor Leadership Questionary (MLQ) Formula 6S (Bass and Avolio, 1990). The results indicate that the frequency of women executives who have a high level of emotional competence and who adopt transformational leadership is higher than that of their peers who have a low level of emotional competence who adopt transformational leadership. These results suggest that managers and business leaders promote emotional skills at work to maintain healthier professional relationships and increase the performance of their employees.

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Sathi Akter, Md Ramjan Ali, Md. Mokit-Ul Hafiz, and S M Al Imran. "Transformational Leadership For Inclusive Business And Their Social Impact On Bottom Of The Pyramid (Bop) Populations." Journal Of Creative Writing (ISSN-2410-6259) 8, no. 3 (December 28, 2024): 107–25. https://doi.org/10.70771/jocw.134.

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The goal of the present study is to probe into the essential role of transformational leadership and diversity in culture for the successful implementation of business models aiming at the Bottom of the Pyramid (BoP).Inclusive businesses seek to alleviate poverty. This is done by integrating people from BOP backgrounds as consumers, suppliers, or distributors of companies producing goods; it cares for economic empowerment and social fairness. This research uses transformational leadership theory and cultural dimensions theory for its analysis. Leadership practices are measured, as well the impact of cultural sensitivity on ways in which people access goods and services, their level of employment or income. The results show that transformational leaderships significantly improve results: for example, transformational leadership's dimensions such as inclusiveness, innovation and transformation (enterprise). The study offers guidance to entrepreneurs and policymakers. It emphasizes the need for sustainable, scalable strategies in order to demonstrate that the economic and social impact of Inclusive business initiatives can be maximized to pay off.

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Lindert, Lara, Sabrina Zeike, Kyung-Eun (Anna) Choi, and Holger Pfaff. "Transformational Leadership and Employees’ Psychological Wellbeing: A Longitudinal Study." International Journal of Environmental Research and Public Health 20, no. 1 (December 30, 2022): 676. http://dx.doi.org/10.3390/ijerph20010676.

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Managers play a key role in realizing a humane organization of work. Transformational leadership aims to identify and examine leadership behaviors that strengthen employees’ awareness of the importance and values of task outcomes by articulating a vision for the future, providing a realistic action plan, and giving individualized support. Previous studies have revealed associations between transformational leadership and the psychological wellbeing of employees in different settings, while others did not find such associations. As research based on longitudinal data remains rare, this study builds on longitudinal data from two employee surveys conducted in 2015 and 2018 in a medium-sized German company. In this study, transformational leadershipt0 and gender had a significant impact on transformational leadershipt1, while psychological wellbeing∆, social capital∆, and age did not. Psychological wellbeingt0 and social capital∆ had a significant impact on psychological wellbeingt1, but transformational leadership∆, age, and gender did not. Therefore, it is worthwhile for companies to invest in social capital and focus on gender aspects at work. As underlying mechanisms regarding employees’ psychological wellbeing may differ between companies, it is worthwhile for each organization to conduct mental risk assessments to identify “red flags” and implement suitable measures.

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Misbahuddin, Misbahuddin, and Mohamad Syamsul Maarif. "The linkage between leadership style of project manager and project performance: Evidence from telecommunication industry." Journal of Project Management 9, no. 3 (2024): 163–82. http://dx.doi.org/10.5267/j.jpm.2024.6.001.

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This research analyses how different leadership styles affect project managers in the telecommunications sector, focusing on transactional and transformational leadership's direct effects on project performance. Ambidextrous Leadership's role as a mediator is explored alongside the influence of Project Management approaches (Waterfall, Agile, Hybrid) and Project Manager Certifications. Data from 224 Project Managers in 77 Indonesian telecom companies was examined using Structural Equation Modelling Partial Least Square (SEM PLS). The findings indicate that Transactional and Transformational Leadership alone don't directly affect Project Performance, but Ambidextrous Leadership significantly enhances it. Different Project Management Approaches (Waterfall, Hybrid, Agile) amplify the impact of leadership styles. Transactional leadership is strongly linked to the waterfall, while transformational and ambidextrous leadership aligns with the agile and hybrid approach. Project Management Certification strengthens Transactional Leadership's effect on Project Performance, with less impact on Transformational Leadership. The research emphasizes the significance of Ambidextrous Leadership in improving project performance and how project management approaches and certifications can enhance or moderate the influence of leadership styles on telecommunication project management. These findings offer industry practitioners and organizations valuable insights, contributing to leadership, project management, and telecommunications research.

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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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Chukwuma, Nonye, and Dumisani Zondo. "Effect of transformational leadership on employee resistance to change at eThekwini automobiles." International Journal of Research in Business and Social Science (2147- 4478) 13, no. 3 (June 1, 2024): 179–93. http://dx.doi.org/10.20525/ijrbs.v13i3.3216.

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Transformational leadership and employee change resistance have been studied extensively. However, no systematic attempt has been made to reframe those findings in light of leaders' inspirational drive. The sample size of 170 participants from eThekwini automobile dealership organisations indicated that employees' intention to resist change was negatively associated with their managers' transformational leadership style focused on inspirational motivation. Transformational leadership's impact on employee resistance to change at eThewkini Automobiles in KwaZulu-Natal is examined through a leader's inspirational motivation. Inspirational motivation reduced staff resistance to change at these car companies, according to the transformational leadership tool multi-leadership questionnaire (MLQ). Various branches of 6 major automobile companies in eThekwini, KwaZulu-Natal, South Africa were considered for this study. The study included 170 of 270 individuals. Both descriptive and correlational analysis were employed to test study objectives. The study found that inspirational motivation mediates the relationship between transformational leadership and employee resistance to change because transformational leadership reduces resistance, improves commitment, and embraces change. Inspirational motivation mediates transformational leadership in organisational change management, according to the study. The study suggests that management use inspiring motivation to promote change management acceptability and commitment to change and reduce employee resistance to change.

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Luzinski, Craig. "Transformational Leadership." JONA: The Journal of Nursing Administration 41, no. 12 (December 2011): 501–2. http://dx.doi.org/10.1097/nna.0b013e3182378a71.

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Wolf, Gail A. "Transformational Leadership." JONA: The Journal of Nursing Administration 42, no. 6 (June 2012): 309–10. http://dx.doi.org/10.1097/nna.0b013e3182573989.

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Clavelle, Joanne T. "Transformational Leadership." JONA: The Journal of Nursing Administration 42, no. 7/8 (2012): 345–46. http://dx.doi.org/10.1097/nna.0b013e31826193d2.

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Drenkard, Karen. "Transformational Leadership." JONA: The Journal of Nursing Administration 43, no. 2 (February 2013): 57–58. http://dx.doi.org/10.1097/nna.0b013e31827f1ea0.

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Bush, Tony. "Transformational leadership." Educational Management Administration & Leadership 46, no. 6 (October 10, 2018): 883–87. http://dx.doi.org/10.1177/1741143218795731.

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Ackoff, Russell L. "Transformational leadership." Strategy & Leadership 27, no. 1 (January 1999): 20–25. http://dx.doi.org/10.1108/eb054626.

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Jones, Pam, Shea Polancich, Robin Steaban, Nancye Feistritzer, and Terri Poe. "Transformational Leadership." Journal for Healthcare Quality 39, no. 3 (2017): 186–90. http://dx.doi.org/10.1097/jhq.0000000000000090.

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Birla, Kumar Mangalam. "Transformational leadership." International Journal of Learning and Intellectual Capital 2, no. 4 (2005): 321. http://dx.doi.org/10.1504/ijlic.2005.008088.

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Neale, Graham. "Transformational leadership." BMJ 331, no. 7516 (September 8, 2005): 560. http://dx.doi.org/10.1136/bmj.331.7516.560.

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Gurka, Ann M. "Transformational Leadership." Clinical Nurse Specialist 9, no. 3 (May 1995): 169–74. http://dx.doi.org/10.1097/00002800-199505000-00015.

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Müller, Sabrina. "Transformational Leadership." Praktische Theologie 59, no. 3 (July 1, 2024): 159–64. http://dx.doi.org/10.14315/prth-2024-590308.

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Hocker, Susan M., and Joan Trofino. "Transformational Leadership." Lippincott's Case Management 8, no. 5 (September 2003): 208–13. http://dx.doi.org/10.1097/00129234-200309000-00006.

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Morton, Paula J. "Transformational Leadership." AORN Journal 63, no. 6 (June 1996): 1129. http://dx.doi.org/10.1016/s0001-2092(06)63301-2.

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Mulla, Zubin R., and Venkat R. Krishnan. "Transformational Leadership." Journal of Human Values 17, no. 2 (August 16, 2011): 129–43. http://dx.doi.org/10.1177/097168581101700203.

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Barker, Anne M., and Constance E. Young. "Transformational leadership." Holistic Nursing Practice 9, no. 1 (October 1994): 16–25. http://dx.doi.org/10.1097/00004650-199410000-00005.

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Formella, Nancy. "Transformational Leadership." Journal of Nursing Care Quality 11, no. 6 (August 1997): 60. http://dx.doi.org/10.1097/00001786-199708000-00009.

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Taccetta-Chapnick, Marie. "Transformational Leadership." Nursing Administration Quarterly 21, no. 1 (1996): 60–66. http://dx.doi.org/10.1097/00006216-199602110-00010.

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Powers, Robert. "TRANSFORMATIONAL LEADERSHIP." JEMS: Journal of Emergency Medical Services 31, no. 4 (April 2006): 74–79. http://dx.doi.org/10.1016/s0197-2510(06)70363-1.

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Allix, Nicholas M. "Transformational Leadership." Educational Management & Administration 28, no. 1 (January 2000): 7–20. http://dx.doi.org/10.1177/0263211x000281002.

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Schoch, Simone, Roger Keller, Jasper Maas, Pamela Rackow, Urte Scholz, Julia Schüler, and Mirko Wegner. "Transformationale Führung und positive Emotionen bei Lehrpersonen – die Rolle der sozialen Unterstützung und der psychologischen Bedürfnisbefriedigung." Empirische Pädagogik 37, no. 2 (June 7, 2023): 192–210. https://doi.org/10.5281/zenodo.14501244.

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Positive Emotionen gelten als Schlüsselfaktor zur Steigerung des Wohlbefindens und der Arbeitsleistung. Die vorliegende Studie beleuchtet den Zusammenhang zwischen transformationalem Führungsverhalten der Schulleitung und dem Erleben positiver Emotionen von Lehrpersonen. Es wird untersucht, ob dabei (a) die erhaltene soziale Unterstützung aus dem Team und (b) die Befriedigung der psychologischen Grundbedürfnisse als vermittelnde Mechanismen wirken. Basierend auf Längsschnittdaten von N = 1 217 Lehrpersonen zeigte sich, dass das individuelle transformationale Führungsverhalten die Bedürfnisse nach Autonomie und sozialer Eingebundenheit befriedigt, was zu einer Erhöhung der positiven Emotionen der Lehrpersonen beiträgt. Für die kollektive transformationale Führung waren die Ergebnisse weniger eindeutig. Sie weisen aber darauf hin, dass diese zu mehr sozialer Unterstützung innerhalb des Teams führt. Dadurch werden die Bedürfnisse nach Autonomie und sozialer Eingebundenheit stärker befriedigt, was wiederum zur Steigerung der positiven Emotionen der Lehrpersonen beiträgt. Schulleitungen können folglich positive Emotionen von Lehrpersonen über zwei verschiedene Wege fördern: Indem sie (1) die psychologischen Grundbedürfnisse der Lehrpersonen befriedigen und (2) die Voraussetzungen für ein unterstützendes Teamklima schaffen.   English version Transformational leadership and teachers’ positive emotions – the role of social support and psychological need satisfaction Positive emotions are considered a key factor for enhancing well-being and job performance. This study addresses the relationship between school leaders’ transformational leadership behavior and teachers’ experienced positive emotions. It examines whether (a) received social support from the team and (b) basic psychological needs satisfaction mediate this relationship. Based on longitudinal data from N = 1 217 teachers, individual transformational leadership behavior was found to satisfy teachers’ needs for autonomy and social relatedness, which contributed to an increase in their positive emotions. The results regarding collective transformational leadership were less clear. However, they indicate that collective transformational leadership leads to more social support within the team, thereby enhancing the satisfaction of the needs for autonomy and social relatedness, which in turn contribute to increasing positive emotions in teachers. School leaders can thus foster teachers' positive emotions in two different ways: By (1) satisfying teachers' basic psychological needs and (2) creating conditions for a supportive team climate.

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G. Frigillana, Katherine, Roviel Manfre C. Muldong, Hazel T. Tiongson, Jeric R.Aduna, and Noel T. Florencondia. "ASSESSMENT OF HOLY ANGEL UNIVERSITY – SCHOOL OF ENGINEERING AND ARCHITECTURE ADMINISTRATORS AS TRANSFORMATIONAL AND SERVANT LEADERS." Engineering and Technology Journal 08, no. 01 (January 3, 2023): 1807–13. http://dx.doi.org/10.47191/etj/v8i1.04.

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The leadership style of an individual is influenced by his personality, ability, and skills. Two leadership styles were focused in this study which are transformational and servant leaderships. The level of leaderships of the administrators of the School of Engineering and Architecture (SEA) at Holy Angel University (HAU) for the First Semester School Year 2022-2023 were assessed using self-assessment transformational and servant leadership questionnaires. The assessment resulted that administrative ability is the dominant transformational leader characteristic of the respondents while being creative was the lowest transformational leader characteristic, but still within the high range of the score interpretation. Demonstrating ethical behaviour is the dominant servant leader characteristic but creating value for the community got the lowest characteristic, but still within the moderate range of the score interpretation. The HAU-SEA administrators generally demonstrated the characteristics of a transformational leader and mostly exhibited the behaviours of a servant leader, specifically the exemplary demonstration of ethical behaviours.

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Katherine, G. Frigillana, Manfre C. Muldong Roviel, T. Tiongson Hazel, R.Aduna Jeric, and T. Florencondia Noel. "ASSESSMENT OF HOLY ANGEL UNIVERSITY – SCHOOL OF ENGINEERING AND ARCHITECTURE ADMINISTRATORS AS TRANSFORMATIONAL AND SERVANT LEADERS." Engineering and Technology Journal 08, no. 01 (January 10, 2023): 1807–13. https://doi.org/10.5281/zenodo.7523937.

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The leadership style of an individual is influenced by his personality, ability, and skills. Two leadership styles were focused in this study which are transformational and servant leaderships. The level of leaderships of the administrators of the School of Engineering and Architecture (SEA) at Holy Angel University (HAU) for the First Semester School Year 2022-2023 were assessed using self-assessment transformational and servant leadership questionnaires. The assessment resulted that administrative ability is the dominant transformational leader characteristic of the respondents while being creative was the lowest transformational leader characteristic, but still within the high range of the score interpretation. Demonstrating ethical behaviour is the dominant servant leader characteristic but creating value for the community got the lowest characteristic, but still within the moderate range of the score interpretation. The HAU-SEA administrators generally demonstrated the characteristics of a transformational leader and mostly exhibited the behaviours of a servant leader, specifically the exemplary demonstration of ethical behaviours.

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Alrashidi, Salwa, Wafa Alenezi, Afaf Alrimali, and Mashael Alshammari. "Exploring the leadership styles of nurse managers in Hail, Saudi Arabia: A cross-sectional analysis." Journal of Hospital Administration 13, no. 1 (November 26, 2023): 1. http://dx.doi.org/10.5430/jha.v13n1p1.

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Objective: Leadership’s impact in healthcare is crucial as it notably shapes the experiences and performance of nursing staff. This study explores the dominant leadership styles among nurse managers in Hail, Saudi Arabia, as experienced by their nursing staff. The inquiry also examines how these leadership approaches directly influence critical organizational outcomes, including leader effectiveness, employee satisfaction, and staff’s willingness to exert extra effort.Methods: A cross-sectional design involving participants recruited via convenience sampling from four government hospitals in Hail, Saudi Arabia. Data were collected using the 45-item Likert-type Multifactor Leadership Questionnaire (MLQ) and analyzed using SPSS Statistics.Results: Among the 372 nurses analyzed, transformational leadership (2.56 ± 0.75) significantly outscored other styles (p < .001) and had the highest correlation with the leadership outcomes of effectiveness, extra effort, and satisfaction (R2 of 0.828, 0.786, and 0.760, respectively) compared to the transactional and laissez-faire leadership styles. Additionally, linear regression analysis revealed that transformational leadership explained 69% of effectiveness, 61.7% of extra effort, and 58% of satisfaction variances. Within the transformational framework, “inspirational motivation” strongly correlated with positive outcomes.Conclusions: This study emphasizes transformational leadership’s essential role in healthcare, urging nurse leaders to embrace this style, with a focus on strategies that boost motivation. It also recommends that healthcare institutions initiate targeted programs to develop their leaders’ transformational leadership characteristics.

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Cheng, Juhua, Xiao Wen Jie, and Bo Wen Dou. "RESEARCH ON THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL MOTIVATION ON EMPLOYEE INNOVATIVE BEHAVIOR IN HIGH-TECH ENTERPRISES." EUrASEANs: journal on global socio-economic dynamics, no. 2(51) (March 30, 2025): 466–77. https://doi.org/10.35678/2539-5645.2(51).2025.466-477.

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This study explores the mechanism of transformational leadership's impact on employee innovation behavior and introduces organizational motivation as a mediating variable. Based on motivation theory and social exchange theory, transformational leadership is divided into four dimensions: moral example, vision motivation, personalized care, and leadership charisma. Organizational motivation is divided into two dimensions: material motivation and development motivation. A questionnaire survey of 341 employees of high-tech enterprises found that: (1) Vision motivation, personalized care, and leadership charisma in transformational leadership have a significant positive impact on employee innovation behavior, while the dimension of moral example has no significant impact; (2) Vision motivation, personalized care, and leadership charisma have a significant positive impact on material motivation and development motivation; (3) Material motivation and development motivation have a significant positive impact on employee innovation behavior; (4) Organizational motivation plays a partial mediating role between transformational leadership and employee innovation behavior. This study enriches the research on the mechanism of transformational leadership affecting employee innovation behavior and provides theoretical and practical inspiration for enterprises to promote employee innovation.

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Kumari, Sushma, and Snigdha Dash. "Transformational Leadership and Authentic Leadership Influenced on Higher Educational Institute." YMER Digital 21, no. 08 (August 19, 2022): 765–81. http://dx.doi.org/10.37896/ymer21.08/64.

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Objectives: - This study aims to show the significant relationship between Transformational Leadership and Authentic Leadership in higher educational institutes. Research Methodology: - This study follows a literature review approach. The study presents 70 research papers published in leading journals from 2011-to 2021. This Review provides an understanding of the direction for future researchers. Findings: - The finding of this study is that transformational Leadership and authentic leadership influence higher education. The study found that Transformational Leadership and Authentic Leadership significantly influence higher education. Transformational leaders are energetic passionate and inspire their followers to achieve the organization's goals. Authentic leaders promote authenticity among followers to enhance the better relationship with them. The higher educational institute needs Transformational Leadership and Authentic Leadership both for innovation. Conclusion & recommendations: - It can be concluded that transformational Leadership and Authentic Leadership have a significant relationship with the higher educational institute. The study recommends that higher educational institutes accept transformational Leadership and Authentic Leadership to improve performance and create innovation. Keywords: - Transformational Leadership, Authentic Leadership, appreciate, Higher education, Inspired, Employee engagement

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Daria, Irene, and Cenby Eppie Gaytos. "Transformational Leadership Styles of School Heads and Teachers’ Continuing Professional Development Engagement." Psychology and Education: A Multidisciplinary Journal 33, no. 10 (March 21, 2025): 1206–14. https://doi.org/10.70838/pemj.331009.

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This study investigated the relationship between transformational leadership and teachers' Continuing Professional Development (CPD) for the school year 2023-2024. It focused on evaluating the levels of transformational leadership exhibited by school heads, specifically in terms of inspirational motivation, individualized consideration, intellectual stimulation, and idealized influence. Additionally, the research assessed the extent of teachers' CPD and examined the significance of the relationship between transformational leadership styles and CPD. The findings indicate that school heads demonstrate strong transformational leadership across all dimensions. Inspirational motivation, individualized consideration, intellectual stimulation, and idealized influence significantly impact teachers' CPD. Teachers reported high levels of support from school heads in these areas, which positively influences academic performance, teacher engagement, and the overall school community. The study also found strong participation in educational conferences and seminars among respondents. Furthermore, teachers who experienced higher levels of transformational leadership were more motivated to pursue continuous professional growth. Based on these results, the study recommends that teachers actively engage in professional development, students embrace values of respect and cooperation, and school heads continue to implement transformational leadership styles. Future research should expand to include various educational levels and regions to gain a broader understanding of transformational leadership's effectiveness across different context.

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Daria, Irene, and Eppie Gaytos Cenby. "Transformational Leadership Styles of School Heads and Teachers' Continuing Professional Development Engagement." Psychology and Education: A Multidisciplinary Journal 33, no. 10 (March 21, 2025): 1206–14. https://doi.org/10.70838/pemj.331009.

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This study investigated the relationship between transformational leadership and teachers' Continuing Professional Development (CPD) for the school year 2023-2024. It focused on evaluating the levels of transformational leadership exhibited by school heads, specifically in terms of inspirational motivation, individualized consideration, intellectual stimulation, and idealized influence. Additionally, the research assessed the extent of teachers' CPD and examined the significance of the relationship between transformational leadership styles and CPD. The findings indicate that school heads demonstrate strong transformational leadership across all dimensions. Inspirational motivation, individualized consideration, intellectual stimulation, and idealized influence significantly impact teachers' CPD. Teachers reported high levels of support from school heads in these areas, which positively influences academic performance, teacher engagement, and the overall school community. The study also found strong participation in educational conferences and seminars among respondents. Furthermore, teachers who experienced higher levels of transformational leadership were more motivated to pursue continuous professional growth. Based on these results, the study recommends that teachers actively engage in professional development, students embrace values of respect and cooperation, and school heads continue to implement transformational leadership styles. Future research should expand to include various educational levels and regions to gain a broader understanding of transformational leadership's effectiveness across different context.

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Anderson, Kirk David. "Transformational teacher leadership: decentring the search for transformational leadership." International Journal of Management in Education 2, no. 2 (2008): 109. http://dx.doi.org/10.1504/ijmie.2008.018388.

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Irfan Madamang, Megawati, and Andi Bintang. "THE ROLE OF EMOTIONAL INTELLIGENCE ON TRANSFORMATIONAL LEADERSHIP IN NURSING MANAGERS : A SYSTEMATIC REVIEW." Journal of Islamic Nursing 8, no. 1 (July 31, 2023): 1–6. http://dx.doi.org/10.24252/join.v8i1.32965.

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Introduction :The performance achievement produced by the organization cannot be separated from the role of a leader himself, how the leadership system is, knowledge about self-management in leading so that it will directly have an impact on improving the resulting performance. The aim of this study was to determine the role of emotional intelligence on transformational leadership. Methods : This literature review is based on the PRISMA checklist, searched through PubMed, ProQuest, Geogle Scholar. This research question is structured using the PICO method (Population, Intervention, Comparison and Outcome) and uses keywords based on the database. Result : 4 Studies reviewed based on the specified inclusion criteria, show that the role of emotional intelligence affects the transformational leadership model, with the instrument used referring to the emotional Questions (EQ-i 2.0) instrument used in emotional intelligence, while in transformational leadership using Multi-factor Leadership Question (MLQ) Conclusion : Achieving the desired organizational performance certainly requires a leader who is smart in managing his emotions, so a manager needs to continue to learn in terms of managing his emotional intelligence which has a positive impact on the transformational leadership model used. Key Word : Emotional Intelegency. Transformational Leaderships. Nursing Manager. Sistematic Review

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Warni, Rovida Eva, Aslamiah, and Ahmad Muhyani Rizalie. "Relationship of Transformational Leadership, Work Culture and Job Satisfaction with Teacher Performance." Journal of K6 Education and Management 4, no. 2 (June 20, 2021): 122–28. http://dx.doi.org/10.11594/jk6em.04.02.01.

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This study aimed to describe and analyze transformational leadership, work culture, and job satisfaction with teacher performance. It also analyzes the relationship between transformational leadership and work culture, job satisfaction, teacher performance, work culture with teacher performance, job satisfaction with teacher performance, transformational leadership with teacher performance through work culture, transformational leadership with teacher performance through job satisfaction. A quantitative approach with correlational techniques was used to obtain data from a sample of 122 people, by using questionnaire and path analysis, the results showed that there was a direct relationship between transformational leadership and work culture, transformational leadership with job satisfaction, transformational leadership with teacher performance, work culture with teacher performance, job satisfaction with teacher performance and the indirect relationship of transformational leadership with teacher performance through work culture, transformational leadership with teacher performance through job satisfaction.

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Yan, Lu, and Fanny Kho Chee Yuet. "How does principals transformational leadership affect teachers’ continuing professional development? The mediating role of teachers innovative leadership." Multidisciplinary Science Journal 7, no. 9 (March 14, 2025): 2025441. https://doi.org/10.31893/multiscience.2025441.

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This study explores the impact of the principal’s transformational leadership, teachers’ innovative leadership, and teachers’ continuing professional development. Theoretical frameworks highlight transformational leadership as a key element of contemporary leadership theory, especially in promoting school reform and enhancing teachers' professional development. Principals' transformational leadership profoundly impacts teachers' professional development, with teachers' innovative leadership acting as a mediating factor in their growth. This study proposes that principals' transformational leadership directly influences teachers' professional development and indirectly enhances it through promoting innovative leadership. The results indicate that principals' transformational leadership significantly improves teachers' innovative leadership, which acts as an important mediating variable. Therefore, principals' transformational leadership effectively supports teachers' continuing professional development by fostering innovative leadership. These findings offer theoretical support for educational management, emphasizing the core roles of principals' transformational leadership and teachers' innovative leadership in fostering professional growth.

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Hai, Thanh Nguyen, Tung Trinh Van, and Hien Nguyen Thi. "Relationship between Transformational Leadership Style and Leadership Thinking of Provincial Administration Leaders." Emerging Science Journal 5, no. 5 (October 1, 2021): 714–30. http://dx.doi.org/10.28991/esj-2021-01307.

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Objectives: The transformational leadership style is accepted as suitable for leading administrative agencies to achieve outstanding results and help organizations cope with challenges. Besides, leadership thinking is also considered to have a very important role in leadership performance in administrative agencies. Therefore, the main objective of the study is to explore the relationship between transformational leadership style and leader thinking to organization's performance. Methods: The article focuses on explaining the views on transformational leadership style, healthy thinking, and the relationship between transformational leadership style and leadership thinking, and at the same time points out the current status of transformational leadership style, transformational leadership, leadership thinking as well as this relationship in practice among the leaders of provincial agencies in Vietnam. Descriptive, inductive, deductive, synthetic, and quantitative statistical methods were applied to interpret the results. Findings: Research results show that transformational leadership style, leadership thinking in the team of leaders of provincial agencies is quite average, there is a strong positive correlation between transformational leadership style. In contrast to leadership thinking, a more transformative leadership style means that it requires an innovative leadership thinking. Novelty:The results achieved when applying a transformational leadership style are quite closely related to the application of leadership thinking to solve leadership challenges. Doi: 10.28991/esj-2021-01307 Full Text: PDF

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Naguib, Hend Mohamed, and Abd El-Hamed Mostafa Abou Naem. "The impact of Transformational leadership on the organizational innovation." International Journal of Social Sciences and Humanities Invention 5, no. 1 (January 24, 2018): 4337–43. http://dx.doi.org/10.18535/ijsshi/v5i1.15.

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Stemming from leadership theory, this paper aims to investigate the relationship between Transformational leadership and organizational innovation. Relying on a sample of 103..Egyptian corporations, our findings suggest that transformational leadership affect organizational innovation , top management support mediates the relationship between transformational leadership and innovation input , resource supply mediates the relationship between transformational leadership and innovation outcomes, both of top management support and resource supply mediate the relationship between transformational leadership and innovation process .The discussion section offers implications for transformational leadership and innovation literature , as well as practical implications.. This study contributes to the research stream of transformational leadership, providing insights also to innovationand innovation climate literatureresearch.

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Yandry Maroli and Siti Safaria. "The Influence of Transactional and Transformational Leadership Styles on Employee Performance Through Job Satisfaction PT. PNM Pematang Siantar." Formosa Journal of Sustainable Research 2, no. 8 (August 29, 2023): 2083–98. http://dx.doi.org/10.55927/fjsr.v2i8.5360.

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Effect of transactional leadership style and transformational leadership on employee performance through job satisfaction. Leadership Style relationship affecting employee Job Satisfaction, Transactional Leadership Style not affecting employee performance, Job Satisfaction affecting employee performance. Transformational leadership style affecting job satisfaction, Transformational Leadership Style affecting Job Satisfaction Transformational Leadership Style affecting Employee Performance

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Karimi, Saeid, Farzaneh Ahmadi Malek, Ahmad Yaghoubi Farani, and Genovaitė Liobikienė. "The Role of Transformational Leadership in Developing Innovative Work Behaviors: The Mediating Role of Employees’ Psychological Capital." Sustainability 15, no. 2 (January 9, 2023): 1267. http://dx.doi.org/10.3390/su15021267.

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Despite growing research on the significance of transformational leadership as a key contextual factor that determines innovative behavior, recent studies have not investigated the psychological mechanisms that link transformational leadership to employees’ innovative behavior thoroughly. Thus, the main purpose of this study was to examine the mediating role the four dimensions of psychological capital—self-efficacy, hope, resilience, and optimism—play in the relationship between transformational leadership and employees’ innovative work behavior. Data from 178 Iranian agriculture experts were collected and analyzed using structural equation modeling. The results indicated that transformational leadership was related to employees’ innovative work behavior directly and positively. Furthermore, the results showed that hope and self-efficacy partially mediated the relationship. This study fills a gap in the literature by clarifying the way the dimensions of psychological capital influence transformational leadership’s positive relationship to employees’ innovative work behavior in the public sector of developing countries. The results imply that to be innovatively effective, organizations need to manage both employees’ contextual (transformational leadership) and psychological (psychological capital) resources to enhance their innovative work behavior. The theoretical and practical implications were further discussed.

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Lajoie, Denis, Jean-Sébastien Boudrias, Vincent Rousseau, and Éric Brunelle. "Value congruence and tenure as moderators of transformational leadership effects." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 254–69. http://dx.doi.org/10.1108/lodj-04-2015-0091.

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Purpose Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested. Design/methodology/approach Self-reported data were collected from 1,934 employees of a large public organization. Findings Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees. Research limitations/implications Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators. Practical implications The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors. Originality/value This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

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Rosalina Tanoto, Sherly, Louis Satria Pranoto, and Tjung Vanny Andryani. "Leadership for Innovation: Exploring the Influence of Transformational Leadership on Creativity and Innovation in Banks." E3S Web of Conferences 571 (2024): 01003. http://dx.doi.org/10.1051/e3sconf/202457101003.

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In today's rapidly evolving banking industry, innovation is paramount for organizations to remain competitive and adapt to shifting market demands. Transformational leadership, known for its ability to inspire and motivate followers toward a shared vision, is pivotal in driving organizational innovation. However, the specific mechanisms through which transformational leadership influences innovative work behavior in the banking sector still need to be fully understood. This study explores the intricate relationship between transformational leadership, creativity, and innovative work behavior within banking organizations. By investigating whether transformational leadership directly impacts innovative work behavior or if employees' creativity mediates its influence, this research seeks to shed light on the underlying dynamics. Quantitative methods and structural equation modeling were employed to analyze data collected from 214 bank employees in Indonesia. The study assessed transformational leadership's direct and indirect effects on innovative work behavior through the lens of creativity as an intervening variable. The findings of this research offer valuable insights into how leadership, creativity, and innovation intersect within banking organizations. Understanding these dynamics can inform strategies for leadership development and organizational culture enhancement to foster innovation. Ultimately, such insights can drive organizational performance and competitiveness in the dynamic banking industry.

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Sri, Rumanti, Aslamiah, and Muhyani Rizalie Ahmad. "The Effect of Principal Transformational Leadership, School Culture, and Organizational Commitment on the Performance of State MTS Teachers in Balangan Regency." International Journal of Social Science and Human Research 05, no. 06 (June 20, 2022): 2336–43. https://doi.org/10.5281/zenodo.6668988.

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This study aims to describe the effect of a principal's transformational leadership on school culture; the principal's transformational leadership on organizational commitment; the principal's transformational leadership on teacher performance; school culture on teacher performance; organizational commitment to teacher performance, principal transformational leadership on teacher performance through school culture; the principal's transformational leadership on teacher performance through organizational commitment. The population of this study was 152 teachers. The research sample was 110 people taken by proportional random sampling. The researchers collected the data using an instrument consisting of the principal's transformational leadership (46), school culture (30), and organizational commitment (15), which have been tested for validity and reliability. Teacher performance data is taken from PKG. The research data were analyzed descriptively and path analysis. The study results showed that the principal's transformational leadership affected school culture. Moreover, the principal's transformational leadership affects organizational commitment. Then, the principal's transformational leadership affects teacher performance as a school culture affects teacher performance. Furthermore, organizational commitment affects teacher performance; principal transformational leadership affects teacher performance through school culture; The principal's transformational leadership influences teacher performance through organizational commitment.

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Mason, Claire, Mark Griffin, and Sharon Parker. "Transformational leadership development." Leadership & Organization Development Journal 35, no. 3 (April 29, 2014): 174–94. http://dx.doi.org/10.1108/lodj-05-2012-0063.

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Purpose – This paper aims to investigate whether leaders whose transformational leadership behavior improves after training exhibit different psychological reactions compared to leaders whose leadership behavior does not improve. Design/methodology/approach – The authors followed 56 leaders taking part in a transformational leadership training program. Questionnaire measures of leaders’ self-efficacy, positive affect, perspective taking, and transformational leadership behavior were obtained pre- and post-training. Findings – Leaders whose self-efficacy, perspective taking and positive affect increased over the training period also reported improvements in their transformational leadership behavior. In addition, leaders whose positive affect increased were more likely to receive improved transformational leadership behavior ratings from their supervisors, team members and peers. Research limitations/implications – The study supports the proposition, derived from social cognitive theory that change in transformational leadership behavior is related to change in leaders’ psychological attributes. Further research is required to establish the direction of this relationship and whether leaders’ psychological reactions represent a means through which the effectiveness of leadership interventions can be improved. Practical implications – Leaders’ psychological reactions should be monitored and supported during developmental interventions. Effective leadership training interventions are important not only to achieve change in behavior, but to avoid negative psychological outcomes for leaders. Originality/value – The study is unusual because it explores the relationship between leader attributes and leadership behavior longitudinally, in a training context. The longitudinal analysis, focussing on change in leaders’ psychological attributes, allowed us to explain more variance in leaders’ reactions to training.

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Krywalski-Santiago, Joanna. "Rethinking Transformational Leadership and Workforce Dynamics for the Human -Centric Tech Era: Insights into Employee Engagement, Satisfaction and Job Performance." Journal of Intercultural Management 16, no. 4 (December 1, 2024): 42–94. https://doi.org/10.2478/joim-2024-0014.

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Abstract Objective This study examines the impact of transformational leadership on key employee outcomes, including affective organizational commitment, job performance, employee engagement, and job satisfaction, within the context of today’s rapidly evolving, human -centric tech era. With the integration of advanced technologies and shifting workforce expectations, understanding leadership’s role in fostering adaptability, motivation and satisfaction becomes increasingly critical. While transformational leadership is often praised for its positive effects, this research investigates whether its influence is consistently beneficial, particularly in the current organizational climate shaped by the interplay of technology and human values. Methodology A quantitative research approach was employed, gathering data via an online survey from employees across diverse industries. A final sample of 251 responses was analysed using SmartPLS software to construct and estimate a Partial Least Squares Structural Equation Model (PLS-SEM). This method enabled the rigorous evaluation of relationships between transformational leadership and the selected employee outcomes. Findings The findings confirm that transformational leadership significantly enhances affective organizational commitment and employee engagement. Notably, the strongest relationship in the model was between employee engagement and job satisfaction, underscoring the critical role of engagement as a mediator. While transformational leadership positively influenced engagement and commitment, its direct impact on job performance was showed to be negative, revealing nuanced dynamics in the leadership -performance relationship. Value Added This study contributes to academic discourse by extending the understanding of transformational leadership’s effects on employee outcomes. It highlights the pivotal role of engagement as a driver of job satisfaction, challenging traditional perspectives that prioritize direct leadership -performance links. Furthermore, in the context of the rapidly evolving human -centric tech era, where technology and leadership intersect, the findings offer important insights into how transformational leadership can adapt to the changing nature of work. As digital transformation reshapes organizational environments, leaders must balance technology integration with maintaining meaningful human connections, ensuring that employees remain engaged, motivated and satisfied. These insights bridge theoretical gaps, offering a timely contribution to leadership theory by incorporating the emerging role of technology in shaping employee outcomes, and provide practical implications for leadership strategies in contemporary organizational settings. Recommendations Organizations should prioritize leadership development initiatives that focus on cultivating transformational leadership behaviours, particularly those that enhance employee engagement and satisfaction. By aligning leadership strategies with these insights, companies can foster more supportive and motivating work environments, ultimately boosting both employee well -being and organizational performance. As the workplace continues to evolve with the integration of human -centric technologies, organizations should also equip leaders with the skills to effectively leverage these technologies to enhance employee experiences, engagement and overall satisfaction. Additionally, future research should explore the role of contextual factors and moderating variables, including the influence of emerging technologies, that may impact the effectiveness of transformational leadership behaviours.

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Journal articles on the topic 'Transformational leadership'

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