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1
Parry, Ken. "Comparative Modelling of the Social Processes of Leadership in Work Units." Journal of Management & Organization 10, no. 2 (2004): 69–80. http://dx.doi.org/10.1017/s1833367200004521.
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ABSTRACTThis research tests the extent to which the social processes of leadership, as derived from the full grounded theory method, may be tapping constructs other than those measured by existing measures of transformational leadership. The impact on work unit outcomes of two measures of transformational leadership and the social processes of leadership scale (SPL) were tested. Comparative structural equation modelling was undertaken. It was found that, with one exception – ‘active management processes’, normally classified as transactional management – measures of transformational leadership are probably pre-existing measures of the social processes of leadership in organisations. The use of the grounded theory method to research leadership is supported. Hierarchy of Abstraction Modelling is useful as a training tool and as a representation of research findings.
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Parry, Ken. "Comparative Modelling of the Social Processes of Leadership in Work Units." Journal of the Australian and New Zealand Academy of Management 10, no. 2 (2004): 69–80. http://dx.doi.org/10.5172/jmo.2004.10.2.69.
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ABSTRACTThis research tests the extent to which the social processes of leadership, as derived from the full grounded theory method, may be tapping constructs other than those measured by existing measures of transformational leadership. The impact on work unit outcomes of two measures of transformational leadership and the social processes of leadership scale (SPL) were tested. Comparative structural equation modelling was undertaken. It was found that, with one exception – ‘active management processes’, normally classified as transactional management – measures of transformational leadership are probably pre-existing measures of the social processes of leadership in organisations. The use of the grounded theory method to research leadership is supported. Hierarchy of Abstraction Modelling is useful as a training tool and as a representation of research findings.
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MANDERSCHEID, RONALD, and CHRISTOPHER CARROLL. "Information Technology and Performance Measures as Transformational Strategies." International Journal of Mental Health 34, no. 1 (2005): 103–11. http://dx.doi.org/10.1080/00207411.2005.11043389.
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Hajncl, Ljerka, and Dario Vučenović. "Effects of Measures of Emotional Intelligence on the Relationship between Emotional Intelligence and Transformational Leadership." Psihologijske teme 29, no. 1 (2020): 119–34. http://dx.doi.org/10.31820/pt.29.1.7.
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The major purpose of the present study was to investigate the relationships between two measures of emotional intelligence: performance-based ability test, self-reported measure of ability emotional intelligence, and transformational leadership. Base on a sample of 177 middle-level and low-level leaders, in 16 organizations, the study tries to explain the role of emotional intelligence in the variance of transformational leadership style, after controlling for cognitive ability and five factors of personality. Vocabulary Emotion Test (VET-3), representing performance-based ability test of emotional intelligence, and Emotional Skills and Competence Questionnaire (ESCQ-45), representing self-report measure of emotional intelligence, TN-10 test of fluid intelligence and BFI - inventory of personality traits were administered to all supervisors in identifying their emotional intelligence, cognitive ability and personality traits. To evaluate the transformational leadership style, the short version of a Multifactor Leadership Questionnaire (MLQ X5) was used for 177 selfratings. The results show that VET-3 as the measure of ability EI has no relationship with transformational style. The results obtained in hierarchical regression analysis of self-ratings transformational leadership show that the personality traits were significant predictors but that selfreport measure of EI incrementally explained 5% of the variance of transformational leadership.
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Morton, Katie L., Julian Barling, Ryan E. Rhodes, Louise C. Mâsse, Bruno D. Zumbo, and Mark R. Beauchamp. "The Application of Transformational Leadership Theory to Parenting: Questionnaire Development and Implications for Adolescent Self-Regulatory Efficacy and Life Satisfaction." Journal of Sport and Exercise Psychology 33, no. 5 (2011): 688–709. http://dx.doi.org/10.1123/jsep.33.5.688.
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We draw upon transformational leadership theory to develop an instrument to measure transformational parenting for use with adolescents. First, potential items were generated that were developmentally appropriate and evidence for content validity was provided through the use of focus groups with parents and adolescents. We subsequently provide evidence for several aspects of construct validity of measures derived from the Transformational Parenting Questionnaire (TPQ). Data were collected from 857 adolescents (Mage = 14.70 years), who rated the behaviors of their mothers and fathers. The results provided support for a second-order measurement model of transformational parenting. In addition, positive relationships between mothers’ and fathers’ transformational parenting behaviors, adolescents’ self-regulatory efficacy for physical activity and healthy eating, and life satisfaction were found. The results of this research support the application of transformational leadership theory to parenting behaviors, as well as the construct validity of measures derived from the TPQ.
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Ujma, Michał. "The Differential Effect of Transformational Leadership and Job Satisfaction on Various Performance Measures in a Polish Consulting Company." Zarządzanie Zasobami Ludzkimi 138-139, no. 1-2 (2021): 151–71. http://dx.doi.org/10.5604/01.3001.0014.8791.
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The aim of the paper is to provide an answer to the question of how transformational leadership and employee satisfaction affect various performance measures, where employee satisfaction is considered a significant moderator of the relationships between transformational leadership and organizational performance. The data was collected from 164 employees working on 32 teams in international recruitment and selection agency departments located in Poland. What was identified was that transformational leadership and employee satisfaction affect organizational performance differently. In particular, transformational leadership allows the achieving of long–term organizational goals, such as office performance, which includes yearly and three–year office KPIs. The effect of employee satisfaction on organizational performance was strongly seen in the short–term perspective—in the quarterly KPIs. The full moderating role of employee satisfaction was only observed between transformational leadership and quarterly KPIs. The study concludes with theoretical and practical implications and future research directions.
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Anastasiadou, Sofia D. "Personality traits in the light of the effectiveness of transformational vocational school leadership and leaders." New Trends and Issues Proceedings on Humanities and Social Sciences 6, no. 1 (2019): 184–91. http://dx.doi.org/10.18844/prosoc.v6i1.4169.
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The Big Five Personality Traits very well known as five-factor model (FEM), which is a taxonomy for personality traits, has a an effect on Transformational School Leadership and Leaders. Personality traits are the most powerful pylons for raising educational standards and achieving excellence based on the effectual Leadership. Openness to experience, conscientiousness, extraversion, agreeableness and neuroticism constitute the FEM. Transformational School Leadership model that comprises an essential element of quality assurance is based on the constructs of Setting Directions, Developing People, Redesigning the Organisations, Reliability of Administrative Leadership. Measures of Teachers’ Capacities, Measures of Teachers’ Motivation, Measures of Teachers’ Work Setting and Measures of Teachers’ Classroom Practices. To test the research hypotheses, a survey was carried out on 215 Greek secondary education teachers teaching in vocational lyceums, senior high schools in Greece. Moreover, 215 Greek secondary Vocational education teachers evaluate the effect of Personality Traits and characteristics on Transformational Vocational School Leadership and Leaders.
 Keywords: Personality traits, leadership, vocational, education.
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Sontousidad, Regina, and Romulo Doronio. "A Quantitative Study on the Effects of Transformational Leadership on Work Performance and Affective Commitment." Psychology and Education: A Multidisciplinary Journal 23, no. 8 (2024): 1040–48. https://doi.org/10.5281/zenodo.13319421.
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Transformational leadership is characterized by leaders who inspire and motivate their followers to achieve higher levels of performance and commitment. The study utilized a sample of 185 teachers and 19 administrators from various schools within Mawab District and collected data through surveys measuring transformational leadership behaviors, work performance measures, and affective commitment levels. Results from the study revealed a negative relationship between transformational leadership and both work performance and affective commitment. Specifically, employees who perceived their leaders to exhibit transformational leadership behaviors reported lower levels of work performance and affective commitment. This unexpected finding suggests that the traditional positive association between transformational leadership and employee outcomes may not hold true in all organizational contexts or for all employees.
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Jensen, Ulrich Thy, Lotte Bøgh Andersen, Louise Ladegaard Bro, et al. "Conceptualizing and Measuring Transformational and Transactional Leadership." Administration & Society 51, no. 1 (2016): 3–33. http://dx.doi.org/10.1177/0095399716667157.
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Existing conceptualizations and measures of transformational and transactional leadership have unclear theoretical bases, confound leadership and its effects, and are not necessarily suitable for public organizations. Overcoming these problems is necessary to test how leadership affects performance. Many public administration scholars apply the concepts, emphasizing the need to ensure that the concepts are applicable in both public and private organizations. The article reconceptualizes transformational and transactional leadership and develops and tests revised measures that can be employed on employees and leaders, are robust in terms of repeated use by the same respondents, and are applicable to public and private organizations alike.
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Mason, Claire, Mark Griffin, and Sharon Parker. "Transformational leadership development." Leadership & Organization Development Journal 35, no. 3 (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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Enwereuzor, Ibeawuchi K., Leonard I. Ugwu, and Onyinyechi A. Eze. "How Transformational Leadership Influences Work Engagement Among Nurses: Does Person–Job Fit Matter?" Western Journal of Nursing Research 40, no. 3 (2016): 346–66. http://dx.doi.org/10.1177/0193945916682449.
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The current study examines whether person–job fit moderates the relationship between transformational leadership and work engagement. Data were collected using cross-sectional design from 224 (15 male and 209 female) hospital nurses. Participants completed measures of transformational leadership, person–job fit, and work engagement. Moderated multiple regression results showed that transformational leadership had a significant positive predictive relationship with work engagement, and person–job fit had a significant positive predictive relationship with work engagement. Simple slope analysis showed that person–job fit moderated the relationship between transformational leadership and work engagement such that transformational leadership was more positively related to work engagement for nurses with high person–job fit compared with those with low person–job fit. Thus, all the hypotheses were confirmed. The findings were discussed, and suggestions for future research were offered.
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Weese, W. James. "Leadership and Organizational Culture: An Investigation of Big Ten and Mid-American Conference Campus Recreation Administrations." Journal of Sport Management 9, no. 2 (1995): 119–34. http://dx.doi.org/10.1123/jsm.9.2.119.
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This descriptive research study was conducted to investigate the concepts of transformational leadership and organizational culture within the administrative levels of campus recreation programs of Big Ten and Mid-American Conference universities. While transformational leadership was quantitatively measured by the Leadership Behavior Questionnaire (LBQ), the Culture Strength Assessment (CSA) and Culture Building Activities (CBA) instruments provided two quantitative measures of organizational culture. Qualitative data were also collected and analyzed to enrich and cross validate the findings. The researcher concluded that high transformational leaders direct programs that (a) possess stronger organizational cultures and (b) carry out culture-building activities, specifically the “customer orientation” function, to a greater extent than other leaders do. An interaction effect between leadership and conference was uncovered for this variable. No significant difference was uncovered between the high and low leadership groups relative to the penetration of culture throughout the top four hierarchical levels of the organization.
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Bacha, Eliane. "The relationship between transformational leadership, task performance and job characteristics." Journal of Management Development 33, no. 4 (2014): 410–20. http://dx.doi.org/10.1108/jmd-02-2013-0025.
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Purpose – The purpose of this paper is to study the relationship between transformational leadership, task performance and perceived measures of job characteristics in French firms. Design/methodology/approach – A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. Findings – The results of the study show that there is a partial relationship between transformational leadership and follower task performance on one hand and, between transformational leadership and follower perceptions of core job characteristics on another hand. Research limitations/implications – The majority of the firms are big ones. Hence, we recommend that our findings be replicated across a sample of firms where small, medium and big ones are presented proportionally. Also, transformational leadership, job characteristics and task performance measures exhibited restrictions in that they depend on the perception of employees and leaders. Practical implications – This research showed that French leaders based in Northern France and in Paris and its suburbs cannot be considered as transformational leaders. Second, French firms need to take into account in the recruitment process the gender of the person especially for positions in the middle or top management level since the study revealed that the gender plays a role in the leadership style. Originality/value – In this study, we took also into account the gender of the leader when studying the relationship between transformational leadership, task performance and job characteristics.
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Firmansyah, Firmansyah, Lantip Diat Prasojo, Amat Jaedun, and Heri Retnawati. "Transformational leadership effect on teacher performance in Asia: A meta-analysis." Cypriot Journal of Educational Sciences 17, no. 6 (2022): 2143–52. http://dx.doi.org/10.18844/cjes.v17i6.7552.
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Transformational leadership is a leadership style that prioritizes commitment values, patterns, and performance to achieve organizational goals needed in the 21st century. This leadership style is widely applied in developing countries and has the best educational status in the world, such as in Finland and the United States. Researchers have recommended that transformational leadership is an important aspect of teacher performance; however, whether the effect varies across related studies and the robustness of the overall effect size remains unclear. A meta-analysis technique was used to synthesize the results from 65 independent studies and investigate the overall relationship between transformational school leadership and the three measures of teacher performance. This study found that, in terms of the average influence measure, transformational school leadership positively influenced teacher job satisfaction, commitment, and self-efficacy
 
 Keywords: Transformational leadership, teacher performance, meta-analysis
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Jaya, Muh Trisna Ami, and Nina Fitriana. "The Impact of Transformational Leadership Training on Manager's Affective Commitment at PT.X." MOTIVA: JURNAL PSIKOLOGI 8, no. 1 (2025): 14. https://doi.org/10.31293/mv.v8i1.8567.
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A manager plays a crucial role in translating organizational strategies into actionable measures at the departmental level. However, low levels of affective commitment among managers may hinder organizational progress. This study aims to examine the impact of transformational leadership training on enhancing the affective organizational commitment of managers at PT. X The training was designed to strengthen managers' psychological attachment to the organization by fostering greater alignment with organizational values and enhancing leadership capacities. A quasi-experimental design with a one-group pretest-posttest approach was employed. The participants consisted of seven department managers who underwent transformational leadership training. The training was structured based on the four dimensions of transformational leadership proposed by Bass and Avolio, namely idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The level of affective organizational commitment was measured before and after the intervention using a validated affective commitment scale. The paired sample t-test results indicated an increase in posttest scores (M = 75.5) compared to pretest scores (M = 56), with a mean difference of 19.57 and a significance level of p = 0.000 (p ≤ 0.001). These findings demonstrate that transformational leadership training significantly strengthens managers' emotional attachment to the organization. The results support the effectiveness of transformational leadership development programs, particularly within the hospitality industry, where emotional engagement plays a strategic role in enhancing service quality and employee retention.
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Cohrs, Carina, Kai C. Bormann, Mathias Diebig, Catrin Millhoff, Katharina Pachocki, and Jens Rowold. "Transformational leadership and communication." Leadership & Organization Development Journal 41, no. 1 (2019): 101–17. http://dx.doi.org/10.1108/lodj-02-2019-0097.
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Purpose The purpose of this paper is to develop and evaluate a leadership development program with focus on transformational leadership and communication. It is explored whether these aspects of leadership can be trained in the course of a two-day intervention. Furthermore, it is tested if pre-training differences among leaders have an influence on the effectiveness of participating in the leadership intervention. Design/methodology/approach In the study, 38 leaders took part in the two-day training session. The control group consisted of 59 leaders. Information was collected from participating leaders’ followers (n=356) on pre- and post-training measures of transformational leadership as well as on communication skills (attentive and impression-leaving style). Findings Results show that transformational leadership behaviors improved more after training in the experimental group (EG) than they did in the control group. Also, ratings of the attentive communication style improved more in the EG compared to the control group. Furthermore, participants of the leadership development program benefitted to different degrees from their training. Participants who initially had a medium score showed the best improvement. Originality/value The present study advances the scope of leadership development by also considering the trainability of communication skills. Also, insights on the contingency of training effects are provided.
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Cronin, Lorcan Donal, Calum Alexander Arthur, James Hardy, and Nichola Callow. "Transformational Leadership and Task Cohesion in Sport: The Mediating Role of inside Sacrifice." Journal of Sport and Exercise Psychology 37, no. 1 (2015): 23–36. http://dx.doi.org/10.1123/jsep.2014-0116.
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In this cross-sectional study, we examined a mediational model whereby transformational leadership is related to task cohesion via sacrifice. Participants were 381 American (Mage = 19.87 years, SD = 1.41) Division I university athletes (188 males, 193 females) who competed in a variety of sports. Participants completed measures of coach transformational leadership, personal and teammate inside sacrifice, and task cohesion. After conducting multilevel mediation analysis, we found that both personal and teammate inside sacrifice significantly mediated the relationships between transformational leadership behaviors and task cohesion. However, there were differential patterns of these relationships for male and female athletes. Interpretation of the results highlights that coaches should endeavor to display transformational leadership behaviors as they are related to personal and teammate inside sacrifices and task cohesion.
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Özgür, Çukurluöz, Topaçoğlu Orhun, and Karakaya Mustafa. "Determining The Transformational Leadership Characteristics of Private School Managers (The Example Of Ankara Province)." SOCIAL SCIENCES STUDIES JOURNAL 10, no. 9 (2024): 1505–15. https://doi.org/10.5281/zenodo.13841800.
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The purpose of this study is to determine whether the managers who will adapt to the developments in communication and technology with globalization and realize change have transformational leadership behaviors, which is a modern leadership model. The population of the study consists of administrators working in special education centers in Ankara in the 2023- 2024 academic year. The sample of the study consists of 431 administrators working in 10 primary schools selected from the population through random sampling. While determining the transformational leadership characteristics and sub-dimensions, the data were summarized with basic statistical measures (arithmetic mean, standard deviation) and analyzed with t test in pairwise comparisons, analysis of variance test in multiple group comparisons and TUKEY Test to determine which group the difference originated from. The findings of the study revealed that the administrators showed transformational leadership characteristics. <strong>Keywords:</strong> Transformational Leadership, Transformational Leader,Leadership,Primary School
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Jamil Ahmed, Abdulhakeem, and Radhwan Ibrahim. "Empowering Nursing Leadership: Assessing the Influence of a Transformational Leadership Educational Program." Malaysian Journal of Nursing 16, no. 01 (2024): 228–33. http://dx.doi.org/10.31674/mjn.2024.v16i01.023.
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Objective: This study aimed to evaluate the impact of a Transformational Leadership Educational Program on the sense of responsibility among nursing leaders in Mosul city. The main objective was to assess the effectiveness of the program in improving knowledge about transformational leadership and the sense of responsibility among nursing leaders. Methods: A quasi-experimental design was employed, with 60 nursing leaders participating in the study. The educational program consisted of four phases: Assessment, Development, Implementation, and Evaluation. Data were collected using three validated instruments assessing knowledge about transformational leadership: a transformational leadership questionnaire and a sense of responsibility questionnaire. Statistical analysis included ANOVA with repeated measures, Friedman, Post Hoc Test (Dunn's), and Pearson coefficient. Results: The Interventional Group significantly improved the percentage of participants endorsing transformational leadership dimensions post-intervention. Intellectual stimulation, individualised consideration, and inspirational motivation showed substantial enhancement. The Control Group exhibited stable or slightly decreased percentages. Conclusion: The Transformational Leadership Educational Program positively influenced nursing leaders' perception of transformational leadership, particularly in critical dimensions. The study suggests that educational interventions can effectively enhance leadership skills and foster a heightened sense of responsibility among nursing leaders. Rigorous statistical analyses supported the robustness of the findings.
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Mir, Muhammad Masood, Abdullah Khan, and Qamar Abbas. "Transformational Leadership Style and Talent Retention in Pakistani Banks: A Serial Multiple Mediation Model." ETIKONOMI 19, no. 1 (2020): 63–76. http://dx.doi.org/10.15408/etk.v19i1.11264.
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The objective of this research was to determine factors that mediate between transformational leadership style and retention of employees, as talent retention is an emerging issue for organizations due to workplace diversity. This study provides a guideline to the supervisors and leaders in managing their workforce. By using structural equation modeling (SEM), the result exhibited a positive impact between transformational leadership and talent retention, transformational leadership and job satisfaction, transformational leadership, and psychological ownership. The study also revealed a positive impact on job satisfaction and talent retention, psychological ownership, and talent retention. This model is an attempt to find out the further factors and measures that affect employee retention in the banking sector of Pakistan.JEL Classification: J28, J54, G21How to Cite:Mir, M. M., Khan, A., & Abbas, Q. (2020). Transformational Leadership Style and Talent Retention in PakistaniBanks: A Serial Multiple Mediation Model. Etikonomi: Jurnal Ekonomi, 19(1), 63 – 76. https://doi.org/10.15408/etk.v19i1.11264.
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Wijewantha, Prabhashini. "Developing the Corporate Global Leadership Bench Strength through Transformational Leaders." Asian Journal of Empirical Research 8, no. 12 (2019): 453–67. http://dx.doi.org/10.18488/journal.1007/2018.8.12/1007.12.453.467.
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Developing the global leadership bench strength by advancing the global leadership competencies of high potential employees is a critical concern for Multinational Corporations (MNCs), to achieve sustainable competitive advantage. Accordingly, the main purpose of this paper is to emphasize the role of line managers transformational leadership in developing the global leadership competencies of their respective subordinates, with the theoretical support of the transformational leadership theory. For the above purpose, data were collected from line manager-high potential dyads, using a structured questionnaire developed using well accepted, standard measures. Upon completion of preliminary analyses, the hypothesis was tested. From the regression analyses, it was found that there is a major impact of line manager's transformational leadership in the development of global leadership competencies of high potential subordinates. This finding is consistent with the transformational leadership theory and other empirical studies in the area and suggests the development of line manager's transformational leadership competencies for the purpose of developing the global leadership bench strength in MNCs.
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Hackman, Michael Z., Marylyn J. Hills, Alison H. Furniss, and Tracey J. Paterson. "Perceptions of Gender-Role Characteristics and Transformational and Transactional Leadership Behaviours." Perceptual and Motor Skills 75, no. 1 (1992): 311–19. http://dx.doi.org/10.2466/pms.1992.75.1.311.
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This research was initiated to investigate the relationship between perceived gender-role characteristics and transformational and transactional leadership. Looking at the 1985 leadership model of Bass and the gender model of Bern (1974), a combination of the measures developed in their research was used. The resulting questionnaire was administered to a sample of 153 Polytechnic students in a first-year management course. Analysis suggested significant positive correlations between perceived gender characteristics and transformational leadership and significant positive correlations between some transformational and transactional leadership behaviours. Values were of low to moderate magnitude. The results imply that to be effective, leaders must display both feminine and masculine behaviours.
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Pujiastuti, Erni, Jubery Marwan, and Rahayu. "THE ROLE OF TRANSFORMATIONAL LEADERSHIP IN MEDIATING WORK STRESS AND WORK MOTIVATION ON EMPLOYEE PERFORMANCE." Moestopo International Review on Social, Humanities, and Sciences 5, no. 1 (2025): 120–30. https://doi.org/10.32509/mirshus.v5i1.124.
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This study aims to analyse the role of transformational leadership in mediating the influence of work stress and work motivation on employee performance. The research was conducted at the Intelligence and Security Agency (Baintelkam) of the Indonesian National Police using a quantitative approach and path analysis method. The sample consisted of 126 respondents selected through purposive sampling. Data were collected using questionnaires and tested for validity, reliability, and regression assumptions. Path analysis using the help of the sobel-test application. The findings reveal that work stress does not significantly affect transformational leadership or employee performance. conversely, work motivation positively and significantly influences transformational leadership and employee performance. Transformational leadership also mediates the relationship between work motivation and employee performance but does not mediate the effects of work stress on performance. These results underscore the importance of transformational leadership in enhancing work motivation and improving employee performance. However, addressing the effects of work stress requires additional measures, such as creating a more adaptive work environment. Practically, this study highlights the need for organisations to strengthen transformational leadership capacity and prioritise managing employee motivation and stress to foster a productive and conducive workplace.
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Ahmad, Masduki, and Heni Rochimah. "Improving teaching effectiveness through transformational leadership and integrity." International Journal of Evaluation and Research in Education (IJERE) 10, no. 4 (2021): 1316. http://dx.doi.org/10.11591/ijere.v10i4.21801.
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The study aimed to determine the impact of transformational leadership and integrity on the performance of a company. The research sample was 123 lecturers at As-Syafi’iyah Islamic University, Indonesia. The analysis model of this study was a path analysis. Observation and questionnaires were used to obtain the research data. Teaching effectiveness measures how well educators' instruction aligns with learning objectives and provides the best possible outcomes for students who are taking the course. Hypothesis testing was performed using the t-test. The SPSS software version 25 was applied in statistical calculations. The results showed that transformational leadership and integrity have direct and positive impact on the teaching effectiveness. Transformational leadership has a direct and positive impact on the integrity. It is suggested to implement the better transformational leadership to achieve the better the teaching effectiveness.
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Holten, Ann-Louise, Anne Bøllingtoft, Isabella Gomes Carneiro, and Vilhelm Borg. "A within-country study of leadership perceptions and outcomes across native and immigrant employees: Questioning the universality of transformational leadership." Journal of Management & Organization 24, no. 1 (2017): 145–62. http://dx.doi.org/10.1017/jmo.2017.2.
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AbstractThis study investigates the universality of transformational leadership with respect to employee perceptions and three outcomes: job satisfaction, self-rated health, and well-being. We do so among employees of different national and cultural backgrounds, yet within a shared national and sectorial setting. Our study has a repeated measures design based on survey data from 2,947 employees (2,836 natives Danes and 111 immigrants) in the Danish elder care sector. While we find no difference between native Danes and immigrants in their perception of transformational leadership, we find that transformational leadership is not a universal predictor of outcomes. Although transformational leadership predicts change in none of the outcomes for immigrants, it does predict change in job satisfaction and well-being for native Danes. Based on our findings, we suggest applying a combination of universalistic and contingency paradigms when leading composite employee groups.
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Masduki, Ahmad, and Rochimah Heni. "Improving teaching effectiveness through transformational leadership and integrity." International Journal of Evaluation and Research in Education (IJERE) 10, no. 4 (2021): 1316–24. https://doi.org/10.11591/ijere.v10i4.21801.
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The study aimed to determine the impact of transformational leadership and integrity on the performance of a company. The research sample was 123 lecturers at As-Syafi’iyah Islamic University, Indonesia. The analysis model of this study was a path analysis. Observation and questionnaires were used to obtain the research data. Teaching effectiveness measures how well educators' instruction aligns with learning objectives and provides the best possible outcomes for students who are taking the course. Hypothesis testing was performed using the t-test. The SPSS software version 25 was applied in statistical calculations. The results showed that transformational leadership and integrity have direct and positive impact on the teaching effectiveness. Transformational leadership has a direct and positive impact on the integrity. It is suggested to implement the better transformational leadership to achieve the better the teaching effectiveness.
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Labrague, Leodoro J. "Determinants of Nurse Managers' Transformational Leadership." JONA: The Journal of Nursing Administration 54, no. 5 (2024): 270–77. http://dx.doi.org/10.1097/nna.0000000000001423.
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OBJECTIVE The aim of this study was to examine the relationship between various factors and self-perceived transformational leadership among a sample of Filipino nurse managers (NMs). BACKGROUND Transformational leadership plays a crucial role in promoting positive outcomes in healthcare settings, particularly for NMs. Understanding the factors that influence NMs' self-perceived transformational leadership is essential for improving leadership practices and enhancing organizational effectiveness. METHODS A cross-sectional research design was used to collect data from 260 NMs using standardized measures. RESULTS Employment status, the number of units managed, the type of hospital employment, psychological distress, and job satisfaction were factors that significantly influenced their leadership perceptions. CONCLUSION By addressing the identified factors, nursing organizations can create an environment that promotes effective leadership practices, ultimately enhancing patient outcomes, staff satisfaction, and overall organizational performance.
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Mulyaningsih, Mulyaningsih, Ade Setiadi, Iwan Setiawan, Susniwati Susniwati, Erna Erna, and Teddy Hikmat Fauzi. "Energy Efficiency Measures in Public Sector: An Empirical Analysis of the Determinants of Adoption of Low-Cost Energy Efficiency." International Journal of Energy Economics and Policy 14, no. 2 (2024): 624–31. http://dx.doi.org/10.32479/ijeep.15477.
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This research delves into the intricate interplay between leadership styles, eco-innovation, and energy efficiency in the Indonesian public sector, examining the roles of green transformational leadership and ethical leadership. Acknowledging the pivotal role of public sector institutions in fostering sustainable practices, the study addresses the ongoing debate surrounding the efficacy of these leadership styles in the context of eco-innovation and energy efficiency. Using a quantitative research approach, data was collected from 227 faculty members across various Indonesian public sector institutions through a questionnaire. SmartPLS 4 software was employed for data analysis. The findings reveal that green transformational leadership positively influences eco-innovation, yet it does not directly impact energy efficiency. Conversely, ethical leadership does not directly drive eco-innovation but demonstrates a positive association with energy efficiency. Eco-innovation emerges as a direct contributor to energy efficiency. Significantly, the research identifies eco-innovation as a mediator between green transformational leadership and energy efficiency. However, this mediating effect is not observed in the relationship between ethical leadership and energy efficiency. The study underscores the need for leadership emphasizing environmental consciousness and ethics, coupled with the promotion of eco-innovation, to effectively attain sustainability and energy efficiency objectives within the Indonesian public sector.
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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 (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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Garschagen, Matthias, Gusti Surtiari, and Mostapha Harb. "Is Jakarta’s New Flood Risk Reduction Strategy Transformational?" Sustainability 10, no. 8 (2018): 2934. http://dx.doi.org/10.3390/su10082934.
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On a conceptual and normative level, the debate around transformation in the context of disaster risk reduction and climate change adaptation has been rising sharply over the recent years. Yet, whether and how transformation occurs in the messy realities of policy and action, and what separates it from other forms of risk reduction, is far from clear. Jakarta appears to be the perfect example to study these questions. It is amongst the cities with the highest flood risk in the world. Its flood hazard is driven by land subsidence, soil sealing, changes in river discharge, and—increasingly—sea level rise. As all of these trends are set to continue, Jakarta’s flood hazard is expected to intensify in the future. Designing and implementing large-scale risk reduction and adaption measures therefore has been a priority of risk practitioners and policy-makers at city and national level. Against this background, the paper draws on a document analysis and original empirical household survey data to review and evaluate current adaptation measures and to analyze in how far they describe a path that is transformational from previous risk reduction approaches. The results show that the focus is clearly on engineering solutions, foremost in the Giant Sea Wall project. The project is likely to transform the city’s flood hydrology. However, it cements rather than transforms the current risk management paradigm which gravitates around the goal of controlling flood symptoms, rather than addressing their largely anthropogenic root causes. The results also show that the planned measures are heavily contested due to concerns about ecological impacts, social costs, distributional justice, public participation, and long-term effectiveness. On the outlook, the results therefore suggest that the more the flood hazard intensifies in the future, the deeper a societal debate will be needed about the desired pathway in flood risk reduction and overall development planning—particularly with regards to the accepted levels of transformation, such as partial retreat from the most flood-affected areas.
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Hoch, Julia E., William H. Bommer, James H. Dulebohn, and Dongyuan Wu. "Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis." Journal of Management 44, no. 2 (2016): 501–29. http://dx.doi.org/10.1177/0149206316665461.
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This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of the empirical relationships with transformational leadership and the ability (or lack thereof) of these leadership forms to explain incremental variance beyond transformational leadership. In response, we conducted a series of meta-analyses to provide a comprehensive assessment of these emerging leadership forms’ relationships with variables evaluated in the extant literature. Second, we tested the relative performance of each of these leadership forms in explaining incremental variance, beyond transformational leadership, in nine outcomes. We also provide relative weights analyses to further evaluate the relative contributions of the emerging leadership forms versus transformational leadership. The high correlations between both authentic leadership and ethical leadership with transformational leadership coupled with their low amounts of incremental variance suggest that their utility is low unless they are being used to explore very specific outcomes. Servant leadership, however, showed more promise as a stand-alone leadership approach that is capable of helping leadership researchers and practitioners better explain a wide range of outcomes. Guidance regarding future research and the utility of these three ethical/moral values–based leadership forms is provided.
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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 (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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Hu, Ying. "Influence of School Administrators’ Transformational Leadership on the Innovation Ability of University Teachers." Journal of Education and Educational Research 7, no. 2 (2024): 79–89. http://dx.doi.org/10.54097/bmt8jx37.
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With the development of higher education, the improvement of teachers' innovation ability has become an important issue. This article aims to explore the impact of transformational leadership of school administrators on the innovative ability of college teachers. Through literature review and empirical research, we analyze the difficulties and challenges faced by school administrators in improving teachers' innovation capabilities and propose effective countermeasures. The results show that transformational leadership demonstrates significant value and positive impact in higher education. Its core characteristics include being visionary, inspiring, focusing on individual and team growth, and driving organizational change. Transformational leadership plays a role in stimulating teachers' innovative thinking, promoting organizational changes, creating a positive organizational culture, and establishing effective communication mechanisms, which effectively promotes the improvement of university teachers' innovative capabilities. The composition of teachers' innovative ability involves three aspects: teaching, scientific research and practice, and is affected by multiple factors such as individuals, organizations and society. In order to improve teachers' innovation ability, these factors need to be comprehensively considered and targeted measures and support need to be adopted. There are differences in the perception and identification of transformational leadership among university teachers, which may be related to factors such as personal background, organizational culture and external environment. Strengthening communication and exchanges with teachers, establishing a fair and transparent incentive mechanism and evaluation system, providing sufficient resources and support, and advocating an open and inclusive organizational culture are key measures to enhance perception and recognition. In different subject areas and types of universities, the application of transformational leadership needs to be tailored to local conditions. Develop targeted change strategies based on the different characteristics of science and engineering, humanities and social sciences, and the differences between research-oriented and teaching-oriented universities. Finally, transformational leadership has a positive impact on teachers’ professional development, including promoting professional growth, increasing career satisfaction, and increasing intention to stay. However, during implementation, attention should be paid to possible differences in effects due to differences in context and conditions. Therefore, higher education institutions should strengthen the cultivation and introduction of transformational leadership to help teachers achieve better development and satisfaction at different levels.
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Bohdaniuk, Ihor. "The impact of transformational processes on the security of agricultural enterprises." Ukrainian Journal of Applied Economics and Technology 2024, no. 1 (2024): 409–13. https://doi.org/10.36887/2415-8453-2024-1-69.
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The article is dedicated to exploring the impact of transformational processes on the security of agricultural enterprises. The purpose of the study is to justify measures to overcome the economic, ecological, technological, and political threats faced by agricultural enterprises, as well as to determine ways to adapt to transformational changes in agricultural business. The article examines the main threats to agricultural business in the context of transformational processes and develops strategic measures to minimize their impact. The study presents an analysis of economic, ecological, technological, and political-legal threats arising from changes in the global economy, climate change, and the development of new technologies. It is found that these threats can significantly affect the efficiency and stability of agricultural enterprises, but by adapting to changing conditions, it is possible to ensure their sustainable development. The study justifies the need for integrating innovative technologies and risk management strategies to enhance the competitiveness and resilience of the agricultural sector. Specific examples of measures to minimize economic threats, such as business diversification, risk hedging, and the development of organic production, are provided. The research also shows that to overcome ecological threats, it is important to adapt to climate change, implement environmental protection technologies, and monitor the state of the environment. The study reveals that technological threats can be overcome by implementing precision farming, automating production processes, and using innovative tools such as drones and the Internet of Things. It is noted that improving staff qualifications is an essential element for the effective use of new technologies and reducing dependence on the human factor. The article also examines the importance of investing in the modernization of equipment and technological infrastructure in agricultural enterprises. The proposed strategies and measures will enhance the efficiency of agricultural business, stabilize financial flows, and increase competitiveness in both domestic and international markets. Keywords: agricultural enterprises, transformational processes, enterprise security, technological threats, economic threats, ecological threats, political threats.
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Cassar, Vincent, Frank Bezzina, and Sandra C. Buttigieg. "The relationship between transformational leadership and work attitudes." Leadership & Organization Development Journal 38, no. 5 (2017): 646–61. http://dx.doi.org/10.1108/lodj-11-2015-0248.
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Purpose The purpose of this paper is to explore the role of social identity and the psychological contract as plausible frameworks of transformational leadership (TL)-attitudes relationship. Design/methodology/approach A cross-sectional study was conducted amongst 134 employees. All variables were measured using self-report measures and multiple mediator analysis was used to test the hypotheses. Findings Both social identity and psychological contract acted as significant mediators between leadership and attitudinal outcomes. However, social identity emerged as the stronger mediator. Research limitations/implications This study provides evidence on the relative significance of social identity over the psychological contract in explaining TL-attitudes relationship at work. Further longitudinal work is warranted. Practical implications The results suggest providing internal work environments and practices which enable employees to experience a high degree of fairness and, above all, a sense of identity with the organization can link better their perceptions of their leaders with work attitudes. Originality/value This study contributes to the literature by highlighting the importance of TL not only on work attitudes but also on the value of important mediators like social identity and the psychological contract as feeding into this relationship. It therefore promotes and raises awareness of the need to explore the explanatory power of these two mediators in understanding the effects of leadership on followers.
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Arong, Lovelyn. "Impact of the Elementary School Heads Leadership Behavior on the Teacher’s Morale in School Districts of Pilar." JPAIR Institutional Research 22, no. 1 (2024): 26–42. http://dx.doi.org/10.7719/irj.v22i1.891.
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The study focused on elementary school heads' leadership behaviors and their impact on teacher morale in Pilar's school districts, aiming to provide valuable insights into educational leadership dynamics. It outlines the objectives of analyzing leadership behavior, assessing teacher morale, determining impacts, identifying challenges, describing measures, and proposing a leadership model to address these issues comprehensively. The mixed-methods study used surveys and document analysis to examine how leadership behavior influenced teacher morale. Quantitative methods measured the impact on commitment and assessed various attitudes and challenges. Qualitative methods analyzed leadership behaviors reflected in OPCRF and described measures to address challenges. Findings indicate proactive leadership practices, contributing to positive teacher morale, yet challenges such as workload and communication gaps persist, indicating areas for improvement. Measures to address these challenges include embracing technology, fostering collaboration, and enhancing communication channels to create a supportive and conducive work environment. The proposed Adaptive Transformational School Leadership Behavior and Change Model integrates adaptive and transformational leadership theories, offering a holistic framework to address challenges and drive positive change within educational contexts. In conclusion, the study underscores the crucial role of school leadership in shaping teacher morale and organizational dynamics, highlighting the importance of supportive environments, effective communication, and targeted interventions to enhance educational outcomes and foster a conducive learning environment within Pilar's elementary schools.
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Kwan, Paula. "Is Transformational Leadership Theory Passé? Revisiting the Integrative Effect of Instructional Leadership and Transformational Leadership on Student Outcomes." Educational Administration Quarterly 56, no. 2 (2019): 321–49. http://dx.doi.org/10.1177/0013161x19861137.
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Purpose: Despite occasional claims for the coexistence of transformational leadership and instructional leadership in schools, the literature is dominated by views supporting an “either/or” orientation. This is especially true in the wake of recent findings that instructional leadership has a greater impact on student learning. This study, going beyond simply evaluating whether these two modes of leadership complement or contradict each other, explores how they may intersect in complex and nuanced ways. Specifically, I examine the moderating effect of transformational leadership on the impact of instructional leadership on student outcomes. Research Design: A questionnaire, composed of items to measure instructional and transformational leadership, student outcomes, school background factors, and informant’s demographic variables, was sent to the vice-principals in Hong Kong schools. Hierarchical regression analysis was used to factor out the effect of informants’ personal and school factors on leadership perception and student outcomes in the testing of the moderating effect. Findings: With evidence drawn from 177 aided schools, this study confirms the moderating effect of transformational leadership through the identification of a disparity in the effect of instructional leadership on student outcomes corresponding to disparate levels of transformational leadership enactment in schools. Implications: The effect of instructional behaviors on student outcomes is considered to be situationally contingent on the extent of transformational behavior enactment. Despite its lack of a direct impact on student outcomes, transformational leadership serves as a necessary, although insufficient, condition for the effective implementation of instructional monitoring measures. Limitations of the study are also discussed.
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Almutairi, Dhaifallah Obaid. "The Mediating Effects of Organizational Commitment on the Relationship between Transformational Leadership Style and Job Performance." International Journal of Business and Management 11, no. 1 (2015): 231. http://dx.doi.org/10.5539/ijbm.v11n1p231.
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<p><span lang="EN-US">Nurses are considered the most valuable assets in hospitals, and leadership style is one of the determinants that can affect their performance. The purpose of this study is to examine the mediating effects of organizational commitment on the relationship between transformational leadership style and employees' job performance among Saudi female nurses. Four hospitals located in Riyadh and 227 Saudi female nurses were selected for this study. The results indicate that transformational leadership style is positively correlated with job performance and affective organizational commitment. The findings also reveal that affective organizational commitment mediates the relationship between transformational leadership style and job performance. This study recommends that hospital management should provide the groundwork for instilling transformational leadership styles and mangers should pay more attention to their leadership style in order to enhance job performance. This study also suggests further research that would include different measures and a larger sample as well as other areas, which could result in better understanding of the relationship between the variables.</span></p>
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Likhacheva, Anastasia. "Russia and Sanctions: The Transformational Domestic and International Effects of Unilateral Restrictive Measures." Russian Politics 6, no. 4 (2021): 478–502. http://dx.doi.org/10.30965/24518921-00604005.
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Abstract Most studies of the US, EU and Ukraine’s sanctions against Russia and Russian counter sanctions focus on their immediate and intended effects and apply these to make judgements about their efficacy. However, the complex consequences of sanctions go far beyond the target countries’ immediate reactions, as sanctions have positive and negative spillover effects that are rarely acknowledged in official discourse, which focuses on issues of the sanction regimes’ legitimacy and effectiveness. Vulnerability to sanctions leads target countries to reposition their domestic and international priorities. This article will examine three critical ‘collateral effects’ of Western sanctions and Russian counter sanctions. First, they serve as a catalyst for Moscow’s efforts to diversify economic relationship through international projects such as the EAEU, BRICS, and the “Pivot to the East.” Second, they have triggered more risk-sensitive policies in the provision of national economic security, particularly when it comes to finance. Finally, they serve as a transformational tool for national development strategies both at the industrial and regional levels.
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Sebullen, Michael T., and Oliver B. Jimenez. "Examining the Impact of Administrative Support on Transformational Leadership and Teacher Job Satisfaction." International Journal of Research and Scientific Innovation XI, no. X (2024): 840–63. http://dx.doi.org/10.51244/ijrsi.2024.1110066.
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This study examines the connection between transformational leadership and job satisfaction, with a significant mediating role of administrative support among public elementary school teachers. Data was gathered through surveys administered to a representative sample, indicating that transformational leadership positively impacts both administrative support and job satisfaction. Additionally, the findings suggest that administrative support serves as a mediator in the relationship between transformational leadership and teacher satisfaction. These results highlight the critical role of effective leadership and supportive administrative measures in improving teacher satisfaction in educational settings. Understanding this relationship can help schools cultivate an environment where educators feel valued and supported. Ultimately, fostering a culture of collaboration and support may lead to better educational outcomes for both teachers and students. Policymakers and school administrators can leverage these insights to create initiatives that enhance support networks for teachers and promote job satisfaction.
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Kudryachenko, A., and V. Soloshenko. "Azerbaijan Republic: Foundations of Successful Transformational Reformations." Problems of World History, no. 16 (December 16, 2021): 155–74. http://dx.doi.org/10.46869/2707-6776-2021-16-7.
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The article deeply analyzes the difficult thirty-year practice of the development of the Republic of Azerbaijan in the context of considering the main components that made it possible to overcome the huge crisis phenomena and challenges that called into question the very existence of the state in the first post-Soviet years, and entering the trajectory of socio-economic development and recovery. The authors argue that it is the strengthening of all state institutions, a balanced consolidating strategy of Azerbaijan studies, skillfully and quickly carried out broad economic reforms, rational approaches to attracting foreign direct investment and creating an appropriate business climate that have been and remain the engines of positive socio-economic transformations.
 The end of the military confrontation, the departure from the attitudes of extreme nationalism, as well as a number of unpopular measures that were taken under the firm leadership of Heydar Aliyev, were used to overcome separatism and disintegration phenomena, at the same time, human and organizational resources were subordinated to the preservation of Azerbaijan’s national identity and growth public consciousness of its society.
 The recovery of economic growth in post-Soviet Azerbaijan is inextricably linked with the development of oil resources on the shelf of the Caspian Sea. This was facilitated by a stable domestic and foreign policy, constitutional and legal framework for the development of entrepreneurship, which allows attracting foreign direct investment in the long term.
 At the present stage, official Baku professes strategic goals for the formation of a socially-oriented, diversified national economy, strengthening its free market relations and the ability to self-development in the context of trends in the world economy. This is facilitated by measures to implement a long-term strategy for the management of oil and gas revenues and a program for the socio-economic development of the regions of the Republic of Azerbaijan.
 Consequently, the national consolidation, economic growth of Azerbaijan along with the development of the armed forces have become effective factors in the restoration of territorial integrity and the return of uncontrolled territories and their modern restoration.
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Kroon, Brigitte, Marianne van Woerkom, and Charlotte Menting. "Mindfulness as substitute for transformational leadership." Journal of Managerial Psychology 32, no. 4 (2017): 284–97. http://dx.doi.org/10.1108/jmp-07-2016-0223.
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Purpose Transformational leaders spark the intrinsic motivation of employees, thereby stimulating their extra-role performance. However, not all employees are lucky enough to have a transformational leader. The purpose of this paper is to investigate to what extent mindfulness can function as a substitute for transformational leadership. By being attentive to and aware of what is taking place in the present, mindfulness provides employees with a source of intrinsic motivation that lies within the person, thereby possibly making employees less dependent on transformational leadership. Design/methodology/approach An online survey was used to collect data of 382 employees working in diverse sectors in the Netherlands. Findings Moderated mediation analyses indicated that mindfulness partly compensates for a low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance, thereby providing evidence for the substitutes for leadership theory. Moreover, the findings extend previous research on the contribution of mindfulness to in-role performance by showing its additional value for intrinsic motivation and extra-role performance. Research limitations/implications Despite the use of validated measures and the presence of an interaction effect, common-source bias cannot be out ruled completely. Practical implications Since mindfulness can be developed, the results suggest a training intervention to make employees less dependent on their leaders for their motivation. Originality/value This paper is the first to show that mindful people are more resilient against the absence of transformational leadership. Given the frequent changes in management layers in organizations, knowledge about resources for individual resilience and self-management is sorely needed.
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Beder, Cengizhan, and Ümit Doğan Üstün. "Examining the transformational leadership tendencies of serious and casual leisure participant sports management students." SHS Web of Conferences 206 (2024): 01016. https://doi.org/10.1051/shsconf/202420601016.
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The present study aimed to investigate the transformational leadership tendencies exhibited by sports management students who engage in both serious and casual leisure activities. The study employed the relational screening model, which is a quantitative research technique. A total of 117 students from the Department of Sports Management at Recep Tayyip Erdoğan University, Faculty of Sports Sciences, participated in the study. The participants were selected using the simple random sampling method and willingly participated in the study. Data in the study were gathered through the utilization of the “Transformational Leadership Scale” and a personal information form created by the researchers. The scale comprises 8 questions that endorse a unidimensional structure. The data was analyzed using descriptive measures such as percentage, frequency, and cross-tabulation, as well as more advanced statistical tests including independent sample t-test, one-way analysis of variance test, and partial correlation analysis. The analysis results indicate that there were no significant differences in the participants’ transformational leadership tendencies based on their gender and type of being serious or casual leisure participant. However, a significant difference was found based on the participants’ class. First-year students exhibited a significantly higher inclination towards transformational leadership compared to second-year students. Furthermore, there was no significant correlation found between the ages of the participants and their tendency towards transformational leadership.
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Md Amin, Ahmad Fauzi, Rosnah Ishak, Che Soh Said, and Nur ‘adnin Syamil Halik Bassah. "TRANSFORMATIONAL LEADERSHIP LEVEL OF ASSISTANT MEDICAL OFFICER SUPERVISORS AT SELANGOR STATE SPECIALIST HOSPITAL." International Journal of Education, Psychology and Counseling 9, no. 56 (2024): 696–707. https://doi.org/10.35631/ijepc.956042.
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This study aims to evaluate the transformational leadership level of Assistant Medical Officer Supervisors at the Selangor State Specialist Hospital. Supervisor leadership is very important for Assistant Medical Officers, therefore an appropriate leadership approach is required to meet the needs of the organization. This study uses a cross-sectional survey method involving 304 respondents. Data collection was done using the Multifactor Leadership Questionnaire (MLQ) Instrument which measures four dimensions of transformational leadership: ideal influence, inspirational motivation, intellectual stimulation, and individual influence. The study data were analyzed using descriptive statistics. The results of the study show that the supervisor's transformational leadership level is good overall. Among the four dimensions, the level of inspirational motivation has the highest mean value, followed by ideal influence, intellectual stimulation, and individual influence. This reflects that the supervisor has a good ability to motivate and inspire the Assistant Medical Officers in the hospitals. The implication of this study is that although the level of transformational leadership of supervisors is at a good level, there is a need for further intervention to increase the level of leadership to a higher level. For future studies, it is recommended that studies involve more hospitals in the state of Selangor or throughout the country. This is to obtain more comprehensive data and provide a more accurate picture of transformational leadership among Assistant Medical Officer supervisors.
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Marni, Marni, Khairul Hafezad Abdullah, Mohd Faiz Mohd Yaakob, et al. "Why Teacher Job Satisfaction Matters: Strengthening Head Teachers’ Transformational Leadership in Sustainable Development Education." Fronteira: Journal of Social, Technological and Environmental Science 13, no. 3 (2024): 31–50. http://dx.doi.org/10.21664/2238-8869.2024v13i3.p31-50.
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Achieving Cluster School of Excellence (CSE) status relies on teachers’ job satisfaction. This facet is crucial in driving the school towards its goals. This research employs a mixed-methods approach, incorporating both quantitative and qualitative measures. The quantitative phase includes 177 teachers from six CSE primary schools in Kota Setar, Kedah, Malaysia. In contrast, the qualitative phase involves in-depth interviews with 20 teachers. In the quantitative phase, this study employed two questionnaire instruments, the Multifactor Leadership Questionnaire (MLQ) and the Job Satisfaction Index (JSI). These instruments were utilised to assess headteachers’ transformational leadership level and job satisfaction in school. Within the qualitative phase, the researchers employed a semi-structured questionnaire to categorise positive and negative ideas regarding the four aspects of transformational leadership. The quantitative results indicated that four transformational leadership dimensions significantly relate to teacher job satisfaction explicitly: charisma (idealised influence), intellectual stimulation, individual consideration, and inspirational motivation. The qualitative results based on content analysis showed the frequency of responses for each dimension as follows: charisma (affirmative = 120, negative = 15), intellectual stimulation (affirmative = 80, negative = 15), individual consideration (affirmative = 70, negative = 16), and inspirational Motivation (affirmative = 40, negative = 16). The study concludes that the critical role of transformational leadership in promoting job satisfaction among teachers is crucial for achieving CSE status. The substantial correlations between teacher job satisfaction and the transformational leadership dimensions emphasise the significance of effective leadership in the school ecosystem. As a result, improving transformational leadership practices within schools can result in a more motivated and contented teaching workforce, contributing to the school’s overall success.
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Zhang, Qihua, Haihua Hu, and Chengjun Wang. "Negative mood and employee voice: The moderating role of leadership." Social Behavior and Personality: an international journal 48, no. 1 (2020): 1–10. http://dx.doi.org/10.2224/sbp.8514.
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We applied mood-as-information theory to investigate the effect of negative mood on prohibitive and promotive employee voice, and the moderating role of transformational and transactional leadership styles in this relationship. We recruited a paired employee–supervisor sample, comprising 48 supervisors who rated their employees' promotive and prohibitive voice, and 224 employees who completed measures of negative affect and their supervisors' transformational and transactional leadership. Our results showed that negative mood enhanced prohibitive voice but reduced promotive voice. Further, transformational leadership weakened the effect of negative mood on voice, whereas transactional leadership reinforced this effect. The research results provide a solid theoretical basis for managers to manage their negative mood by changing their leadership behavior, and provide a new perspective for leaders to develop employee management strategies, and develop an objective and impartial evaluation system based on the intuitive external behaviors of employees.
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Herbst, Tessie H. H., and Ajay K. Garg. "Transformational Leadership Potential At A University Of Technology." Journal of Applied Business Research (JABR) 33, no. 4 (2017): 739. http://dx.doi.org/10.19030/jabr.v33i4.9996.
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In South Africa as elsewhere in the world, higher education institutions have been criticised for a lack of transformation. This apparent lack of transformation called into question the capability of the leaders within these institutions to effectively lead change and transform the higher education institutional landscape. The aim of this study was to explore the transformational leadership competency potential amongst managers in a university of technology in South Africa. The measures of potential used are eight competency factors known as the ‘Great Eight’ (Bartram, 2005) derived from Occupational Personality Questionnaire (OPQ32) scale scores. The OPQ32r was administered to 111 managers within a university of technology. The majority of respondents had a balanced mix of styles between a transformational and transactional focus. These leaders not only exhibit less transformational competencies but also an insufficient strong transactional focus. These findings have severe implications for the transformation of
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Surawijaya, Aries, Marlina Widiyanti, Muhammad Yusuf, and Muhammad Ichsan Hadjri. "impact of transformational leadership style and work discipline on employee performance in the regional revenue agency of South Sumatra Province." International journal of humanities, literature & arts 6, no. 1 (2023): 34–39. http://dx.doi.org/10.21744/ijhla.v6n1.2211.
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This research investigates the influence of transformational leadership style and work discipline on employee performance in the Regional Revenue Agency of South Sumatra Province. The population of this study comprises all civil servants (PNS) in the Regional Revenue Agency of South Sumatra Province in 2023, totaling 107 employees, all of whom were included as samples using a census technique. The multiple linear regression analysis results indicate that transformational leadership style and work discipline positively and significantly impact employee performance. The role of transformational leadership style necessitates the provision of appreciation, support, and motivation to employees. Additionally, work discipline requires strict measures for employees who violate institutional regulations, such as issuing warning letters to those who frequently breach the established rules, especially regarding attendance during working hours. Furthermore, leaving the office should align with approved permissions and be related to work responsibilities rather than personal interests.
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Sun, Belinda J., Frank P. Deane, Trevor P. Crowe, Retta Andresen, Lindsay Oades, and Joseph Ciarrochi. "A preliminary exploration of the working alliance and ‘real relationship’ in two coaching approaches with mental health workers." International Coaching Psychology Review 8, no. 2 (2013): 6–17. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.6.
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Objectives:The coaching relationship has been described as the catalyst for change. This study explores the coaching relationship by comparing the working alliance and the ‘real relationship’ – the undistorted and authentic experience of the other – in participants in skills coaching and transformational coaching.Design:A 2 (coaching condition) x 2 (time) factorial design was used.Method:Staff from community psychiatric recovery services were trained in a new service delivery approach (Collaborative Recovery Model), followed by coaching from internal coaches once per month to enhance implementation of the training. All trained staff were invited to participate in the research. Forty coachees met the requirements for inclusion in the study (>=3 coaching sessions in six months). Coaches completed a coaching alliance measure after each session. Coachees completed measures of working alliance and real relationship after six months of coaching.Results:Analyses indicated that the coaching relationship is stronger after receiving transformational coaching, from both coachees’ and coaches’ perspectives. Relationships developed over time in transformational coaching, but not with skills coaching.Conclusions:The results provide preliminary evidence that transformational coaching encourages the development of stronger coaching relationships. Future research should examine the effect of coaching approach on the outcomes of coaching.
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Al-Rabiey, Abdulmalik Saad Fadhil, Mohammed Al-Ghaili, Muath Mohammed Ali Algomaie, and Sami Mohammed Ahmed Ghanem. "The Impact of Employee Relation Management and Transformational Leadership on Employee Performance." International Journal of Research 11, no. 3 (2024): 2348–6848. https://doi.org/10.5281/zenodo.10837021.
Full textAbstract:
<em>Nowadays Business becoming more competitive, especially in terms of globalization, privatization, and liberalization which have brought much change in such business organizations. and to keep motivating the employees and enhancing their satisfaction, the concept of employee relation management ERM has shown up as an important tool to carry out such a mission. Besides, another factor that determines the organization's success is the personality of the manager named Transformational leaders which the researchers believe has an impact, too, on the employees’ performance. This study intends to test the impact of ERM and Transformational leaders on employee performance with the moderating role of organizational culture in such an impact. Participants of this study were 120 employees from two Universities in the Republic of Yemen. The respondents voluntarily responded to a questionnaire composed of measures of human resource practices- training, selection, compensation, and rewards- transformational leaders, organizational culture, and the employee’s performance. The main conclusion is that there is a positive strong relationship between employee relationship management components- HR. practices and Transformational leader’s style- and the employee’s performance.</em>