Journal articles on the topic 'Transformational Leadership (TL)'
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1
Khalili, Ashkan. "Transformational leadership and organizational citizenship behavior." Leadership & Organization Development Journal 38, no. 7 (September 4, 2017): 1004–15. http://dx.doi.org/10.1108/lodj-11-2016-0269.
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Purpose The purpose of this paper is to examine the transformational leadership (TL) – employees’ organizational citizenship behavior (OCB) and employees’ emotional intelligence (EI) – employees’ OCB associations. In addition, this study explored the moderating role of employees’ EI on the TL – employees’ OCB relationship. Design/methodology/approach The study was conducted in 50 organizations in Iran, on a sample of 2,021 employees. Findings The findings of this research showed that TL and employees’ EI positively and significantly influence employees’ OCB. Additionally, the results revealed that employees’ EI moderates the TL – employees’ OCB association. Practical implications Iranian organizations should invest in TL and EI training and in the selection of mangers with TL style and employees with good level of EI in order to enrich the OCB of employees. Originality/value The present study is one of the first to examine the TL – employees’ OCB and employees’ EI – employees’ OCB relationships, and the moderating influence of employees’ EI on the TL – employees’ OCB association in a developing country, Iran.
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Alsolamy, Majed. "Transformational Leadership and Employee Satisfaction." International Journal of Customer Relationship Marketing and Management 12, no. 2 (April 2021): 36–52. http://dx.doi.org/10.4018/ijcrmm.2021040103.
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Although the effects of transformational leadership (TL) on employee satisfaction are well-researched, empirical evidence on the mechanisms that explain these effects is still scarce. Therefore, this study proposes a “moderated mediation model” to examine the effects of TL on satisfaction. Based on a sample of 615 employees, the author tested the study's hypotheses using a two-stage structural equation modeling. The results show that the mediating effects—through workload and work engagement—are confirmed by the direct effect of TL on satisfaction. Further analyses reveal that the correlation between TL and satisfaction is significantly stronger for employees with high levels of perceived organizational support (POS). The proposed model provides multiple perspectives to understand the importance of stimulating employees' work engagement without turning their engagement into a type of workload, and on how decision makers should consider a degree of POS that is suitable for easing workload levels, as well as effectively increase work engagement.
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Chen, Shyh-Jer, Miao-Ju Wang, and Shih-Han Lee. "Transformational leadership and voice behaviors." Personnel Review 47, no. 3 (April 3, 2018): 694–708. http://dx.doi.org/10.1108/pr-01-2017-0016.
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Purpose The purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior. Design/methodology/approach In this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies. Findings The results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations. Originality/value This study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves.
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Aas, Marit, and Christian Brandmo. "Revisiting instructional and transformational leadership." Journal of Educational Administration 54, no. 1 (February 1, 2016): 92–110. http://dx.doi.org/10.1108/jea-08-2014-0105.
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Purpose – The purpose of this paper is to examine whether the taxonomy of two conceptual models of leadership roles for principals – instructional and transformational leadership (IL and TL) – can be traced empirically in a sample of Norwegian school leaders. Design/methodology/approach – The participants consisted of 149 school leaders attending a national training program for newly appointed principals at the University of Oslo. Leadership preference was measured according to a theoretically grounded self-report scheme representing the most important aspects of both leadership models. Estimations were conducted by means of principal component analyses and confirmatory factor analyses. Findings – The principal component analyses revealed seven meaningful factors: demand-supportive leading, outcome control and loyalty to school owner, management by objective, trust in standard programs for development, trust in professional community, emphasis on collective responsibility, and distributed leadership. Furthermore, by using these seven factors as inputs, the authors attempted to model second-order factors representing IL and TL. The results showed that the structure of IL and TL could not be replicated. Instead, a more complex cross-model structure was revealed. Practical implications – The results suggest that even though the concepts of IL and TL are valuable analytic tools, they may be too simplistic to represent the reality of school leaders’ thoughts and actions. Originality/value – The study contributes to the field by challenging the established models of school leadership and by generating insights into Norwegian school leaders’ leadership beliefs and preferences.
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Le, Phong Ba, and Hui Lei. "How transformational leadership supports knowledge sharing." Chinese Management Studies 11, no. 3 (August 7, 2017): 479–97. http://dx.doi.org/10.1108/cms-02-2017-0039.
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Purpose This paper aims to clarify the influences of transformational leadership (TL), aspects of justice and trust on knowledge sharing (KS) process after assessing the controlling role of individuals’ education and gender. Design/methodology/approach Structural equations modeling (SEM) has been applied to evaluate the degree of influence that each variable has on the others through using data collected from 353 respondents of 56 large manufacturing and service firms. Findings The results show that distributive justice, procedural justice and trust in leadership play mediating roles in the relationship between TL and KS behavior. TL and procedural justice have more significant effects on knowledge collecting, while trust in the leader and distributive justice have more significant effects on knowledge donating. Research limitations/implications Future research can investigate how personal characteristics (e.g. educational level and work experience) may play moderating roles in the relationships between TL and KS processes. Practical implications From a practical perspective, the study brings a deeper understanding for directors and managers about the necessary factors to encourage and promote KS behavior in the organization. Originality/value The study findings provide a theoretical basis that can be used to analyze the relationships between TL, aspects of justice, trust and the KS process.
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Pradhan, Sajeet, Lalatendu Kesari Jena, and Pratishtha Bhattacharyya. "Transformational leadership and contextual performance." International Journal of Productivity and Performance Management 67, no. 2 (February 12, 2018): 445–62. http://dx.doi.org/10.1108/ijppm-08-2016-0186.
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Purpose Transformational leaders engage their employees’ self-concept in such a meaningful way that it results in an extra effort exerted by employees in addition to what is expected of them. This extra effort or pro-social behavior leads to contextual performance (CP) which supplements the individual’s task performance and lead to superior organizational performance. The purpose of this paper is to empirically investigate the influence of transformational leadership (TL) on employees’ CP. The paper also tests the moderating role of integrity on the relationship between TL and CP. Design/methodology/approach Data were gathered through self-administered questionnaires from 480 Indian information technology (IT) employees across India. Harman’s single-factor test was used through analysis of moment structures (AMOS 20.0) to test the bias associated due to common method variance. Regression analysis was carried out through a series of hierarchical models in SPSS 20.0 to test the direct and interactive effect of integrity between TL and CP. Findings The result supports the assertion that TL has a positive influence on employees’ CP. However, the moderational effect of integrity on the relationship between TL and CP was found to be insignificant. Practical implications The findings of the study have confirmed that employees deriving higher degree of integrity at work will engage in discretionary behaviors and they are more likely open to organizational changes and improvement. The IT organizations may take clues from the findings of the study for creating conducive working environment where affective organizational commitment can influence the CP and job satisfaction. Originality/value This study is critical in a sense that as the Indian IT industry has one of the highest turnover rates in the service industry, it would take a strong and compelling reason for the IT professionals to stay committed to the organization, derive satisfaction at work and help peers and others by engaging in extra role of CP.
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Islam, Talat, Jawad Tariq, and Bushra Usman. "Transformational leadership and four-dimensional commitment." Journal of Management Development 37, no. 9/10 (November 12, 2018): 666–83. http://dx.doi.org/10.1108/jmd-06-2017-0197.
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Purpose The purpose of this paper is to investigate the mechanism between transformational leadership (TL) and organizational commitment (OC) using job characteristics as a mediator and participative and directive leadership (DL) as moderator. Design/methodology/approach The authors used a questionnaire-based survey to collect data from 563 employees working in the banking industry. Findings The data were analyzed using structural equation modeling. The findings confirmed the mediating role of job characteristics and moderating role of both participative and DL styles between TL and OC. Research limitations/implications The data for this study were collected at one point of time and it has implications for the policymakers and bankers. Originality/value The study is novel as it highlights the importance of job characteristics, participative and DL styles in understanding the relationship between TL and OC.
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Sanner-Stiehr, Ericka, and Clair Reynolds Kueny. "From the top-down: Transformational leadership considerations for health care organizations." Journal of Hospital Administration 6, no. 4 (June 4, 2017): 1. http://dx.doi.org/10.5430/jha.v6n4p1.
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Nurse leaders can positively influence critical issues in healthcare by engaging in transformational leadership (TL) practices. High in humility, extraversion, self-efficacy, and emotional intelligence, transformational leaders focus on followers as individuals and inspire high goal attainment. Organizations can increase TL behaviors through top-down training strategies. This paper evaluates salient TL characteristics and considerations for organizations wishing to create positive organization-wide change.
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Ribeiro, Neuza, İlhami Yücel, and Daniel Gomes. "How transformational leadership predicts employees’ affective commitment and performance." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 1901–17. http://dx.doi.org/10.1108/ijppm-09-2017-0229.
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PurposeThe purpose of this paper is to examine the impact of transformational leadership (TL) on employees’ individual performance (IP) through the mediating role of affective commitment (AC). More specifically, it aims to understand how TL relates to employees’ AC, TL relates to employees’ IP, employees’ AC relates to IP and employees’ AC mediates the relationship between TL and employees’ IP.Design/methodology/approachA total of 476 Turkish healthcare professionals participated in this study. The mediation effect of AC in the relationship between TL and employees’ IP was tested by structural equation modeling.FindingsThe results indicate that AC mediates the relationship between TL and employees’ IP. In others words, transformational leaders promote employees’ AC which, in turn, increases their IP.Practical implicationsThis study suggests that organizations should select, develop and invest in leaders who adopt a TL style because they build a climate of admiration, loyalty, respect, participation and involvement for employees which will in turn enhance their commitment and performance.Originality/valueThis study responds to calls for research studies to explore the mediating mechanism in the TL process (Judgeet al., 2006), as the mediation effects explain the conditions in which TL is related to the favorable outcomes.
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Gilbert, Marie-Hélène, Véronique Dagenais-Desmarais, and France St-Hilaire. "Transformational leadership and autonomy support management behaviors." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 320–32. http://dx.doi.org/10.1108/lodj-08-2015-0173.
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Purpose The purpose of this paper is to investigate the relationships between transformational leadership (TL), autonomy support management behaviors and employees’ psychological health. Design/methodology/approach A total of 512 Canadian workers assessed their immediate supervisor’s level of TL and autonomy support management behaviors. Participants also assessed their own psychological health through measures of psychological well-being and burnout at work. Findings Results from structural equation modeling indicate that TL is related to employee psychological well-being and burnout. This effect is fully mediated by more specific autonomy support and psychological control management behaviors. These results suggest that autonomy support and psychological control management behaviors may have a more proximal effect on employees’ psychological health than TL does. Also, managers’ leadership and behaviors appear to better predict employees’ psychological well-being at work than employee burnout. Practical implications Managers with a TL style employ more autonomy support and fewer psychological control behaviors, which makes employees happier and less burned out. Based on these results, leadership training programs would gain to focus on the development of more specific management behaviors among leaders, such as autonomy support, to enhance employees’ psychological health, especially their well-being. Originality/value This research expands understanding of the relationship between TL and the psychological health of employees by shedding light on the mediating role of autonomy support management behaviors in this relationship.
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Ekuma, Kelechi John. "Transformational Leadership: Implications for Organizational Competitive Advantage." International Journal of Human Resource Studies 4, no. 1 (May 30, 2014): 276. http://dx.doi.org/10.5296/ijhrs.v4i1.5710.
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There is a growing consensus among scholars and practitioners alike that maximising the potentials of human resources is central to organisational effectiveness and improved performance in the 21st century global market place of intense competition. It has also been suggested that the ways in which organisational leaders manage people can remarkably influence company performances and competitiveness. Despite this realisation however, scholars, managers and practitioners alike disagree on the most appropriate approach to organisational leadership. Indeed, there is an on-going debate about the leadership style that yields the best results for organisations in contemporary times. And whilst the debates rage, an increasingly dominant discourse is that transformational leadership is central to organisational effectiveness and gaining of competitive advantage. This notwithstanding, the most fundamental issue remains how to understand how transformational leadership practices impact on performance in practical terms. Consequently, producing an unequivocal response to the question ‘what does transformational leadership really contribute to organisational performance?’ has remained elusive. It is against this backdrop, that this article critically evaluates the concept of Transformational Leadership (henceforth TL), with a view of highlighting its contributions to organisational effectiveness and performance. Synthesising organisational and leadership theories and integrating literatures in organisational development and HR, the paper argues that there are evidences to suggest that there are clear linkages between TL, organisational effectiveness and improved performance. The paper further contends that emotional intelligence is key to the operationalization of TL and concludes that the greatest challenge remains how to quantify the contributions of TL in practical terms.
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Saragih, Melva Hermayanty, Andana Andana, Farland Al Hafiz, and Muhammad Alvin Meilando. "Pengaruh Kepemimpinan Servant dan Kepemimpinan Transformasional Terhadap Organizational Citizenship Behavior (OCB)." Business Economic, Communication, and Social Sciences (BECOSS) Journal 3, no. 1 (January 31, 2021): 33–42. http://dx.doi.org/10.21512/becossjournal.v3i1.6924.
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This study aims to examine the effect of Servant Leadership (SL) and Transformational Leadership (TL) on Organizational Citizenship Behavior (OCB) in a private company in Jakarta, Indonesia. The method used is multiple regression analysis, with a sample of 117 respondents. The results showed that Servant Leadership and Transformational Leadership had a significant effect on Organizational Citizenship Behavior. Thus, SL and TL are variables that are important to be applied in the company, especially in terms of increasing employee commitment and emotional attachment to the company organization.
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Baskoro, Bimmo Dwi, Fuadi Fuadi, and Heri Sapari Kahpi. "The mediating effect of work motivation on the relationship between transformational leadership and employee performance." Jurnal Kajian Manajemen dan Wirausaha 3, no. 2 (June 30, 2021): 66. http://dx.doi.org/10.24036/jkmw02109500.
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This research aimed to analyze the influence of transformational leadership (TL) on employee performance (EP) through work motivation (WM) on engineering consulting companies in Capital Region of Jakarta. The data collection of this research was primary and secondary by using structural equation modeling with partial least squares method. The total respondent of this research was 106 who were the employees from selected engineering consulting companies in Capital Region of Jakarta. TL had a significant effect towards EP. TL had a significant effect towards WM. Lastly, TL had a significant effect towards EP through work motivation.Keywords: Transformational leadership, employee performance, work motivation, engineering
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Chauhan, Rahul Singh, David Charles Howe, and Andrew Soderberg. "Reviewing and rebalancing the positive skew of emotions in transformational leadership." Management Research Review 44, no. 8 (February 22, 2021): 1085–107. http://dx.doi.org/10.1108/mrr-08-2020-0496.
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Purpose Transformational leaders have long been known to use emotions to motivate their followers and guide their energy toward the vision set forth by the leader. Much of the past research and theory on this topic has exhibited a bias toward positively valenced emotions. Negative emotions have received limited attention relative to positive emotions, and this imbalance has led to a skewed understanding of the relationship between emotions and transformational leadership (TL). Design/methodology/approach The study reviews the organizational literature regarding negative emotion expression in TL. Findings The study integrates research regarding negative emotions and TL with the existing body of research regarding positive emotions and TL. The authors argue that the range of emotions considered needs to be broadened and rebalanced. Practical and theoretical implications are also discussed. Originality/value The study integrates the benefits of negative emotions and TL the more well-known and explored the benefits of positive emotions and TL. The study uses the four components of TL theory, i.e. inspirational motivation (IM), idealized influence (II), individualized consideration (IC) and intellectual stimulation (IC), to explore how transformational leaders can effectively display negative emotions. The study ultimately presents a more balanced overview of emotions and TL.
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Jain, Priyanka, and Taranjeet Duggal. "Transformational leadership, organizational commitment, emotional intelligence and job autonomy." Management Research Review 41, no. 9 (September 17, 2018): 1033–46. http://dx.doi.org/10.1108/mrr-01-2018-0029.
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PurposeThis study aims to investigate the mediating role of job autonomy ( JA) in the relationship between transformational leadership (TL) and organizational commitment (OC) and the moderating effect of emotional intelligence (EI) on the relationship between JA and OC.Design/methodology/approachData for the study were obtained from the respondents of information technology industries across India by using convenience sampling.FindingsThe study reveals that TL positively influences employees’ OC via JA. Results further indicated that EI as the moderator strengthens the relationship between TL and OC mediated by JA.Practical implicationsThe study recommends that leaders with high level of TL style should appeal to the emotions of their employees for significantly influencing their OC.Originality/valueThis paper extends upon prior research that has identified a relationship between TL and OC; this study proposes and analyzes a comprehensive and theoretically grounded structure of TL, JA, EI and employees’ OC, highlighting its theoretical and practical implications.
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Choi, Suk Bong, Kihwan Kim, S. M. Ebrahim Ullah, and Seung-Wan Kang. "How transformational leadership facilitates innovative behavior of Korean workers." Personnel Review 45, no. 3 (April 4, 2016): 459–79. http://dx.doi.org/10.1108/pr-03-2014-0058.
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Purpose – The purpose of this paper is to investigate the relationship between transformational leadership (TL) and the innovative behavior of Korean workers. To this end, this paper also examines whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship. Design/methodology/approach – The paper used a cross-sectional design, with questionnaires administered to 356 employees working in Korea manufacturing firms to test the relationship between TL and innovative behavior through knowledge sharing and the moderating role of POS. Findings – TL was significantly related to both employee innovative behavior and knowledge sharing. The results also shown that knowledge sharing mediated and POS positively moderated the relationship between TL and innovative behavior of employees. Research limitations/implications – Future research should examine antecedents of knowledge sharing and measure the effect of TL in other level such as team level, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross-sectional design. Practical implications – Understanding the link between TL and innovative behavior with mediating and moderating factors can provide useful information to increase positive leadership outcomes and innovation performance. Originality/value – The findings point toward a positive relationship between TL and innovative behavior with mediating and moderating factors. In doing so, the paper adds to a body of work where innovative behavior was connected with leaders’ behavior and organizational-level predictors.
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Wei Chan, Shiau, Siti Sarah Omar, Ramlan R, Md Fauzi Ahmad, Izzuddin Zaman, and Nuratiqah Idrus. "Emotional Intelligence and Transformational Leadership Among Managers in Manufacturing Companies." International Journal of Engineering & Technology 7, no. 3.21 (August 8, 2018): 1. http://dx.doi.org/10.14419/ijet.v7i3.21.17083.
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Despite the fact that numerous studies have been conducted on Emotional Intelligence (EI) and Transformational Leadership (TL), the relationship between EI and TL is yet to be identified. The purpose of this research is to determine the relationship between EI and TL skills among managers in manufacturing companies in Batu Pahat. In this research, a survey questionnaire was administered to fifty managers. Pearson correlation coefficient analysis was employed to test the correlation among variables, including Perceiving Emotion, Facilitating Thought, Understanding Emotion, and Managing Emotion with TL skills. The outcome was that a positive relationship was found between EI and TL skills. This quantitative research is important in providing management with better information regarding the relationship between EI and TL skills among managers so that managers can learn and improve their functions.
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Moon, Sarah E., Pieter J. Van Dam, and Alex Kitsos. "Measuring Transformational Leadership in Establishing Nursing Care Excellence." Healthcare 7, no. 4 (November 4, 2019): 132. http://dx.doi.org/10.3390/healthcare7040132.
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Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified differences in reported leadership styles among NMs, providing a unique organizational insight into developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this study to identify a dominant leadership style and customize strategies to improve TL.
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Tangatarova, Shahrizada, and Yongqiang Gao. "Transformational leadership and patient safety in hospital." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 2 (March 21, 2021): 106–22. http://dx.doi.org/10.20525/ijrbs.v10i2.1084.
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This study examines to make up this significant gap in the existing literature. Using a cross-sectional sample consisting of 240 nurses in the hospitals of Uzbekistan and a structural model, with a random sampling technique by employing explanatory, and causal design was used to test the developed framework. Quantitative data was collected using questionnaires, the survey instruments were distributed by hand among the private and public sector, we find that nurses’ perceived safety culture (SC) and decision-making capacity (DMC) act as important mechanisms linking TL to PS. Meanwhile, nurses’ perceived locus of control (LC) moderates the effect of TL on SC and DMC in such a way that this effect is more salient for nurses with internal LC than for nurses with external LC. This paper examines the contribution, that individuals with high internal LC are more affected by TL, generate and can better develop SC and DMC. The study findings demonstrated the significant role of transformational leadership played in order to improve working conditions and the environment, which helps nurses to create good conditions, relationships with patients and increase patient safety. The theoretical and practical implications of this study are discussed
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(Brian) Joo, Baek-Kyoo, and Kim Nimon. "Two of a kind? A canonical correlational study of transformational leadership and authentic leadership." European Journal of Training and Development 38, no. 6 (July 1, 2014): 570–87. http://dx.doi.org/10.1108/ejtd-12-2013-0129.
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Purpose – The purpose of this study is to examine the relationship between transformational leadership (TL) and authentic leadership (AL) using a canonical correlation analysis (CCA). Design/methodology/approach – The sample was 427 knowledge workers from a Fortune Global 100 company in Korea. Descriptive statistics and CCA were used to test the relationship between the two perceived leadership constructs. Findings – A canonical correlation indicated that the composite of TL (i.e. idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) was strongly and significantly related to the composite of AL (i.e. transparency, moral/ethical, balanced processing and self-awareness), accounting for 82.3 per cent of the shared variance between the two variable sets. Research limitations/implications – This empirical study was based on employees’ perceptions on the two leadership behaviors of their supervisors, using a cross-sectional survey method. In addition, this study is confined to the employees in a for-profit organization in Korean cultural setting, leaving room for speculation with regard to cultural issues. Practical implications – It is noted the two leadership behaviors are not substitutable, but complementary. Therefore, human resources development (HRD) practitioners are suggested to design leadership development programs focusing both on AL and TL in a concerted way. In this way, HRD professionals can help their managers enhance their AL and TL capability, and thus let their followers emulate their leader’s behaviors, which ultimately will lead to higher level of organizational commitment, employee/job engagement and in-role and extra-role performance. Originality/value – This is the first study that empirically confirmed Burns’ (1978) initial intuitive conceptualization of the authentic transformational leaders. We found that an authentic leader appears to be a transformational leader or vice versa. Another contribution lies in that to identify the common denominator between the two leadership behaviors this study used a relatively rare CCA in the field of HRD.
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Azim, Mohammad Tahlil, Luo Fan, Md Aftab Uddin, Munshi Muhammad Abdul Kader Jilani, and Sumayya Begum. "Linking transformational leadership with employees’ engagement in the creative process." Management Research Review 42, no. 7 (July 15, 2019): 837–58. http://dx.doi.org/10.1108/mrr-08-2018-0286.
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Purpose Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE). Design/methodology/approach Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model. Findings The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy. Research limitations/implications The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries. Practical implications TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities. Social implications TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being. Originality/value This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.
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Sinaga, Anggun Tiur Ida, Prihatin Lumbanraja, Isfenti Sadalia, and Amlysh Syahputra Silalahi. "Transformational Leadership, Psychological Empowerment, and Innovative Work Behavior of Frontline Employees in the Public Sectors: Empirical Evidence from North Sumatera, Indonesia." Journal of International Conference Proceedings 3, no. 4 (January 26, 2021): 1–9. http://dx.doi.org/10.32535/jicp.v3i4.1004.
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The purpose of this paper is to investigate the impact of transformational leadership (TL) and psychological empowerment (PE) on innovative work behavior (IWB) of frontline employees at public sector in North Sumatera. This study examines the effects of PE as a moderator on the relationship between transformational leadership and innovative work behavior (IWB). The data were collected from 786 frontline employees through an online survey. Partial least square structural equation modeling analysis by the bootstrap method were used for the data analysis. Results indicated that TL and PE have positive influence on innovative work behavior, however specifically, the result showed that PE does not moderates on the relationship between TL and IWB of frontline employees in North Sumatera.
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Vashdi, Dana R., Zehavit S. Levitats, and Shmuel Grimland. "Which transformational leadership behaviors relate to organizational learning processes?" Learning Organization 26, no. 2 (February 4, 2019): 176–89. http://dx.doi.org/10.1108/tlo-04-2018-0065.
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PurposeThis paper aims to examine the relationship between behaviors associated with transformational leadership (TL) and the sub-processes of organizational learning (OL) and to explain these relationships based on the ability-motivation-opportunity (AMO) framework.Design/methodology/approachQuestionnaires assessing leadership behaviors and unit learning processes were filled in by 520 employees from 30 units within 9 organizations.FindingsEach sub-process of OL was found to be related to different leadership behaviors. For example, distribution was related to TL components directed toward developing followers’ ability (i.e. vision and intellectual stimulation) and created the opportunity to share knowledge (i.e. supportive leadership). On the other hand, the TL components found to be related to interpretation were those that enhance followers’ motivation to work well in a group (i.e. inspirational communication and personal recognition).Research limitations/implicationsShowing that specific TL behaviors are related to different OL sub-processes emphasizes the importance of each OL sub-process as a distinct outcome. In addition, this study begins to address the possible mechanisms that may explain why specific factors enhance some OL sub-processes, but not others.Practical implicationsThe study’s findings will assist managers and HR practitioners in recognizing which leadership behaviors are to be enhanced to help address particular sub-processes of OL that need improvement.Originality/valueThis paper is the first to examine the fine-tuned relationships between TL and OL and thus adds another explanation regarding why organizations differ in their learning processes and in their eventual outcomes, such as performance and innovation.
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Sondaitė, Jolanta, and Greta Keidonaitė. "EXPERIENCE OF TRANSFORMATIVE LEADERSHIP: SUBORDINATE’S PERSPECTIVE." Business: Theory and Practice 21, no. 1 (June 3, 2020): 373–78. http://dx.doi.org/10.3846/btp.2020.11113.
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Despite the growing popularity of transformational leadership (TL) in organization studies, there is a lack of studies trying to reveal subordinate’s perspective on experience of TL. The present study examined how subordinates employed in customer service experience TL during organizational change. The participants were people working in two international organizations operating in Lithuania. The data were collected through semi-structured interview. Phenomenological procedures were used to analyze the data. The conducted phenomenological analysis of TL from the subordinate’s perspective reveals that subordinates under TL feel secure and empowered, have extensive data about the ongoing change, receive full manager’s support and individual attention, share acquired knowledge in performing delegated duties and collectively aspire for a common generally accepted goal set by the manager and consequently are more positive about organizational change. The results of the present study contribute to the better understanding of the inner experiences of TL by subordinates working as customer service specialists in the context of organizational changes.
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Chi, Hsin-Kuang, Chun-Hsiung Lan, and Battogtokh Dorjgotov. "The Moderating Effect of Transformational Leadership on Knowledge Management and Organizational Effectiveness." Social Behavior and Personality: an international journal 40, no. 6 (July 1, 2012): 1015–23. http://dx.doi.org/10.2224/sbp.2012.40.6.1015.
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In this research, we used the hypothesis model to explore the moderating effect of transformational leadership (TL) on knowledge management (KM) and organizational effectiveness (OE). The model was tested on 524 research and development (R&D) professionals at 21 research institutes of the Mongolian Academy of Sciences (MAS). The results showed that TL is a moderator between KM and OE. In addition, the results supported the fact that TL and KM have a reinforcement interaction effect on OE. Therefore, the highest level of OE is achieved when both TL and KM are at a high level. Thus, TL was determined to be the most effective and appropriate leadership style for use in R&D organizations in Mongolia.
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HUSSEIN, NORASHIKIN, MAIMUNAH MOHD SHAH, and NASUHA BHASAH. "Relationship Study of Transformational Leadership and Psychological Empowerment on Employees Job Satisfaction." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 3, no. 2 (December 31, 2017): 73. http://dx.doi.org/10.24191/abrij.v3i2.10099.
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This study aims to determine the relationship between transformational leadership (TL) and psychological empowerment (PE) towards job satisfaction (JS) among employees in an electric company. Both TL and PE are important factors in determining job satisfaction. TL is a stimulating andengaging relationship between leaders and followers. It is adapted to enhance employees’ job satisfaction. While, PE is related to employees’ performances, attitudes and various work behaviors. Data were collected using questionnaires and were analyzed using SPSS. Random sampling technique was applied in the distribution of the questionnaire. 125 cases were analyzed and findings were interpreted accordingly. The results reveal that only one dimension of transformational leadership (i.e., intellectual stimulation) and one psychological empowerment dimension (ie.,meaning) are significantly related to job satisfaction. Further discussion on the results are shared in this paper.
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Alamir, Iyad, Rami M. Ayoubi, Hiba Massoud, and Louna Al Hallak. "Transformational leadership, organizational justice and organizational outcomes." Leadership & Organization Development Journal 40, no. 7 (September 9, 2019): 749–63. http://dx.doi.org/10.1108/lodj-01-2019-0033.
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Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria. Design/methodology/approach The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes. Findings TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies. Practical implications The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees. Originality/value While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.
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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 (July 3, 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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Raja, Usman, Dave Bouckenooghe, Fauzia Syed, and Saima Naseer. "Interplay between P-O fit, transformational leadership and organizational social capital." Personnel Review 47, no. 4 (June 4, 2018): 913–30. http://dx.doi.org/10.1108/pr-07-2016-0161.
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PurposeUsing social identity theory, the authors hypothesize that transformational leadership (TL) leads to better person-organization fit (P-O fit), which in turn contributes to the emergence of organizational social capital (i.e. OSC). Furthermore, the authors suggest that the relationship between P-O fit and OSC is contingent upon the level of TL. The paper aims to discuss these issues.Design/methodology/approachField study data were used to test the hypotheses. In total, 336 employees from eight different service sector organizations in Pakistan participated in this study. Hierarchical linear modeling was used to analyze the data.FindingsIn support of the hypotheses, the authors found that TL was positively related to both P-O fit and OSC. Also, P-O fit mediated the TL-OSC relationship. Finally, TL moderated the relationship between P-O fit and OSC.Research limitations/implicationsCross-sectional data were collected through self-reports, which raises concerns of reporting bias.Practical implicationsManagers can benefit from the study by focusing on TL as a vehicle for not only achieving change, but also for creating an environment that facilitates better P-O fit and enhanced OSC.Social implicationsThis study provided a rare opportunity to examine the proposed relationships in a developing country. This enhances our insight into the efficacy of theories that have been mainly developed and tested in developed countries.Originality/valuePrevious research hypothesized P-O fit as a mediator between leadership and performance, yet failed to receive support. The current study is unique by demonstrating that TL, as a relational leadership style, contributes to building an important resource (OSC) through the mediating effect of P-O fit.
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Al-edenat, Malek. "Reinforcing innovation through transformational leadership: mediating role of job satisfaction." Journal of Organizational Change Management 31, no. 4 (July 2, 2018): 810–38. http://dx.doi.org/10.1108/jocm-05-2017-0181.
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Purpose The purpose of this paper is to examine the direct role being played by transformational leadership (TL) dimensions in reinforcing product and service innovation. More particularly, the paper focusses on the role of job satisfaction (JS) as a mediator in this relationship. Design/methodology/approach A concurrent mixed methods technique was employed. The researcher surveyed 486 participants from three major telecoms companies that operate in Jordan to supply the society with mobile phones and internet services. In addition, 15 team leaders were interviewed for the same purpose. Findings The results of this paper support the positive direct impact of transformational leaders on both employees’ innovativeness and JS. In addition, JS was found to positively impact product and service innovation. Moreover, the results revealed that JS mediates the relationship between TL and innovation. Research limitations/implications Leaders are playing a direct and significant role in reinforcing product and service innovation in an interesting manner, especially through JS. Other styles of leadership, populations, and methods may create new perceptions in further research works. Practical implications The findings in this paper indicate that practising superior level of TL behaviours enhances overall JS, which, as a result, reinforces product and service innovation within employees in the Jordanian telecom sector. Superior outputs are achieved through such styles both for the firm as a whole towards innovative products and services, and similarly, for individuals within teams who involve in further innovative team climate. Originality/value These outcomes augment understanding of practises in which transformational leaders endorse innovation, and emphasise the values added through endorsing more TL behaviours to yield more innovative outputs by employees.
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Yücel, İlhami. "Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic." Administrative Sciences 11, no. 3 (August 11, 2021): 81. http://dx.doi.org/10.3390/admsci11030081.
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The purpose of this research paper is to explain the impact of transformational leadership on employees’ turnover intentions in light of the mediating role of their individual performance. More precisely, we attempt to explain (a) how TL connects to employees’ turnover intentions, (b) how TL connects to employee performance, (c) how employee performance connects to turnover intentions, and (d) how employee performance mediates the connection between intentions and TL. Four hundred and seventy-eight Turkish healthcare professionals participated in this research. The results revealed that employee performance mediates the connection between turnover intentions and TL. In other words, transformational leaders encourage employee performance, which in turn decreases their turnover intentions. This research has important implications for reducing turnover in workplaces and increasing employee performance by facilitating a setting for high performance, since employees who are supported by their leaders are generally more committed to their organizations and exhibit better performance. This research answers calls to study the mediating function of the TL procedure, since the mediation clarifies the circumstances under which TL relates to the favorable results.
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Armugam, Manimaran, Ramlee Ismail, and Daljeet Singh Sedhu. "The Levels of Transformational Leadership (TL) Practice and its Impact on the Organizational Health (OH) of School Teachers in Selangor and Perak: A Systematic Review." Utamax : Journal of Ultimate Research and Trends in Education 3, no. 2 (July 30, 2021): 115–24. http://dx.doi.org/10.31849/utamax.v3i2.7101.
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The main purpose of this review is to explore the relationship between transformational leadership and organizational health in the context of leadership practices in schools. This review also aims to look at the characteristics of transformational leadership and how transformational leadership is created from various basic leadership theories. The methodology used is a systematic review in which n = 34 articles were selected for review after the filtering process based on a number of pre-determined criteria. This systematic review found that there was a correlation between the transformational leadership aspects introduced by Bass and the organizational health elements introduced by Hoy and Miskel. This is very important because it forms the basis of this research. The four aspects of transformational leadership, namely ideal influence, inspirational motivation, intellectual stimulation and individual consideration are related to organizational health elements, namely, integrity in institutions, collegial leadership, relationships between teachers and academic emphasis.
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Zulfqar, Asia, Syed Nasir Hussain, and Shehzad Ahmed. "Breaking Through the Glass Ceiling: Leadership Practices of Women Leaders in Higher Education." Global Regional Review IV, no. II (June 30, 2019): 351–58. http://dx.doi.org/10.31703/grr.2019(iv-ii).37.
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The study aimed to investigate the proficiency of women academic leaders in public universities, Pakistan. The transformational leadership approach was used to conduct this study. A semi-structured interview protocol was developed to collect data. A convenient sampling technique was applied to collect data from twenty women leaders from the three public universities of Punjab. The interview questions were based on the six-dimensions of transformational leadership. The deductive method was applied to reach conclusions. The results identified that women academic leaders were not that proficient in their transformational leadership practices since four out of six TL-dimensions emerged crucial in all the three public universities.
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Zulfqar, Asia, Syed Nasir Hussain, and Shehzad Ahmed. "Breaking Through the Glass Ceiling: Leadership Practices of Women Leaders in Higher Education." Global Regional Review IV, no. II (June 30, 2019): 351–58. http://dx.doi.org/10.31703/grr.2019(iv-iv).37.
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The study aimed to investigate the proficiency of women academic leaders in public universities, Pakistan. The transformational leadership approach was used to conduct this study. A semi-structured interview protocol was developed to collect data. A convenient sampling technique was applied to collect data from twenty women leaders from the three public universities of Punjab. The interview questions were based on the six-dimensions of transformational leadership. The deductive method was applied to reach conclusions. The results identified that women academic leaders were not that proficient in their transformational leadership practices since four out of six TL-dimensions emerged crucial in all the three public universities.
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Kim, Hyejin, and Taesung Kim. "Emotional Intelligence and Transformational Leadership: A Review of Empirical Studies." Human Resource Development Review 16, no. 4 (October 3, 2017): 377–93. http://dx.doi.org/10.1177/1534484317729262.
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There is an ongoing debate between the proponents and skeptics of emotional intelligence (EI) with regard to its contribution to leadership effectiveness in organizational settings. Not aiming to address all the leadership styles exhaustively, this research looked into the relationship between EI and transformational leadership (TL) by reviewing the accumulated research assets in the existing literature. After the staged review, 20 empirical studies covering five different continents were chosen for an in-depth analysis. The results show that most studies provide empirical support of the relationship, with variances in identifying subfactors of EI and TL that further explicate the EI–TL relationship. At the same time, the remaining studies are found to be skeptical, not fundamentally denying the relationship, but commonly pointing out the problem with EI measures and emphasizing the need for more valid and reliable assessment tools. Building on these findings, the present research suggests implications for practice and research in the human resource development (HRD) field.
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Singhry, Hassan Barau. "Perceptions of leader transformational justice and job satisfaction in public organizations." International Journal of Public Leadership 14, no. 2 (May 14, 2018): 80–95. http://dx.doi.org/10.1108/ijpl-01-2018-0007.
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Purpose Transformational leadership (TL) is one among the leadership behaviors that is important in a period of uncertainty and continuous change. The behavior affects employees’ job satisfaction (JS) and performance. Nevertheless, there is an inconclusive debate over how organizational justice (OJ) can help transformational leaders to influence employees’ (JS). Therefore, the purpose of this paper is to investigate the role of OJ on the relationship between TL and employees’ JS. Design/methodology/approach The study employed a quantitative research design based on cross-sectional strategy. Structured questionnaires were distributed and data were collected from a sample of 418 middle managers of public organizations in Nigeria. Multiple regressions aided by structural equation modeling were employed to test four hypotheses. Findings The regression results support the mediating role of OJ, such as distributive, procedural, interpersonal and informational justice between TL and JS. Equally, the relationship between TL and JS, TL and OJ, and OJ and JS are all positive and significant. Overall, the influence of TL and OJ has a strong explanatory effect on JS. Originality/value This study adds to the literature of human resource management and organizational behavior by empirically validating and integrating TL theory with the four dimensions of OJ theory. The study will be beneficial to the top management and middle-level employees in public organizations.
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Ashoor, Wafa Abdullah. "Transformational Leadership and Innovation for Competitive Advantage in Large Firms and SMEs." International Journal of R&D Innovation Strategy 3, no. 1 (January 2021): 1–12. http://dx.doi.org/10.4018/ijrdis.20210101.oa2.
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The aim of this study is to empirically investigate how transformational leadership (TL) practices encourage innovation for competitive advantage within the specific context of Saudi large firms and SMEs. Despite a profusion of studies noting that innovation strongly contributes to a firm’s performance, there is a dearth of studies about how TL practically encourages organizational innovativeness. Moreover, because many leadership studies are limited in their location to Western nations, further research in a range of different cultural contexts is warranted. This study will address these issues and suggest a conceptual framework that empirically tests the path-dependent influences of: TL, structural capital, relational capital, tacit knowledge sharing and training, on innovation outcomes. This study will employ a mixed methods approach to examine the hypothesized relationships between factors. The findings of this research may emphasize the importance of utilising TL style as a process, rather than through the study of leadership alone, in facilitating innovation.
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Et. al., Collins Ngu Nji,. "Big Data Predictive Analytics and Performance: The Role of Transformational Leadership." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 10 (June 5, 2021): 5168–89. http://dx.doi.org/10.17762/turcomat.v12i10.5299.
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The importance of Big Data and Predictive Analytics (BDPA) have been overemphasized in recent years. However previous studies have been so focused on the developed and emerging market economies. The present research investigates this concept within the settings of a developing market economy. Also, the influence of transformational leadership (TL) in the adoption of BDPA as well as its moderation role between BDPA-Operational Performance (OP) nexus hasn’t been raised in prior studies. To address this, this study examines the combined effects of Mimetic Pressures (MP) and the Firm’s Human Skills (HS) as well as TL in the adoption of BDPA. The present study also examines the impact of TL on OP and its moderating role on the BDPA-OP nexus. Using a pre-tested questionnaire, the research hypothesis was tested on 145 surveys. The results of the empirical study indicate that MP has a positive but insignificant effect on the building and selection of HS and independently the adoption of BDPA is positively and significantly been influenced by both MP and HS. Likewise, BDPA has a positive and significant impact on OP. TL has a positive but insignificant effect in the adoption of BDPA and a negative and insignificant effect on OP. Also, the moderating effect of TL in the BDPA-OP nexus was found to be positive and seemingly significant.
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Yadav, Lalit Kumar, and Nagendra Yadav. "Gender Stereotyping of Leadership." Paradigm 22, no. 1 (March 13, 2018): 30–45. http://dx.doi.org/10.1177/0971890718758199.
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This study attempts to understand organizational commitment (OC) in relation to transformational leadership (TL) behaviours. It also tries to understand whether gender of the leader acts as a moderating variable in relation to TL and OC. It gives critical insights on gender stereotyping of leadership in public sector banks (PSBs) taking theoretical inputs from role congruity theory. A survey based on validated statements was used to collect data from 328 employees of PSBs working in the branches. Correlation and hierarchical multiple regression were used to test the model in the study. The interaction effect was better grasped by plotting the data on the graph. The outcomes of the study confirmed the previous findings. The OC is positively influenced by TL behaviours. However, most interestingly, leader’s gender significantly moderated the relation between the two. Although male managers TL style has a greater impact on employees’ commitment, leadership of female managers also has a positive impact. The results do indicate the presence of traditional perceptions about gender and leadership but also clearly demonstrate that stereotypes are being broken. These findings have important implications in organizational setting. It strengthens the importance of TL behaviours and its need to be systematically inculcated among managers. Female managers should be supported by the top management through mentorship and leadership development, and employee learning should include bias reduction exercises.
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Akbari, Morteza, Nader Seyyed Amiri, Saheb Imani, Niloofar Rezaeei, and Pantea Foroudi. "Why leadership style matters: a closer look at transformational leadership and internal marketing." Bottom Line 30, no. 4 (November 13, 2017): 258–78. http://dx.doi.org/10.1108/bl-08-2017-0021.
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Purpose The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of human resources in satisfying employee’s needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty. Design/methodology/approach This study develops a model and a number of propositions based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty. Findings The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization. Research limitations/implications The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty toward the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals. Originality/value Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other’s level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.
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Mittal, Swati. "Effects of transformational leadership on turnover intentions in IT SMEs." International Journal of Manpower 37, no. 8 (November 7, 2016): 1322–46. http://dx.doi.org/10.1108/ijm-10-2014-0202.
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Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on building trust and hence, its influence on the commitment level of the employees to achieve the desired work outcomes. It also examined whether transformational leaders were able to psychologically empower employees so as to increase their commitment level and thus reduce the employee turnover intentions (TIs) in the small- and medium-sized (SME) IT companies operating in Delhi NCR, India. Design/methodology/approach Data were collected from 420 employees (168 females and 252 males) of SME IT companies operational in Delhi NCR, India. They responded to questions about their leader’s TL and their own psychological empowerment (PE), commitment and trust. Findings The findings of the study show that transformational leaders were able to create a higher level of PE and trust amongst their employees. Further, it was also found that this led to an increase in their commitment level and hence, a decrease in their TI. The findings of the study also suggest that trust, commitment and PE act as mediators. Research limitations/implications Limited sample size is a possible limitation of the study. One more limitation of the study is the data collection method, i.e. through survey. It was self-reported, taking only the perspective of the employees; it may not be a completely accurate response. Practical implications With TL, leaders can psychologically empower followers to do things in a better way and can develop trust in employees resulting in high commitment; highly committed employees in turn reduce the TIs. If followers do not have faith in their own capability, it may not be possible for them to complete their job effectively. Originality/value This study adds to the existing literature; it clarifies the process by which transformational leaders enhance followers’ meaning in life through PE and develop trust resulting in high commitment.
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Van, Nguyen ThiThuy, Le Ba Phong, and Luu Thi Loan. "Antecedents of Innovation Capability: The Role of Transformational Leadership and Organizational Learning." International Journal of Business Administration 9, no. 5 (August 3, 2018): 1. http://dx.doi.org/10.5430/ijba.v9n5p1.
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The paper aims to test the mediating role of organizational learning (OL) between transformational leadership (TL) and innovation. Based on the literature review, we developed a research model proposing that TL enhances innovation capability through its positive effects on four components of OL: Knowledge acquisition, knowledge dissemination, knowledge interpretation, and organization memory. Structural equations modeling (SEM) is applied to examine the influence of independent factors on dependent ones via data collected from 76 Chinese firms. The results indicated that aspects of OL act as the mediators between TL and innovation capability. Especially, the findings highlight the important role of TL practice to enhance OL and the knowledge dissemination’s significant impacts on innovation capability. The paper has provided theoretical and managerial initiatives on theory of leadership and innovation that might help firms identify a right pathway to promote their innovation capability aimed at adapting more effectively to the changes of business environment.
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Kent, Aubrey, and Packianathan Chelladurai. "Perceived Transformational Leadership, Organizational Commitment, and Citizenship Behavior: A Case Study in Intercollegiate Athletics." Journal of Sport Management 15, no. 2 (April 2001): 135–59. http://dx.doi.org/10.1123/jsm.15.2.135.
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This study tested the propositions that (a) perceived leader-member exchange quality (LMX) between second level managers (e.g., associate, assistant athletic directors) and their subordinates would be associated with perceived transformational leadership behaviors (TL) of the athletic director, and (b) subordinates' organizational commitment (OC) and organizational citizenship behavior (OCB) would be correlated with both perceived TL and LMX. Seventy-five third tier employees of a large Midwestern university responded to the Multifactor Leadership Questionnaire-MLQ (Bass, 1985); LMX-7 (Graen, Novak, & Sommerkamp, 1982), an organizational citizenship scale (MacKenzie, Podsakoff, & Fetter, 1991); and an organizational commitment scale (Meyer & Allen, 1997). Correlational and regression analyses showed that the three dimensions of TL were significantly correlated with LMX. Additionally, the dimensions of TL and LMX were differentially related to OC and OCB.
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Kasımoğlu, Murat, and Djihane Ammari. "Transformational leadership and employee creativity across cultures." Journal of Management Development 39, no. 4 (March 8, 2020): 475–98. http://dx.doi.org/10.1108/jmd-05-2019-0153.
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PurposeThe study compares the impact of four components of transformational leadership (TL), namely, idealized influence (II), inspirational motivation, intellectual stimulation (IS), and individualized consideration (IC) on employee creativity (EC) at the workplace between Turkey and Algeria, taking into account the mediating effect of employee's creative role identity (CRI).Design/methodology/approachData were collected from 688 managers working for conglomerate companies in both countries and the analysis was performed using a two-stage structural equation modeling (SEM) for model and hypothesis testing.FindingsThe findings highlighted that managers from both countries have divergent stances toward TL’s impact on EC; Algerian managers recognized the impact relationship between CRI and EC. Meanwhile, Turkish managers believed in the efficiency of every component independently.Research limitations/implicationsWhen generalizing the research results, a debate might arise in regards to both the data collection instrument and the data being collected from two companies only. Therefore, upcoming research might opt for using further data collection methods and expand the data collection sources to cover larger targets.Practical implicationsThe study's findings help in assisting managers and decision-makers in both countries into strategically adjusting their managerial approaches accordingly and appropriately stimulating EC at the workplace.Social implicationsThe findings provided insights into elevating and strengthening a mere formal leader–member relationship to a personally satisfying and mutually beneficial social bond.Originality/valueThroughout literature, the light was shed on the fundamental, yet, infrequently discussed link between TL components and employee CRI. The comparative nature and findings of our study could be considered building blocks for further academic research about leadership in both countries.
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Suhana, Suhana, Udin Udin, Suharnomo Suharnomo, and Fuad Mas’ud. "Transformational Leadership and Innovative Behavior: The Mediating Role of Knowledge Sharing in Indonesian Private University." International Journal of Higher Education 8, no. 6 (September 19, 2019): 15. http://dx.doi.org/10.5430/ijhe.v8n6p15.
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Scholars have focused on exploration concerning issues affecting innovative behavior (IB). Of previous research finding reviews, transformational leadership (TL) is seen as the most influential factor to promote IB in the organization. TL helps followers to have a unique opportunity to develop learning competence and cooperation in improving IB. Besides, knowledge sharing (KS) is also supposed as the main trigger to build IB. Therefore, this study aims to analyze the mediating role of KS in the relationship between TL and IB. 210 postgraduate students in Indonesian private university are determined as samples. Multiple regression analysis by using SPSS software is applied to analyze the data. The results show that TL significantly affects KS and IB. KS further mediates the relationship between TL and IB.
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Khan, Asif, Sughra Bibi, Jiaying Lyu, Achille Claudio Garavelli, Pierpaolo Pontrandolfo, and Maria de Angeles Perez Sanchez. "Uncovering Innovativeness in Spanish Tourism Firms: The Role of Transformational Leadership, OCB, Firm Size, and Age." Sustainability 12, no. 10 (May 13, 2020): 3989. http://dx.doi.org/10.3390/su12103989.
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Innovativeness in the tourism and hospitality sector is essential for competitiveness and survival. Leadership plays a key role in promoting (or hampering) firm innovativeness. This article intended to examine the role of transformational leadership (TL) and organization citizenship behavior (OCB) on Spanish tourism firms’ innovativeness (OI). It also investigated whether firm size and age moderate the relationship between TL, OI, and OCB. The cross-sectional survey method was used to collect data from 329 middle-level managers in Spanish tourism firms. The findings of the data revealed that TL and OCB have significant impacts on firm innovativeness; also, OCB mediates the relationship between TL and firm innovativeness. Firm size and age moderate the relationship between TL and firm innovativeness; also, firm size moderates the relationship between TL and OCB. It was found that large firms were more innovative than small ones; also, younger firms showed a higher level of innovativeness than old firms. Managerial and specific firm size and age implications were provided.
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Hammond, Michelle, Jeanette N. Cleveland, John W. O'Neill, Robert S. Stawski, and April Jones Tate. "Mediators of transformational leadership and the work-family relationship." Journal of Managerial Psychology 30, no. 4 (May 11, 2015): 454–69. http://dx.doi.org/10.1108/jmp-10-2011-0090.
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Purpose – The purpose of this paper is to examine the ways in which leaders influence follower’s work-life management. Specifically, the authors propose that personal (positive affect), social (managerial support for work-family balance), and job (autonomy) resources mediate the relationships between transformational leadership and work-family conflict (WFC) and enrichment. Design/methodology/approach – The sample included 411 managers in 37 hotel properties across the USA. Findings – The relationship between TL and WFC was mediated by autonomy, positive affect and managerial support for work-family balance, whereas the relationship between TL and WFE was mediated by managerial support for work-family balance and positive affect. Research limitations/implications – This study constructs a foundation for future integration of leadership and work and family literatures. It also provides preliminary support for work-family enrichment theory (Greenhaus and Powell, 2006), as well as the value of examining leadership through a resource-based perspective. Practical implications – Interventions designed to enhance leadership may be effective not only in the workplace, but also for reducing WFC and promoting enrichment. Originality/value – This study is the first to directly examine the effect of transformational leadership and both WFC and enrichment. Further, it specifies mediating variables that underlie these relationships.
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Md. Sahidur Rahman, Shameema Ferdausy, Md. Al-Amin, and Refa Akter. "How does Emotional Intelligence Relate to Transformational Leadership, Creativity, and Job Performance?" Society & Sustainability 2, no. 1 (May 15, 2020): 1–15. http://dx.doi.org/10.38157/society_sustainability.v2i1.64.
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This study aims to investigate the relationships between emotional intelligence (EI), and transformational leadership (TL), creativity (CR), and job performance (JP) of the managers as perceived by the subordinates. Cross-sectional survey research is the primary research design for the study. A printed survey instrument is used to collect data from 189 working MBA students in Chattogram city using a purposive sampling technique. The respondents provide information about EI, TL, CR, and JP of their managers. We employed descriptive statistics, bivariate correlation, and regression analysis to analyze the obtained data. The findings of the study show that there is a positive correlation between EI and TL (r = 0.68). Again, a firm affinity is observed between EI and CR (r = 0.62). Furthermore, a strong relationship is found between EI and JP (r = 0.73). This study imparts the message to the organizations that they should focus on upgrading the EI competencies of the managers who intend to be transformational leaders and willing to show their credibility in creativity and superiority in job performance. The purposive sampling technique was adopted which is one of the major limitations of this study.
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Krishnan, Rajshekar. "Neuroscience Underlying Personality Traits, Spiritual Transcendence and Leadership Styles." NHRD Network Journal 11, no. 4 (October 2018): 14–22. http://dx.doi.org/10.1177/0974173918799139.
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After a brief introduction to the basic terminology of neuroscientific investigations, this article showcases the findings of neuroscientific investigations into each of the traits of the five-factor model of personality (FFM), namely openness to experience, conscientiousness, extraversion, agreeableness and neuroticism. It further presents the findings of research on spirituality and meditation (S&M), and finally focuses on the neurological findings with respect to transformational leadership (TL). The article concludes with juxtaposing neurological research findings with behavioural research findings of FFM, S&M and TL, thereby opening up possibilities of hypothesis articulation for further research.
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Aw, Vincent Kai Jie, and Oluremi Bolanle Ayoko. "The impact of followers’ conflict behaviors on teams’ transformational leadership, team member exchange and engagement." International Journal of Conflict Management 28, no. 4 (August 14, 2017): 509–32. http://dx.doi.org/10.1108/ijcma-04-2016-0020.
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Purpose Although how leaders shape their followers’ behaviors and outcomes is core to the leadership literature, empirical research exploring how followers might impact their leaders’ behaviors is just emerging. Using a follower-centric approach, this study aims to examine the link between followers’ conflict behaviors, transformational leadership (TL) and the quality of team member exchange (TMX). Additionally, the authors hypothesized and tested the moderating role of TMX quality in the relationship between TL and teams’ work engagement. Design/methodology/approach Quantitative data were collected randomly from 261 employees in 41 teams to examine the connection between followers’ conflict behaviors, TL and TMX and team engagement. Findings Using bottom-up/bootstrapping approach, results showed followers’ problem-solving conflict behaviors were positively linked with team leaders’ TL behaviors while improving TMX quality. Additionally, TL was connected with high levels of team work engagement and this connection was enhanced by TMX quality. Implications of the results are discussed. Research limitations/implications Although this conceptual model revealed followers as impacting TL and TMX, there is also a possibility that TL and TMX quality may be able to impact employees’ conflict behaviors. Additionally, the current study adopted a cross-sectional research design which does not allow for an assessment of cause and effect. Therefore, caution should be taken in interpreting the results. Finally, the authors studied employees from a single national culture. Yet, they know that national culture may influence the relationship between TL and conflict at the individual and team levels. Overall, the present research showed that individual followers’ conflict behaviors were associated with TL behaviors and TMX quality. Practical implications On a practical note, managers would be more successful in managing conflict in teams if they would observe their followers’ conflict behaviors and act as role models in displaying problem solving conflict behaviors – an approach that has been identified in this study to assist in eliciting transformational behaviors from the leader. Furthermore, training is indicated. Organizations should consider training leaders in TL given that our result shows that TL has a direct positive connection with employee’s work engagement. Specifically, the followers’ conflict behaviors should now be incorporated into the leadership (e.g. transformational) training programs. Finally, managers who need to boost team work engagement should consider increasing the quality of the TMX in the team. Social implications The leaders behavioral style may partly be dependent on the followers’ conflict management behaviors. Originality/value Thus far, research on leadership have been leader-centric, and while the authors are aware that followers have an important role in shaping the leaders’ behaviors, research in this area has until recently ignored how followers might impact their leaders’ style, processes and the quality of employee interactions, especially at the team level. The authors found for the first time that problem-solving conflict behaviors were connected with team leaders’ TL style and TMX quality.