Journal articles: 'Transformational leadership'

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

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

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

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

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

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

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

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

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

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

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Lee, ChulHee, KangHyun Shin, and Changgoo Heo. "The effect of Transformational Leadership and Transactional Leadership on Work Engagement." Korean Journal of Industrial and Organizational Psychology 25, no. 1 (February 28, 2012): 147–69. http://dx.doi.org/10.24230/kjiop.v25i1.147-169.

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This study was conducted to identify the effects of transformational leadership and transactional leadership on work engagement in a sample of 156 employees from major company. The present study also attempted to find out the mediating effect of psychological capital on the relationship and to investigate transformational leadership's augmentation effect on psychological capital and work engagement. The results showed that both transformational leadership and transactional leadership elevated levels of work engagement and these effects were found to be partially mediated by psychological capital. This implies that it is crucial that the role of leader who motivates employees to perceive high level of their psychological resources to create above the average performance or beyond performance expectation. Also difference test for mediating effect of psychological capital, which is a research question in this study, revealed that psychological capital had been relatively strong mediating effect on the relationship between transformational leadership and work engagement. This indicates that transformational leadership's augmentation effect on job satisfaction, organizational commitment, job performance in previous research was also found in psychological capital and work engagement. Finally, Implications and limitations of these results are discussed.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Sunaengsih, Cucun, Aan Komariah, Dedy Achmad Kurniady, Nugraha Suharto, Badrud Tamam, and Julia Julia. "Transformational Leadership Survey." Mimbar Sekolah Dasar 8, no. 1 (April 30, 2021): 41–54. http://dx.doi.org/10.53400/mimbar-sd.v8i1.30468.

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Several previous research have described transformational leadership as successful leadership that led higher education to implement changes for the better. However, a more comprehensive survey on the implementation of transformational leadership in higher education has not been conducted. This research aims at observing a transformational leadership style with the model 4I, namely idealized influence, intellectual stimulation, individual consideration, and inspirational motivation, which is applied to higher education comprehensively. A survey method with questionnaires taken from lecturers working at higher education in Indonesia was used in this research. The findings revealed that attention given to individuals and reducing penalty towards any mistakes by subordinates must be given more attention so that the application of complete combination between one dimension and other dimensions and each indicator of transformational leadership must be carried out. This research is expected to have implications for the effectiveness of higher education leadership, and be used as a reference by higher education leaders in choosing a leadership style.

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

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

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Dartey-Baah, Kwasi. "Resilient leadership: a transformational-transactional leadership mix." Journal of Global Responsibility 6, no. 1 (May 11, 2015): 99–112. http://dx.doi.org/10.1108/jgr-07-2014-0026.

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Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

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Marfo, Mensah, Abiel Ashitey ARMAH, Eleazer Fianko Ofei, Evelyn Biriwaa Ofei, Linda Adadevoh, and Carl Reindolph Asante. "The Influence of Green Innovations on the Environmental performance of the Hotel Industry in Ghana: Does the Moderating role of Green Transformational Leadership Matter." International Journal of Religion 5, no. 11 (June 23, 2024): 1562–78. http://dx.doi.org/10.61707/pzqk1456.

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This study examined the effect of green innovations (GI) on the environmental performance (EP) of the hotel industry (HI) in Ghana, focusing on the moderating role of green transformational leadership (GTFL). Data from 500 hotel staff were analyzed using Structural Equation Modeling to analyze the data. The outcome showed that green innovation and transformational leadership positively and significantly influence the environmental performance of the hotel industry in Ghana. Furthermore, the finding indicated that green transformational leadership significantly moderated green innovation on the hotel industry's environmental performance, highlighting leadership's crucial role in promoting sustainability. This study explores the relatively unexplored interaction between green transformational leadership and green innovations within the context of the Ghanaian hotel industry. The unique combination of these factors adds a novel dimension to the existing literature on environmental performance in Ghana's hotel sector.

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Pradhan, Sajeet, and Lalatendu Kesari Jena. "Does Meaningful Work Explains the Relationship Between Transformational Leadership and Innovative Work Behaviour?" Vikalpa: The Journal for Decision Makers 44, no. 1 (February 19, 2019): 30–40. http://dx.doi.org/10.1177/0256090919832434.

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Executive Summary Transformational leaders motivate their followers to relook their job by elevating the status of the job from being boring, repetitive and menial into something more meaningful and significant. This ascendance of employee’s job as something important and its contribution to overall organizational vision is what prompts them to engage in innovative work behaviour. Therefore, it would be interesting to test the indirect effect of transformational leadership on followers’ innovative work behaviour as mediated through followers’ perception of meaningful work. The current study is set to serve two purposes. First, to clear the confusion regarding the findings related to transformational leadership’s influence on employee’s innovative work behaviour. Second, to investigate the mediating role of meaningful work in explaining the relationship between transformational leadership and innovative work behaviour. Data was collected from two samples, Sample I (349 executives) and Sample II (539 executives), working in two different manufacturing organizations in Eastern India. The results of both the samples confirm that transformational leadership significantly influences employee’s innovative work behaviour. Also, the study (both Samples I and II) finds meaningful work to partially mediate the relationship between transformational leadership and employees’ innovation. In order to lend further credibility to our mediation finding, we carried out Sobel test and bootstrapping technique to strengthen our assertion. This study replicates previous empirical investigations by exploring the relationship between transformational leadership and employee’s innovative behaviour at work in Indian manufacturing context. The study also strives to enrich the extant literature by testing the mediating role of meaningful work in explaining the relationship between transformational leadership and employee innovation.

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Situmorang, Meditatio, and Chintya Megaria Situmeang. "Student Character Education Towards Excellence: Optimization of Transformational Leadership of Lecturers." EDUKASIA: Jurnal Pendidikan dan Pembelajaran 3, no. 3 (November 29, 2022): 865–72. http://dx.doi.org/10.62775/edukasia.v3i3.209.

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Lecturers as educators have a very large role in determining the quality of higher education graduates. Transformational leadership becomes a leadership style that can be used by lecturers to direct and guide students to have superior character. lecturers who teach in the Christian Leadership Department have implemented this transformational leadership, although it has not been implemented thoroughly. Furthermore, problems arise about the application of transformational leadership of lecturers that have not been maximized, making students not have a truly superior character. This research was conducted to find out how lecturers apply transformational leadership and how it affects the students of the Christian Leadership Department? This research will examine students in the Christian Leadership Department, Faculty of Theological Sciences IAKN Tarutung about the application of transformational leadership of lecturers and their influence in shaping student character. Through this research, it is hoped that lecturers can apply transformational leadership optimally, because the transformational leadership applied by lecturers is influential in building superior student character. Through the application of transformational leadership, students experience changes and have superior character.

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Syed Ali Raza and Sara Qamar Yousufi. "Transformational leadership and employee’s career satisfaction: Role of psychological empowerment, organisational commitment, and emotional exhaustion." Asian Academy of Management Journal 28, no. 2 (December 6, 2023): 207–38. http://dx.doi.org/10.21315/aamj2023.28.2.8.

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Transformational leadership is essential for employees’ empowerment as it significantly enhances leadership qualities and increases employees’ satisfaction. Accordingly, the lack of comprehensive exploration and understanding has motivated us to examine the relationship between transformational leadership, psychological empowerment, organisational commitment, career satisfaction, and the moderating role of emotional exhaustion. The objectives of this study are (1) to study the relationship between transformational leadership, psychological empowerment, organisational commitment, and career satisfaction of employees, (2) to evaluate the mediating role of psychological empowerment and organisational commitment in relationship between transformational leadership and career satisfaction, and (3) to evaluate moderating role of emotional exhaustion on relationship between transformational leadership, psychological empowerment, and organisational commitment. Data was collected via cross-sectional structured questionnaires by 513 bank employees. Results indicate that transformational leadership significantly relates to empowerment and organisational commitment of employees but is insignificantly associated with career satisfaction. Moreover, transformational leadership significantly influences employees’ career satisfaction through the mediation of empowerment and commitment. Moderation analyses revealed that higher emotional exhaustion weakens employees’ empowerment and transformational leadership, which further weakens the direct relationship between transformational leadership and psychological empowerment and association between transformational leadership and commitment. This research can assist managers in developing retention strategies for employees to enhance psychological empowerment, organisational commitment, and career satisfaction of employees.

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Heinitz, Kathrin, and Jens Rowold. "Gütekriterien einer deutschen Adaptation des Transformational Leadership Inventory (TLI) von Podsakoff." Zeitschrift für Arbeits- und Organisationspsychologie A&O 51, no. 1 (January 2007): 1–15. http://dx.doi.org/10.1026/0932-4089.51.1.1.

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Zusammenfassung. Geprüft wurde, ob das Transformational Leadership Inventory (TLI; Podsakoff, MacKenzie & Bommer, 1996 ; Podsakoff, MacKenzie, Moorman & Fetter, 1990 ) mit sieben Inhaltsskalen zur Erfassung transformationaler und transaktionaler Führung für die Beurteilung deutscher Führungskräfte geeignet ist. In Testanalysen wurden die Gütekriterien der deutschen Adaptation anhand zweier Stichproben (N1 = 404, N2 = 267) ermittelt. Konfirmatorische Faktorenanalysen bestätigten das siebenfaktorielle Modell des TLI. Hohe Zusammenhänge zwischen den transformationalen Skalen und erstens subjektiven Zufriedenheits- und Leistungsmaßen sowie zweitens dem Commitment der Mitarbeiter werden als Belege für die Konstruktvalidität gewertet. Lediglich eine Skala des TLI erscheint aufgrund ihrer geringen internen Konsistenz als verbesserungswürdig. Insgesamt steht mit der hier vorgestellten deutschen Adaptation des TLI ein ökonomisches Instrument mit ansprechenden Gütekriterien für den Einsatz bereit. Bezogen auf die Konstrukt- und Kriterienvalidität des Instrumentes zeigen sich jedoch auch beim TLI vergleichbare Probleme wie etwa beim Multifactor Leadership Questionnaire.

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Karsono, Bambang. "Transformational Leadership: Hard Working, Smart Working, Qualified Working, Sincere Working and Completed Work." Dinasti International Journal of Economics, Finance & Accounting 4, no. 2 (May 19, 2023): 361–70. http://dx.doi.org/10.38035/dijefa.v4i2.1883.

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Transformational Leadership: Hard Working, Smart Working, Qualified Working, Sincere Working and Completed Work is a literature review article within the scope of leadership science. The purpose of this article is to build a role hypothesis between variables that will be used in further research on the concept of leadership. Research objects in online libraries, Google Scholar, Mendeley and other academic online media. The Article writing method is library research, from e-books and open access e-journals. The results: 1) Hard working plays a role in transformational leadership; 2) Smart working plays a role in transformational leadership; 3) Qualified working plays a role in transformational leadership; 4) Sincere working plays a role in transformational leadership; 5) Completed work plays a role in transformational leadership. Other factors that affect Transformational Leadership including: work culture, motivation and work environment.

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Tipu, Syed Awais Ahmad, James C. Ryan, and Kamel A. Fantazy. "Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity." Journal of Management & Organization 18, no. 4 (July 2012): 461–80. http://dx.doi.org/10.1017/s1833367200000705.

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AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.

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Tipu, Syed Awais Ahmad, James C. Ryan, and Kamel A. Fantazy. "Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity." Journal of Management & Organization 18, no. 4 (July 2012): 461–80. http://dx.doi.org/10.5172/jmo.2012.18.4.461.

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AbstractDoes transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still underexplored. The current study examined the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings showed that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicated that organizational culture mediates the relationship between transformational leadership and innovation propensity. Furthermore, ANOVA analyses identified differences in ratings of transformational leadership across employees' education level and company size. Also, correlation analyses found no relationship between employees' ratings of transformational leadership and employees' age and organizational tenure. Implications for practice and directions for future research are discussed.

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Wilson Heenan, Inez, Niamh Lafferty, and Patricia Mannix McNamara. "Enactment of Transformational School Leadership—Insights from Primary School and System Leaders." Education Sciences 14, no. 6 (May 22, 2024): 557. http://dx.doi.org/10.3390/educsci14060557.

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Transformational leadership has been proposed as an approach that can inspire effective change. How this is manifest in schools is understudied in Irish primary schools, which have undergone significant change in recent years. The focus of this qualitative research study was primary school and system leaders’ knowledge of transformational school leadership, perceived benefits, limitations, and feasibility, and how transformational school leadership actually manifests in practice. Participants were recruited using purposive sampling. In-depth interviews were carried out with principals, deputy and assistant principals, and former school inspectors, with the interviews aligned to the following research questions: (1) How can we characterize school and system leaders’ knowledge, understanding and perceptions regarding the feasibility of transformational school leadership? (2) How do transformational school-leadership behaviours manifest in primary-school settings? Data analysis yielded the following themes and sub-themes: (1) Understanding of transformational school leadership: (i) transformation, change and growth, (ii) relationships, (iii) vision, mission, and goals, (iv) leading; (2) Perceptions of feasibility of transformational school leadership: (i) realism, (ii) people and relationships, (iii) practical challenges; (3) Benefits of transformational school leadership: (i) aspiration, (ii) culture, (iii) motivation and modelling, (iv) school community, (v) delivering quality learning; (4) Limitations of transformational school leadership: (i) personality, (ii) pressure, (iii) slow process, (iv) unexpected variables; (5) Manifestations of transformational school-leadership: (i) idealised influence, (ii) inspirational motivation, (iii) individualised consideration, (iv) intellectual stimulation, (v) school development, (vi) improving curricular offerings. Participants’ positive disposition to transformational school leadership was encouraging and suggests the need for further research, specifically to examine potential synergies between transformational and distributed school leadership.

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Journal articles on the topic 'Transformational leadership'

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