Gotowe bibliografie tematyczne / Transformational leadership

Gotowa bibliografia na temat „Transformational leadership”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 29 lipca 2024

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Artykuły w czasopismach na temat "Transformational leadership"

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Jaouadi, Said, Rachida Ben Jazia, Nahed Khabbouchi i Hayat Haqawi. "A Study of Influencing Leadership Styles on Financial Performance in Saudi Arabian Commercial Banks". Saudi Journal of Economics and Finance 7, nr 11 (7.11.2023): 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 i Beth Livingston. "Charismatic and Transformational Leadership". Zeitschrift für Arbeits- und Organisationspsychologie A&O 50, nr 4 (październik 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 i in. "Abrupt Implementation of Telework in the Public Sector During the COVID-19 Crisis". Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, nr 4 (październik 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 i Kouakou Bruno Kanga. "Competences Emotionneles et Style de Leadership Transformationnel chez des Femmes Cadres a Abidjan". European Scientific Journal, ESJ 19, nr 19 (31.07.2023): 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 i Holger Pfaff. "Transformational Leadership and Employees’ Psychological Wellbeing: A Longitudinal Study". International Journal of Environmental Research and Public Health 20, nr 1 (30.12.2022): 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 i Changgoo Heo. "The effect of Transformational Leadership and Transactional Leadership on Work Engagement". Korean Journal of Industrial and Organizational Psychology 25, nr 1 (28.02.2012): 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, i Mohamad Syamsul Maarif. "The linkage between leadership style of project manager and project performance: Evidence from telecommunication industry". Journal of Project Management 9, nr 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, nr 12 (grudzień 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, nr 6 (czerwiec 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, nr 7/8 (2012): 345–46. http://dx.doi.org/10.1097/nna.0b013e31826193d2.

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Rozprawy doktorskie na temat "Transformational leadership"

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Molines, Mathieu. "Une étude multiniveaux sur le leadership transformationnel dans la police française : le rôle de l'engagement au travail". Thesis, Toulouse 1, 2014. http://www.theses.fr/2014TOU10038/document.

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Le leadership est un enjeu majeur pour l’organisation policière. Cette recherche vise à analyser les effets du leadership transformationnel sur les individus et les équipes dans le contexte de la police française au travers du rôle médiateur de l’engagement au travail. Les résultats de notre étude longitudinale en multiniveaux, menée auprès de 1520 policiers répartis dans 144 équipes, sur une période de 8 mois, indiquent que le leadership transformationnel a des effets directs et indirects sur différentes variables de performance opérationnelle au niveau individuel et de l’équipe. Plus précisément, au travers de la théorie des demandes et des ressources de l’emploi (Demerouti et al., 2001), nous montrons que le leadership transformationnel agit comme une ressource qui va inciter les subordonnés à s’engager davantage dans leur travail ce qui va se traduire par une amélioration de la performance des policiers. Nos résultats participent ainsi à éclairer la « boite noire » du leadership transformationnel (Jung et Avolio, 2000) en expliquant le « comment » et le « pourquoi », au travers de l’engagement au travail, le leadership transformationnel agit sur la performance. Aussi, sur la base de la théorie de l’échange social (Blau, 1964), nous montrons l’émergence de relations similaires au niveau collectif via l’existence de climats de travail comme le climat de leadership transformationnel ou le climat d’engagement au travail qui agissent à la fois sur la performance opérationnelle aux différents niveaux. Les contributions théoriques de cette recherche, les implications managériales pour l’organisation policière ainsi que les voies futures de recherches sont discutées
Leadership is a major challenge for the police organization. This research aims to understand the effects of transformational leadership on individuals and teams within the context of the French police through the mediating role of work engagement. The results of our multilevel and longitudinal study conducted among 1,520 policemen in 144 teams, over a period of 8 months, indicate that transformational leadership has direct and indirect effects on different outcomes at the individual and the team level. More specifically, through the lens of job demands and resources theory (Demerouti et al., 2001), we show that transformational leadership acts as a resource that encourages the subordinates to become more engaged in their work that in turn improved performance. Our results thus help to illuminate the "black box" of transformational leadership (Jung and Avolio, 2000) explaining "how" and "why" through work engagement, transformational leadership enhances performance at work. Also, based on the theory of social exchange (Blau, 1964), we show the emergence of similar relationships at the collective level through the existence of work environments such as transformational leadership climate or work engagement climate which have effects on outcomes at different levels. The theoretical contributions of this research, the managerial implications for police organization as well as avenues for future research are discussed
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Pharion, Jeffrey L. "Transformational Leadership in Coaching". Ashland University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=ashland1413120189.

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Nichols, Thomas W. "Authentic Transformational Leadership and Implicit Leadership Theories". Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9056/.

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Transformational leadership describes a leader who motivates followers to performance beyond expectations, but it has often been attacked for its potential to be abused. A newer form of leadership has been proposed, that of authentic leadership. Authentic leadership is an over-arching concept that proposes to include transformational leadership and all positive forms of leadership. At the heart of authentic leadership is the concept of ethicality. The concept of authenticity may contribute to the transformational leadership paradigm, producing an ideal form of leadership. Authentic leadership may not be an over-arching form of leadership, but one suited particularly to transformational leadership. I propose that authentic transformational leadership resides in leaders' and followers' implicit leadership theories. This experiment addresses authentic transformational leadership and the role of implicit leadership theories in directing leader behavior. A model is developed that outlines the relationship between authentic transformational leadership and implicit leadership theories, including the separate implicit theories of leader and follower, leader-member exchange (LMX), and leader effectiveness. Hypotheses concerning these relationships are developed. The study is experimental, using WebCT as a delivery tool. Scenario-based surveys were developed to collect data, using both known measures and measures developed specifically for this experiment. Two pilot studies were conducted to test the soundness of the delivery tool and the validity of the constructed scenarios and measures, which largely supported the hypotheses. In the main study, all hypotheses were supported with the exception of one. The results of the unsupported hypothesis, however, suggest authentic transformational leadership may be an ideal form of leadership. There are several contributions to the literature made by this study. The first contribution is the development of authentic transformational leadership as an ideal form of leadership. Second, the development of both follower and leader implicit leadership theories and their relationship to authentic transformational leadership is studied through leader effectiveness, a concept not previously researched. Lastly, the role of a follower's implicit leadership theory and its effects on a leader are examined, a notion that is largely under-researched.
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Nichols, Thomas W. Goodwin Vicki Lynne. "Authentic transformational leadership and implicit leadership theories". [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9056.

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Lucas, Stephen Earl. "Transformational leadership : principals, leadership teams, and school culture /". free to MU campus, to others for purchase, 2001. http://wwwlib.umi.com/cr/mo/fullcit?p3013000.

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Thomas, Ryan H. "IMPACT OF TRANSFORMATIONAL LEADERSHIP: EXPLORING THE TRANSFORMATIONAL LEADERSHIP QUALITIES OF SELECTED SECONDARY AGRICULTURE TEACHERS". UKnowledge, 2013. http://uknowledge.uky.edu/cld_etds/7.

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The purpose of this study is to determine if transformational leadership styles of agriculture teachers in Jessamine County has an impact on successful transitions of program completers. To be more specific, the focus was to look at agriculture teachers at Jessamine Career and Technology Center (JCTC) to see if they exhibit components of transformational leadership. If so, does transformational leadership of those teachers assist students with successful transitions after graduation? Successful transition is deemed by the Kentucky Department of Education as students that seek post-secondary education, employed full-time or enlist in a branch of armed services. The population for this study consists of graduates from Jessamine County between the years of 2010-2012. All participants were program completers in the agriculture career major. All participants also meet the criteria of successfully transitioning. The participants in the study indicated agriculture teachers at JCTC did exhibit all components of transformational leadership. Participants also indicated transformational leadership utilized by the agriculture teachers assisted them in successfully transitioning after high school. Relationships between participants and agriculture teachers at JCTC were an indicator of why transformational leadership was a successful leadership style of the agriculture teachers.
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Anderson, Alan. "Transformational leadership in Inter-Varsity". Theological Research Exchange Network (TREN) Access this title online Theological Research Exchange Network (TREN), 2007. http://www.tren.com.

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Bi, Shen, i Yingqi Ni. "Transformational Leadership in Chinese Context". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-43661.

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In this thesis, we are studying the issue of transformational leadership in Chinese context, which is subjected to social science category. The reason why we concentrate on this research issue is based on the limited available references of Chinese transformational leadership, on our personal interests of transformational leadership and on the rather interesting and mysterious Chinese context covering the influence of globalization, digitalization and so forth. At the same time, we will focus on two major research questions, what leaders and followers’ expectations are during transformation in Chinese companies and what skills and abilities Chinese transformational leaders need in practice.Since we have ascertained the research issue and questions, the methodology of grounded theory and relevant literatures of organizational change, full range of leadership model, followership, and skill approach laid the solid foundation for our further data collection and data analysis. And the way of interviewing and questionnaire as specific methods of data collection played a crucial role in gathering empirical data, which gives contributions to theory development for our research.Through collecting and analyzing data, we constructed our theory of Chinese transformational leadership. For improving transformation performance in Chinese companies, transformational leaders is required to take both leaders and followers’ expectations into consideration and to lead the transformation with effective leadership skills and abilities. In addition, we found that there is a new implication of transformational followership for readers and a comparatively vague concept of trust in transformation process in Chinese companies for further study.
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Hamano, Kelsey. "Transformational Leadership Applied to Nursing". Scholarship @ Claremont, 2014. http://scholarship.claremont.edu/cmc_theses/895.

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The purpose of this paper is to explore the relationship between the field of nursing and transformational leadership. The introduction provides a foundation for defining leadership and a history of leadership theories. Chapter one discusses the transformational leadership model and its four components as well as the effects that transformational leadership can have on organizations, such as satisfaction, performance, and stress. In addition, this section compares transactional leadership to transformational leadership. Chapter two provides a history of nursing and current problems in the nursing field, which can be addressed by applying transformational leadership to nursing. This section provides insight into the leadership aspect of nursing and examines the effects that transformational leadership can have on nurses, patients, and the overall medical field. Lastly, chapter three is a case study on the Western University of Health Sciences leadership program for nurses, specifically focusing on the transformational leadership portion. This section will provide background information about the program, such as the program’s goal and curriculum, and indicate the effects that the seminar has had on nursing leadership. Ultimately, this paper will show the importance of teaching and applying transformational leadership to the nursing field in order to improve the satisfaction, wellbeing, and the performance of nurses and patients.
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Haghighi, Saideh. "Transformational learning toward transformative leadership". Thesis, Lewis and Clark College, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3637058.

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One of the greatest challenges our society faces is how to transform a fundamentally inequitable educational system. The societal inequities marginalized groups witness and experience on a daily basis are magnified by hegemonic educational policies and practices which produce, reproduce, and reinforce the concepts of white privilege. Developing transformative leaders is crucial given educational leadership is considered second only to teaching as an influence on students' learning.

This qualitative study examined the personal and professional growth of eight administrators and described the process by which these adults learn, internalized what they learn, and put their new knowledge into practice through socially just action within their schools and departments. The targeted professional development employed the tenets of critical race theory and principles of transformative leadership development as key elements toward addressing educational inequities.

The study provided insight into the lived experiences of educational leaders and explored their development of critical consciousness and how they utilized a lens of equity to effect personal and systemic change. The study grounded in critical race theory, transformational adult learning, and social justice leadership development revealed administrators who participated in ongoing, equity centered, professional development, shared similar experiences as adult learners and educational leaders in their professional roles. The results strongly suggested the impact this professional development had on their beliefs and behaviors was significant. These developing transformative leaders found the professional development to be relevant and urgent work resulting in the implementation of systemic change to varying degrees.

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Książki na temat "Transformational leadership"

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Baker, John Paul, i Sabine Hoidn. Transformational Leadership. 2455 Teller Road, Thousand Oaks California 91320 United States: SAGE Publications, Inc., 2023. http://dx.doi.org/10.4135/9781071923368.

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Saleh, Issa M., i Myint Swe Khine, red. Reframing Transformational Leadership. Rotterdam: SensePublishers, 2014. http://dx.doi.org/10.1007/978-94-6209-638-7.

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Ytterstad, Stig, i Johan Olaisen. Learning Transformational Leadership. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-21824-8.

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Eastman, Christine A., Phill McGowan i Beth Rogers. Transformational Sales Leadership. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003330424.

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Gregory, Tim. Transformational Pastoral Leadership. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-27488-6.

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Marshall, Elaine Sorensen, i Marion E. Broome, red. Transformational Leadership in Nursing. New York, NY: Springer Publishing Company, 2016. http://dx.doi.org/10.1891/9780826193995.

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Broome, Marion E., i Elaine Sorensen Marshall, red. Transformational Leadership in Nursing. New York, NY: Springer Publishing Company, 2020. http://dx.doi.org/10.1891/9780826135056.

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1943-, Marriner-Tomey Ann, red. Transformational leadership in nursing. St. Louis: Mosby-Year Book, 1993.

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Hawkins, Peter. Leadership team coaching: Developing collective transformational leadership. London: Kogan Page, 2011.

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Bakhshandeh, Behnam, William J. Rothwell i Sohel M. Imroz. Transformational Coaching for Effective Leadership. New York: Productivity Press, 2023. http://dx.doi.org/10.4324/9781003304074.

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Części książek na temat "Transformational leadership"

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Zehndorfer, Elesa. "Transformational Leadership". W Leadership, 128–56. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-7.

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Ellen, B. Parker. "Transformational Leadership". W Global Encyclopedia of Public Administration, Public Policy, and Governance, 5990–93. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_1343.

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Den Hartog, Deanne N. "Transformational Leadership". W Encyclopedia of Business and Professional Ethics, 1–4. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-23514-1_57-1.

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Ellen, B. Parker. "Transformational Leadership". W Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–4. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_1343-1.

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Channer, Philip, i Tina Hope. "Transformational Leadership". W Emotional Impact, 18–24. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230508842_4.

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Busch, Tor, i Alex Murdock. "Transformational Leadership". W Value-Based Leadership in Public Professions, 142–55. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-33110-6_10.

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Dumestre, Marcel J. "Transformational Leadership". W Financial Sustainability in US Higher Education, 117–33. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-349-94983-0_9.

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Bott, Gregory. "Transformational leadership". W The Routledge Companion to Cross-Cultural Management, 322–33. London: Routledge, 2015. http://dx.doi.org/10.4324/9780203798706-38.

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Krishnan, Padmanabhan. "Transformational Leadership". W Engineering Pedagogy Towards Outcome-Based Education, 33–46. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003083160-4.

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Beerel, Annabel. "Transformational leadership". W Rethinking Leadership, 294–302. 1 Edition. | New York : Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003044444-15.

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Streszczenia konferencji na temat "Transformational leadership"

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Iswanto, Yun, Heriyanni Mashithoh i Zainur Hidayah. "Transformational Leadership, Creative Leadership, and Creative Performance". W 2nd International Seminar on Business, Economics, Social Science and Technology (ISBEST 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200522.017.

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Minten, Alex. "Transformational Leadership and Job Satisfaction". W Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.39.

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There has always been discussion about how transformational leadership influences empoyees` job satisfaction and by doing so positively influences their performance. It is the main goal of this paper to analyze the influence of transformational leadership on job satisfaction. The data used for the analysis was collected via standardized internet survey in German. In the survey two standardized questionnaires were used: The SAZ (Scale for measuring job satisfaction) and the LSA (Leadership Style Assistant). The results demonstrate a statistically significant correlation between transformational leadership and job satisfaction with a beta of 0.417 (p<.01). Next to the main finding, it can be shown, that the influence of transformational leadership on job satisfaction is stronger for male employees with higher education. It can be shown, that transformational leadership is a way to improve empoyees` job satisfaction although individual employees react different depending on gender and education. That can be explained by different expectations on leadership as well as the influence of leadership on work organization, flexibility and inspiration.
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Kailola, Lisa Gracia. "Transformational Leadership and Emotional Intelligence". W International Conference on Educational Research and Innovation (ICERI 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200204.039.

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Prakasa, Yudha, Kusdi Raharjo i Iko Dian Wiratama. "Transformational Leadership and Digital Maturity:". W 2nd Annual International Conference on Business and Public Administration (AICoBPA 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201116.045.

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"Transformational Leadership: Learning and Difficulties". W 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.050.

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Burhanuddin. "Transformational Leadership for Sustaining Innovation". W International Conference on Information Technology and Education (ICITE 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.211210.005.

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Budiati, Ayuning, Diani Indah i Idi Jahidi. "Transformational Leadership in Nonprofit Organization". W International Conference on Ethics in Governance (ICONEG 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/iconeg-16.2017.58.

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Judkrue, Akechai. "The transformational leadership factors influence global leaders". W 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524708.

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Lee, Tzu Ying. "Group Cohesiveness and Organizational Commitment: Moderated by Transformational Leadership". W Japan International Business and Management Research Conference. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/jibm.v1i1.211.

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This study investigated to what extent group cohesiveness is related to organizational commitment and transformational leadership. In the advent of generational transformation, it is impossible to achieve organizational goals and create win-win partnerships between supervisors and subordinates merely by resorting to organizational discipline or role behavior. This study, based on a quality interview survey, explored the influence of team cohesiveness on organizational commitment with transformational leadership as a moderating variable. Literature related to the real estate agency industry was firstly reviewed and compiled for overall understanding. In-depth onsite expert interviews were conducted for inducing internal and external affecting factors. Actual cases were analyzed. The influence of team behavior and group cohesiveness on organizational commitment was verified. It was found. Additionally, supervisors' positive transformational leadership and supportive behavior could lead to positive organizational cohesiveness. This is regarded as one of the key success factors of management. Transformational leadership behaviors that can boost positive group cohesiveness should be encouraged. Such behaviors can not only boost group cohesiveness but also enable the team to achieve the team goal efficiently.
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Li, Min, i Bin Wang. "Development of coaches' transformational leadership". W 2009 ISECS International Colloquium on Computing, Communication, Control, and Management (CCCM). IEEE, 2009. http://dx.doi.org/10.1109/cccm.2009.5268080.

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Raporty organizacyjne na temat "Transformational leadership"

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Eden, Steve. Transformational Leadership in Wartime. Fort Belvoir, VA: Defense Technical Information Center, maj 2004. http://dx.doi.org/10.21236/ada423334.

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Bass, Bernard M. A New Paradigm for Leadership: An Inquiry into Transformational Leadership. Fort Belvoir, VA: Defense Technical Information Center, luty 1996. http://dx.doi.org/10.21236/ada306579.

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Yammarino, Francis J., i Bernard M. Bass. Forecasting Transformational Leadership Among Naval Academy Graduates. Fort Belvoir, VA: Defense Technical Information Center, wrzesień 1989. http://dx.doi.org/10.21236/ada211865.

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Huse, Thomas D. Transformational Leadership in the Era of Change. Fort Belvoir, VA: Defense Technical Information Center, maj 2003. http://dx.doi.org/10.21236/ada416126.

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Finch, Michael J. Promoting Transformational Leadership Through Air Force Culture. Fort Belvoir, VA: Defense Technical Information Center, marzec 2013. http://dx.doi.org/10.21236/ada589212.

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Yammarino, Francis J., i Bernard M. Bass. Multiple Levels of Analysis Investigation of Transformational Leadership. Fort Belvoir, VA: Defense Technical Information Center, marzec 1989. http://dx.doi.org/10.21236/ada205494.

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Yammarino, Francis J., William D. Spangler i Bernard M. Bass. Transformational Leadership and Performance: A Structural Equations Approach. Fort Belvoir, VA: Defense Technical Information Center, wrzesień 1989. http://dx.doi.org/10.21236/ada211969.

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Taylor, Aisha. Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model. Portland State University Library, styczeń 2000. http://dx.doi.org/10.15760/etd.2338.

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Chesser, David E. Transformational Leadership An Imperative for Army Reserve Readiness in the 21st Century. Fort Belvoir, VA: Defense Technical Information Center, marzec 2006. http://dx.doi.org/10.21236/ada449818.

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Elliott, Kerry, Hilary Hollingsworth, Aiden Thornton, Liz Gillies i Katherine Henderson. School leadership that cultivates collective efficacy: Emerging insights 2022. Australian Council for Educational Research, listopad 2022. http://dx.doi.org/10.37517/978-1-74286-694-9.

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The work of the Menzies School Leadership Incubator suggests we need a new approach to leadership that supports school leaders to better manage transformational change and deepen collaborative capacity necessary to cultivate collective efficacy to improve student learning outcomes. This paper provides a description of the work of the Menzies School Leadership Incubator (“the Incubator’) and insights generated so far. The Incubator has identified five leadership domains which underpin the leadership of Collective Efficacy: Understanding Collective Efficacy; Systems Leadership; Change Leadership; Team Leadership; and Collaborative Capacity.
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