A Comparative Review of Leadership Styles and Their Effects on Organizational Outcomes in Airline Organizations

This study is to find out the effect of leadership styles on the organizational outcomes and the mediating role of person-organization values fit. Four main objectives of this study include (1) to determine the effect of leadership styles on the outcomes of the organization, (2) to investigate the relationship between leadership styles and person-organization values fit, (3) to determine the effect of person-organization values fit on the organizational outcomes and (4) to understand the mediating effect of person-organization values fit on the relationship between leadership styles and organizational outcomes. The model was to test empirically on 179 respondents collected from managers and staff members in different companies in Cambodia. From MLQ questionnaire, transformational leadership and transactional leadership were tested to explore the relationship with organizational outcomes and person-organization values fit. At the same time, person-organization values fit was also tested to observe the impacts on outcomes and its mediating effect between leadership styles and organizational outcomes. Based on canonical finding and block regression analyses, the results show that both transformational leadership and transactional contingent reward leadership have positively significant effect on extra effort to work, satisfaction with leader and organizational commitment, which mediated by person-organization values fit. The finding also provided evidence that the relationship between leadership styles—transformational leadership and transactional contingent reward leadership—and person-organization values fit is significant. Furthermore, the analyses also show the significant effect of person-organization value on organizational outcomes. Limitation and directions for leadership research were and contribution of this research was also provided.

Drawing on the recent locus and mechanism models of leadership (Eberly, Johnson, Hernandez & Avolio, 2013), the purpose of this paper is to begin to explore the role of leadership styles from two different loci standpoints – (1) dyadic-focused, transformational leadership; and (2) leader-focused, transactional leadership—as important antecedents to individual and organizational outcomes in the organizational context. Among employees in several organizations in Israel (N=265), we investigated the relationships between (1) several individual and organizational work outcomes (i.e., job engagement, work enjoyment); and (2) the two leadership styles (the predictors, namely, transformational and transactional leadership). In addition, we explored the roles of (3) a possible mediational mechanism through which we posited the leadership styles operate (i.e., work drive); and (4) a possible moderator (i.e., organization types). These associations were presented as a model that was both tested via multi-group moderation structural equation modeling (SEM) and through moderated–mediation analyses via competing models of demographical differences. The findings illustrated that both transformational and transactional leadership styles have a direct, positive influence on outcomes. However, with regard to the intermediary moderator and mediator variables, the results demonstrate varied and interesting relationships in current study, the indication being that each of the two leadership styles, when interfacing with unique combinations of moderator and mediator, produce outcomes specific to the leadership style. Important concepts, recommendations, and implications are discussed.

Drawing on the recent locus and mechanism models of leadership (Eberly, Johnson, Hernandez & Avolio, 2013), the purpose of this paper is to begin to explore the role of leadership styles from two different loci standpoints – (1) dyadic-focused, transformational leadership; and (2) leader-focused, transactional leadership—as important antecedents to individual and organizational outcomes in the organizational context. Among employees in several organizations in Israel (N=265), we investigated the relationships between (1) several individual and organizational work outcomes (i.e., job engagement, work enjoyment); and (2) the two leadership styles (the predictors, namely, transformational and transactional leadership). In addition, we explored the roles of (3) a possible mediational mechanism through which we posited the leadership styles operate (i.e., work drive); and (4) a possible moderator (i.e., organization types). These associations were presented as a model that was both tested via multi-group moderation structural equation modeling (SEM) and through moderated–mediation analyses via competing models of demographical differences. The findings illustrated that both transformational and transactional leadership styles have a direct, positive influence on outcomes. However, with regard to the intermediary moderator and mediator variables, the results demonstrate varied and interesting relationships in current study, the indication being that each of the two leadership styles, when interfacing with unique combinations of moderator and mediator, produce outcomes specific to the leadership style. Important concepts, recommendations, and implications are discussed.

Leadership is increasingly becoming a major research focus in both the corporate and higher education sector (HES). Previous studies have shown that different leadership styles play a significant role in promoting both employee wellbeing and organizational outcomes. However, at present there is a lack of clear understanding of how leadership style, employee wellbeing and organizational outcomes such as job satisfaction, organizational commitment and turnover intention concurrently interact in the HES context, particularly within Australian regional university settings. A review of leadership studies literature also suggests that researchers have either focused on the relationship between a specific leadership style and wellbeing; leadership styles and organizational outcomes, or the relationship between wellbeing and organizational outcomes. However, rarely do empirical studies examine all three concurrently. More expansive and pluralist research approaches are needed if we are to better understand the contextual complexities of leadership in the current HES. For a complex organization such as a university, an effective way of examining leadership may be by applying leadership theories that examine a diverse range of leadership styles that may have both positive and negative outcomes. The Full Range of Leadership Theory (FRLT) examines transformational, transactional and laissez-faire leadership styles within a single continuum that may provide a way to concurrently examine how these differing leadership styles may impact on leadership effectiveness in the HES context. In this review paper, drawn from a current PhD study, contexts for leadership practice in HES today will be explored, then leadership studies literature more generally will be reviewed to locate amenable leadership approaches for this work. Lastly, possibilities for leadership approaches that concurrently address issues of wellbeing and outcomes will be discussed. Specifically, the FRLT will be used as a frame to examine transformational, transactional and laissez-faire leadership approaches within a single continuum as to identify how FRLT may differ from or concur with leadership theories and approaches understood more generally to fit within post-heroic leadership studies standpoints.

Leadership in educational institutions is crucial in promoting effective teaching and learning environments. This dissertation examined the impact of Paternalistic Leadership (PL) within the context of Philippine Basic Education Institutions and explored how this culturally embedded leadership style impacts organizational outcomes and the relationships between school leaders and teachers. This study employs a descriptive-correlational research design, integrating both descriptive and predictive elements, to explore the relationship between paternalistic leadership styles of school heads and various organizational outcomes in basic education institutions. Among the three types of Paternalistic Leadership, morality-based and benevolent leadership styles have a strong positive effect on all organizational outcomes, and authoritarian leadership significantly influences school culture and job satisfaction to a lesser extent. High levels of trust in the leader and interactional justice contribute to a positive work environment. However, these mediators do not significantly influence the relationship between leadership styles and organizational outcomes, suggesting other factors might play a more substantial role. Demographic factors do not significantly impact perceptions of leadership styles, indicating that leadership effectiveness transcends these characteristics. Significant correlations between OPCR ratings to commitment, work motivation, and school culture highlight the importance of structured performance evaluations. The strong direct influence of paternalistic leadership on organizational outcomes, as shown by SEM analysis, emphasizes the importance of supportive and caring leadership behaviors in fostering a productive and satisfied workforce, despite the non-significant mediating effects of trust in leader and interactional justice.

This study examines the relationship between managers' learning and leadership styles on the one hand, and organizational outcomes on the other. Small retail tyre firms in north-east Thailand are taken as a case study. Questionnaires were distributed to managers covering demographics, learning styles, leadership styles and organizational effectiveness. Follow-up interviews gathered further, more detailed, data. The questionnaire results suggested that leadership styles do indeed impact upon organizational outcomes. Learning styles were also found to impact upon organizational outcomes. Specifically, the reflector and pragmatist learning styles and the transformational and transactional leadership styles were found to be the most effective. The impact of learning styles was found to be mediated by leadership styles.

Purpose– Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address resistance to change in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements.Design/methodology/approach– A range of recently published empirical and practitioner research papers were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change.Findings– Leadership acts as an input at multiple levels, influencing organizational outcomes both directly – by continuously shaping employee attitude throughout change – and indirectly – by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of resistance to change, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives.Research limitations/implications– The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts.Practical implications– The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation.Social implications– This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders’ emotional aptitude to influence their followers and employees’ natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementation, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels.Originality/value– The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.

Purpose – Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change (RTC) prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address RTC in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements. Design/methodology/approach – A range of recently published empirical and practitioner research articles were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change. Findings – Leadership acts as an input at multiple levels, influencing organizational outcomes both directly – by continuously shaping employee attitude throughout change – and indirectly – by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of RTC, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives. Research limitations/implications – The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts. Practical implications – The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation. Social implications – This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders’ emotional aptitude to influence their followers and employees’ natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementation, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels. Originality/value – The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.

ABSTRACTThe purpose of this study is to empirically evaluate the transformational leadership styles, emotions, and organizational outcomes among different professionals in different sectors. The transformational leadership and emotions theories were utilized and tested in a sample of 128 leaders in Sweden. The main objectives of the study are (1) to determine which of the transformational leadership styles (TLS) are best at predicting effective outcomes (OUT) of extra effort by employees (EXE), leader effectiveness (EFE) and job satisfaction (SAT) and (2) to examine which TLS predict significant positive emotions (TEMO). Results of the study reveal that TLS and most of the outcome scales (SAT, EXE, SAT) are positively and significantly correlated. Charisma (C) and idealized influence (II) are not correlated with EFE. The results further supported that inspirational motivation leaders behavior could produce greater amounts of SAT (r = .54**), EXE (r = .41**). Individualized consideration (IC) also generates great SAT, r = .42. The study also found that only inspirational motivation (I) and intellectual stimulator leadership styles made a significance for TEMO such as being enthusiastic, hopeful, proud, happy, attentive, and inspiring with β = 26 and β = 17, respectively. Inspirational transformational leaders’ behavior and emotions are the most capable in increasing the organizational overall outcomes by boosting employees’ job satisfaction, additional effort, and effectiveness. Hence, these improve and enhance the mental and psychological health inside and outside the workplace.

Leadership styles refer to leaders' techniques and behaviors to motivate, guide, and supervise their teams. The influence of these types on organizational outcomes is substantial, affecting the work atmosphere, employee morale, productivity, and overall performance. Effective leadership promotes a favorable workplace culture, encourages innovation, and improves the ability to adapt and achieve strategic goals. Different leadership styles, including transformational, transactional, and democratic leadership, benefit organizational citizenship behavior (OCB) and performance, whereas authoritarian leadership has a lesser influence. The Full-Range Model of Leadership classifies leadership styles on a spectrum ranging from transformational to laissez-faire, emphasizing their diverse effects on organizational outcomes. Skilled leaders modify their approaches to suit particular situations, improving team dynamics and overall achievement within the firm. Research highlights the substantial influence of leadership styles on employee performance, satisfaction, organizational culture, innovation, and change management. Transformational leadership, defined as having a clear vision and showing individual consideration, increases engagement and productivity.

The current study examined the effects of leadership style (charismatic or autocratic) on followers' internal and external attributions for their organization's success or failure. In addition, role incongruence between the leadership style and gender was examined within the context of attributional error. Confirming the hypotheses, the results showed a three‐way interaction between leadership style, gender and organizational outcome. Supporting the role incongruity theory, when there was role incongruence between the leadership style and gender (i.e., the female autocratic leader), the attributions for failure were more unfavorable toward the leader. The effect of leadership style on internal attributions for failure was mediated by likeability of the leader. Overall, the current study was the first experimental investigation of the effects of leadership style, organizational outcomes, and gender on attributional biases within a single design.

Leadership Effectiveness Measurement and Its Effect on Organization Outcomes

Introduction: This study explores the influence of Trait Emotional Intelligence (TEI) and Cognitive Performance (CP) on Leadership Styles (LS) and their Organizational Outcomes (OC). Emotion perception, a stable personality trait, is held to differ significantly under leadership effectiveness as well under organizational success when it is integrated with cognitive abilities. The study under consideration was carried out by targeting Thanjavur District, Tamil Nadu, India using a quantitative approach. Objectives: The present study is intended to investigate how TEI imparts itself on leadership styles and organizational performance, to study how CP treats effective leaders, as well as to see the combined effect of TEI and CP on leadership behaviors and outcomes. Methods: Structured surveys were used to collect primary data following a purposive sampling approach. A questionnaire was distributed through both online and offline means to 350 subjects, of which 225 valid responses were collected (64.2% response rate): 191 were collected online while 34 were through non-electronic means. Results: Findings reveal a significant relationship between TEI, CP, and leadership effectiveness. Leaders with higher TEI and CP exhibit stronger leadership behaviors, contributing to enhanced organizational outcomes. Conclusions: The study concludes the importance of TEI and CP in leadership development and organizational success, emphasizing their integration into leadership training for improved performance.

Previous research has shown that military units operating in the context of risky missions display the characteristics of a Learning Organization. The present work provides preliminary exploratory evidence about the association between Learning Organization characteristics and leadership styles used by military leaders in the field. Based on the literature, we hypothesized that higher Learning Organization characteristics would be associated with a more transformational style of leadership that inspires followers. With this purpose, the five characteristics of a Learning Organization as defined by Peter Senge (Systems Thinking, Team Learning, Shared Vision, Mental Models, and Personal Mastery) and leadership styles as defined by the multifactor leadership model of Bass and Avolio (Transformational, Transactional, and Passive-Avoidant), were measured among commanding officers who had recently served in a mission abroad. Associations with organizational outcomes (Extra-Effort, Effectiveness, and Satisfaction) were also investigated for both Learning Organization characteristics and leadership styles. The correlations showed that Learning Organization characteristics were highly related to Transformational leadership dimensions, and also with Transactional leadership based on Contingent Rewards; meanwhile no association was found with a Passive-Avoidant leadership. Organizational outcomes were also related to Transformational leadership, Contingent Rewards and to various characteristics of a Learning Organization. Implications of these results, as well as avenues for future research, are also discussed.

PurposeThe purpose of this paper is to provide an empirical insight into the association between the leadership style of top management (using Stogdill and Coons’(1957) consideration and initiating leadership styles), the approach to using controls (using Simons’ (1995) interactive and diagnostic use of controls) and two organisational outcomes (business unit performance and employee organisational commitment (EOC)).Design/methodology/approachData were collected through a survey of 120 middle-level managers of Australian service organisations.FindingsThe findings reveal that both the consideration and initiating leadership styles were associated with the diagnostic approach to using controls, while the initiating style was also associated with the interactive approach to using controls. In addition, the diagnostic approach to using controls was found to be associated with both organisational performance and EOC. The authors conclude that the diagnostic approach to using controls mediates the association between both the consideration and initiating styles of leadership with organisational performance and EOC.Practical implicationsThe findings provide practitioners with an important initial insight into the role of leaders in enhancing the achievement of organisational outcomes. From a practical perspective, organisations should consider these findings when recruiting. Specifically, organisations should work towards ensuring that their top-level managers possess such personal leadership traits. This could be achieved either through installing appropriate recruitment procedures and/or through the implementation of management training programmes.Originality/valueThe study contributes to the literature by considering the interrelationship between two perspectives of the role of leaders, the leadership style and the use of controls