A STUDY ON THE EFFECTIVENESS OF TRANSACTIONAL AND TRANSFORMATIONAL STYLES OF LEADERSHIP

This study assessed the association between leadership styles and organisational citizenship behaviour (OCB) of teachers in government-aided primary schools in Sheema Municipality, Uganda. The study examined whether transformational, transactional, and laissez-faire leadership styles had a significant impact on OCB. By employing a quantitative approach and correlational design, the study interrogated the predictive strength of leadership styles on OCB. The sample comprised 212 primary teachers who provided data through a self-administered questionnaire. Data were analysed quantitatively using descriptive statistics, correlation, and hierarchical regression analyses. Descriptive results revealed that while OCB of the teachers was high, the use of transformational, transactional, and laissez-faire leadership styles by head teachers was moderate. At the preliminary level, correlation analysis revealed that while transformational and transactional leadership styles had a positive and significant relationship with OCB, laissez-faire leadership had a negative and insignificant relationship. At the confirmatory level, hierarchical regression revealed that while transformational and transactional leadership styles were positively significant predictors of OCB, laissez-faire leadership was a positive but insignificant predictor. Therefore, it was concluded that transformational leadership style is essential in fostering OCB, transactional leadership is imperative in enhancing OCB of employees, and laissez-faire leadership does not meaningfully predict OC. The study recommends that head teachers should practice transformational leadership to foster OCB, implement transactional leadership to promote OCB of teachers, and offer some laissez-faire leadership depending on contextual factors. The practical significance of this study is that it provides guidance to head teachers on how to implement different leadership styles to promote OCB of teachers.

Leaders play essential roles in developing an organisation. The underlying factors of the organisational mechanism, such as process-oriented systems, motivation, and vision, are provided by the leader. Therefore, the study aims to identify and examine the role of transactional and transformational leadership styles in the organisational change process. The researcher believes that those styles of leadership are essential in achieving a positive change in organisations. A focus group session of 120 participants, consisting of subordinates and employees from varying and diverse organisational backgrounds, has been conducted and the study found that certain leadership qualities and attributes are valued over others. Transactional and transformational leadership styles need to be integrated for the success of the organisation. Their association and relationship with factors such as organisational knowledge management, attitudinal and perceptual changes in employee perspectives, cultural changes, development in productivity and efficiency are also among the factors of organisational success. This paper looks at how the leadership styles are associated with each other, along with the reasons why each of these styles might be relevant in their way depending upon circumstances and organisational objectives concerning change and restructuring. The study showed that employees in the private sector prefer the transformational style rather than the transactional style.

Leaders play essential roles in developing an organisation. The underlying factors of the organisational mechanism, such as process-oriented systems, motivation, and vision, are provided by the leader. Therefore, the study aims to identify and examine the role of transactional and transformational leadership styles in the organisational change process. The researcher believes that those styles of leadership are essential in achieving a positive change in organisations. A focus group session of 120 participants, consisting of subordinates and employees from varying and diverse organisational backgrounds, has been conducted and the study found that certain leadership qualities and attributes are valued over others. Transactional and transformational leadership styles need to be integrated for the success of the organisation. Their association and relationship with factors such as organisational knowledge management, attitudinal and perceptual changes in employee perspectives, cultural changes, development in productivity and efficiency are also among the factors of organisational success. This paper looks at how the leadership styles are associated with each other, along with the reasons why each of these styles might be relevant in their way depending upon circumstances and organisational objectives concerning change and restructuring. The study showed that employees in the private sector prefer the transformational style rather than the transactional style.

Purpose: The leadership phenomenon is fundamental in providing employees with direction and emotional indulgence to derive maximum effort out of them. Therefore, it is vital that an organisation places uninhibited emphasis on the appropriate leadership style to enhance employee performance. Premised on the Collaborative Leadership Model, this paper sought to extricate the nexus between leadership style and employee performance at a selected bank in Botswana, focusing on the transactional, transformational, and participative leadership styles. Research methodology: The study adopted a positivist research paradigm coupled with a survey research design, while a quantitative methodology was used to collect data through a self-administered questionnaire. The study population comprised 433 employees from which a sample of 200 was randomly selected. Data was analysed through the Statistical Package for Social Sciences (SPSS), culminating in statistical techniques such as factor analysis, regression analysis and Analysis of Variance (ANOVA). Results: The results of the study revealed that there was a significant utilisation of the participative, transformational, and transactional leadership styles at the selected commercial bank. However, while the use of the participative and transactional leadership styles had a positive and significant influence on employee performance, the transformational leadership style’s effect was insignificant. Limitation: The study only used quantitative data from employees for analysis and did not include bank leaders’ opinions. Contribution: The study contributed to the expansion of the body of knowledge on leadership style and employee performance in the banking sector in Botswana and elsewhere and helped to unmask the shortcomings of some styles while exposing the power of others in reaping positive reinforcements leading to enhancement of employee performance. Keywords: Leadership, Leadership style, Employee performance, Participative leadership, Transformational leadership, Transactional leadership

The objective of this study is to determine the effect of transformational and transactional leadership styles applied by senior managers to the employees working in different positions in Turkey on their job satisfaction behaviors. Moreover, the study also aims to determine the effect of employees' perceptions of emotional intelligence on job satisfaction behaviors. In addition, the mediating role of emotional intelligence in the effect of transformational and transactional leadership styles on job satisfaction behaviors was examined as well. In line with this objective, a questionnaire study was conducted on 542 employees working in different positions in private and public sectors. Research findings demonstrate that transactional and transformational leadership styles and emotional intelligence positively affect job satisfaction. However, the mediating role of emotional intelligence in the relationship between transactional and transformational leadership styles and job satisfaction was not determined.

Transformational leadership is described as a leadership style that can motivate employees so that they can develop and achieve high levels of performance. Transactional leadership is described as leadership that provides an explanation of what the subordinates are responsible for and the rewards they can expect if the specified standards are achieved. To improve teacher performance, a leader is needed who can apply transactional and transformational leadership styles. This study aims to determine the effect of these two leadership styles on teacher performance. By using survey methods and multiple linear regression analysis, the results showed that transformational and transactional leadership styles partially or collectively affect the performance of high school teachers in Pati district. Meanwhile, the transformational leadership style has more dominant influence on teacher performance. It is suggested to principals and teachers to apply transformational leadership styles in order to improve organizational performance.

This study assessed the influence of leadership styles on organisational effectiveness of selected public universities in Uganda. Specifically, the study assessed the influence of transformational, transactional and laissez-faire leadership styles on organisational effectiveness. The study used the correlational research design on a sample of 93 respondents that were university managers, namely administrative and academic heads of Busitema and Kyambogo Universities in Uganda. Data was collected using a self-administered questionnaire and analysed using quantitative methods that were descriptive and partial least squares structural equation modelling (PLS-SEM) with the help of SmartPLS. Descriptive results revealed that organisational effectiveness, the use of transactional and laissez-faire leadership styles were moderate while the use of the transformational leadership style was high. SEM results indicated that while the transformational and transactional leadership styles had a significant positive influence on organisational effectiveness, the laissez-faire leadership style had a positive but insignificant influence on organisational effectiveness. It was, therefore, concluded that the transformational leadership and transactional leadership styles are imperative for organisational effectiveness of public universities but the laissez-faire style is not. The study recommended that university leaders should emphasise the use of the transformational and transactional leadership styles to enhance organisational effectiveness. However, university leaders should minimise the use of the laissez-faire leadership style. The significance of this study is that it identifies leadership styles that are necessary for enhancing organisational effectiveness.

This study assessed the influence of leadership styles on organisational effectiveness of selected public universities in Uganda. Specifically, the study assessed the influence of transformational, transactional and laissez-faire leadership styles on organisational effectiveness. The study used the correlational research design on a sample of 93 respondents that were university managers, namely administrative and academic heads of Busitema and Kyambogo Universities in Uganda. Data was collected using a self-administered questionnaire and analysed using quantitative methods that were descriptive and partial least squares structural equation modelling (PLS-SEM) with the help of SmartPLS. Descriptive results revealed that organisational effectiveness, the use of transactional and laissez-faire leadership styles were moderate while the use of the transformational leadership style was high. SEM results indicated that while the transformational and transactional leadership styles had a significant positive influence on organisational effectiveness, the laissez-faire leadership style had a positive but insignificant influence on organisational effectiveness. It was, therefore, concluded that the transformational leadership and transactional leadership styles are imperative for organisational effectiveness of public universities but the laissez-faire style is not. The study recommended that university leaders should emphasise the use of the transformational and transactional leadership styles to enhance organisational effectiveness. However, university leaders should minimise the use of the laissez-faire leadership style. The significance of this study is that it identifies leadership styles that are necessary for enhancing organisational effectiveness.

The purpose of this scoping review is to employ Arksey and O’Malley’s scoping review methodology to determine leadership and management styles and their influence on health worker’s job satisfaction and productivity in Low-and middle-income countries. A scoping review of literature published in English since May, 2012 was carried out using PubMed, CINAHL, ScienceDirect, ProQuest and Sage. Key search terms strategy was employed using the words “leadership styles”, “management styles”, “health workers”, “productivity” and “job satisfaction” to identify relevant studies. A total of 1487 articles resulted from the application of the search strategy. Nineteen articles met the inclusion criteria of which 18 was quantitative and 1 was qualitative study. The main leadership styles identified were transformational leadership style, transactional leadership style, laissez-faire leadership style and autocratic leadership style. Transformational leadership style was found to have a higher influence on job satisfaction as compared to the other forms leadership styles. Also, transformational leadership styles encouraged about 67% of health workers to provide better healthcare services to their patients. Health facilities in LMICs have employed mainly transformational, transactional, participatory and laissez-faire leadership styles that have varying degree of influence on health workers job satisfaction. Transformational leadership style has proven to positively influence job satisfaction and productivity while laissez-faire leadership demotivate healthcare workers. In order to improve health care services and productivity for client as well as job satisfaction for healthcare workers, transformational leadership trainings will have to be intensified.

Since leadership beliefs differ across cultures, there remains a paucity of evidence on the relationship between leadership styles, organizational culture, and affective organizational commitment. Therefore, this study made an attempt to examine the relationship between leadership styles, organizational mission-driven culture, and affective commitment of Qatari Primary Health Care Corporation (PHCC) employees. Under the lens of implicit leadership theory, the study hypothesized the conditional role of organizational mission-driven culture on the relationship between transactional leadership style and affective organizational commitment. The study also hypothesized the direct relationship between transformational leadership and affective organizational commitment. Data was collected from 23 health care centes, and a total of 1029 valid responses were analyzed via SPSS. Findings of the study revealed that the direct relationship between transformational leadership and affective organizational commitment of employees is positive and significant. Conversely, the direct relationship between transactional leadership and affective organizational commitment of employees is insignificant. Interestingly, the conditional role of mission-driven culture magnifies the relationship between transactional leadership and affective organizational commitment of employees, indicating that to reach a balance between transactional and transformational leadership styles, the role of mission-driven culture is considerable. These findings confirm that leadership beliefs differ across culture and conclude that transformational leaders reinforce organizational culture while transactional leaders work under existing organizational culture.

This article investigates the relationship between leadership styles and business financial performance of Small and Medium Enterprises (SMEs) in Tanzania. Previous empirical studies mainly focused on a direct influence of a single leadership style. However, there is a possibility that the combined leadership styles moderated by firm characteristics to have more influence on business performance especially in the SMEs setting. Specifically, the article analyses the relationship between four leadership styles (i.e. transactional, transformational, combination of transactional and transformational leadership and, passive-avoidant) and Business financial performance of SMEs considering the moderating effect of firm characteristics. Cross sectional survey design was adopted to carry out the research. The article is guided by Transactional leadership theory, transformational leadership theory and Contingency theory while Mean and multiple regressions were used to analyze data elicited from one hundred and ten (110) randomly selected SMEs. The results revealed that transformational leadership style and, combined transformational and transactional leadership styles had significant positive influence on SMEs’ financial performance. On the other hand, transactional leadership style had significant negative influence on SMEs’ financial performance. Passive- avoidant leadership style was found to have insignificant influence on SMEs’ financial performance. Furthermore, the results revealed that ownership structure and firm age moderated the influence of transactional leadership style, passive-avoidant leadership style and the combination of transformational and transactional leadership styles on SMEs’ financial performance. Among others, the article recommends that SMEs’ leaders have to apply the combination of transformational and transactional leadership styles if they want to realise relatively high SMEs’ financial performance.

The aim of this study is to determine the impact of transactional and transformational leadership styles on employee performance in Nigeria Institute for Trypanosomiasis Research, Kaduna State. A structured questionnaire was used to sample respondents using simple random sampling technique. Multifactor Leadership Questionnaire (MLQ-5X) was used to measure leadership styles and employee performance was measured using salary, job experience and job satisfaction. A total of 230 questionnaires were distributed to the respondents. Structural equation model was used to analyze data using partial least squares method SmartPLS2. The result showed that transformational and transactional leadership styles has a significant and positive impact on employee performance. Therefore, it saw recommended that Nigeria Institute for Trypanosomiasis Research should practice transformational leadership styles to improve employee performance in the organization in Kaduna State.

The aim of this study is to determine the impact of transactional and transformational leadership styles on employee performance in Nigeria Institute for Trypanosomiasis Research, Kaduna State. A structured questionnaire was used to sample respondents using simple random sampling technique. Multifactor Leadership Questionnaire (MLQ-5X) was used to measure leadership styles and employee performance was measured using salary, job experience and job satisfaction. A total of 230 questionnaires were distributed to the respondents. Structural equation model was used to analyze data using partial least squares method SmartPLS2. The result showed that transformational and transactional leadership styles has a significant and positive impact on employee performance. Therefore, it saw recommended that Nigeria Institute for Trypanosomiasis Research should practice transformational leadership styles to improve employee performance in the organization in Kaduna State.

The purpose of this study was to investigate the influence of leadership styles on employee performance at the University of Somalia. To reach this purpose the researcher used specific objectives of the study which were to establish the effect of transformational leadership on employee performance at the University of Somalia (UNISO). To determine the effect of transactional leadership on employee performance at the University of Somalia (UNISO). To examine the effect of laissez-faire leadership style on employee performance at the University of Somalia (UNISO). This research used a strictly quantitative approach. The employees of the University of Somalia (UNISO) were the intended target population. 326 people made up the study’s sample. The questionnaire was distributed to the sampled respondents via online Google forms that were provided to them to complete. Data were analyzed using the statistical package for social sciences (SPSS) version 20. The study’s assumptions were used to evaluate both relationships and effects using Pearson’s correlation and multiple regression analysis. Cronbach’s alpha coefficient was used to conduct reliability tests. The instrument’s Cronbach’s Alpha coefficient was. .823 indicating that it was reliable in gathering data for this investigation. The major result correlation coefficients of this study for transactional r=.854, transformational r=.826, and laissez-faire r=.594. These results show that both transactional and transformational leadership styles are strongly correlated with employee performance. While the laissez-faire leadership style is relatively strong with employee performance. Therefore, I would recommend that the management of the University of Somalia use a Transactional leadership style followed by a Transformational leadership style. considering also Laissez-faire Leadership. KEYWORDS: transformational leadership, transactional leadership, laissez-faire leadership style, employee performance

This objective of the study was to examine the relationship between transactional and transformational leadership styles on the motivation of managers. A field study was done and 78 managers in Malaysia were interviewed. The findings revealed that both transformational and transactional leadership styles are vital to determine a manager's motivation. Specifically, the result revealed that the higher the level of transformational and transactional leadership style practised within a company, the higher the level of a manager's motivation. These findings make a significant contribution to the body of knowledge concerning the management of managers' motivation as well as practical implications for the management of a corporation, especially in the area of organisational leadership which influences company performance.