Maas Kamlon’s Leadership: Resistance, Negotiation, and the Path to Establishing Mindanao State University

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

This study attempts to explain how leadership behavior can advance follower organizational citizenship behavior (OCB). Several hypotheses were developed and tested, aiming to examine the potential mediators and moderators that could explain and influence the link between leadership behavior and OCB. This study was conducted among 711 full-time employees working in the top 45 high-performing companies listed on the Indonesian Stock Exchange (IDX). Of the various theories of leadership, transformational leadership and servant leadership were this study’s interest. Therefore two conceptual models (i.e., the Transformational Leadership-OCB Model and Servant Leadership-OCB Model) were examined to investigate the relationship. One hundred and twenty-three leader-follower dyads participated in the surveys. In the first model, the relationship between transformational leadership and OCB mediated by paternalism was examined. In addition, in-group and institutional collectivism orientations were hypothesized to moderate the relationship between transformational leadership and paternalism. Results suggested that transformational leadership influenced OCB through paternalism, and that collectivism orientations moderated the link between transformational leadership and paternalism. The second model hypothesized and examined the relationship between servant leadership and OCB directed toward the individual (OCBI) and the organization (OCBO) as mediated by climate regarding ethics, and moderated by cultural orientations. Results of tested structural models suggested that climate regarding ethics mediated the influence that servant leaders have on followers’ OCBI and OCBO. This study also revealed that the effects of servant leadership on OCBI and OCBO were moderated by power distance orientation. Additional contextual data and descriptive analyses were also presented. In-depth interviews with fifteen executives revealed expected behavior of highly effective leaders. Inspirational, visionary, performance orientation, people orientation, role modeling, and personal integrity were key features of effective leadership in the context of Indonesia. In addition, drawing on sample of 450 full-time subordinates who participated in the self-reported surveys, data implied that (a) transformational and servant leadership might be generalizable to the context, and (b) variations on cultural orientations existed among surveyed organizations. In summary, this study addressed the gaps in the leadership and OCB literatures by revealing additional mediational mechanisms that would link transformational leadership and OCB as well as servant leadership and OCB. This study has joined earlier studies in recognizing that the relationship between leadership behavior and follower OCB could be indirect. It also has advanced the examination of transformational leadership and servant leadership theories to broader contexts, as recommended by the literature. The theoretical and managerial implications of the study findings for research on leadership and OCB domain, and future research directions are discussed in the general discussion chapter.

Recent major ecological disasters and economic crises were attributed in part to organizational and national leadership failures over the past decade. In 2005, scholars met to develop the concept of authentic leadership in response to the emerging need for positive forms of leadership (Avolio & Gardner, 2005) that build sustainable organizations and communities. Integrated models link psychological attributes of leaders and their ability and economic performance data to deliver positive outcomes at individual, team and organizational levels (Gardner et al., 2005; lilies, Morgeson, & Nahrgang, 2005; Lord & Hall, 2005; Michie & Gooty, 2005). This thesis reports the development of a model of leader authenticity and an examination the interactions among leader authenticity and well-established transformational leadership theory (Avolio, 2004; Bass, 1990) as well as authentic leadership (Avolio & Gardner, 2005; Gardner et al., 2005; Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008). Predicted positive organizational outcomes of employee engagement and job satisfaction were tested. Other key associations were hypothesized and explored. Findings suggested that leaders' management of their emotions was positively related with transformational and authentic leadership. The question whether transformational leadership was more or less authentic is an important distinction proposed by earlier research (Bass & Steidlmeier, 1999). The findings showed that followers' perceptions of leader authenticity specifically, behavioral integrity, was positively related with levels of authentic leadership and transformational leadership. By contrast, according to leaders, there was no direct association found among authentic leadership and transformational leadership. Second, according to followers' perceptions, partial support was found for the mediating role of authentic leadership and transformational leadership between leader authenticity and positive organizational outcomes. Third, according to followers' perceptions, partial support was found for the mediating role of authentic leadership, transformational leadership and selected climates for innovation and ethical behavior between leader authenticity and positive organizational outcomes. Notably, an instrumental (selfish) ethical climate was found to be inversely related with authentic leadership but not with transformational leadership and resulted in significantly lower employee engagement and job satisfaction. The current study contributes significantly to conceptual and theoretical development of leader authenticity, its antecedents and consequences for leadership, as well as pointing to key factors known to promote organizational performance and sustainability.

Objective To examine the impact of transformational hospital leadership on clinical medical workers′ creative work involvement. Methods From February to July 2016, 826 clinical medical workers, including 359 doctors and 467 nurses, were randomly selected to complete a transformational leadership scale, a basic needs satisfaction scale and a creative work involvement scale. The data were analyzed using correlation analysis and structural equation model. Results Transformational leadership positively affected autonomy need satisfaction (β=0.40, P<0.001), competence need satisfaction (β=0.33, P<0.001), relatedness need satisfaction (β=0.81, P<0.001) and creative work involvement (β=0.64, P<0.001) respectively. All three needs satisfaction partially mediated the relationship between transformational leadership and creative work involvement. Conclusions Hospital personnel department should launch leaderships training programs to promote transformational leadership, which in turn will meet high level of psychological needs of medical workers, thus encouraging their creative work involvement. Key words: Organization and administration; Personnel administration, hospital; Transformational leadership; Basic needs; Creative work involvement

The impact of the West's commercial intrusion in China towards the end of the eighteenth century had significant bearing on the growth of the slave trade in Southeast Asia. It led to the crystallization of a permanent slave traffic around organized markets and depots in the Sulu Archipelago. Jolo Island, as the centre of a redistributive network encompassing the Sulu zone, became the most important slave centre by 1800. This had not always been the case. Most accounts of the Sulu Sultanate written before 1780 indicate that the internal demand for slaves at Jolo was on a much smaller scale than it was destined to become in the nineteenth century. These early writers reported that it was often more profitable for the Taosug, the dominant ethnic group in the Sulu Archipelago, to deliver slaves to the Magindanao and Bugis merchants of Cotabato (Mindanao) and Pasir (Borneo) for trans-shipment to Makassar and Batavia, than employ them in their own settlements.

A random simple sample of 320 elementary school teachers ( 60 male 160 Female) from district 1 of shiraz school system were selecte and implemented two scales: a) Bass,s (1985) Multifactor Leadership Questionnair (MLQ); This instrument Was translated into Persian and its validity and reliability was re-confirmed by the researcher. b) Maudy, steers, and Porter,s Commitment scale ( 1974), the Validity and reliability of which was confirmed by Mortazavi (1372). The gathered data were analyzed and the followings were revealed: 1)There was found a significant relationship between transformational leadership and organizational commitment ( r=0/33 , p<0/0001) 2) No significant relationship was found between transactional leadership and organizational commitment. 3) Two way analysis of variance showed no interaction between transformational and transactional leadership and organizational commitment. 4) male and female transformational leaders differed in the extent of their effects on teachers commitment to the organization: That is Female leaders more effective on commiting teachers to the organization ( t= 4.40 df=245 P</0001). 5) No Significant difference was found between transactional leadership styles of two sexes. 6) And finally it was Found That charisma as a subcategory of trans formational Leadership showed The highest Variance (F(5, 196) = 5.38 P<0/0001 R2= 12) KEY WORD: transformational leadership- transactional leadership – organizational commitment

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.

The purpose of this study is to describe upon the most effective leadership stlyes for Airlines based on the transformational and transactional leadership that Bernard M.Bass proposed. The outcome of leadership treated here will be employee's extra efforts, employee's satisfaction with the leader, the effectiveness of the leader, involvement by employees in the organization, and management outcomes perceived by employees. The result of correlation showed that transformational leadership factors had positive impacts on the outcomes of leadership, but the transactional leadership had a negative impact on outcomes of leadership. According to results of multiple regression analyses, transformational leadership had a grater positive impact on outcomes of leadership than did transactional leadership. Transformational leadership is expected to promote and enhance the effectiveness of the hotel leaders, as well as the airline employee's extra effort, their satisfaction with the leader, involvement in the organization, and their perception of management outcomes. It is imperative that the airline industry continues to develop transformational leader.

Transformational leadership style is an activity that influences people to working together in order to achieve the organization goals. Leadership can occur anywhere, provided that someone shows his ability to influence the behavior of others towards achieving a certain goal. Transformational leadership as a leader who has the power to influence subordinates in certain ways. The intent of transformational leadership is to encourage employee performance in the Banking business in North Sulawesi, Indonesia. The object of the study was Bank BRI, BNI and SulutGo, which have branches throughout the North Sulawesi region. The number of respondents was 176 employees. The collected data were then analysed by using a variant-based structural equation model or Partially Least Square (PLS-SEM). The data analysis results provide empirical evidence that a transformational leadership style, particularly in the individual consideration and individual inspirational dimensions, positively impacts employee performance. However, other dimensions, namely, intellectual stimulation and inspirational motivation, do not significantly encourage activities related to performance. Moreover, transactional leadership on the contingent reward dimension does not significantly impact knowledge sharing. Keywords: employee performance, transformational leadership, banking company

This paper reviews the literature of transformational leadership and organizational commitment. Despite transformational leadership and leadership theory has been successful and exceptional; scholars have examined the link between transformational leadership and organizational commitment. The purpose of this paper is to find the relationship between transformational leadership and organizational commitment. The rationale of the paper is to gain a better understanding of transformational leadership and organizational commitment. The study will examine whether or not transformational leadership related to organizational commitment. According to the transformational leadership theory, transformation leaders enthuse followers to achieve beyond expectations for the standards of work that can enthuse and how that idealized influence, inspirational motivation, intellectual stimulation and individualized consideration could create intermediate results such as affective, normative, and continuance commitment. In turn, transformational leadership may positively relate to organizational commitment.

The teacher has a very large task and responsibility in the world of education, because the teacher is the spearhead in terms of improving school quality. So that it cannot be denied that teacher performance still needs to be improved. The need for transformational leadership attention is applied, teacher work motivation and organizational commitment that the teacher has. This study aims to determine: (1) a description of the principal's transformational leadership, teacher work motivation, teacher organizational commitment and teacher performance, (2) Analysis of the direct relationship of transformational leadership and teacher work motivation, (3) Analysis of the principal relationship of transformational leadership and teacher organizational commitment, (4) Analysis of the relationship between principals' transformational leadership and teacher performance, (5) Analysis of the direct relationship of work motivation with teacher performance, (6) Analysis of the direct relationship of teacher organizational commitment with teacher performance, (7) Relationship analysis is not directly transformational leadership of principals with teacher performance through teacher work motivation variables, (8) Analysis of indirect relationships of transformational leadership of principals with teacher performance through teacher organizational commitment. This study uses a quantitative approach. The research sample was 178 people. The instruments of data collection are questionnaires that have met the validity and reliability test requirements. Data analysis to test hypotheses using path analysis with multiple regression methods. The results of this study are: (1) Description of the principal's leadership, teacher's work motivation, teacher's organizational commitment is in a high classification, while the teacher's performance is in sufficient classification, (2) there is a direct relationship between transformational leadership and teacher motivation, (3) there is a direct relationship between principals transformational leadership and teacher organizational commitment, (4) there is a direct relationship between principals' transformational leadership and teacher performance, (5) there is a direct relationship between work motivation and teacher performance, (6) there is a direct relationship between teacher organizational commitment and teacher performance (7) there is an indirect relationship of principal transformational leadership with teacher performance through teacher work motivation variables, (8) there is an indirect relationship of principal transformational leadership with teacher performance through teacher organizational commitment. Article visualizations:

In this study the causal effects of transformational and transactional leadership and the mediating role of trust on follower outcomes are examined. Study data were collected from 150 employees who worked within 12 organizations in the IT Department of Research and Development in Shanghai, China. Data were analyzed based on path analysis and proposed research model. The results indicate that the level of education affects subordinate job satisfaction for both transformational leadership and transactional leadership. Undergraduate and graduate levels of education affect trust in relation to subordinate job satisfaction as well as organizational commitment. Gender also impacts subordinate's job satisfaction in cases of transactional leadership, as well as trust and job satisfaction in relation to the subordinate's organizational commitment. Key words: Educational background and gender, transformational and transactional leadership behavior, trust, job satisfaction, organizational commitment, IT Department of Research and Development, Shanghai, China.

It has become clear that organizational commitment (OC) has important implications for employees and organizations as confirmed by past researchers. This study examines leadership styles and employees’ organizational commitment in the Malaysia context. Two types of leadership styles namely transformational and transactional leadership styles have been chosen as focus of research to investigate the impact on organizational commitment. This is imperative in order to ensure the successful management of employees and also to improve productivity and achievements of an organization. One hundred and fifty-six Malaysian executives voluntarily participated in this study. The results have indicated that several dimensions of transactional and transformational leadership have positive relationship with organizational commitment but the impacts are stronger for transactional leadership style. Implications of the findings, potential limitations of the study, and directions for future research are suggested. Key words: Organizational commitment (OC), improved productivity, Malaysian executives, transformational leadership, transactional leadership

This research aimed to determine the association between campus leadership and institutional performance of higher educational institutions (HEIs) in Sulu. In particular, it investigated the influences of leadership behavior, cultural context, resource availability training and development, community engagement, political support and administrative support as important determinants of faculty and student outcomes. Building on Transformational Leadership Theory and Institution Theory, this study focused on leaders’ dual role in motivating internal actors and purposefully reacting to external institutional mandates. A quantitative research design using a self-made survey questionnaire was used in this study to collect the data from 209 respondents; faculty, administrators and students of five HEIs in Sulu, specifically: Mindanao State University – Sulu (MSU-Sulu), Notre Dame of Jolo College (NDJC), Sulu State College (SSC), Hadji Butu School of Arts and Trade (HBSAT) and Sulu College of Technology Inc. (SCT). All the data collection was made by stratified random sampling. Results were expressed by means of descriptive statistics, t-test and post-hoc analysis, ANOVA and Pearson's correlation coefficient. Results indicated that leadership on campus in Sulu is mainly strong, healthy with clear vision to communicate effectively, and provide solid support for faculty and students. Overall level of faculty satisfaction and productivity and student engagement or learning outcomes were rated high, suggesting an effective influence of leadership on organizational performance. There were highly statistically significant relationships between the leadership factors and faculty and student outcomes.

In this study, we examined the links between leadership and organization citizen behavior of subordinates. Beyond this, we also investigated the moderating effects of substitutes for leadership, organization citizen behavior of supervisor, and organization citizen behavior of coworker in the relationships between leadership and organization citizen behavior. In order to avoid common method variance, data was collected from superior and subordinate by the questionnaires. Total data were 274 pairs and 198 pairs of them were valid retrievals. The probability of total effective retrieval is 72.26%. Results of main effects indicated that transformational leadership associates positively with OCB of subordinates. However, the results of moderating effects did show that：(1)Professional orientation (PROF) moderates positively the relationship between transformational leadership and OCB of altruism； (2)Task-provided feedback concerning accomplishment (TASKFB) moderates positively the relationship between transformational leadership and OCB of altruism； (3)Intrinsically satisfying tasks (INSAT) moderates negatively the relationship between transformational leadership and OCB of altruism； (4)Task-provided feedback concerning accomplishment (TASKFB) moderates positively the relationship between transformational leadership and OCB of conscientiousness； (5)Intrinsically satisfying tasks (INSAT) moderates negatively the relationship between transformational leadership and OCB of conscientiousness； (6)Organizational formalization (FORM) moderates negatively the relationship between transformational leadership and OCB of conscientiousness； (7)Advisory and staff support (ADVSTF) moderates positively the relationship between transformational leadership and OCB of conscientiousness； (8)OCB of supervisor (SOCB) moderates negatively the relationship between transactional leadership and OCB of conscientiousness and (9)OCB of coworker (COCB) moderates negatively the relationship between transformational leadership and OCB of conscientiousness. Based on our findings, some limitations, implications, and directions for future research are discussed as well.