The Effect of Transformational Leadership and Organization Justice on Employee Time Theft in the Government Environment of Mandailing Natal Regency

This study aims to investigate the relationship between transformational leadership and individual readiness to change along with the mediators of organizational justice and work engagement in the construction industry of the UAE. The research applies quantitative analysis via PLS-SEM to determine the structural relationships among study constructs. The sample size consisted of 813 respondents from seven emirates. The proportion of respondents from each emirate in the sample is based on their relative representation in the UAE construction sector. The findings of the structural model indicate a statistically significant effect of transformational leadership on individual readiness to change. Moreover, the two mediating effects of work engagement and organizational justice are statistically significant. Further research may incorporate the role of moderators like culture to investigate the interaction effect of culture and transformational leadership on individual readiness to change. This study will help construction managers and policymakers shift to transformational leadership to make change eminent in the organizational structure.

This study aims to analyze and find: (1) the direct effect of the principal's transformational leadership on teacher performance (2) the direct effect of teacher work motivation on teacher performance (3) the direct effect of the principal's transformational leadership on teacher work motivation, and (4) the indirect effect of transformational leadership of school principals on teacher performance through teacher work motivation. This study uses quantitative methods with data analysis techniques using path analysis. Data collection was carried out using questionnaires, interviews, observation, and documentation. The population in this study was all teachers at SDIT Al-Haraki Depok, totaling 45 teachers. The sampling technique used was random sampling, with sample size referring to the table for determining the number of samples developed by Isaac and Michael with an error rate of 5% and a confidence level of 95%, so that the sample in this study was 40 teachers. The results showed that (1) there was a direct effect of the principal's transformational leadership on teacher performance by 31.5% and (2) there was a direct effect of teacher motivation on teacher performance by 32.8%. (3) There was a 62.5% direct effect of transformational leadership on teacher work motivation; (4) There is a 20.5% indirect effect of transformational leadership on teacher performance through teacher work motivation. Then simultaneously, the effect of the principal's transformational leadership and the teacher's work motivation on teacher performance is 77.6%. In this study, the principal was able to create change and achieve good performance, build a spirit of togetherness and discipline, and motivate teachers and employees to work optimally, which ultimately builds organizational awareness among teachers and employees by developing an attitude of belonging and a sense of responsibility for achieving the highest achievement.

This study aims to analysethe influence of transformational leadership and organizational justice toward organizational commitment among employees at X Principal Clinic and Laboratory in Bandung. The transformational leadership is expected to enhance organizational commitment by increasing employee motivation and trust, while organizational justice is measured through distributive, procedural, and interactional justice. The research method used is a survey with a quantitative approach, where data is collected through questionnairesand interviews. The study population comprises all employees of the X Principal Clinic and Laboratory, and the data analysis techniques include validity tests, reliability tests, and multiple linear regression. The results show that both transformational leadership style and organizational justice have a positive and significant influence on organizational commitment, combined they contribute 86.6% to organizational commitment, while the remaining 13.4% is influenced by other variables that were not studied. An effective transformational leadership can enhance employees' emotional attachment to the organization, while perceived fairness in the organization can increase employees' loyalty and desire to remain with the organization. This study contributes to the development of organizational behaviourtheory and provides practical implications for management in the healthcare sector to improve organizational commitment through effective leadership styles and fairness within the organization.

Despite the existing body of literature devoted to the topic of work engagement, this study examined the effect of some important variables, such as transformational and transactional leadership styles, on work engagement. In addition, it examined the mediating impact of organisational justice on the said relationships. Data was collected from the employees of telecommunication companies in Malaysia using a survey questionnaire. Structural equation modelling by AMOS was then employed to examine the model. The results provided strong evidence for the positive significant effect of transformational and transactional leadership and organisational justice on work engagement. More importantly, while organisational justice was found to mediate the relationship between transformational leadership and work engagement, its mediating effect on the transactional leadership-work engagement relationship was not confirmed. This study enriches the current literature on work engagement by relating it to crucial factors such as leadership styles and organisational justice and provides empirical evidence.

PurposeThe effects of transformational leadership, affective commitment and organisational justice on innovative work behaviours (IWBs) have been widely published in extant literature. Yet, despite extensive scholarly publications in these areas, little is known about the joint effects of these factors on IWBs. The purpose of this study is to examine if the effects of transformational leadership on IWBs are moderated by affective commitment and organisational justice.Design/methodology/approachBased on data collected from 263 respondents, this paper uses social exchange, job demands-resources, information processing and broaden-and-build theories to explore these relationships. This study further deploys Hayes’s (2013) PROCESS Macro to analyse data.FindingsOf the three independent variables in this study, the results suggest that only transformational leadership has the main effects on IWB. More importantly, the results further suggest that transformational leadership has the largest impact on IWB when both affective commitment and organisational justice are high rather than low. The impact of transformational leadership is also significant when affective commitment is high and organisational justice is low.Practical implicationsThis paper submits that organisations can boost IWBs through engendering employee affective commitment and concomitantly assisting supervisors to acquire transformational leadership and fairness skills.Originality/valueTo our knowledge, this is the first study to analyse the effects on IWBs, of a three-way interaction between transformational leadership, affective commitment and organisational justice; with substantial potential to advance theory and practice in leadership and innovation sciences.

Purpose: The study aims to examine the relationship between transformational leadership, organizational justice, and organizational citizenship behavior in the context of Social Exchange Theory. Design/Methodology: A questionnaire study was conducted face-to-face survey with 315 participants, who were selected by convenience sampling method, which is one of the non-random methods in the study. The data were analyzed by SPSS and AMOS programs. Findings: As a result of the analysis; It has been determined that transformational leadership and organizational justice have a significant and positive effect on organizational citizenship behavior. Also, it is concluded that organizational justice has a mediating role in the effect of transformational leadership on organizational citizenship behavior. Limitations: Obtaining the sample from 2 textile factory workers in Istanbul and the cross-sectional design of the research are important limitations. Originality/Value: Having examined the literature, it is seen that there are limited studies on determining the critical factors that mediate the relationship between transformational leadership and organizational citizenship behavior. While the findings of the study help us to understand the antecedent of organizational citizenship behavior more deeply, attracting the attention of the practitioners constitutes the original value of the study.

The objectives of this research was analyzed the effect of transactional leadership on work stress , the effect of transactional leadership on employee negative behavior, the effect transformational leadership on work stress, the effect of transformational leadership on employee negative behavior, and the effect of positively work stress on employee negative behavior. This research also analyzed the impact of transformational and transactional leadership on employee negative behaviour through work stress. The population of this study consist of two hundred employees PT. X Jakarta as the respondents provided the data that were analyzed for this study. Using the sub-set of the sampling consisting of was used to test five hypothesized relationship in the model. Data analysis in this research was used Structural Equation Model (SEM) to test independent variables influence the dependent variable. The result of this research conclude that there is positive impact from transactional leadership on work stress and negative impact from transformational leadership on work stress. The result of the study also revealed that theres in and positive indirect impact from transactional leadership on employee negative behaviour through work stress and negative indirect impact from transformational leadership on employee negative behaviour through work stress.

The purpose of this study is to uncover the role of job satisfaction in mediating the effects of organizational justice and transformational leadership on organizational commitment. This study was carried out at Sumut Bank in Medan, Indonesia. Purposive sampling was used, with 200 questionnaires distributed. Organizational justice and transformational leadership have a good and significant effect on job satisfaction, according to the findings. Job satisfaction, on the other hand, has a positive and considerable impact on organizational commitment. Job satisfaction has little effect on organizational commitment when it comes to moderating the effects of organizational justice and transformational leadership. The key outcome of this study is that boosting transformational leadership, rather than enhancing organizational justice, will be more effective in increasing organizational commitment.

Leadership in organizations is important in shaping workers' perceptions, responses to organizational change, and acceptance of innovations, such as evidence-based practices. Transformational leadership inspires and motivates followers, whereas transactional leadership is based more on reinforcement and exchanges. Studies have shown that in youth and family service organizations, mental health providers' attitudes toward adopting an evidence-based practice are associated with organizational context and individual provider differences. The purpose of this study was to expand these findings by examining the association between leadership and mental health providers' attitudes toward adopting evidence-based practice. Participants were 303 public-sector mental health service clinicians and case managers from 49 programs who were providing mental health services to children, adolescents, and their families. Data were gathered on providers' characteristics, attitudes toward evidence-based practices, and perceptions of their supervisors' leadership behaviors. Zero-order correlations and multilevel regression analyses were conducted that controlled for effects of service providers' characteristics. Both transformational and transactional leadership were positively associated with providers' having more positive attitudes toward adoption of evidence-based practice, and transformational leadership was negatively associated with providers' perception of difference between the providers' current practice and evidence-based practice. Mental health service organizations may benefit from improving transformational and transactional supervisory leadership skills in preparation for implementing evidence-based practices.

The purpose of this study was to examine transformational leadership and organizational justice on employee performance with the role of job satisfaction as a mediation. This research was conducted on the employee of police officers are part of Indonesian police officers, especially located in Blitar, East Java, Indonesia with a total sample used in this study is 176 respondents. Questionnaires are used in this study for the data collection method, the data is analyzed using Structural Equation Model and Partial Least Square. The results show; (1) There is a positive and significant influence between transformational leadership on employee performance, (2) There is a positive and significant influence between transformational leadership on job satisfaction, and (3) There is a positive and significant influence between organizational justice on employee performance, (4) There is positive and significant influence between organizational justice towards job satisfaction, (5) There is positive and significant influence between job satisfaction on employee performance, (6) There is positive and significant influence between transformational leadership on employee performance through job satisfaction, (7) There is positive and no significant influence between organizational justice on employee performance through job satisfaction.

This study analyze how transformational leadership affects job satisfaction and explore the relationship between transformational leadership and teachers' satisfaction through organizational justice and psychological capital in private universities in Shandong Province. The data 425 valid questionnaires were collected from private universities in Shandong province. The data were analyzed by the quantitative research method, structural equation modeling was constructed, and confirmatory factor analysis (CFA) was used with the purpose to test the hypotheses. The results show that there are effects to each variable relationship. There are significant direct effects of transformational leadership on psychological capital, organizational justice, and job satisfaction. Meanwhile, psychological capital and organizational justice mediate between transformational leadership and teachers' job satisfaction. Transformational leadership enhances employees' sense of organizational justice and psychological capital. Transformational leadership motivates employees to have good job satisfaction.

Purpose: The purpose of this article is to examine the impact of HRM practices, transformational leadership, and organizational commitment on employee performance in the Ministry of Agriculture and Fisheries in Oman, as well as the moderating role of organizational justice in this relationship. Theoretical framework: This study integrates theoretical perspectives on HRM practices, transformational leadership, organizational commitment, organizational justice, and employee performance. It posits that HRM practices, transformational leadership, and organizational commitment have a direct positive impact on employee performance, while organizational justice moderates the relationship between these factors and employee performance. Design/methodology/approach: A survey questionnaire instrument was employed to collect data from 387 employees working at Ministry of Agriculture and Fisheries Wealth (MAFW) department in Oman. For analyzing the data, the SPSS v23 and Partial Least Square SEM using Smart-PLS 3.3.9 were used to test the proposed hypotheses. Findings: The results revealed that HRM practices, transformational leadership, and organizational commitment have a significant positive impact on employee performance. Organizational justice was found to moderate the relationship between HRM practices and employee performance, highlighting the importance of fairness and equity in the workplace. However, organizational justice did not moderate the relationship between transformational leadership and organizational commitment with employee performance. Research, Practical & Social implications: The findings of this study provide valuable insights into how the Ministry of Agriculture and Fisheries in Oman can enhance its HRM practices, leadership, and organizational commitment to improve employee performance and achieve its objectives. The study's practical implications include the design of effective human resource management strategies that enhance employee performance and contribute to the organization's success. The social implications of the study include the creation of a positive work environment that promotes fairness and equity, leading to improved employee satisfaction and engagement. Originality/value: This study adds to the literature on the effectiveness of HRM practices, transformational leadership, organizational commitment, and organizational justice in enhancing employee performance in a specific context, namely the Ministry of Agriculture and Fisheries in Oman. The study also highlights the moderating role of organizational justice in the relationship between HRM practices and employee performance, contributing to the literature on the importance of fairness and equity in the workplace.

PurposeEven though the influence of transformational leadership on organisational citizenship behaviour (OCB) has been extensively studied in human resource management, evidence on the mechanisms through which transformational leadership affects OCB is only beginning to emerge. In view of the ambivalence about strategies of advancing OCB, this paper aims to establish whether and the extent to which the relationship between transformational leadership and OCB was mediated by organisational justice and affective commitment.Design/methodology/approachThe study was based on a random survey of 300 employees from a medium-sized public university, and 122 employees from public and private sector organisations in Lesotho. Partial least squares structural equation modelling and process macro techniques were used to analyse data.FindingsThe results confirmed significant paths between transformational leadership and organisational justice; organisational justice and affective commitment; and affective commitment and OCB. The results further suggested that perceived justice and affective commitment were significant serial mediators between transformational leadership and OCB.Practical implicationsElucidation of the nature of mediating factors between leadership and OCB would leverage organisations’ level of understanding of why transformational leadership is critical to promoting OCB, and hence encourage them to design programmes that would equip supervisors with skills necessary to enhance it.Originality/valueThis is one of the few theory-driven primary studies that examine the serial mediating roles of organisational justice and affective commitment in the transformational leadership – OCB relationship.

A leader is a person who has the skills and strengths so as to be able to influence others to carry out certain activities, for the achievement of goals. This study aims to analyze the effect of compensation and transformational leadership on employee performance. Using a sample of 76 employees at PT. Raditya Perkasa, this study used a questionnaire as the main instrument. The collected data were analyzed using multiple linear regression using SPSS 20. The results showed that compensation and transformational leadership had a significant positive effect on employee performance. Partially, this study found that transformational leadership has a stronger effect on employee performance compared to compensation. Furthermore, the values ​​of transformational leadership are considered very important in supporting employee performance. Transformational leadership includes two essential elements, namely relational and dealing with real change so that leaders and followers raise themselves to each other to arrive at certain levels of motivation and performance.

his study aims to determine the effect of organizational culture on organizational performance, the influence of transformational leadership on organizational performance, the influence of employee motivation on organizational performance, the influence of organizational culture on employee motivation, the influence of transformational leadership on employee motivation, knowing the influence of organizational culture on organizational performance through motivational variables. and knowing the effect of transformational leadership on organizational performance through motivational variables. This research was conducted at Mercubuana University involving 98 employees of the agency. Data analysis used path analysis by testing with a t-test. Data analysis using PLS (Partial Leaset Square) software. Based on the data analysis, the results obtained that the organizational culture variable has a significant effect on the performance of Mercubuana University partially. Transformational leadership has a significant effect on organizational performance partially. Motivation partially affects the organizational performance of Mercubuana University. Organizational culture also partially affects the motivation of Mercubuana University. Transformational leadership also partially affects the motivation of Mercubuana University. The influence of culture and transformational leadership affects organizational performance through motivational variables. Motivation is not a moderating variable.