The Paradoxical Relationship between Principals’ Transformational Leadership Styles and Teachers’ Motivation

Medical doctors may not have the necessary evidence-based knowledge of specific leadership styles to excel in a leadership role. This article explores the various leadership styles adopted by a clinical professional transitioning into a leadership role. The goal-path theory, developed by Robert House in 1971, was used as the theoretical lens for this study. Twenty peer-reviewed scientific articles, written in English and published between 2015 and 2020, were analyzed and synthesized to produce results. The results showed that employee retention was positively associated with transformational and authentic leadership styles; organizational commitment was positively related to transformational, transactional, and genuine leadership styles; and job satisfaction was positively related to transformational and authentic leadership styles. In particular, the transformational leadership style showed higher employee retention and job satisfaction rates than the transactional and non-interventional leadership styles. The original and transformative leadership styles increased job satisfaction and commitment, but the correlation between an authentic leadership style and these benefits was less clear. Clinical professionals must apply a transformational leadership style to become influential leaders.

Clinical professionals may not have the necessary evidence-based knowledge regarding specific leadership styles to succeed in a leadership role. This article examines the various leadership styles that can be adopted by a clinical professional who transitions into a leadership role. The Path-Goal theory developed by Robert House in 1971 was used as the theoretical lens for this study. Twenty scholarly, peer-reviewed articles written in English and published between 2015 and 2020 were analyzed and synthesized to develop the findings. The findings showed that employee retention was positively associated with transformational and authentic leadership styles; organizational commitment was positively associated with transformational, transactional, and authentic leadership styles; and job satisfaction was positively associated with transformational and authentic leadership styles. In particular, a transformational leadership style demonstrated higher rates of employee retention and job satisfaction than did transactional and laissez-faire leadership styles. The authentic and transformational leadership styles each saw increased job satisfaction and commitment, but a correlation between the authentic leadership style and those benefits was less evident. Clinical professionals should apply the transformational leadership style to become effective leaders.

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.

This article examines the effects of the leadership style of the principal, “transformational leadership and transactional leadership”, along with teachers' job satisfaction on school's organizational health. Specifically speaking, it investigates to what extent the variations in school health can be related to principal's leadership style and teachers' job satisfaction. To this end, a Likert-type questionnaire was administered to 635 teachers out of 875-person sample, working in Turkish schools. To explain the direct and indirect relationships between the dependent and independent variables, Path Analysis was used. As a result of the analysis, the most striking finding is that transformational leadership has a profound impact on teachers' job satisfaction, while the transformational leadership of the principal directly affects the school health and through teachers' job satisfaction it indirectly affects the school health. Summary National Education Basic Law, 1973 and numbered 1739, stated that one aim of high school education is to prepare students for higher education. The fact that sixty thousand of the one million five hundred students who took the University Entrance Exam (OSS) in the 1999-2000 educational year got zero point, caused authorities of the National Education and researchers to focus on these schools. Only the students of general high schools among the other types of high schools were unsuccessful formed a field of interest for the researchers and they found this subject worth investigating. The Problem Making all high schools have a healthy organizational structure has become the aim of many researchers. In Turkey, no research on the influence of job satisfaction of teachers on the organizational health of the schools and the leadership styles that school leaders show in their schools has been done. Researchers sometimes investigated job satisfaction and leadership styles individually (Balci, 1985; Pehlivan, 2000; Ozdayi, 1991; Kabadayi, 1982; Celik, 1998; Karip, 1998). However, they have never done a research relating both of them. The researches done on the job satisfaction of teachers in Turkey have revealed an important fact. It was found that the payments of teachers are insufficient (Kocak, 2002), in the research on the relationship between the leadership styles of leaders and the job satisfaction of teachers (Kabadayi, 1982; Alic, 1985), and in the research on the relationship between job stress and job satisfaction (Ozdayi, 1990) it was concluded that the job satisfaction level of teachers was low. The result of this research made it necessary to deal with this subject and search it again. Without doubt another topic that is too obvious to be discussed is the effect of the leadership styles that the leaders show in the schools on the job satisfaction of teachers. A lot of researches done on this subject revealed that the proper leadership styles that the leaders show in their schools is an important factor on the job satisfaction of the employees (Howell and Avolio, 1993; Bogler, 2001). Under the light of the explanations above in this study how much the varieties of the organizational health of the school can be related to the leadership styles of the director and the job satisfaction of the teachers. Answers to the following questions will be searched in this study. 1. What kind of relationship is there between the transformational leadership behaviour and the organizational health of the schools? 2. What kind of relationship is there between the transactional leadership behaviour and the organizational health of the schools? 3. What kind of relationship is there between the transformational and transactional leadership styles and the job satisfaction of the teachers? 4. Have the transformational leadership style and the job satisfaction of the teachers and effect on the organizational health of the school? Method 630 teachers are working in 46 high schools in the metropolitan area of the province of Ankara and they took part in this study.284 (%45) of the teachers were female and 346 (%55) of them were males. 13 of the school principals of the 46 high schools in our study were female and 33 of them were male. 39 of these school managers were assigned after completing a six-month manager training course and 7 of them were assigned without completing such a course. The participants were asked to answer likert-type questions in three different questionnaires, MLQ (Bass and Avolio, 1985), OHI (Hoy, 1991) and Job Satisfaction of Educational Administrators developed by Balci (1985). Pearson correlation coefficients among the variables were calculated. Path analysis was used to be test the hypothesized causal relationships. Findings As can be seen in Table 3 the organizational health of the school is significantly related to transformational leadership (r=.58, pl.0001), the job satisfaction of teachers (r=.55, pl0001), and transactional leadership (r= - .00, pl.001). Another relationship among the sub measures is between the perception of teachers about job satisfaction and the perception of school leaders as being transformational leaders (r=.53). The relationship among the variables showed that the organizational health of the school increased when the teachers perceived their leaders as transformational leaders at a higher level, the level of job satisfaction they got from their job and the school leaders showed less transactional leadership. To test the model in Figure 1, Path analysis was used. The aim of this analysis was to be able to make the logical explanations of the causal relationships among the variables. The most striking finding of the Path analysis was that the transformational leadership style that the principals showed in the school affected the job satisfaction of the teachers strongly (p.56, pl.05). The transformational leadership of the school principal affected the school health both directly (b=.46, pl.05) and indirectly through the job satisfaction of teachers (b=.47, pl.05). Moreover, the job satisfaction of the teachers affects the organizational health of the school directly (b=.34,pl.05) pl005). The model explains the %64 of the total variance. Discussions and Suggestions The most interesting finding of this study is that transformational leadership has a strong effect on teachers' job satisfaction. Transformational leaders' actively involved in employees' individual value systems increases the inter-organizational relations into the top level. Moreover, such leaders have a strong effect on the staff by creating a common goal in the school, easing the communication and managing the education to establish and develop the aims of the school (Cruz, 1995; Eblen, 1987; Jung, Chow and Wo, 2003). This situation might increase the quality of mutual relations and the inner motivation of the employees. This finding is similar to the findings of the researches that tested the positive relationship between the principal's transformational leadership style and the job satisfaction of the teachers (Houseknecht, 1990; Mraschilok, 1993; Everett, 1991). Organizational health is a useful structure that describes the mutual personal relations of the teachers, students and managers in the school. In other words, in healthy organizations teachers like school, students and each other .They consider the principal as their supporter to develop education. They trust their principal because they believe that their principal is a sensitive person towards their social and emotional needs. These findings must be accepted by the Ministry of Education, policy maker's supervisors and local managers of education Leadership styles that have such a strong effect on job satisfaction of teachers and the organizational health of the school must have the position it deserves.

This study examined the effects of transformational and servant leadership styles on the employees’ psychological well-being as well as the mediating role of job satisfaction in the relationship between transformational leadership and servant leadership styles and the psychological well-being of the employees. This quantitative and explanatory-based study employed the leader-member exchange theory. Structured questionnaire was employed to gather primary data from 155 out of over 300 health workers in a developing economy through the simple random sampling technique. The data was then processed with the IBM SPSS and Smart-PLS 4.0. Based on the PLS-SEM technique. The study found that transformational and servant leadership styles positively affected the psychological well-being of health workers in a developing economy. Also, job satisfaction partially mediated the relationship between transformational leadership style and the health workers’ psychological well-being. It was also found that job satisfaction significantly mediated the relationship between servant leadership style and employee well-being in the health sector of a developing economy. The study concluded that the presence of employee job satisfaction indirectly improves the relationship between leadership styles and psychological well-being in the health sector. It was recommended that the management of health facilities in developing economies should adopt and/or improve upon the transformational and servant leadership styles to attain employee satisfaction and thereby, strengthen their psychological well-being.

The importance of transformational and instructional leadership styles of principals is interesting to study. There are several articles on Transformational and Instructional leadership style reviews found. This literature review aims to determine the transformational and instructional leadership styles of school principals to improve teacher performance. Based on the results of the literature review, it was found that there was a significant relationship between the transformational leadership style and the principal’s instructional style to improve teacher performance, which was seen from the increase in teacher performance and teacher job satisfaction in schools. The results of the review article show a significant relationship between transformational and instructional leadership styles in improving teacher performance in schools. There is a positive relationship between transformational and instructional leadership styles and can have a positive and significant influence on teacher behavior and teacher job satisfaction. Principal’s Transformational and Instructional Leadership is one of the factors that encourage schools to achieve goals actively and efficiently.

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 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.

Transformational leadership improves nursing documentation self-efficacy

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.

The aim of this research is to analyze the influence of transformational and transactional leadership styles simultaneously on the performance of lecturers at Muhammadiyah University of Sinjai. The population is limited to a number of employees or individuals who have at least the same characteristics. Based on the definition above, the population for this study is all lecturers at Muhammadiyah University of Sinjai with a total of 40 people. The sample in this research is all lecturers at the Muhammadiyah University of Sinjai, because the population is small, the author uses a total sampling method, namely all lecturers are members who will be observed as a sample, because a large sample tends to give or is closer to the true value of the population or can be said to be the smaller the error (deviation from the population value). The variables used in this research are transformational leadership (X1), transactional leadership (X2) and performance variables (Y). The transformational leadership style has a positive and significant effect on the performance of lecturers at Muhammadiyah University of Sinjai. This can be seen from the t value of 7.219 which is greater than the t table value of 2.02439, so Ho is rejected and H1 is accepted, which means that the transformational leadership style has a significant effect on the performance of the lecturers. The correlation index value of 0.578 means that the Transformational Leadership Style variable influences lecturer performance by 57.8% and the remaining 42.2% is influenced by other factors. The application of a transactional leadership style has a significant influence on lecturer performance, this can be seen from the t value of 5.467, greater than the t table value of 2.02439. Thus, Ho is rejected and H1 is accepted, which means that the transactional leadership style has a significant effect on lecturer performance. The correlation index value is 0.440, which means that the transactional leadership style variable influences lecturer performance by 44% and the remaining 56% is influenced by other factors. Based on the results of the F test, the Fcount value of 25,995 is greater than the Ftable value of 3.25 with a significance value of 0.000, which is less than <0.05. Thus, the transformational leadership style and transactional leadership style variables simultaneously influence performance. Lecturer.

Abstract: Leadership is crucial in an organisation’s long-term viability and incredibly motivating teachers. Theoretical and conceptual searches for leadership styles that work in any situation, such as teachers’ teaching motivation and with any set of followers, have never been more abundant in the field of leadership research. However, some findings reported that there had been some uncertainty about the relationship of leadership styles towards teacher teaching motivation in some schools. Hence, this study is designed to get the response of primary school teachers in Sabah on the school heads’ transformational and structural leadership styles, the level of teachers’ teaching motivation, and the relationship between the school heads’ transformational and structural leadership styles towards teachers’ teaching motivation. This study is a descriptive quantitative study conducted through a survey using a questionnaire from the instruments of L. Bolman Personnel correspondents for structural leadership style, MLQ (Multi-Factor Leadership Questionnaire) for transformational leadership style, and A Questionnaire Measure of Individual Differences in Achieving Tendency (QMAT) for teaching motivation. The study involved 350 respondents from primary schools in Sabah. The analysis of the findings uses frequency, percentage, mean, standard deviation, and Pearson correlation analysis with determination = 0.05. The results showed that teachers’ response in primary school in Sabah to the leadership style of the school heads is at a satisfactory level. The study also found a significant relationship between the school heads’ leadership styles towards teachers’ teaching motivation. This study supports the findings of other studies, whereby the headmaster leadership styles influence teachers’ level of teaching motivation in schools.
 
 Keywords: Transformational leadership styles, structural leadership styles, teachers’ motivation

The purpose of this study is to investigate whether transformational and transactional leadership styles have an impact on subordinate performance. Also we want to analyze the effect of job satisfaction as a mediating role. The study was conducted at SMK Muhammadiyah Pakem and SMK Muhammadiyah 1 Moyudan, Sleman. The number of samples was 110 respondents(teachers and school employees). Structural Equation Modeling (SEM) analysis was used to analyze the data. The results showed that the transformational leadership style did not have a significant influence on subordinate performance while transactional one influenced positively. The transformational leadership style had a significant influence on job satisfaction. The result of the transactional leadership style on job satisfaction was negative, while job satisfaction had a very significant influence on subordinate performance. Based on these studies, it was recommended that the principal should apply a combination of both Transformational and Transactional leadership styles in accordance with the situation and the nature of the particular task assigned to the employee. In addition, Transactional leadership style is more preferable in improving employee performance to reach optimal organizational performance.

This paper seeks to assess the leadership styles exhibited in selected non-bank financial institutions in the Cape Coast Metropolis, and, to further investigate the reasons for adopting such leadership style(s). A questionnaire was utilized. Responses were sought from both leaders and their subordinates. A census was used to select the leaders, while simple random sampling technique was used to select subordinates. The results showed that transformational and transactional leadership styles were often adopted by the leaders, with transformational leadership style being the dominant. Laissez-faire leadership style was the least adopted. The results also showed that organizational culture, attitude of staff, and nature of work were the underlying reasons for adopting both transformational and transactional leadership styles. The study concluded that leaders of non-bank financial institutions in the Cape Coast Metropolis used a mixture transformational and transactional leadership styles in their day-to-day operations due to their organisational culture, attitude of staff, and nature of their work.

The purpose of this study was to explore the impact of leadership styles on job satisfaction among teachers in selected secondary schools in Monduli district. The study hypotheses were that H1 there is no statistically significant correlation between transformational leadership style and job satisfaction among teachers in selected secondary schools in Monduli district, H2 there is no statistically significant correlation between transactional leadership style and job satisfaction among teachers in selected secondary schools in Monduli district and H3 there is no statistically significant correlation between laissez-faire leadership style and job satisfaction among teachers in selected secondary schools in Monduli district. The study employed a descriptive survey design. A sample size of one hundred twenty-nine respondents was randomly chosen from four secondary schools in Monduli namely; Manyara, Lowassa, Engutoto, and Irkisongo district secondary schools. A self-administered questionnaire was used to collect information from respondents. The collected data were analyzed by Statistical Package for Social Scientists (SPSS) using, Independent t-test and Fisher's Analysis of Variance (ANOVA) to determine whether demographic variables varied with students' academic performance. Karl Pearson's Linear Correlation Coefficient was undertaken to determine the relationship between leadership styles and teachers' Job satisfaction. The study results indicated that hypotheses H1 and H3 were supported by the study findings. However, the study findings revealed that H3 was not supported by the study findings. The study concluded that transformational and laissez-faire leadership styles had a direct influence on teachers' job satisfaction. Therefore, school administrators in the Monduli district should use transformational and laissez-faire leadership styles in their day-to-day administration. The study findings led the researcher to recommend that, the school administration should focus on the use of transformational and laissez-faire leadership styles since they had a direct significant influence on teacher's job satisfaction. For future research focus should be on obtaining a larger and more representative sample, conducting the same study in other schools from another district for comparison purposes, and replicating the study using a qualitative approach.