Towards the distinctive Islamic mode of leadership in business

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.

This study examines the influence of authentic, ethical, and transformational leadership on leadership effectiveness and employees’ trust in leaders in a project-based Indonesian state-owned enterprise. Data were collected from 90 employees of PT Wijaya Karya (Persero) Tbk — Division of Operations 5, Kalimantan. A quantitative causal design was applied using purposive sampling, and analysis was conducted with Partial Least Squares Structural Equation Modeling (PLS-SEM). Results reveal that ethical and transformational leadership positively and significantly affect leadership effectiveness, while authentic leadership does not. Ethical leadership also directly enhances trust in leaders, whereas authentic leadership, transformational leadership, and leadership effectiveness do not significantly affect trust. Mediation analysis shows that leadership effectiveness partially mediates the effects of ethical and transformational leadership on trust. The study provides theoretical contributions by clarifying the distinct roles of leadership styles, and practical implications for leadership development strategies in project-based organizations.

Authors write annual CEO letters to convey specific messages but may not reflect on the leadership styles applied in their communications. The purpose of the current paper is to explore the usage of authentic, servant, transactional, and transformational leadership styles in leadership letters of Fortune 500 companies as a function of nine industrial sectors. The primary methodology for data analysis comprised content analysis and stepwise multiple regression. Results revealed CEO letter writers used transformational leadership most frequently, followed by transactional leadership. Stepwise multiple regression results revealed direct relationships existed between consumer goods and authentic leadership; services, and servant leadership; and utilities and transactional leadership. Additionally, a proposed template for future leadership letters was incorporated to enrich communication in CEO letters by applying specific leadership styles using new leadership paradigms to bolster the existent transformational leadership style.

This chapter connects transformational leadership, transactional leadership, authentic leadership, and one form of nonleadership, namely laissez-faire leadership. It describes how the authentic leadership approach developed out of the transformational leadership approach. Transactional leadership is based on exchange; in business, this is often financial rewards for productivity, whereas transformational leadership is a process of inspiring people to attain shared goals through recognizing individuals' needs, stimulating creative thinking, and aligning values between individuals and groups. Transactional and transformational leadership constitute the active components of what has been called the full-range leadership theory. Data verify that “transformational leadership can indeed be learned.” The influence of authentic leadership on rated performance was fully mediated through leaders' influence on followers' positivity. It is concluded that developing more genuine and authentic leadership will serve to improve more positive and intentional forms of leadership in this world.

PurposeThis study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational behavior, with organizational culture as a mediator.Design/methodology/approachThe study aim was achieved by using an integrative model using LISREL 8.80. Quantitative research was used using a questionnaire. A convenient sampling technique was used to select the sample. A total of 500 questionnaires were distributed to travel agents, out of which 415 were returned, and 376 usable ones were statistically handled (75.2% response rate).FindingsTransformational leadership has a significant impact on organizational culture (ß = 0.34) and innovational behavior (ß = 0.46). Authentic leadership has a significant impact on both organizational culture (ß = 0.38) and innovational behavior (ß = 0.52). Transactional leadership significantly impacts organizational culture (ß = 0.38); however, it has no significant impact on innovational behavior (ß = 0.31). The positive influence of leadership styles on innovative behavior is mediated by innovative organizational culture (ß = 0.92).Research limitations/implicationsFurther research should explore the relationship between other leadership styles and innovation. Additionally, investigates the relationship between organizational culture factors and innovation. This study targeted category “A” travel agencies. Therefore, to generalize the study findings, the study should be replicated with other categories of travel agencies.Practical implicationsTravel agencies organizations should invest in managers who adopt authentic and transformational leadership, whereas transactional leaders are urged to be open to new ideas, invest in the knowledge and skills of their employees, encourage friendly communication with their employees and ensure that there are reasonable punishment and reward systems within the organization.Originality/valueThis study presents new insights into tourism field by integrating the study variables (organizational culture, innovative behavior and leadership style), into one framework, particularly in developing countries’ contexts.

Employee performance in the organizational realm is indispensable for the perpetual sustainability of an entity. Performance deterioration is inclined to leadership styles embraced by leaders in the organization. The dilemma is still depicted with the absence of a conclusive statement regarding which leadership philosophies are essential for raising the performance and quality of the organization. When linking to this theoretical gap, this study investigates the impact of transformational, transactional, and ethical leadership on employee performance in the banking sector of Nepal. This research proposes and empirically examines three hypotheses, namely, a positive and significant relationship between transformational leadership and employee performance, a positive and significant relationship between transactional leadership and employee performance, and a positive and significant relationship between ethical leadership and employee performance. These hypotheses were examined in reference to the employees working in commercial and development banks in Kathmandu, Nepal. Convenience sampling-based data was collected for the study to test hypotheses. A total of 160 questionnaires were distributed to the targeted respondents, who were bank employees. 140 questionnaires were received useful for the study, representing 87.50 percent of respondents who voluntarily participated in the survey. Leadership styles and employee performance were measured using Likert scale items. Internal consistency and reliability were tested with Cronbach’s alpha. The Cronbach’s alpha for transformational leadership is 0.841, transactional leadership is 0.616, ethical leadership is 0.795, and Cronbach’s alpha for employee performance is 0.869. The study employed a descriptive and causal-relational research approach. The analysis of data was based on the use of statistical software SPSS and STATA packages. The statistical methods and tests employed in the study were descriptive statistics: frequency and percentage for demographic data, correlation and regression analysis were adopted for testing hypotheses. The analysis results depicted a positive and significant effect on transformational and transactional leadership concerning employee performance. Ethical leadership has a positive impact on employee performance but is found insignificant. Moreover, the findings of the study support research from others depicting that leadership styles affect the employee performance.

Transformational and authentic leadership are two models of leadership, which have some similarities and are relevant to sport. However, these leadership models are also distinct and consequently may predict athlete outcomes differently. Authentic leadership has received little attention in sport and so research is needed to examine how it is unique in terms of what it adds to dominant sport leadership models. The purpose of this study was to investigate whether authentic leadership (a) is empirically distinct from transformational leadership and (b) adds to transformational leadership by explaining unique variance in commitment and enjoyment. A total of 421 (227 female, Mage = 20.32) team sport athletes took part in the study by completing a questionnaire. Authentic leadership was correlated to transformational leadership, suggesting transformational and authentic leadership show some convergent validity. However, Structural Equation Modeling (SEM) revealed that authentic leadership also shows discriminant validity to transformational leadership and has incremental predictive power above that of transformational leadership, in terms of predicting athletes’ enjoyment and commitment. Our findings enhance our understanding of authentic leadership in sport and clearly show that it is distinct from transformational leadership. They also highlight the importance of authentic leadership and how it adds to transformational leadership in terms of predicting athletes’ commitment and enjoyment.

在現今動盪的全球環境中，競爭日趨激烈，導致企業不得不採取非常手段去因應，其中常見的行為包括惡意併購或組織精簡，因此部屬對領導者的信任危機，對組織中的領導者而言已成為一個值得重視的問題。成功的領導者或許都有自己獨特的領導風格，而領導本身即領導者以影響力來影響部屬完成組織或個人的目標任務，換言之，為了達到組織的目標，領導者必須發展出自己的領導風格，以獲取部屬的信任，改善與部屬的關係，進而提升領導效能來達成組織目標。本研究目的在探討真誠領導與轉換型領導對於信任、領導者─成員交換關係與領導效能的影響，以及組織精簡為干擾變數之下，是否影響真誠領導和轉換型領導對信任和領導者─成員交換關係的正向效果。 本研究利用網路與紙本問卷發放，為了避免共同方法變異的問題，將問卷分成兩份，其中自變數(真誠領導、轉換型領導)一份，以及依變數(信任、LMX、領導效能)一份，且題項皆隨機編排。兩份問卷間隔二週發放，共回收152份有效問卷。各量表測量均有良好的信度，經驗證性因素分析結果也確立具建構效度，並利用SPSS進行研究變項相關與階層迴歸分析。 結果顯示在控制年資、職位與跟隨年數的影響後，真誠領導與轉換型領導分別對信任、領導者─成員交換和領導效能有顯著正向影響，但這種正向影響會隨著員工經歷過組織精簡而減少，顯示組織精簡會對真誠領導和轉換型領導對信任和領導者─成員交換有干擾關係。表示員工經歷過組織精簡後會對主管的信任與領導者─成員交換關係降低。由本研究結果瞭解到真誠領導與轉換型領導對領導效能的重要性，企業必須重視領導者所扮演的角色，提升真誠領導與轉換型領導的程度，對員工的信任與改善與主管的關係產生正面的助益，給予成員甚至社會一個良好的典範。此外本研究對於真誠領導和轉換型領導的運用提出實際作法與建言，期能對實務界的施行有實質貢獻。最後，提出對未來研究建議與本研究之限制。

<p id="p00005">Facing the complex challenges from the environment, if organizations want to survive and develop continuously, they must insist on innovation. Employee creative performance affects the innovation of the entire organization deeply. Thus, managers, scholars, or policymakers are paying more and more attention to employee creative performance. Among the factors that affect employees’ innovation, leadership style plays a vital role. Plenty of leadership styles (e.g., transformational, transactional, and authentic leadership) may influence employee creative performance. Which kind of leadership style has a higher correlation with employee creative performance? To answer this question, drawing on self-determination theory (SDT), we proposed a theoretical framework, to explain the differences of correlations between different leadership and employee creative performance. To begin with, we hypothesized that transformational leadership, transactional leadership, authentic leadership, ethical leadership, servant leadership, inclusive leadership, empowering leadership, and leader-member exchange are positively related to employee creative performance. Among these leadership styles, authentic leadership had the highest correlation. Then, we hypothesized in the following situations(1) when the sample comes from a country with high individualism, (2) when the creative performance is evaluated by others, and (3) when the data is collected at multiple time points, the correlations between leadership style and employee creative performance were lower. Finally, we detected the potential moderating effects of the measurement of leadership and creative performance <p id="p00010">We used meta-analysis to summarize evidences from 432 independent empirical studies (229 Chinese studies and 203 English studies, with a total sample size of 161599 to test our hypothesis. To begin with, we searched the studies from multi-databases. Then, we coded the necessary information from the previous survey studies. Next, the Hunter-Schmidt random effect meta-analysis method was used to correct statistical artifacts (e.g., measuring error and sampling error) and evaluate the true score correlations. Finally, subgroup analysis was used to detect the potential moderating effects. <p id="p00015">The results showed that: (1) transactional leadership (ρ = 0.273), ethical leadership (ρ = 0.300), transformational leadership (ρ = 0.364), servant leadership (ρ = 0.400), leader-member exchange(ρ = 0.401), empowering leadership (ρ = 0.402), inclusive leadership (ρ = 0.457), and authentic leadership (ρ = 0.475) had significant positive correlations with employee creative performance, and their correlations showed an upward trend; (2) individualism, methods of performance appraisal, the time point of data collection, measurement of leadership, measurement of employee creative performance and publication language partially moderated the relationship between leadership styles and employee creative performance. <p id="p00020">Based on the SDT, this research proposed a theoretical model to explain the different effects of different leadership styles on employee creative performance and test the model robustly based on the meta-analysis technology. Therefore, the theoretical implication of this research mainly focuses on this model. First, this research promotes the development of theories related to leadership styles and employee creative performance. Second, this research promotes the development of self-determination theory and expands the scope of application of self-determination theory. The practical implication is that, when organizations need employees to show higher creative performance, managers can try to adopt the authentic leadership style.

This paper presents the most rigorous meta-analysis undertaken to date of empirical literature examining antecedents and outcomes related to psychological capital (PsyCap), and moderators of these relationships. We investigated seven leadership styles as antecedents of PsyCap (authentic, ethical, servant, empowering, transactional, transformational, and abusive leadership), five outcomes (burnout, turnover intentions, work engagement, performance, and satisfaction), and the impact of four moderators (country of sample origin, cultural characteristics, industry type, and research design). Our analysis of PsyCap research (2007–2020) examined 244 studies (254 independent samples and over 96000 participants), which is over twice as large as previous PsyCap meta-analyses. To optimize the quality and reliability of findings, we corrected for artefacts and included heterogeneity, sensitivity, and publication bias analyses. Our results provide several new findings beyond previous PsyCap meta-analyses. We found that empowering, servant, transformational, and transactional leadership were all positively associated with PsyCap, with empowering and transformational leadership being the strongest antecedents of PsyCap and abusive and transactional leadership being the weakest. The findings demonstrated PsyCap was positively associated with work engagement, and negatively associated with burnout. Country of sample origin moderated all the relationships, except for servant and transactional leadership. Additionally, cultural characteristics (e.g., power distance, masculinity, long-term orientation, and uncertainty avoidance) moderated several conceptual relationships. Study design was also found to moderate the PsyCap—work engagement relationship. Collectively, these findings offer new and extended insights into the antecedents, outcomes, and moderators related to PsyCap, beyond previous meta-analyses. The theoretical and practical implications of these new findings are also discussed.

The aim of this study is to analyze the effect of transformational, transactional, authentic and authoritarian leadership styles toward lecture performance in some private university in Tangerang. The study population are lecture of private university as many as 120 lectures from 14 of private university and data collection methods by giving an electronics questionnaire to the lectures of private university in Tangerang. The data analysis tool of this study uses SEM (Structural Equation Model) the LISREL program version 8.70. The results show that the transformational, transactional and authorian leadership style have positive and significant affected to lecture performance. Transformational leadership and authentic leadership has no significant effect to lecture performance.

Authentic leadership has been studied across a variety of disciplines (e.g., education, construction management, and nursing) and from numerous perspectives such as philosophy and psychology. However, the formal study of authentic leadership within the management literature surged following the publication of a seminal book chapter by Luthans and Avolio in 2003. Authentic leadership is most commonly defined as “a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development” (Authentic Leadership: Development and Validation of a Theory-Based Measure, cited under Empirical Research: Quantitative Research: Measurement, p. 94). Authentic leadership has been linked to a number of positive leader, follower, and organizational outcomes, suggesting that it holds much promise for helping leaders, followers, and their organizations to more effectively address the multitude of ethical and performance challenges found in the 21st-century workplace. Although the preceding definition and core dimensions of authentic leadership represent the most prevalent perspective on the construct, there are alternative perspectives and critiques of this dominant view. Radical Authentic Leadership: Co-creating the Conditions under Which all Members of the Organization Can Be Authentic (cited under Theoretical Foundations of the Authentic Leadership Construct: Philosophical Conceptualizations of Authentic Leadership) advances an alternative philosophical perspective of authentic leadership, and Authentic Leadership: Clashes, Convergences, and Coalescences (cited under Authentic Leadership Books: Scholarly Books) captures some of the “clashes, convergences, and coalescences” that have emerged within the authentic leadership literature in an edited volume on the topic. Questions have also been raised about the applicability of authentic leadership principles across cultural, occupational, industrial, structural, and temporal contexts that merit investigation, as discussed in ‘Can You See the Real Me?’ A Self-Based Model of Authentic Leader and Follower Development (cited under Theoretical Advances in Authentic Leadership). While authentic leadership is clearly related to ethical, spiritual, and transformational leadership, it is also conceptually distinct, as discussed in Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (cited under General Overviews/Literature Reviews). Specifically, it is differentiated by its focus on leader and follower authenticity and the emphasis placed on the four core components of self-awareness, balanced processing, relational transparency, and an internalized moral perspective. The merits of the conceptual and empirical support for authentic leadership theory have been increasingly discussed and debated in recent years, as evidenced by Alvesson and Einola’s 2019 critique of the theory and the ensuing exchange of leaders in Authentic Leadership Theory: The Case for and Against (cited under Critiques of Authentic Leadership Theory).

This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of the empirical relationships with transformational leadership and the ability (or lack thereof) of these leadership forms to explain incremental variance beyond transformational leadership. In response, we conducted a series of meta-analyses to provide a comprehensive assessment of these emerging leadership forms’ relationships with variables evaluated in the extant literature. Second, we tested the relative performance of each of these leadership forms in explaining incremental variance, beyond transformational leadership, in nine outcomes. We also provide relative weights analyses to further evaluate the relative contributions of the emerging leadership forms versus transformational leadership. The high correlations between both authentic leadership and ethical leadership with transformational leadership coupled with their low amounts of incremental variance suggest that their utility is low unless they are being used to explore very specific outcomes. Servant leadership, however, showed more promise as a stand-alone leadership approach that is capable of helping leadership researchers and practitioners better explain a wide range of outcomes. Guidance regarding future research and the utility of these three ethical/moral values–based leadership forms is provided.

Purpose This paper aims to examine the relationship between four leadership approaches (i.e. transactional leadership, transformational leadership, entrepreneurial leadership and authentic leadership) and organizational citizenship behaviour from the Islamic perspective (OCBIP) in the central offices of private banks in Tehran, Iran. Design/methodology/approach A correlative descriptive research method is used. Partial least squares modelling is applied to analyze the data from 384 employees and managers of the banks. Findings The results show that transactional leadership and transformational leadership positively and significantly affect OCBIP. However, entrepreneurial leadership and authentic leadership do not predict followers’ OCBIP. Also, transformational leadership has a greater power to influence on OCBIP than transactional leadership. The empirical findings also indicate that each of leadership behaviours influences certain types of OCBIPs so that transactional leadership predicts altruism, civic virtue and advocating high moral standards; transformational leadership predicts altruism, civic virtue and removal of harm; authentic leadership predicts advocating high moral standards, significantly; and entrepreneurial leadership predicts civic virtue, negatively. Originality/value OCBIP is a new construct that has been conceptualized, recently. In the past decades, many studies have examined the relationship between different leadership approaches and organizational citizenship behaviours (OCB) of followers. However, the relationship between leadership approaches and OCBIP has not yet been investigated. Furthermore, only a few studies have compared the influence of different leadership approaches on OCB and OCBIP. This paper contributes to the literature by identifying the distinct impact of the four leadership approaches on the different types of OCBIPs. Furthermore, examining the impact of some leadership approaches (e.g. entrepreneurial leadership) on OCBIP has remained unknown.

To explore the association between the leadership styles and resilience of anesthetists in leadership roles. This prospective study of all anesthetists in leadership roles within a university teaching hospital in Melbourne, Australia, employed three validated, anonymous questionnaires (Multifactor Leadership Questionnaire, Authentic Leadership Questionnaire, and the Resilience Scale). Questionnaire data were summarized using descriptive statistics and presented as counts and proportions. Spearman's rank correlation was used to evaluate quantitative continuous variables to identify linear relationships. Of the 14 anesthetists in leadership roles, 14 completed all three questionnaires (response rate 100%). Ten participants (71.5%) displayed behaviors consistent with transformational leadership. Three participants (21.4%) displayed behaviors typically associated with transactional leadership, and one (7.1%) exhibited characteristics consistent with passive-avoidant leadership. Anesthetists with transformational leadership styles exhibited significantly higher resilience scores than those with transactional or passive-avoidant leadership styles. Those with transformational leadership qualities also had increased job satisfaction overall. Anesthetists who exhibit transformational and authentic leadership are likely to be more resilient than those with transactional or passive-avoidant leadership styles. Higher levels of resilience were also associated with greater role effectiveness and experiencing greater levels of job satisfaction.