TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ WORK EFFICIENCY: A PRIVATE FIRM CASE STUDY

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 study aimed to determine the level of work efficiency and productivity of the finance employees of Davao Doctors College in relation to the delivery of quality services to the clientele. Specifically, the study sought to answer the following problems: First, the services delivered by finance employees to parents and students, and faculty and employees; Second, the respondents' assessments of the level of work efficiency of employees in the delivery of quality services to their clientele; Third, respondents' assessment of the level of productivity of finance employees in the delivery of quality services to their clientele; Fourth, the relationship of work efficiency of the employees and delivery of quality services to the clientele; Fifth, the relationship of productivity of employees and delivery of the quality of services to the clientele and; Sixth, the intervention scheme that may be proposed based on the findings of the study. The descriptive method was utilized in this study. The respondents were composed of 50 parents, 2304 students, 88 full time faculty, 41 non-teaching staff and 20 administrators. Frequency, percentage and rank method weighted and Pearson's Product Moment Coefficient of Correlation were the statistical techniques used. No significant relationship existed between the work efficiency of employees and the quality of services delivered to the clientele and between the productivity of the employees and the quality of services delivered to clientele.

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

PurposeWhile prior research provides interesting insights into the effect of social media use in enterprises, there is limited research on how use of different social media platforms affects employee job satisfaction and work efficiency. This study developed a research model to investigate how public and private social media platforms used for different motivations affect employee job satisfaction and work efficiency.Design/methodology/approachOnline surveys were conducted in China, generating 453 valid responses for analysis. Structural equation modeling is performed to test the research model and hypotheses.FindingsThe results suggest that (1) public social media used for both work- and social-related motivations positively affects employee job satisfaction, while private social media only used for social-related motivations can contribute to employee job satisfaction. (2) Public and private social media used for work-related motivations can contribute to employee work efficiency, while social-related motivations for use of public and private social media and employee work efficiency are not significant. (3) In the process of social media usage influencing employee job satisfaction and work efficiency, employees of different genders show significant differences.Originality/valueFirst, this paper contributes to information systems social media research by examining the joint effects of different motivations for public and private social media usage on employee job satisfaction and work efficiency in organizations. Second, it contributes to uses and gratification theory by clarifying the relationship between different motivations for enterprise social media use and its needs.

Competency factor as indispensable in all employees and organizations, and is always taken into consideration when identifying employees with qualities suitable for specific job responsibilities to contributed to work performance. This research is quantitative research aimed to study the competencies that affect work efficiency of task-based employees in local administration organizations in Eastern Provinces Group 2. The sample group consisted of 320 employees selected by means of simple random sampling by drawing lots, and the sample size was in line with guidelines of Hair et.al, Questionnaires were used to collect the data, which were subjected to a Simple Linear regression analysis at the significance level of 0.01.The study revealed that work competencies had effects on the work efficiency of employees in local administrative organizations in Eastern Provinces Group 2, with effect size of 0.957 at the statistical significance of 0.01. All 11 competencies that affecting work efficiency included professional skills, organizational and professional knowledge, preferred characteristics, teamwork, information and communications technologies, work attitudes and motivation, achievement motivation, leadership and decision making, multiple thought processing, service orientation, and self development.

Transformational and transactional 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 and transactional 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 205 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, in other word only transformational leadership individual consideration and individual inspiration were positively significant effect on encourage banking business industry employee performance at North Sulawesi, Indonesia.

Background and Aim: Transformational leadership is vital in educational administration, particularly during periods of unexpected challenges. This study investigates the transformational leadership qualities of school administrators at Jiangling Town Central High School in DaZhou City, which has experienced various disruptions affecting educational delivery. Understanding these leadership traits can enhance change management practices within the educational sector. Objectives: The research aimed to (1) assess the transformational leadership of school administrators under Phon Phet Sara Sin’s supervision and (2) compare these leadership qualities based on position, work experience, and school size. Materials and Methods: A quantitative research design was employed, utilizing structured questionnaires as the primary data collection tool. The sample comprised 223 school administrators and teachers from Jiangling Town Central High School, selected through simple random sampling to achieve a 95% confidence level with a 0.05 margin of error. The questionnaire evaluated dimensions of transformational leadership, including idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Descriptive statistics (percentages, means, standard deviations) and inferential statistics (ANOVA) were applied for data analysis. Results: The assessment indicated a high overall level of transformational leadership among administrators. Significant differences were noted based on administrative position and years of experience (p < .01), suggesting that more experienced administrators exhibit stronger transformational leadership qualities. Furthermore, individualized consideration demonstrated significant variance in three areas: ideological influence, inspiration, and stimulation of wisdom (p < .05). No significant differences in transformational leadership were found when comparing school sizes. Conclusion: The findings underscore the significance of transformational leadership in managing sudden disruptions within educational contexts. Administrators displaying strong transformational leadership qualities can better inspire and motivate their teams during crises. Practical Recommendations: Professional development programs should focus on enhancing transformational leadership skills among school administrators, with particular emphasis on individualized consideration and inspiration. Schools should also provide mentorship opportunities for less experienced administrators to foster transformational leadership competencies. Future Research Directions: Further studies are encouraged to explore the long-term effects of transformational leadership on school performance during disruptions, as well as comparative analyses across different educational settings and regions to gain broader insights into effective leadership practices.

Leadership style plays a critical role in shaping employee behavior, motivation, and productivity. Transformational leadership, characterized by idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, has been increasingly recognized for its capacity to foster positive workplace outcomes. The primary objective of this study was to examine the relationship between transformational leadership and employee performance and to investigate the extent to which job satisfaction and organizational commitment mediate this relationship. The study employed a quantitative research design, utilizing a structured questionnaire that was distributed to 259 respondents across various job roles and industries. The results revealed that transformational leadership has a strong, positive impact on employee performance. Job satisfaction and organizational commitment were found to significantly mediate this relationship. The findings highlight the importance of adopting transformational leadership behaviors to improve employee satisfaction, commitment, and performance. This study contributes to the leadership and organizational behavior literature by providing empirical evidence of the dual mediating roles of job satisfaction and organizational commitment in the relationship between transformational leadership and employee performance. However, the study is limited by its cross-sectional design and reliance on self-reported data, which may affect causality and introduce bias. Therefore, future research should employ longitudinal or multi-source data collection methods and explore additional mediators such as employee engagement or psychological empowerment.

The nurse administrator leadership style influences the professional nurse's perceptions of work effectiveness. In today's rapidly changing healthcare industry, this relationship between leadership style and condition of work effectiveness warrants further investigation. By developing knowledge regarding the relationship between transformational nursing leadership and work effectiveness, the implementation of research-based interventions into the work environment benefits rural acute healthcare organizations. In contrast with urban tertiary healthcare systems, rural acute healthcare organizations provide quality healthcare services from a limited supply of registered nurses due to their local geographical constraints. In rural communities, healthcare organizations need to develop ways in which transformational leadership talent is developed from within the organization. Registered staff nurses employed at rural healthcare organizations, develop unique relationships among themselves as a response to being in a rural environment, thus a focused research agenda is needed for this unique population. A systematic review of the literature using a computer search of CINAHL, MEDLINE, ABI-lnform, and INFOTRAC suggests that in order for staff nurses to provide quality care, nurses need to have access to the opportunity, information, support, and resources. The relationship between transformational leadership and work effectiveness was investigated using a quantitative, non-experimental, descriptive-correlational research design. The sampling process consisted of census sample of 1,115 registered nurses living in ten randomly selected counties in Kansas with the total usable responses of 44 (N = 44). Orem's (2001) Self Care Deficit Theory of Nursing (SCDTN), Kanter's (1993) Structural Theory of Power and Bass and Avolio's (1994) Transformational Leadership Theory were abstracted together into a new conceptual model to guide this investigation. The Multifactor Leadership Questionnaire by Bass and Avolio (1995), was used to measure transformational leadership. The Conditions of Work Effectiveness Questionnaire II (CWEQ-IJ), by Laschinger, Finegan, and Shamian (2001), was used to measure work effectiveness. The descriptive data results revealed that the rural nurse participants perceived their leaders to function at high levels of transformational leadership across all subscales. In addition, they perceived their leaders to function at high levels in facilitating a work effective environment across all subscales with highest above mean scores found within the opportunity subscale. Statistical analysis using Pearson's Product Moment Correlation coefficient was used to determine if a correlation existed between: (a) transformational leadership and the subscales of extra effort, effectiveness, and satisfaction; (b) conditions of work effectiveness subscales and predictive work effectiveness, overall work effectiveness, and global work effectiveness; and (c) the mean of the total score of the MLQ-5X subscales and the mean between the total score of the CWEQ II subscales. Level of significance was set for the investigation at .05 (p < .05). A statistically significant correlation existed between transformational leadership and extra effort (r = .866), effectiveness (r = .813), and satisfaction (r = .827). Significant correlations were found across all CWEQ-II subscales ranging from .683 (r = .683) to .975 (r = .975). In addition, statistically significant correlations were found to exist between transformational leadership and work effectiveness (r = .439), predictive work effectiveness (r = .507), overall work effectiveness(r = .571), and global work effectiveness (r = .520). Conclusions, implications, and recommendations are provided with a focus on nursing theory, nursing research, nursing practice, and nursing education.

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

In a company, leaders and employees are two things that are interconnected with each other. Both have an impact on the company, both positive and negative impacts. A leader plays a very important role in the process of increasing and maintaining the discipline, integrity, and performance of an employee. A leader also needs to determine his leadership style in providing direction and changes to employee performance. This study aims to determine the effect of transformational and transactional leadership styles on performance with discipline and integrity as intervening variables. Transformational change is measured through individual consideration, inspirational motivation, intellectual stimulation. Transactional speed is measured through contingent reward, active management, passive management. Discipline is measured by example, waskat, and firmness. Integrity is measured through honesty, consistency, commitment. Performance is measured through the quality of work, responsibility, cooperation. The method used is quantitative with a sample taken of 110 employees of the Telkom Group South Surabaya. The data analysis technique uses the Structural Equation Modeling (SEM) method using IBM SPSS and AMOS version 24. The results of this study indicate that (1) transformational leadership has a significant effect on discipline, (2) transactional leadership has no significant effect on discipline, (3) transformational leadership has a significant effect on integrity, (4) transactional leadership has no significant effect on integrity, (5) transformational leadership has no significant effect on performance, (6) transactional leadership has a significant effect on performance, (7) discipline has a significant effect on performance, (8) integrity has a significant effect on performance.

In the contemporary organizational landscape, effective leadership is essential for fostering employee enthusiasm, engagement, and performance. This research aims to investigate the dynamic relationship between transformational leadership and job performance from the employees' perspective. Transformational leadership, characterized by its ability to inspire and empower employees towards shared goals, contrasts with transactional styles by emphasizing idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Using a quantitative approach, data was collected through questionnaires distributed to employees across various departments in a company located in Bandar Baru Bangi. The survey focused on the four key dimensions of transformational leadership and their impact on employee performance. The results were analyzed using Pearson correlation, indicate significant positive correlations between all dimensions of transformational leadership and employee performance. The findings emphasize the importance of transformational leadership in enhancing employee performance. Leaders who demonstrate charismatic behavior, inspire with a compelling vision, provide personalized support, and stimulate creativity can significantly improve employee performance. This study provides valuable insights for human resource practitioners seeking to leverage transformational leadership to boost employee performance and achieve organizational success. By adopting transformational practices, leaders can foster a motivated, engaged, and high-performing workforce, thereby driving organizational growth and sustainability.

Background and Aim: The important factors of effective performance are those related to the working environment or organization, such as the environment in the organization, organizational policies and administrative control, command, the nature of the work, the relationship between people at all levels of the organization, compensation, management, budget, etc., and the factors caused by the operator. Thus, this study aims to study the personal development level of Huhohaote Zhuoyue Human Resource Service Co., LTD employees. To study the work efficiency level of employees in Hohhot Zhuoyue Human Resource Service Co., LTD., People's Republic of China. Study the relationship between employee development and performance in Hohhot Zhuoyue Human Resource Service Co., LTD. Materials and Methods: To study and provide suggestions on talent development and employee performance of Hohhot Zhuoyue Human Resource Service Co., LTD., People's Republic of China. The study subjects were 80 employees of Zhuoyue Human Resource Service Co., LTD., Huhohot City, People's Republic of China. The sample size calculation formula of Yamane Taro was adopted to determine the sample size. The analysis was carried out statistically. Data include frequency distribution, percentage, mean, and standard deviation. Pearson correlation coefficient statistics were used to test the hypothesis. The statistical significance level was 0.05. Results: The research results found that: (1) the Talent development level of employees of Huhhot Zhuoyue Human Resources Service Co., LTD., People's Republic of China; Overall, is at the highest level. (2) The work efficiency level of employees of Huhhot Zhuoyue Human Resource Service Co., LTD., People's Republic of China. Overall, this is a high level. (3) Analysis results of the relationship between employee development and employee work efficiency in Huhhot Zhuoyue Human Resource Service Co., LTD., People's Republic of China. In general, the relationship between the two is at a high level. The lowest level equals -0.292. 4) Suggestions for talent development and work performance of employees of Hohhot Zhuoyue Human Resources Service Co., LTD., People's Republic of China are as follows: Increase modern training forms, so that theoretical knowledge and practical knowledge applied to practical work, and organize training consistent with the job responsibilities of employees. Training should be targeted and purposeful. A sufficient budget should be provided for training so that trainees can put their knowledge to good use and apply what they have learned to practical work. Employees should be brought to more successful departments to learn so that they can become role models in the work. Employees should be provided with financial support for further education. Professional trainers should be allowed to explain specific work knowledge to employees. Training should be provided in line with employees' interests, and the company should cultivate employees' sense of service and be recognized in the enterprise. Conclusion: The relationship between human resource development and employee performance is moderate in Hohhot Zhuoyue Human Resource Service Co., LTD.

Transformational leadership is a dynamic approach that motivates individuals to work together in achieving organisational goals. It emerges whenever someone exhibits the ability to guide others' behaviours towards a common objective. This leadership style enables leaders to inspire their subordinates positively. The objective of implementing transformational leadership is to improve employee performance within the banking industry in North Sulawesi, Indonesia. The study focuses on three banks, namely Bank BRI, BNI, and BSG, which have branches throughout the North Sulawesi region. A total of 176 employees participated as respondents. Following the collection of data, an analytical method known as Partially Least Squares Structural Equation Modelling (PLS-SEM) was employed for the purpose of analysis. The results provide empirical evidence that transformational leadership has a positive influence on employee performance, particularly in the realms of individual consideration and individual inspiration. Nevertheless, dimensions such as intellectual stimulation and inspirational motivation do not exhibit a significant correlation with performance-related activities. Moreover, the contingent reward aspect of transactional leadership does not demonstrate a significant impact on employee performance.

This study analyzes the effect of transformational leadership on employee motivation and performance in the banking industry. The research method used is quantitative with a survey approach, involving 200 employees from several leading banks in Indonesia. Data were collected through a questionnaire that measured the respondent's profile, perceptions of transformational leadership, and employee motivation and performance. The results showed that transformational leadership has a significant positive effect on employee motivation and performance. Characteristics of transformational leadership such as charisma, intellectual stimulation, inspirational motivation, and individual consideration increase intrinsic motivation and employee performance. Employees feel appreciated, have challenging tasks, and get significant career development opportunities. This study concludes that transformational leadership can provide a significant competitive advantage for banking companies by increasing employee motivation and performance. Therefore, banking companies are advised to adopt and develop this leadership style in order to achieve long-term success.