Transformational Leadership in the Military’s Wartime and Peacetime

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.

PurposeA leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational leader (TL). TL focuses on innovative methods and processes to improve the efficiency of subordinates. Experts believe that transformational leadership management is more effective than pragmatic leadership. This study focuses on the traits of a TL. Mr. Dhirendra Kumar, Managing Director of Jharcraft, who set out on a mission to lead people to revive the lost art and craft in the state of Jharkhand, India. The case highlights how Kumar's leadership style aligns with the four components of transformational leadership suggested by Bass (1985), i.e. idealized influence, intellectual stimulation, inspirational motivation and individual considerations.Design/methodology/approachThe study employs a qualitative approach to comprehend the theory of transformational leadership. First of all, an in-depth analysis of transformational leadership theory was conducted using secondary data. The findings of several researchers on the basis of their contribution to the development of transformational leadership theory were analyzed. Based on this, the Bass transformational theory framework was selected. Primary data were collected by conducting interviews with Mr. Dhirendra Kumar, Managing Director of Jharcraft.FindingsTransformational leadership is a leadership style that can inspire positive changes in those who follow. TLs are generally energetic, enthusiastic and passionate. As per Bass's transformational leadership components, Kumar challenged the status quo and imbibed creativity and skill into local artisans. Artisans were imparted training by experts from the National Institute of Fashion and Technology and provided intellectual stimulation. Kumar offered support and encouragement to individual followers. In order to foster supportive relationships, Kumar articulated a clear vision to the followers. Kumar served as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize the individual's ideals.Research limitations/implicationsThis study only considered the traits portrayed by Dhirendra Kumar during Kumar's tenure as the Managing Director of Warcraft, and the data were collected at one single point in time. Future research may consider Kumar's entire service journey and study factors that influenced his role as a TL.Practical implicationsStudents will be able to learn and understand how a TL can bring positive change at the grassroots level.Social implicationsThis case focuses on how a TL's efforts led to the societal upliftment of poor people and made them capable.Originality/valueGiven the importance of transformational leadership in today's organizational context, this study builds a knowledge base to understand factors for transformational leadership and traits exhibited by TLs.

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

This study examines how teachers' perceptions of academic emphasis moderate the relationship between their middle leaders' transformational leadership and organizational resilience subdimensions (principal organizational resilience and faculty organizational resilience). Academic emphasis in schools prioritizes academic excellence in teaching and is crucial in evaluating school effectiveness. The study used a two‐source survey design with self‐report data from 609 participants in 103 secondary schools in Israel. The results indicate that academic emphasis moderates the relationship between transformational leadership's sub‐dimensions (idealized influence, inspirational motivation, individualized consideration and intellectual stimulation) and principal organizational resilience but not faculty organizational resilience. The findings suggest that middle leaders can create a positive academic emphasis to optimize their transformational leadership's effects on organizational resilience. Theoretical and practical implications are discussed.

In an era of rapid change and global uncertainty, organizational resilience is a key factor in maintaining sustainability and competitiveness. Strategic leadership plays a crucial role in building organizational resilience by integrating culture, resources, and technology to respond to both external and internal challenges. This study aims to analyze the contribution of strategic leadership in enhancing organizational resilience through adaptive, collaborative, and transformational approaches. The research employs a descriptive method with a qualitative approach based on a literature review. The data used are sourced from scientific journal articles discussing strategic leadership and organizational resilience. The analysis focuses on understanding how transformational leadership, with its four dimensions—idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration—can enhance organizational resilience. The results indicate that global environmental uncertainties due to technological advancements, geopolitical dynamics, and global crises force organizations to continuously adapt through flexibility and innovation to remain competitive. Internal challenges, such as resistance to change and conflicts of interest, also hinder organizational effectiveness, making transformational and collaborative leadership approaches necessary to strengthen organizational resilience. The utilization of technology, continuous learning, and the reinforcement of organizational culture are key strategies to ensure sustainability and competitiveness amid increasingly complex global competition

Purpose – Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross-industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership. Design/methodology/approach – Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated. Findings – The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un-reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crises, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts on both project effectiveness and stakeholder satisfaction! Research limitations/implications – Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro-management). Originality/value – This research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personality.

Purpose: Drawing from the tenets of transformational leadership theory, the purpose of this study was to examine the nature of effective peer mentoring of adults with a spinal cord injury (SCI) from the perspective of mentees.Methods: The study utilised a qualitative methodology (informed by a social constructionist approach), involving 15 adult mentees with a SCI (mean age = 47.2; mean time since injury = 14.5 years), in which data were obtained via semi-structured interviews.Results: The results revealed that effective mentoring, as used by mentors with SCIs, closely aligns with the core components of transformational leadership. Specifically, all four dimensions of transformational leadership (idealised influence, inspirational motivation, individualised consideration and intellectual stimulation) as displayed by mentors with a SCI were evident in their interactions with mentees. Participants who perceived their mentors to use transformational leadership behaviours reported increases in motivation, self-confidence, hope and overall well-being, relatedness with their mentor, greater comfort/acceptance of their situation, a redefined sense of their limitations, as well as greater engagement in various life pursuits.Conclusions: Displays of transformational leadership by peer mentors (i.e. transformational mentoring) were reported by mentees to be associated with a range of adaptive psychological and behavioural outcomes. The results have the potential to inform the development and dissemination of peer mentor-based interventions and initiatives.Implications for RehabilitationWithin the context of spinal cord injury (SCI) rehabilitation, positive peer mentorship is reflected in mentors’ use of transformational leadership behaviours (idealised influence, inspirational motivation, individualised consideration and intellectual stimulation).When SCI peer mentors use transformational leadership behaviours, mentees report a redefined sense of their limitations, and increased self-confidence, hope, motivation, acceptance, participation and overall well-being.The results of this study have the potential to inform future longitudinal and experimental research concerning the (causal) effects of peer mentoring on mentee outcomes. In particular, research should examine the effects of peer-mentorship training, informed by the tenets of transformational leadership theory, in relation to the mentee outcomes assessed in this qualitative study.

Transformational leadership is an ideal characteristic which enables the principals to engage with followers and raise consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved. The purpose of this study was to investigate the influence of principals’ intellectual stimulation on student academic performance in Kenya Certificate Secondary Examination (K.C.S.E) in Makueni County, Kenya. The objective that guided the study was to: assess how the principals’ intellectual stimulation influences students results at Kenya Certificate of Secondary Education. with the hypothesis that there is no relationship between principals’ intellectual stimulation with students’ mean scores at Kenya Certificate of Secondary Education Makueni County, Kenya. The study used transformational leadership theory by Burns (1978) which has four dimensions namely idealized influence, inspirational motivation, intellectual stimulation and individual consideration; all of which are critical in determining academic achievement. The conceptual framework of this study is based on the relationship between the principal transformational with academic performance. The sample comprised of 111 principals, 729 teachers and 12 Ministry of Education officials drawn from 388 secondary schools. Questionnaires and interview guide were used to collect data. Validation of the questionnaires were through test re-test method and use of expert judgment. The coefficient value was 0.85 at alpha = 0.05. Data was analysed using both descriptive Pearson’s correlation coefficient that test showed a strong correlation for Intellectual stimulation and KCSE students’ mean scores. The result indicated a negative and strong correlation between intellection stimulation and students’ KCSE performance (r=-.195, p-value<0.05) respectively. It was concluded that principals’ collective sense of mission and valuing ideas of the followers increased performance. The following recommendations were made: KEMI to carry out transformational leadership seminars for the principals on intellectual practices. The Ministry of Education Policy makers should establish policies on transformational leadership. Teacher trainers especially the universities ought to review curriculum to include analysis of school managers and also have simulated situations.

For this study I developed two hypotheses. The first is that the four characteristics of Transformational Leadership Theory represent a guideline for holistic coaching in sports because as of now, there is only a definition of holistic coaching, not a set of characteristics. These characteristics of Transformational Leadership Theory are Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and Idealized Influence. The second hypothesis, that Transformational Leadership would relate more to holistic coaching than Transactional Leadership. In order to do this, I surveyed 25 athletes from various athletic teams at the University of Rhode Island. I also interviewed five coaches of various athletic teams at the same university. The first hypothesis proposed that the characteristics of Transformational Leadership Theory act as a guideline for how to be a holistic coach was supported. Three out of four of the characteristics of Transformational Leadership Theory were found to have a significant relation with holistic coaching. The only characteristic to not be found significant was Idealized Influence and the most significant was Intellectual Stimulation. The second hypothesis, that those four characteristics are more representative of holistic coaching than Transactional Leadership was also supported. The data confirmed this hypothesis by finding that the highly rated holistic coaches did not use Transactional Leadership tactics in their coaching style but instead used Transformational Leadership.

Purpose: This study has been conducted with objective to investigate the various leadership characteristics of Transformational and Transactional Leadership and then to empirically analyze the effect of each type of leadership on the organizational performance. Methodology/Sampling: This study considers a sample of 800 respondents has been interviewed to collect the required information. The sample includes employees at tactical and operational management in corporate sector. Factor analysis which has been applied to determine the key characteristics of each type of leadership, thereafter the OLS estimation has been applied to test the hypotheses of the study. Findings: The study concludes that the Charismatic Action, Intellectual Stimulation, Inspiration Motivation, Encouragement for High Morale characteristics of Transformational Leadership has significant positive effect on the Organizational Performance. In regard of the Transformational Leadership the further concludes that the Individual Consideration act of Transformational Leadership does not has significant effect on the Organizational Performance. A final conclusion based on the empirical analysis is that Transformational Leadership has significant positive effect on Organizational Performance, whereas, the Transactional Leadership has significant negative effect on the organizational Leadership. Practical Implications: This study provides empirical evidences that the Transformational Leadership is the most effective leadership in organizational performance. The key success factors or characteristics for a transformational leadership are Charismatic Action, Intellectual Stimulation, Inspiration Motivation, and Encouragement for High Morale characteristics of Transformational Leadership.

The purpose of this study was to explore the associations between supervisors' transformational leadership behaviors and subordinates' work stress and supervisor satisfaction. In addition, we examined the moderating effect of personality traits on the relationship between supervisors' transformational leadership and job consequences. The purposive sampling method was used to conduct surveys with structured questionnaires among full-time workers in Taiwan. A total of 310 participants returned valid responses for further analysis. Our results showed that the ”inspirational motivation” behavior of transformational leadership was positive related to work overload stress and stress from supervisors. The ”intellectual stimulation” behavior of transformational leadership was positive related to work overload stress, negatively related to lack of autonomy stress and stress from supervisors, and positively related to subordinates' satisfaction with supervisors. We also found that personality traits could moderate the relationship between transformational leadership and subordinates' work stress. Openness to experience could buffer the negative relationship between intellectual stimulation and lack of autonomy stress, but exacerbate the positive relationship between intellectual stimulation and work overload. Neuroticism could exacerbate the positive relationship between intellectual stimulation and work overload, but buffer the positive relationship between intellectual stimulation and supervisor satisfaction. Finally, conscientiousness could buffer the positive relationship between inspirational motivation and work overload.

القيادة التحويلية | التأثير المثالي | الحفز الإلهامي | الاستثارة الفكرية | الاعتبارات الفردية | تحسين الأداء | Transformational Leadership | Idealized Influence | Inspirational Motivation | Intellectual Stimul-Ation | Individualized Consideration | to Improve Performance

Employee performance plays a crucial role in the productivity of organizations, especially in the hospitality industry in Malaysia. This work performance is influenced by leadership style, and finding the type of leadership style that is suitable to apply to employees is crucial, especially in the midst of the COVID-19 pandemic. Transformational leadership theory is selected for this study in determining leadership styles. There are four dimensions under transformational leadership theory, namely idealized influence, individualized consideration, inspirational motivation and intellectual stimulation. Data were collected online from 400 employees working in the hospitality industry in Malaysia and analyzed using partial least square structure equation modeling (PLS-SEM). The findings show that only two dimensions of transformational leadership, namely idealized influence and inspirational motivation, have a significant positive influence on employee performance. Implications in the context of human resource management and recommendations to increase employee performance are also discussed.

Transformational leadership is an ideal characteristic which enables the principals to engage with followers and raise consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved. The purpose of this study was to investigate the influence of principals’ intellectual stimulation on student academic performance in Kenya Certificate Secondary Examination (K.C.S.E) in Makueni County, Kenya. The objective that guided the study was to: assess how the principals’ intellectual stimulation influences students results at Kenya Certificate of Secondary Education, with the hypothesis that there is no relationship between principals’ intellectual stimulation and students’ mean scores at Kenya Certificate of Secondary Education Makueni County, Kenya. The study used Transformational Leadership Theory by Burns (1978) which has four dimensions namely idealized influence, inspirational motivation, intellectual stimulation and individual consideration; all of which are critical in determining academic achievement. The conceptual framework of this study is based on the relationship between the principal transformational qualities with academic performance. The sample comprised 111 principals, 729 teachers and 12 Ministry of Education officials drawn from 388 secondary schools. Questionnaires and interview guide were used to collect data. Validation of the questionnaires were through test retest method and use of expert judgment. The coefficient value was 0.85 at alpha = 0.05. Data was analyzed using both descriptive Pearson’s correlation coefficient that test showed a strong correlation for Intellectual stimulation and KCSE students’ mean scores. The result indicated a negative and strong correlation between intellection stimulation and students’ KCSE performance (r=-.195, p-value<0.05)respectively. It was concluded that principals collective sense of mission and valuing ideas of the followers increased performance The following recommendations were made: KEMI to carry out ransformational leadership seminars for the principals on intellectual practices. The Ministry of Education Policy makers should establish policies on transformational leadership. Teacher trainers especially the universities ought to review curriculum to include analysis of school managers and also have simulated situations.

This research described the Transformational Leadership in MI (Islamic Elementary School) Muhammadiyah Wangon of Banyumas Regency. The purpose of this research was to know, describe and analyze the efforts made by Head of Madrasah MI Muhammadiyah Wangon of Banyumas Regency by using transformational leadership theory from Bass model. The method used was descriptive analysis method. The data are presented by using sentences to obtain clear and detailed information. Meanwhile the data collection techniques used are: observation, interview, documentation and questionnaire. This research found that transformational leadership in MI Muhammadiyah Wangon Banyumas Regency is embodied in 4 I namely Idealized influence, Individualism consideration, Intellectual stimulation and Inspiration motivation. Idealized influence of the head of MI Muhammadiyah Wangon have an enormous influence for subordinates, thus giving rise to charismatics. Individualism consideration of the head of MI Muhammadiyah Wangon is shown in his high concern on the need for the development of his subordinates. Intellectual stimulation of the Head of MI Muhammadiyah Wangon is shown in his continuous providing scientific stimulation to the subordinates. Inspirational motivation of the head of MI Muhammadiyah Wangon is shown in his continuous giving inspiring motivation to his subordinates so that the next leaders will emerge. Leadership in Madrasah Ibtidaiyah can be obtained a model of transformational leadership if the principal Madrasah: 1) taqwa to Allah SWT, 2) havimg influence and being able to be confident, 3) appreciating achievements of his staff, 4) being able to communicate with various types of people, 5) (time, energy, mind, material), 6) Changing agent, 7) Mastering various management, 8) Competitive, 9) Giving authority, 10) Generating the next leader.