Components Of Transformational Leadership Research Articles

Transcendental Leadership and Performance: Role of Workplace Spirituality and Corporate Social Responsibility

Leadership styles outline the routes used by managers and employeesto reach their desired goal of long-term success. Researchers argued that the compartmentalized components of transactional, transformational, and servant leadership fail to take into consideration the complexities of leaders and followers. Considering the alarming rise of corrupt and selfish leaders in recent years, this research examined a potential countermeasure by investigating the impact of transcendental leadership (TL) on task performance contextual (TPC) and organizational performance contextual (OPC). Additionally, the mediating role of corporate social responsibility (CSR) and moderating role of workplace spirituality (WS) is also investigated in Pakistani industries. The data were collected from 266 respondents and analyzed using hierarchical regression analyses. The results indicated that TL has significant impact on TPC and OPC, whereas CSR mediates the relationship of TL and performance dimensions. Also, WS strengthens the relationship between TL and CSR. We propose implications for practicing managers and researchers hereunder.

Reimagining mentorship for doctoral student success: the potential utility of transformational leadership practices

ABSTRACT Doctoral student attrition has negative consequences for students, institutions, and society. Unfortunately, doctoral student attrition rates vary widely based on institutional and doctoral student characteristics, ranging from 30–70%. This conceptual article seeks to address the issue of doctoral student attrition through the use of transformational leadership behaviors. First, this paper presents an overview of factors influencing doctoral student success, with an emphasis on mentorship. Second, this paper identifies key characteristics of successful or productive doctoral students. Third, this paper proposes the use of transformational leadership to inform faculty mentorship of doctoral students. Lastly, the four components of transformational leadership will be applied to the key characteristics of doctoral student success or productivity.

The effects of idealised influence on the dimensions of employee resistance to change at the automobile dealerships in the eThekwini region of Kwazulu-Natal, South Africa

The effects of idealised influence as one of the four components of transformational leadership serve as a critical dimension of leadership style. Others include inspirational motivation, intellectual stimulation, and gaining the admiration, trust, and respect of the followers. However, this study focuses on the context of employee resistance to change and its varying dimensions about the role idealised influence plays as a mediator in mitigating resistance to change and facilitating a successful change implementation at selected automobile dealerships in eThekwini Region of KwaZulu-Natal. Idealised influence refers to the leader’s ability to act as role model and gain the admiration of employees and by so doing, positively influence employee’s resistance to change. The study examines the effects of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. The study investigates the mediating role of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. Assessment was based on the effect of this leadership style component and its impact on employees’ willingness to accept or resist changes introduced at the selected organisations. Of the 270 staff members identified for participation, 196 questionnaires were returned and analysed using the convergent data analysis as well as the Structural Equation Model (SEM). The study revealed that the idealised influence is positively associated with the staff quick acceptance of change. The study improves the existing framework with regards to understanding how leaders with idealised influence can facilitate change management acceptance of employees by embracing and inculcating the essence of idealised influence. The results can help managers and change management interventionists formulate human resource development to improve change management planning programmmes.

An exploration of the role of transformational leadership in times of institutionalization of change

In order to adapt to an increasingly competitive world, organizations need to continuously change, yet the success of the change is conditioned by its institutionalization. The institutionalization of change is the key factor to perpetuate sustainable changes. Based on the exploration of the role of transformational leadership in times of (institutionalization of) change, the objective of this study is to analyze the contribution of the components of transformational leadership on the institutionalization of change within a Lebanese private university Redundancy, engaged in an accreditation process. Through a qualitative method on a single case study, based on semi-structured interviews conducted with 15 senior executives occupying key positions in the studied university and through 15 focus groups with 85 faculty members from four disciplinary fields, we explored the role of each of the four dimensions of transformational leadership in times of institutionalization of change. Our findings highlight the essential role of intellectual stimulation and inspirational motivation of transformational leadership, while the two other dimensions, idealized influence and individualized consideration, play a limited role in the university context of institutionalization of change. Moreover, individual recognition and idealized influence are essential to convince all members of the need for change and involve them in the accreditation process. This study allows us to understand the role of each of the transformational leadership dimensions in order to promote and escort institutionalization of change within high education sector.
 Received: 16 June 2021Accepted: 20 June 2023

Components of Transformational and Transactional Leadership: Predicting Academic Performance Beyond and Below Expectations

This study investigates the combined effects of transformational and transactional leadership on higher-education students’ performance both beyond and below students’ historic scholastic achievement. Instructors’ intellectual stimulation behaviors, a component of transformational leadership, and their preemptive corrective oversight in the form of management by exception active, a component of transactional leadership, are correlated with grades students earned in a course. Findings suggest that beyond a student’s near-past academic performance, an instructor’s transformational and transactional behaviors influence a student’s performance in a class either positively or negatively, respectively. Instructors’ transformational and transactional leader behaviors also had opposing effects on grades after controlling for near-past academic performance. These findings underscore the need for instructors to engage in a combination of transformational and transactional leadership behaviors to support students’ pursuit of high academic achievement.

Unlocking sustainable success: exploring the impact of transformational leadership, organizational culture, and CSR performance on financial performance in the Italian manufacturing sector

PurposeThis study aims to investigate how organizational culture (OC) and transformational leadership (TL) affect corporate social responsibility (CSR) performance (environmental performance and social performance) and financial performance (FP) in the context of the Italian manufacturing sector. Grounded in resource-based view theory, this study explores how these factors influence sustainable firm performance.Design/methodology/approachData gathered from 260 employees were analyzed to examine the multidimensional aspects of CSR, encompassing social and environmental sustainability.FindingsThe findings highlight the pressing need for sustainable firm performance in the existing environment, supporting the hypothesis that firms achieve sustainable and FP through the recognition of TL and OC. Moreover, a positive and significant relationship between CSR performance and FP was established, underscoring the strategic importance of integrating CSR initiatives into core business practices. This study offers valuable insights for both academia and firms, providing theoretical and practical implications that underscore the importance of cultivating a robust OC to drive performance enhancements.Originality/valueThis study is novel because it is one of the first, to the best of the author’s knowledge, to analyze the relationships between TL, OC and performance components associated with CSR.

Operationalizing Transformational Leadership Components: Impact on Commercial Banking Strategies in Nairobi County

In Nairobi County's dynamic banking milieu, effective leadership remains paramount. Grounded in transformational leadership theory, this study delved into the impact of transformational leadership on strategic commercial banking adaptations. Utilizing a cross-sectional descriptive approach, insights were garnered from 234 credit managers across different tiers in Nairobi, selected via a stratified sampling technique. Results underscored that, banks led by transformational leaders not only showcased adaptive acumen but also pioneered innovative responses to banking challenges, notably in integrating risk-based pricing model. These banks demonstrated heightened agility amidst market and regulatory vicissitudes. The study accentuates the imperative of embedding transformational leadership in Nairobi's commercial banks, spotlighting its cardinal role in fostering strategic innovation and cementing market competitiveness.

The Value of Magnet® Recognition Through the DNP Student Lens.

The Magnet Recognition Program® provides an international criterion standard around which organizations can challenge themselves to become innovative models of care. Through the Magnet® components of transformational leadership, structural empowerment, exemplary professional practice, knowledge and innovation, and empirical quality results, healthcare organizations are leaders and exemplars in addressing the global issues that impact the nursing and healthcare professional fields. Through education and training, the DNP-prepared nurse has the potential to be at the forefront of these initiatives.

Dynamics of Human Resource Management: Integrating Technology, Sustainability, and Adaptability in the Modern Organizational Landscape

This research explores the dynamics of Human Resource Management (HRM) in facing the challenges of the contemporary era characterized by technological integration, environmental sustainability, and organizational adaptability. Through a review of scholarly articles, this research explores the relationship between innovative HRM practices and their impact on organizational performance, employees, and response to change. Technology integration in HRM is a focus of attention. The integration of Artificial Intelligence (AI) and Advanced Analytics is changing the paradigm of HRM processes by improving efficiency, decision-making, and employee experience. The review showed that technology enables personalization of HRM and has a positive impact on organizational performance. The importance of environmental sustainability is also reflected in the practice of Green Human Resource Management (GHRM). The integration of environmentally sound transformational leadership components, environmentally sound social capital, and environmentally sound values in GHRM has a positive correlation with pro-environmental behavior in the workplace. These findings encourage a sustainable organizational culture and support employee performance. The era of the Fourth Industrial Revolution (Industry 4.0) presents new challenges for HRM. The integration of advanced technologies shapes organizational dynamics and employee behavior. This research highlights the importance of adaptability in HRM to deal with rapid contextual changes. Supply chain resilience is becoming an important aspect of HRM, especially in the face of unexpected disruptions. HRM practices that encourage employee participation in supply chain resilience development have a positive impact on organizational resilience and operational performance. The COVID-19 pandemic crisis demands adaptive and innovative HRM practices. This research shows that adaptable HRM practices contribute to organizational readiness in the face of challenges and sudden changes. The results of this review provide a foundation for further research in understanding the relationship between HRM practices and organizational and employee performance. In-depth quantitative research is expected to test the hypotheses formulated and provide guidance for effective HRM strategies in the face of modern organizational dynamics.

A Comparative Analysis of Values-Based Leadership Theories: A Review and Future Research Agenda

This paper systematically reviews the literature on values-based leadership (VBL) theories by analyzing 161 studies published in different peer-review journals from 2000 to 2022. The study first identified the literature on VBL and found that terms “values-oriented, values-centered, or value-based” leadership are used interchangeably as a roof term for various theories focusing on the moral, authentic, principled, and ethical dimension of leadership. The literature on leadership offers different types of leadership theories that constitute VBL, but we focused on six leadership theories that are widely cited as forms of VBL and have a strong theoretical background. This was followed by a comparative analysis to identify the key theoretical components of each theory and how it relates with the other forms of VBL theories. Our results from the comparative analysis revealed that transformational leadership is a broader theory and many of the key dimensions of the other five VBL theories overlap with the essential theoretical components of transformational leadership which obviously raises a question on their distinctiveness as separate theory. Based on our literature review we offered a more comprehensive conceptual framework that can bring clarity to the concept. Finally, we presented a conclusion and forwarded an agenda for future research.

Do the qualities of transformational leadership influence employees’ job engagement? A survey of the Indian power sector

The pandemic has put a toll on businesses across the globe, especially power generation as an essential service. The role of leadership is exemplary in driving job engagement in the power sector. The study aims to explore the impact of a leader’s inspirational motivation and individualized consideration on employee job engagement in the Indian power sector. This study is quantitative exploratory research. Using a validated questionnaire, 444 survey responses were taken from executives of major Indian electricity generation utilities. Inspirational motivation and individualized consideration were taken as independent variables, while employee engagement and its components were taken as dependent variables. Statistical methods of simple and multiple correlations were performed using SPSS version 25. According to the findings, the components of transformational leadership have a positive and significant impact on employee engagement (r = 0.463) and its facets of vigor (r = 0.425), dedication (r = 0.455), and absorption (r = 0.267), respectively. In addition, the finding outlines that transformational leaders propagate their high power and enthusiasm to their workers through inspirational motivation to increase their job engagement. The paper also highlights the role of a leader as a coach and mentor through individualized consideration to cater to followers’ need for growth and achievement. These findings expand the literature on leadership and employee engagement in the Indian power sector.

Principal transformational leadership and teacher readiness to teach: Mediating role of self-efficacy

<span lang="EN-US">Student should participate in high-quality learning regardless of all existing conditions; therefore, efforts are needed to identify various factors related to teacher readiness in teaching (TR). This research identified the effect of the four components of transformational leadership (TL) on teacher TR in the era of the coronavirus disease 2019 (COVID-19) pandemic through the role of teacher self-efficacy mediation. The study used a quantitative approach, with a model of structural equation modelling (SEM) causality with the help of the analysis of moment structure 24.0 (AMOS 24.0) program. This study involved 332 secondary school teachers as respondent. SEM is used to build relationship models and to analyze direct or indirect effects, while the Sobel test is conducted for testing mediation hypotheses. Based on the results of research, four components of TL, can affect teacher TR through teacher self-efficacy. The contribution of this research provides insight into the importance of the principal's TL practices in preparing teachers for teaching through teacher self-efficacy, which is a necessity today.</span>

감리단장의 변혁적 리더십이 직무만족에 미치는 영향 : 상사신뢰의 매개효과를 중심으로

This study proposes an effective transformational leadership plan for the supervisor's job satisfaction by examining the effect of transformational leadership on job satisfaction and the mediating effect of boss trust between transformational leadership and job satisfaction. purpose is to As a result of the study, it was found that among the constituent factors of transformational leadership, intellectual stimulation and motivation had a significant positive (+) effect on job satisfaction. And it was found that individual consideration, intellectual stimulation, and motivation, which are components of transformational leadership, had a significant positive (+) effect on trust in superiors. Also, it was found that boss trust had a fully mediating effect between intellectual stimulation and job satisfaction among the components of transformational leadership, and a partial mediating effect between motivation and job satisfaction.

Transformational Leadership and ‎Organizational Commitment: ‎‎‎Moderating Role of Emotional ‎Intelligence in HEI s in Afghanistan

Academic leaders have a very important role to play in higher educational institutions, and for ‎the development of academic leaders, attention has to be paid to their emotional intelligence to ‎ensure transformational leadership and effective decision-making in their institution. This is ‎because, with the passage of time, the roles of academic leaders have also changed. In the present ‎study, the focus is on the transformational leadership style of academic leaders as it is more ‎prevalent in the higher education institutions in Kabul Afghanistan. This study analyzed the ‎moderating role of Emotional intelligence (EI) of employees on the relationship between ‎transformational leadership (TL) and organizational commitment (OC) in the private higher ‎education institutions in Kabul. The population of the study is the employees of the academics ‎and employees of the 7 private universities in Kabul from that 270 are sample size and the ‎technique used is convenience sampling. The statistical result found that EI acts as a moderator ‎on the relationship between transformational leadership and organizational commitment. This ‎study provides leaders with a new insight to look at their employees ‘level of commitment to ‎their organization. In addition, this study further helps in exploring the impact of employees’ ‎emotional intelligence on the relationship between transformational leadership and different ‎components of organizational commitment. Different aspects of these variables were tested, to ‎provide a wider and more comprehensive understanding of the factors that affect organizational ‎commitment in private higher education institutions in Kabul.‎

Praktik Kepemimpinan Tranformasional Dalam Organisasi Islam (Studi Tentang Kepemimpinan Umar Bin Khattab Dalam Peristiwa Pembebasan Ibukota Persia – Madain)

This study aims to describe the practice of transformational leadership, specifically regarding the practice of the components of transformational leadership applied by Umar bin Khattab in the event of the liberation of the Persian capital-Madain. This study method is qualitative-non-experimental-descriptive. The data collection used the documentation method with secondary data sources, namely the life history of Umar bin Khattab written by historians such as Muhammad Husain Haekal, Ali Muhammad AshShalabi, and Musthafa Murad. Data analysis used the Miles and Huberman model, with the components theory of transformational leadership developed by Bass and Avolio as a theoretical framework. The findings show that the leadership components of Umar bin Khattab were used in overcoming pessimistic situations due to Persian forces. Umar showed a leadership that was able to change the great vision of Muslims in facing Persian rule and had clear steps to realize it, was consistent in realizing dreams, was able to arouse and maintain the motivation of members by attending especially in difficult situations, and providing guidance to get out of difficulties. In the event that he cannot attend in person, long-distance communication is maintained. He appointed representatives who were believed to be able to transform leadership at lower levels. Umar succeeded in reviewing opportunities to improve the situation in ways that were outside the habits of his predecessors, one of which was by using an army of apostates who had repented. Thus Umar bin Khattab applied the four components of transformational leadership, namely idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation.

Leadership, creativity, and recovery from crisis in rural tourism

ABSTRACT Leadership and crisis are closely intertwined, yet studies of leadership during crisis remain scarce. The 2020 Covid-19 outbreak offers an ideal context to examine leaders’ roles during severe crises. Grounded in the theoretical framework of transformative leadership and based on a study of four cases in rural Ningbo, Zhejiang Province, the study examines rural tourism enterprises’ post-pandemic recovery to identify how leadership navigated organizations through the recovery process. The study demonstrates that each case displays components of transformational leadership that facilitated businesses’ recovery. Creativity appears especially important in promoting effective leadership amid crisis and uncertainty. Theoretical and practical implications are discussed.

Transformačný líder v edukácii v kontexte organizačnej kultúry školy

The transformation of education should originate in the school environment. Teachers, as actors of change, thus find themsel es in the position of transformational leaders. Keller (2006) identifies as transformational leaders those individuals who can succeed and fulfil a vision, inspire and activate followers who respond with en‑ thusiasm and determination to achieve goals. Part of a leader’s job is the co‑creation of the organizational culture being upheld in the educational setting. Organizational culture rep‑ resents the nature of the workplace, approach, unwritten rules of interaction and the values of the organization (Morcos, 2018). Organizational culture as defined by Cameron and Quinn (2011) points to the fact that aleader significantly participates in its formation. These claims are confirmed by various studies conducted in different types of organizations, including schools, worldwide (f.e. Daud et al., 2015; Berkemeyer et al., 2015; Yücel et al., 2013). Goal: The aim of the present paper was to find out whether there is a relation between the school organizational culture and the characteristics of transformational leaders in education in the Slovak context. Methods: The paper consists of two studies due to the use of two different research methods assessing transformational leadership factors. Study 1: the research group consisted of 107 Slovak teachers (N = 107; AMage= 43.72; SDage= 10.51; 18.69 % men). The data were obtained through the Leadership Practices Inventory (LPI; Kouzes & Posner, 2013), assessing five types of practices – leadership practices: 1) Model the Way, 2) Inspire a Shared Vision, 3) Challenge the Process, 4) Enable Others to Act, 5) Encourage the Heart and 6) the Organizational Culture Assessment Instrument (OCAI; Cameron & Quinn, 2006), mapping four types of organizational culture – Clan, Adhoc, Market, and Hierarchy. Study 2: the research group consisted of 100 Slovak teachers (N = 100; AMage= 40.99; SDage= 7.79; 30.00 % men). The data for this study were obtained through the Czech Leadership Questionnaire (CLQ; Procházka et al., 2016) assessing eight subscales corresponding to four components of transformational leadership, three components of transaction‑ al leadership, and laissez‑faire leadership. Only the four components of transformational leadership were used. The second questionnaire was also OCAI. All tools were modified and adapted to local conditions. Results: Relation analysis between the observed variables in both studies showed statistically significant positive moderately strong relations assessed by LPI, CLQ to the Clan’s organizational culture of the school (LPI r = from.262** to.394**; CLQ r= from.222* to.420***). For Study 1: negative moderately strong relations between Market organiza‑ tional culture and LPI factors (r = from -.224** to -.421***) and Study 2: CLQ with Hierarchical Organizational Culture (r = from -.249* to -.437***). The Clan organizational culture dominates in the monitored Slovak schools, closely related to the characteristics of trans‑ formational leaders in education as potential actors of changes in education. Conclusion: According to the findings, transformational leaders in education, being an attractive example for others, are charismatic bearers of innovative ideas, they are progressive in their approach to their followers, strengthening the school team spirit and ap‑ preciating and encouraging them. They are the leaders of the Clan organizational culture. The positive finding in both studies remains that the researched Slovak schools show a prevalence of the Clan organizational culture.

Investigating the Relationships between the Components of Transformational Leadership and Job Performance: An Empirical Study

This paper aims to investigate the relationships between the components of transformational leadership (such as, idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) and job performance in a collectivistic society. Transformational leadership components were measured by the Multifactor Leadership Questionnaire 5X while job performance was assessed by Tsui et al.,'s Job Performance Scale. Data for this study were collected from 116 working MBA students who were asked to rate their managers' transformational leadership behavior and job performance studying at three private universities in Chittagong, a port city of Bangladesh, with the help of printed survey instruments. In data collection, this study used convenience sampling technique. Data collected were analyzed using descriptive statistics, bivariate correlation, and regression analysis. Results indicated a positive correlation between the components of transformational leadership and job performance. An important implication of the study is that managers should use their transformational leadership attributes to improve their own as well as subordinates' job performance. The most important limitation was to use the convenience samples that might limit the generalizability of the results. Future research directions are also discussed.

Shared transformational leadership and emergent team processes: determinants of team viability and team satisfaction

PurposeThe purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.Design/methodology/approachThis study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.FindingsThis study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.Research limitations/implicationsTeam rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.Originality/valueThis study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

EFFECT OF TRANSFORMATIONAL LEADERSHIP ON EMPLOYEE PERFORMANCE WITH EMPLOYEE ENGAGEMENT AS A MEDIATION VARIABLE

This research aims to determine the significant influence between transformational leadership on employee performance and employee engagement as a mediating variable for employees of Certain Functional Officers Immigration Analyst under the Provincial Office of the Ministry of Law and Human Rights Kepulauan Riau. This research is a quantitative study using primary data. The population in the study amounted to 216 employees, with total sample of 163 employees who filled out a questionnaire measured by using Likert scale. To answer the research hypothesis formulation, the results of data collection were analyzed using the Partial Least Square (PLS) method and assisted by SmartPLS 3.0 software. Based on the results of the analysis using the Partial Least Square (PLS) method, it was found that two components of transformational leadership, namely idealized influence and inspirational motivation, have a positive but insignificant effect on employee performance, while the other two components intellectual stimulation and individualized consideration have no effect. And when the four components of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) are mediated by the employee engagement variable, there is a strengthening of the influence of transformational leadership on employee performance.