Concept Of Transformational Leadership Research Articles

Using transformational leadership to improve job satisfaction and empowerment.

JAVMA, Vol 245, No. 10, November 15, 2014 S business owners use a variety of leadership styles. In veterinary clinics, the most common styles are reportedly either autocratic or paternalistic. However, these leadership styles can prevent staff members from working in a truly collaborative manner, limiting their effectiveness, causing them to become demotivated, and resulting in decreased job satisfaction and performance. Decreased job satisfaction and job performance, in turn, can adversely affect patient care, client satisfaction, client perception of value, and business revenues. Transformational leadership, in contrast, is a leadership style that focuses on the motives and needs of employees and seeks to emphasize employee empowerment, thereby improving job satisfaction, job effectiveness, and, ultimately, patient and client care. The concept of transformational leadership was first developed in the mid to late 1970s, and the approach is based on the idea that focusing on employee motivation will help leaders better guide employees toward the company’s stated goals. In contrast to the transformational leadership style are the transactional leadership and pseudotransformational leadership styles. The transactional leadership style focuses on providing rewards for appropriate employee behavior and punishments for inappropriate behavior. It is similar to the paternalistic style of leadership common in veterinary medicine. The pseudotransformational leadership style, similar to the transformational leadership style, focuses on the connection between leaders and employees. However, rather than focusing on employee needs, pseudotransformational leaders tend to be self-consumed, exploitive, and power oriented and tend to focus on their own interests, rather than the interests of their employees. Such a style is similar in some ways to the autocratic style of leadership. With the transformational leadership style, leaders are attentive to the needs of employees, are aware of how employees are motivated, and use this knowledge to help employees reach their true potential while achieving the company’s goals. Transformational leaders act as role models, articulate their goals, communicate high expectations to their staff, and focus on task-relevant motives. They are able to help employees transcend their own self-interests for the sake of the team, while still providing individualized considerUsing transformational leadership to improve job satisfaction and empowerment

Transformational leadership: is it time for a recall?

The purpose of this paper is to re-examine the two most prominent approaches to leadership: transformational leadership and inspirational leadership. Based on a review of the relevant literature, it is evident that the very concept of transformational leadership is ambiguous. The literature review also suggests that the idea of transformational leadership is being overshadowed by the model of inspirational leadership which despite its imperfections is more potent in practice. The paper draws on a comparison between these two approaches and argues that inspirational leadership is more practical and suitable in dynamic or non-business environments.

Transformational Leadership: Implications for Organizational Competitive Advantage

There is a growing consensus among scholars and practitioners alike that maximising the potentials of human resources is central to organisational effectiveness and improved performance in the 21st century global market place of intense competition. It has also been suggested that the ways in which organisational leaders manage people can remarkably influence company performances and competitiveness. Despite this realisation however, scholars, managers and practitioners alike disagree on the most appropriate approach to organisational leadership. Indeed, there is an on-going debate about the leadership style that yields the best results for organisations in contemporary times. And whilst the debates rage, an increasingly dominant discourse is that transformational leadership is central to organisational effectiveness and gaining of competitive advantage. This notwithstanding, the most fundamental issue remains how to understand how transformational leadership practices impact on performance in practical terms. Consequently, producing an unequivocal response to the question ‘what does transformational leadership really contribute to organisational performance?’ has remained elusive. It is against this backdrop, that this article critically evaluates the concept of Transformational Leadership (henceforth TL), with a view of highlighting its contributions to organisational effectiveness and performance. Synthesising organisational and leadership theories and integrating literatures in organisational development and HR, the paper argues that there are evidences to suggest that there are clear linkages between TL, organisational effectiveness and improved performance. The paper further contends that emotional intelligence is key to the operationalization of TL and concludes that the greatest challenge remains how to quantify the contributions of TL in practical terms.

A review on leadership of head nurses and patient safety and quality of care.

The purpose of the study was to explore in literature what different leadership styles and behaviors of head nurses have a positive influence on the outcomes of patient safety or quality of care. We reviewed the literature from January 2000 until September 2011. We searched Pubmed, Embase, Cinahl, Psychlit, and Econlit. We found 10 studies addressing the relationship between head nurse leadership and safety and quality. A wide array of styles and practices were associated with different patient outcomes. Transformational leadership was the most used concept in the studies. A trend can be observed over these studies suggesting that a trustful relationship between the head nurse and subordinates is an important driving force for the achievement of positive patient outcomes. Furthermore, the effects of these trustful relationships seem to be amplified by supporting mechanisms, often objective conditions like clinical pathways and, especially, staffing level. This study offers an up-to-date review of the limited number of studies on the relationship between nurse leadership and patient outcomes. Although mostly transformational leadership was found to be responsible for positive associations with outcomes, also contingent reward had positive influence on outcomes. We formulated some comments on the predominance of the transformational leadership concept and suggested the application of complexity theory and political leadership for the current context of care. We formulated some implications for practice and further research, mainly the need for more systematic empirical and cross cultural studies and the urgent need for the development of a validated set of nurse-sensitive patient outcome indicators.

Comparison of Response to the Eastern and Western Instruments on Transformational and Transactional Leadership

LANGUAGE NOTE | Document text in English; abstract also in Chinese.
 The pur pose of this study was to compare the responses of Eastern and Western instr uments toward the transformational and transactional leadership. A quantitative survey and qualitative interview was used in this study. The participants included 57 directors, 285 followers, and 6 interviewees from Taiwanese universities. The results showed the transformational leadership had a significant positive correlation (rs = .81, p < .01) between the MLQ-5X (rater form) and the TFLQ. Transactional leadership also had a significant positive correlation (rs = .47, p < .01) between the MLQ-5X and the TSLQ. The summarized conclusions were the following: First, similar results indicated that both the MLQ-5X and the TFLQ/TSLQ were effective in the Taiwanese environment. Second, same leadership concepts may have contained specific thoughts, beliefs, understandings, or behaviors in one culture but not another; however, the concepts of transformational leadership may seem similar in different cultures but may be expressed differently.
 轉型領導與交易領導行為是一種全球化的概念，但在不同的文化背景下，或許會有不同的詮釋。本研究採用西方學者所創立的「多元領導行為」問卷(MLQ-5X)，以及台灣學者所創立的本土化的「多元領導行為」問卷(TFLQ與TSLQ)，透過量化的問卷調查與質性的訪談研究，探討台灣地區大專院校體育室主任的領導行為。研究結果顯示，不同的東西方轉型領導與交易領導問卷研究結果具有一致性。

Philosophical Expositions of Leadership and Human Values in Catholic Social Teachings: Resolving Nigeria’s Leadership Deficit and Underdevelopment

In spite of Nigeria’s vaunted claims to leadership of the African continent and the entire black race, the country tragically suffers from an enduring self leadership deficit that has had a negative impact on its development. The masses of the people had been alienated by the ruling class from governance and a lot of ethnic groups had been marginalized and excluded from participating in democratic power. This has manifested in different typologies of conflicts and systemic failure which had served to undermine development planning since the country’s independence. This paper explores some existing but unexplored linkages, immediate and mediate, between Catholic Social Teachings and some particular school of leadership, human values and conflict resolution frameworks, which could, in the future, generate sustainable solutions to the problems of the Nigerian leadership and development challenge in the twenty first century. After a brief survey of community participatory leadership and interactive leadership theories under the framework of transformational leadership concept, we will look at the critical recurring components in community participatory leadership, the five human values, and conflict resolution theories as contained in the Catholic Social Teachings. Our examination of Catholic Social Teachings will be drawn primarily from the social encyclicals beginning with Pope Leo XIII’s Rerum nova rum and continuing through the social encyclicals of Pope John Paul II. These critical recurring components we have noted include: 1) a transforming vision; 2) community participation in decision-making; 3) power; 4) affirmation of others’ human values such as need for truth, integrity, love, peace, non-violence, worth, or dignity; and 5) conflict resolution. The paper argues effectively that human value concepts are reflected in both the frameworks of transformative leadership, a fundamental content of the catholic social teachings, seen as a veritable answer to the problems of leadership in Nigeria. The article will use analytical and dialectical expositions to explore these theoretical linkages and draw enduring lessons for Nigeria.

Kepemimpinan Transformasional Pendidikan Berbasis Total Quality Manajement (TQM)

Field of Education can be said as a field to the change of character, attitude based on moral values such as independence, justice, and humanity and it is not based on any negative emotion such as greed, jealousy, and hate. Leadership is one of the important factors to determine the implementation of education properly. In order to have those moral values in educational institution, concept of transformational leadership is necessary to implement. This concept emphasizes on the importance of a leader to have vision and environment which motivates his/her staff to get achievement beyond the expectation. If it is done properly, educational institution will at least achieve the success referring to the quality indicators; 1) Secured and regulated environment of educational institution 2) The institution has strong leadership mission, 3) There is a strong expectation to get achievement from all the stake holders, 4) There is ongoing human resources development, 5) There is an intensive communication and support from the society.

Examining the Role of Transformational Leadership in Emergency Management: The Case of FEMA

AbstractIt is generally accepted that all administrative agencies need a combination of transactional and transformational leaders; this is no different in emergency management agencies. However, until recently there has been relatively little study regarding the exact nature of transformational leadership in emergency management. Do standard concepts of transformational leadership apply? We used the case of the Federal Emergency Management Agency (FEMA) to explore this issue. Further, because of the time series data available when the agency studied was going through significant changes, we pose a further question: Do “shocks” to an agency significantly affect notions of transformational leadership? Structural equation modeling is conducted to examine and measure transformational leadership behaviors and explore how they relate to public employees' perceptions of leadership effectiveness as reported by the 2002, 2006, and 2008 Federal Human Capital Surveys (FHCS).

Women's Leadership Thrives in Community Colleges

Women's Leadership Thrives in Community Colleges

Transforming nobody to somebody: Do transformational leadership and relationship marketing make a difference for sustainable marketing?

With a complex, dynamic and fiercely competitive business environment and consumerism, sustainable relationship marketing is a challenge that is critical for businesses. The concept of transformational leadership can be considered as the most influential over the last two decades in changing the ways that businesses are operating- in particular, in marketing their products, and attracting, delighting and retaining customers for the long run. This conceptual paper examines the relationship between transformational leadership and relationship marketing in the context of selling. In particular, the usage of trust and commitment used by both theories has been discussed extensively. Ultimately this study will try to link transformational leadership with relationship marketing while suggesting the use of these concepts side by side for better sustainable marketing.

Transforming Nobody to Somebody: Do Transformational Leadership and Relationship Marketing Make a Difference for Sustainable Marketing

With complex, dynamic and fiercely competitive business environment, and consumerism, sustainable relationship marketing is a challenge and critical for businesses. The concept of transformational leadership can be considered as the most influential in last two decades in changing the ways that businesses are operating in particular in marketing their products, attracting, delighting and retaining customers for the long run. This conceptual paper examines the relationship between transformational leadership and relationship marketing in the context of selling . Especially the usage of Trust and commitment used by both theories has been discussed extensively. Ultimately this study will try to link transformational leadership with relationship marketing while suggesting using these concepts side by side for better sustainable marketing.

Considering transformational leadership model in branches of Tehran social security organization

Transformational leadership mintage was beaten by Town for the first time. However, the first concept of transformational leadership was offered by Burns (1978) in his descriptive researches about political leaders and eventually, Bass shifted changing leadership approach from political area to organizational ambit. We are focusing on transformational leadership because transformational leaders cause change in the organizations. Instability and complexity may decrease the ability of anticipation of the environment and they might affect the kind of leadership which is going to appear in the organization. As for the need of creating fundamental change in administrative system and the affective role of leadership and management in these changes, considering the characteristics of transformational leadership and the effect of it in organizational results is very important in our administrative organizations. The goal of this paper is considering the senior managers leadership method in Tehran Collective Security Organization, according to Bass transformational model. Moreover, in this paper, a multi-stage questionnaire of leadership has been used.

Transformational leadership and shared governance: an action study

The present study demonstrates the practical relevance of the concepts of transformational leadership as a Director of Nursing working with structure (shared governance) and active processes, informed by action research, to achieve the incremental breakthroughs associated with culture change in nursing. Responding to the context of a decade of health reforms in a New Zealand tertiary hospital, the leadership challenge, as a Director of Nursing, was to find ways of transforming the nursing workforce. How could nursing evolve from a relatively disempowered position within the organization (impact of the reforms) and reshape to achieve effectiveness within the new organizational culture? Interwoven with transformational leadership are action processes progressively moving forward through cycles of reconnaissance, planning, implementation and evaluation. The principles of shared governance 'partnership', 'equity', 'accountability' and 'ownership' underpin and work synchronically with the active processes in advancing the effectiveness of nursing. It is leadership for and in action. This study is descriptive and exploratory overall, and more specifically it uses reflective practice and self-reporting as methods. The outcomes of transformational leadership are evident in a confident, competent and committed nursing workforce which embraces continuous learning and expresses a professional respect for each other. The practical inter-weaving of the concepts of transformational leadership, shared governance and action processes provide a framework for sustainable change processes both at a unit and organizational level. It is the interplay between the three concepts that generates a process of creative innovation, questioning and challenging existing structures to try and reach a new level of excellence through the participation and valuing of nurses and nursing practice.

Transformational Leadership and Mohtarma Benazir Bhutto

Theories of leadership, over decades have explored a wide variety of concepts. Much research has been undertaken keeping in mind the western society both relating to organizations as well as political and other leaders. There is a dearth of a systematic leadership study in regards to either organizations or political leadership in third world countries, especially in Pakistan. Journalistic appraisals are commonly done but theoretical analysis is sorely missing. Also, not much work has been done to explore the concept of transformational leadership among politicians both here and abroad. This paper aims to bridge he prevailing gap. When reading about Bhutto's life, the easiest course of action would have been to view her from the perspective of traits or simply charisma. The paper explores the contemporary concept of transformational leadership in the context of Benazir Bhutto. Her assassination formed the motivational factor to conduct such a research, particularly on a personality known nationally and internationally as a leader. In addition, quantitative small scale researches are usually conducted from time to time, but very little attention is given to qualitative/descriptive/documentary research. Such forms of methodological pluralism are not part of the research strategy approved by many. However, to understand and view Bhutto from the point of view of contemporary thought in leadership makes the task much more interesting.

TRANSFORMATIONAL LEADERSHIP: SCIENTIFIC CONCEPT OR MANAGEMENT CONCEPT?

This article discusses the concept of transformational leadership in management studies and practice and whether it is a scientific concept or a management concept. While discussions of transformational leadership in the literature tend to characterize it as a scientific concept, the author argues it is more appropriate to treat it as a management concept. This is partly due to its focus on performative function and also to make it more available for practical use by individuals and organizations.

A Comparison of Public and Private Universities in Thailand with Reference to Transformational Leadership

This review article is conducted to explain the study on transformational leadership style in public and private universities in Thailand. According to Thai government policy, all public universities in Thailand have to change their organizations to autonomous universities as required by the government. Government policies have encouraged public universities to be autonomous and financially capable in supporting their own operations. These changes have an impact on the administrative of all public universities.The purpose of study consist three mains ideas as following. First, To understand the changing of environment that occurs in public and private universities in Thailand and how can leaders motivate the organization to create a vision and translate it to reality that will respond to the changing organizational environment. The second purpose is to investigate leadership behavior style that will result to success organizational improvement and effective management through implementing strategic initiatives in leadership behavior. Last, to study the new perspectives on transformational leadership will be explored by the descriptive research on the concept of transformational leadership. There are few leadership studies in Thailand which examined transformational leadership behavior. Therefore, the objective of this study is to investigate transformational leadership in a Thai context that focus on public and private leaders in Thai universities.Research methodology will be used in this study is combine quantitative and qualitative approach. The Multifactor Leadership Questionnaire will be used to collect data from subordinates rating leader behavior. Qualitative research methodology by using instructed-interviews will also be conducted in this research to obtain in-depth data and major information for clearly understanding and describe leadership styles from many level of administration.

KONSELING SEBAGAI UPAYA MENINGKATKAN KEPEMIMPINAN TRANSFORMASIONAL

This research is aimed to analyze the effectiveness of counseling as an effort to improve transformational leadership in managing organizational change. The research subject were 4 individuals whose transformational leadership style may be improved. Research subject was selected randomly from 7 heads of division In FTI Ull. Selected subjects were divided Into 2 groups (2 subjects in experiment group, and 2 sub/eots in control group). Experiment group was provided with counseling treatment directed to be able to understand transformational leadership concept and applying it in working site applying Measurement was done before treatment using 33 statements on transformational leadership from Multifaclor Leadership Questionnaire (MLQ) and 2 months after treatment using MLQ and transformational behaviour checklist. The data obtained was compared and analyzed using Chi-Square test Inaddkion. the result of counseling and working sheet were denned from implementation andare also used in measuring effectiveness of counseling Qualitative analysis was stressed in this research. The result of the research indicated that counseling can improve individual transformational leadership. Keywords. Transformational, Leadership, Counseling

Assessing leadership in nurse practitioner candidates

Objective: The aim of this study was to explore the concept of leadership as it applies to nurse practitioners (NPs) and examine the issues around assessing NP candidates in Australia for leadership qualities. Setting: Currently in Australia, registration as a nurse, midwife, enrolled nurse or nurse practitioner is conducted at the state or territory rather than the national level. Nurse practitioner is a protected title in Australia. To practice as a nurse practitioner in Australia, candidates must be endorsed or authorised by the nurse registering authority in the relevant state or territory of Australia. The NP candidate can be based in both hospital and community settings, caring for both inpatients and outpatients, over a range of specialty areas. The context of this paper is Victoria, Australia. Currently there is no national process for the registration of NPs. Each Australian state or territory determines its ownrequirements. Subjects: Nurse practitioner candidates in Victoria, Australia. Primary argument: Clinical leadership is difficult to define and assessment of NP candidates for leadership qualities can be subjective and inconsistent. Leadership is often confused with management and those who are seen by their colleagues as leaders are not necessarily in senior positions. NP candidates applying for endorsement or authorisation to practice as a nurse practitioner are assessed for competency in leadership by the nurse registering authorities with no clear defining criteria. Many of the leadership indicators may fall under a different Standard of Competency for NPs (ANMC 2006). Conclusions: Those who are seen as leaders do not necessarily fulfill consistent and predictable criteria. Many NP candidates will not have achieved clinical leadership as outlined in the ANMC standards for Nurse Practitioners (2006). Definition of leadership has been notoriously difficult across nursing and other disciplines. The concept of transformational leadership appears to fit the NP model appropriately, although measurement of transformational leadership is as equally problematic as the traditional view of leadership. Until an acceptable definition of clinical leadership for an NP is developed, assessing NP candidates for this quality should be creative and flexible, and recognition should be given that leadership qualities may be in developmental stage.

Advanced Research in the Field of Transformational Leadership

The model of transformational leadership, proposed by Bass (1985), has been widely used in the United States in applied research as well as in practice for more than twenty years. In Germany, as well, this approach has received increasing attention since the late nineties. This article aims to offer a rough introduction to the model proposed by Bass and to provide a general survey on recent German research dealing with this paradigm. First of all, the transferability of the concept to Germany will be discussed. Similarities with results obtained in America are shown and differences thoroughly conferred. Although some limitations and restrictions have to be considered, it can be shown that the concept of transformational leadership is a fruitful approach for leadership research in Germany. Moreover, interesting implications for managerial practice are derived. Furthermore, advanced research questions concerning antecedences and consequences of transformational leadership in Germany are examined. Furthermore, recent findings show that the self-rater version of the MLQ provides additional information concerning the quality of leadership. A detailed look is taken at the relation between leadership and different facets of commitment. It could be shown that there are significant contributions of transformational leadership to affective and normative commitment. Interesting differences appear, if one considers the different contexts. Another direction of current research focuses on the role of followers for the perception and maintenance of transformational leadership. Results indicate that followers' characteristics, such as personality traits and implicit leadership theories, influence the perception and acceptance of transformational leadership.

Japan's Leadership Role in East Asia: Cooperation and Competition between Japan and China

The issue of Japan's regional role is a source of concern and uncertainty for its Asian neighbours. By focusing primarily on Japan's relationship with China as well as the United States, this article first examines the concept of transformational leadership. It then discusses regionalism in the Asian Pacific arena, Japan's possible leadership role, and the changing dynamics of power distribution in the region for the past two decades. The challenge for Japan is that it must develop a joint leadership role with China in order to integrate the region as has been done in Europe and North America. In the economic dimension, such cooperation and integration is already well-developed, although limitations still remain. The most difficult problems lay in strategic and political dimensions. Japan's relations with China continue to be affected by two major factors, namely historical legacies (war memories) and the United States’ role in the region (particularly with regard to the issue of Taiwan).