Direct Effect Of Transformational Leadership Research Articles

The influence of transformational and transactional leadership on employee retention: mediating role of employee engagement

PurposeThe study aims to investigate the relationship between transformational, transactional leadership and employee retention with the mediating effect of employee engagement.Design/methodology/approachUsing judgemental sampling, data were collected from 650 employees serving at different levels in the pharmaceutical industry of Bangladesh. Structural equation modeling was employed to test the hypothesized relationships using AMOS.FindingsThe study found that transformational and transactional leadership significantly impact employee retention. The direct effects of transformational leadership (TFL) on employee engagement were found to be significant, while transactional leadership (TSL) has no significant direct influence on employee engagement. The output of the mediation analysis revealed that employee engagement significantly mediates the relationship between TFL and employee retention, whereas it showed an insignificant relationship between TSL and employee retention.Practical implicationsBased on the findings and the literature support, it can be postulated that an appropriate leadership style, especially TFL, that drives employee engagement can influence employees to stay with the organization longer. The study recommends that managers and leaders comprehend the importance of leadership and its appropriateness to retain valued employees by ensuring high workplace engagement.Originality/valueThe study would provide a unique insight into TFL and TSL practices and their impact on the pharmaceutical industry’s employee retention. This study also extends the research on employee engagement as a mediator between TFL and TSL and employee retention.

Transformational leadership and organizational citizenship behavior: The role of person-job fit and person-organization fit in social exchange perspective

BACKGROUND: Transformational leadership is critical in today’s organizations from a social exchange perspective as it helps create a positive work environment, drives innovation and change, and leads to improved organizational effectiveness. OBJECTIVE: The purpose of this study is to test the direct effect of transformational leadership on person-job fit (PJ fit), person-organization fit (POF), and organizational citizenship behavior (OCB). This study also examines the mediating role of PJ fit and POF on the relationship between transformational leadership and OCB. METHODS: This study collects data using a cross-sectional survey from professional lecturers of three selected public universities in Southeast Sulawesi - Indonesia. A total of 221 purposively sampled responses are utilized in the data analysis. A quantitative approach with structural equation modeling (SEM) via Amos 21.0 software is used to test the proposed hypotheses. RESULTS: The findings acknowledge that transformational leadership seems to have a direct positive effect on PJ fit, POF and OCB. Also, this study reveals that PJ fit and POF have significant positive effects on OCB. This study further unveils that PJ fit and POF fully mediate the relation between transformational leadership and OCB. CONCLUSION: The results indicate that the more transformational leadership behaviors are demonstrated by leaders within organization, the more PJ fit and POF of followers will accomplish and experience with their organization, which in turn, increase OCB. It further means that transformational leadership can be crucial for recent organizations from a social exchange perspective by promoting healthy relationships and positive outcomes by encouraging followers to engage in behaviors that benefit the organization.

The Future of Leadership: Exploring the Relationship Between Transformational Leadership and Organizational Performance

Purpose: The main objective of this study is to examine the development of the discussion of the relationship between transformational leadership and organizational performance. Methods: this research is a literature study conducted at Scopus. There were 831 documents found using the keywords "transformational leadership" and "organizational performance". The analytical tool used in helping to understand developments in this study is Vosviewer which is based on bibliometric analysis methods. Results and discussion: The results of this study show that there is a development of documents with this research theme since 1985-2023. The scientific work used as the main foundation for current research is largely sourced from the work of Bernard M. Bass, Bruce Avolio, and Ronald E. Riggio. The clustered results of the Bibliography cover various aspects, ranging from the direct effects of transformational leadership on organizational performance to the role of individual psychology in leadership dynamics. Implications of the research: this study provide compelling evidence that transformational leadership can have a significant impact on various aspects of organizational performance and behavior. Originality/value: The originality of this research encapsulates the essence of the unique contribution, emphasizing the systematic exploration of the evolution of the literature regarding transformational leadership and organizational performance, as well as the insights gained from the analysis of the literature conducted.

The Effects of the Transformational Leadership Model on Teachers' Organizational Justice and Job Satisfaction in Private Universities in Shandong Province

This study analyze how transformational leadership affects job satisfaction and explore the relationship between transformational leadership and teachers' satisfaction through organizational justice and psychological capital in private universities in Shandong Province. The data 425 valid questionnaires were collected from private universities in Shandong province. The data were analyzed by the quantitative research method, structural equation modeling was constructed, and confirmatory factor analysis (CFA) was used with the purpose to test the hypotheses. The results show that there are effects to each variable relationship. There are significant direct effects of transformational leadership on psychological capital, organizational justice, and job satisfaction. Meanwhile, psychological capital and organizational justice mediate between transformational leadership and teachers' job satisfaction. Transformational leadership enhances employees' sense of organizational justice and psychological capital. Transformational leadership motivates employees to have good job satisfaction.

The Impact of Transformational Leadership, Transactional Leadership, and Knowledge Management on Innovation Mediated by Human Capital in The Pharmaceutical Industry in Indonesia

The objective of this research is to find out how transformational leadership, transactional leadership, and knowledge management impact innovation mediated by human capital in the Pharmaceutical Industry in Indonesia. Quantitative analysis was conducted using Partial Least Squares - Structural Equation Modeling (PLS-SEM) utilizing SmartPLS 4 software. An online questionnaire was carried out to obtain the data and the responses from 203 respondents resulted in 186 usable from 30 pharmaceutical industries across Indonesia. The findings point out that the direct effects of transformational leadership (TL), transactional leadership (TC), knowledge management (KN), and human capital (HC) relate positively and significantly to innovation (IN). The findings also confirmed that human capital mediates partially (complementary) the effect of transformational leadership on innovation, transactional leadership on innovation, and knowledge management on innovation. Based on this study to optimize innovation performance, it was suggested that pharmaceutical companies in Indonesia need to maintain the performance of any indicators that are already running well, and also need to put more effort into knowledge exchange among employees as well as the level of using new methods to improve efficiency and effectiveness of existing processes.

The Influence of Transformational Leadership, Motivation and Work Environment on Employee Performance Mediated by Discipline Work at PT. Pupuk Indonesia Pangan

Problems that occur at PT. Pupuk Indonesia Pangan where there are allegations of problems that cause the company's revenue targets to not be achieved from year to year, which has an impact on the company's revenue achievement, which is caused by employee performance always decreasing every year. In theory, many factors can influence employee performance, including transformational leadership, motivation and work environment and work discipline. Performance is various forms of results achieved by each individual in their field of work. The purpose of this research is to determine the influence of transformational leadership, motivation and work environment on employee performance as mediated by work discipline at PT. Pupuk Indonesia Pangan with a population of 110. The sample used was 110 respondents. Variable measurement was carried out using a Likert scale. Data analysis was carried out using SmartPLS. From the results, there is a significant positive direct effect of transformational leadership, motivation and environment on work discipline. There is a significant positive direct effect of motivation and work discipline on employee performance, while transformational leadership and the work environment have no effect on employee performance. Work discipline is able to mediate transformational leadership, motivation and work environment on employee performance at PT. Pupuk Indonesia Pangan. It can be concluded that both directly and indirectly there is an influence of transformational leadership, motivation and work environment on employee performance which is mediated by work discipline at PT. Pupuk Indonesia Pangan.

Transformational Leadership on Teachers' Performance Mediated by Teacher Satisfaction

This study aims to determine the effect of transformational leadership on teacher performance mediated by teacher satisfaction on Tahfidzil Quran Lebay Yasin Boarding School. A quantitative approach and explanatory research will be used in this research. Primary data comes from questionnaires of variables, while secondary data comes from school data, textbooks, and journals. The population were 41. The sample was used through non-probability sampling purposive sampling, were 41. The data analysis techniques used SEM PLS by SmartPLS 3. The results of this study indicate that there was significant direct effect of transformational leadership on teacher performance t-statistic 2.444 > 1.96 p-value 0.015 or (p < 0.05), transformational leadership on teacher satisfaction t- statistic 10.319 > 1.96 p-value 0.00 or (p < 0.05), teacher satisfaction on teacher performance t-statistic t-statistic 21.404 > 1.96 p-value 0.00 or (p < 0.05), The result also discovered that there was significant indirect effect of transformational leadership on teacher performance mediated by teacher satisfaction t-statistic 8.232 > 1.96 p-value 0.00 or (p < 0.05). So, the school leader was recommended to empower and develop peer relationships in order to achieve teacher performance effectively.

Analysing the mediating role of organisational citizenship behaviour between transformational leadership and education 4.0 using PLS-SEM approach

PurposeThe purpose of this paper is to analyse the mediating role of organisational citizenship behaviour between transformational leadership and successful implementation of education 4.0 in higher educational institutes using the PLS-SEM approach.Design/methodology/approachThe study uses cross-sectional and quantitative approach to decode the relationship amongst the variables. Purposive non-probability sampling technique was used to select the sample size for the study.FindingsThe research findings reveal that transformational leadership has a significant and positive effect on education 4.0. Further, it also indicates that the organisational citizenship behaviour in the study served as a mediating variable between transformational leadership and education 4.0, explaining 40% of the effect of transformational leadership on education 4.0. This highlights the importance of transformational leaders in creating a conducive environment that encourages employees to exhibit organisational citizenship behaviour, thereby facilitating the successful adoption and integration of education 4.0.Originality/valueThe authors recognise a research gap in the existing literature that focusses on the direct effects of transformational leadership on education 4.0 in higher educational institutes of management. Also, there is a lack of inclusive studies that explore the mediating mechanisms through which transformational leadership affects education 4.0, predominantly the role of organisational citizenship behaviour. Thus, this study is first in itself to explore the inter relationship between transformational leadership, organisational citizenship behaviour and education 4.0.

The mediating role of competency in the effect of transformational leadership on lecturer performance

PurposeThe major purpose of this paper is to examine the mediating role of job competency in the effect of transformational leadership to performance of university lecturers. This article also attempts to examine the direct effect of transformational leadership on job competency and lecturer performance.Design/methodology/approachFor the purpose of the study, quantitative research was applied by conducting an empirical survey with the active participation of 223 lecturers. The survey was conducted in ten high-ranked private universities in Jakarta, Indonesia. Structural equation modeling (SEM) was employed for the measurement and structural model analyses.FindingsThe results reveal that the effect of transformational leadership on lecturer performance is expressed only by indirect effect (through lecturer competency). Even though transformational leadership has a positive direct effect on lecturer performance, it is not statistically significant. This paper highlights the crucial role of lecturer competency in the performance of academic scholars. The findings suggest transformational leadership is fundamental in fostering competencies, which, in turn, improve the work performance of university lecturers.Originality/valueThis study makes significant contributions to the understanding of the interaction between transformational leadership and performance in higher education, and the statistical significance of lecturer work competency in mediating this relationship. The results of this study provide a snapshot of the contextual mechanism linking transformational leadership and lecturer performance.

교장의 변혁적 리더십, 학교조직풍토, 학교조직효과성 간의 구조적 관계

The purpose of this study was to the identify the mediating effect of school organizational climate in the relationship between principal’s transformational leadership and school organizational effectiveness perceived by elementary and secondary school teachers. To examine this study, 794 samples from elementary, middle, and high schools in U Metropolitan City were collected. The data were analyzed by measurement model and structural model analysis using SPSS 26.0 and AMOS 26.0.
 The results of the study were as follows. First, there were positive correlations among all of the transformational leadership, school organizational climate and school organizational effectiveness. Second, the direct effect of transformational leadership on school organizational effectiveness(β=.307, p<.01) and the indirect effect through school organizational climate(β=.370, p<.01) were both significant. Third, it was found that school organizational climate partially mediated the transformational leadership and school organizational effectiveness.
 Through this study, it was confirmed that transformational leadership had a greater impact on school organizational effectiveness through school organizational climate. Therefore, in order to increase the effectiveness of school organization, it requires various approaches such as creating an environment and developing programs for improving the school organizational climate based on transformational leadership.

The Influence of Transformational Leadership and Organizational Culture on the Performance of Employees of the Regional Public Company Service Unit (Perumda) Tirta Musi Palembang with Work Motivation as an Intervening Variable


 
 This study aims to determine the direct effect of transformational leadership and organizational culture on employee performance, the indirect effect of transformational leadership and organizational culture on employee performance through the work motivation of the Perumda Tirta Musi Palembang service unit. Respondents in this study were taken using a census. The total population for filling out the questionnaire is 305 respondents. The data analysis technique used is the Structural Equation Model (SEM). The results of this study indicate that transformational leadership has a direct positive effect on performance, organizational culture has a direct positive effect on performance, transformational leadership has a positive effect on work motivation, organizational culture has a
 
 
 
 
 positive effect on work motivation, work motivation has an effect on performance, transformational leadership has a positive effect on performance through motivation, organizational culture influences performance through motivation as an intervening variable. This proves that work motivation is a good intervening variable or intermediary variable for transformational leadership on performance, and organizational culture on performance. This means that transformational leadership affects the level of employee motivation so that it can affect employee performance so that it can improve performance.
 

The nexus between leadership styles and organizational performance: the mediating role of quality culture

PurposeThis study aims to investigate the mediating role of quality culture (QC) between transformational leadership (TFL), transactional leadership (TNL) and organizational performance (OP) in higher education institutions.Design/methodology/approachThe study collects data through a nationwide survey of administrators representing public and private universities in Pakistan using stratified random sampling techniques, while partial least squares structural equation modeling (PLS-SEM) is used for data analysis.FindingsThe results show that both TFL and TNL directly influence QC and that QC directly influences OP. Additionally, the study reveals significant indirect effects of TFL and TNL on OP through QC. However, the direct effects of TFL and TNL on OP are not empirically supported.Research limitations/implicationsThis study contributes theoretically to the understanding of OP in universities by examining valuable resources (TFL, TNL) and dynamic capability (QC) as predictors while also introducing QC as a mediator to explain the underlying mechanism between TFL, TNL and OP. However, limitations include a cross-sectional design, a small sample size and reliance on administrators' perceptions as the sole respondents.Practical implicationsThis study provides interesting insights for leaders, policymakers and quality managers to integrate valuable, dynamic resources and foster QC by increasing quality awareness at all departmental levels, thereby improving university performance.Originality/valueThe novelty of this study is the introduction of QC as a mediator of TFL, TNL and OP in a university setting.

The Influence of Transformational Leadership, School Culture and Organizational Commitment to the Organizational Citizenship Behavior (OCB) of DKI Jakarta Teachers

This study aims to find factors that can increase the Organizational Citizenship Behavior (OCB) of DKI Jakarta teachers through research on the influence of transformational leadership, school culture and organizational commitment to OCB. This research method is descriptive correlation using a quantitative approach. The population in this study were vocational teachers based on data from the DKI Jakarta Education Office totaling 1846 people. The sampling technique used proportional random sampling with α = 5% and the number of samples based on the Slovin formula was 328 people. The determination of the schools to be used as research locations was carried out by means of a lottery totaling 15 schools from 5 regions in DKI Jakarta. The data analysis technique used begins with descriptive analysis, to describe the characteristics of each research variable. Then using Structural Equation Modeling with Amos Software version 22. The findings of this study are: 1) There is a direct effect of transformational leadership (X1) on organizational commitment (X3) of 0.450. 2) There is a direct influence of school culture (X2) on organizational commitment (X3) of 0.279. 3) There is a direct effect of transformational leadership (X1) on Organizational Citizenship Behavior (OCB) (Y) of 0.485. 4) There is a direct influence of school culture (X2) on Organizational Citizenship Behavior (OCB) (Y) of 0.371. 5) There is a direct effect of organizational commitment (X3) on Organizational Citizenship Behavior (OCB) (Y) of 0.470. 6) There is a direct effect of transformational leadership (X1) on school culture (X2) of 0.130. 7) There is an indirect effect of transformational leadership on Organizational Citizenship Behavior (OCB) (Y) mediated by organizational commitment (X3) of 0.212. 8) There is an indirect effect of school culture (X2) on Organizational Citizenship Behavior (OCB) (Y) mediated by organizational commitment of 131. Keywords: Transformational Leadership, School Culture, Organizational Commitment, Organizational Citizenship Behavior (OCB)

Transformational Leadership, Employee Engagement, Job Satisfaction, and Psychological Well-Being among Hotel Employees after the Height of the COVID-19 Pandemic: A Serial Mediation Model.

Over the past few years, great attention has been given to the impacts of the COVID-19 pandemic and its consequences on employee psychological well-being (PWB), particularly in the hospitality industry. Like many aspects of human life, employee PWB is influenced by multiple factors. One of the factors that may affect employee PWB is transformational leadership (TLS). Accordingly, we aim through this study to empirically (1) examine the direct effect of transformational leadership on employee PWB and (2) investigate the potential independent and serial mediation effects of employee engagement (EEG) and job satisfaction (JS) on the TLS-PWB relationship after the height of the COVID-19 pandemic. Data were gathered using an online questionnaire from a convenience sample of 403 front-line employees from five-star hotels in Saudi Arabia. The partial least squares structural equation modeling (PLS-SEM) with the bootstrapping technique was utilized to test the study hypotheses. Based on the demands-resources (JD-R) theory, the findings of this study reveal a significant positive effect of TLS on hotel employees' PWB. Additionally, drawing on the stimulus-organism-response (S-O-R) model, the two main contributions of this study are: (1) EEG and JS serially and independently have a significant partial mediational effect on the TLS-PWB relationship among hotel employees, and (2) EEG has a greater impact on the TLS-PWB relationship as an intervening variable than the two other mediators (JS, as well as EEG and JS serially). Based on these findings, hotel management should mainly consider developing and encouraging TLS behavior among their managers to promote EEG and increase JS among their followers, which consequently enhances their PWB and alleviates negative psychological outcomes due to experiencing a disaster such as the COVID-19 pandemic.

The Relationship of Leadership, Discipline, Satisfaction, and Performance: A Case Study of Steel Manufacture in Indonesia

Purpose: The aim of this study is to predict the relationship of leadership, discipline, satisfaction, and performance. Theoretical framework: The framework was developed based on the relationship of transactional leadership, transformational leadership, work discipline, job satisfaction, and employee performance. Design/methodology/approach: The study use quantitative approach. Data were collected by distributing questionnaires to 100 respondents. Data were analyzed statistically use smartPLS. Findings: The results indicated that there is a positive direct effect of transactional leadership to job satisfaction and job performance. There is a positive direct effect of transformational leadership to job performance but not to job satisfaction. There is a positive direct effect of work discipline to job satisfaction but not to job performance. Job Satisfaction mediates the positive effect of Transcational Leadership to Job Performance and Work Discipline to Job Performance, but not mediates the positive effect of Transformational Leadership to Job Performance. Research, Practical & Social implications: The study implied to to the body of knowledge of job performance and job satisfaction to fill the research gaps. The study also implied to business practitioner in managing job performance through job satisfaction based on leadership and discipline. Originality/value: The value of the study indicate performance and satisfaction are very important and related with leadership and discipline.

The Effect of Principal Transformational Leadership and Motivation on Performance of Teacher in Islamic Elementary School

This study aims to analyze and find: (1) the direct effect of the principal's transformational leadership on teacher performance (2) the direct effect of teacher work motivation on teacher performance (3) the direct effect of the principal's transformational leadership on teacher work motivation, and (4) the indirect effect of transformational leadership of school principals on teacher performance through teacher work motivation. This study uses quantitative methods with data analysis techniques using path analysis. Data collection was carried out using questionnaires, interviews, observation, and documentation. The population in this study was all teachers at SDIT Al-Haraki Depok, totaling 45 teachers. The sampling technique used was random sampling, with sample size referring to the table for determining the number of samples developed by Isaac and Michael with an error rate of 5% and a confidence level of 95%, so that the sample in this study was 40 teachers. The results showed that (1) there was a direct effect of the principal's transformational leadership on teacher performance by 31.5% and (2) there was a direct effect of teacher motivation on teacher performance by 32.8%. (3) There was a 62.5% direct effect of transformational leadership on teacher work motivation; (4) There is a 20.5% indirect effect of transformational leadership on teacher performance through teacher work motivation. Then simultaneously, the effect of the principal's transformational leadership and the teacher's work motivation on teacher performance is 77.6%. In this study, the principal was able to create change and achieve good performance, build a spirit of togetherness and discipline, and motivate teachers and employees to work optimally, which ultimately builds organizational awareness among teachers and employees by developing an attitude of belonging and a sense of responsibility for achieving the highest achievement.

TEACHERS' ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) IMPROVES THE QUALITY OF SCHOOL ORGANIZATIONS

This study aims to find factors that can increase the Organizational Citizenship Behavior (OCB) of DKI Jakarta teachers through research on the influence of transformational leadership, school culture and organizational commitment to OCB. This research method is descriptive correlation using a quantitative approach. The population in this study were vocational teachers based on data from the DKI Jakarta Education Office totaling 1846 people. The sampling technique used proportional random sampling with ? = 5% and the number of samples based on the Slovin formula was 328 people. The determination of the schools to be used as research locations was carried out by means of a lottery totaling 15 schools from 5 regions in DKI Jakarta. The data analysis technique used begins with descriptive analysis, to describe the characteristics of each research variable. Then using Structural Equation Modeling with Amos Software version 22. The findings of this study are: 1) There is a direct effect of transformational leadership (X1) on organizational commitment (X3) of 0.450. 2) There is a direct influence of school culture (X2) on organizational commitment (X3) of 0.279. 3) There is a direct effect of transformational leadership (X1) on Organizational Citizenship Behavior (OCB) (Y) of 0.485. 4) There is a direct influence of school culture (X2) on Organizational Citizenship Behavior (OCB) (Y) of 0.371. 5) There is a direct effect of organizational commitment (X3) on Organizational Citizenship Behavior (OCB) (Y) of 0.470. 6) There is a direct effect of transformational leadership (X1) on school culture (X2) of 0.130. 7) There is an indirect effect of transformational leadership on Organizational Citizenship Behavior (OCB) (Y) mediated by organizational commitment (X3) of 0.212. 8) There is an indirect effect of school culture (X2) on Organizational Citizenship Behavior (OCB) (Y) mediated by organizational commitment of 131

THE EFFECT OF WORK FACILITIES, WORK ENVIRONMENT AND TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL COMMITMENT THROUGH JOB SATISFACTION AS AN INTERVENING VARIABLE FOR ENVIRONMENTAL AND FORESTRY SERVICE EMPLOYEES RIAU ISLANDS PROVINCE

This study aims to examine the effect of work facilities, work environment and transformational leadership on organizational commitment through job satisfaction as an intervening variable for the employees of the Environment and Forestry Office of the Riau Islands Province. The sample used is 129 respondents from 129 employees. The sampling technique used is census. The method used in this study uses quantitative research and the type of research used is explanatory research or explanation. The data analysis method used is the structural equation model (SEM-PLS).Based on the data analysis, it was found that the direct effect of Work Facilities on Organizational Commitment was positive and not significant. The direct effect of work environment on organizational commitment is positive and significant. The direct effect of Transformational Leadership on Organizational Commitment is negative and insignificant. The direct effect of Job Facilities on Job Satisfaction is positive and not significant. The direct effect of the work environment on job satisfaction is positive and significant. The direct effect of Transformational Leadership on Job Satisfaction is positive and significant. The direct effect of job satisfaction on organizational commitment is positive and significant. The indirect effect between Work Facilities on Organizational Commitment and Job Satisfaction as an intervening variable is positive and not significant. The indirect effect between Work Environment on Organizational Commitment and Job Satisfaction as an intervening variable is positive and significant. The indirect effect between Transformational Leadership on Organizational Commitment and Job Satisfaction as an intervening variable is positive and significant.

HOTEL EMPLOYEE PERFORMANCE IN NEW NORMAL PERIOD

This research aims to examine the effect of Transformational Leadership and Organizational Commitment on Employee Performance as well as the mediating effect of Organizational Commitment between Transformational Leadership on affecting Employee Performance in non-star hotels in Medan (North Sumatra) during the “New Normal” period. This is a survey research, using all employees who work in two non-star hotels in the city of Medan (North Sumatra) as research sample, totaling 60 Employees. The results are described descriptively in which were processed using SPSS version 23.0. The mediation variable test was carried out using the Sobel Test with significance level of p <.05. The results showed that there is a positive and significant direct effect of Transformational Leadership and Organizational Commitment on Employee Performance partially. Similarly, simultaneously there is an indirect effect of Transformational Leadership on Employee Performance mediated by Organizational Commitment or in other words Organizational Commitment is able to mediate the effect of Transformational Leadership on Employee Performance. The results of this study prove that the conceptions of Transformational Leadership and Organizational Commitment are still relevant today and also contribute to improve employee performance in the hotel industry in Indonesia, especially non-star hotels in Medan (North Sumatra) in New Normal period. Thus we purpose further research to be conducted to examine worker commitments trough factor analysis approach. Meanwhile, working climate or culture in said characteristic can be describe trough ethnography

The link between transformational leadership and organizational development: testing the mediating role of employees' maturity

PurposeThis study aims to test the association between transformational leadership and its components and organizational development. As a second aim, this study examines the extent to which employees' maturity may mediate the link between transformational leadership and organizational development.Design/methodology/approachHypotheses were tested on a sample of 248 full-time employees (58% men, 42% women) recruited by a simple random sampling method from four Iranian public organizations. Participants were asked to complete scales on transformational leadership, organizational development, and employees' maturity.FindingsPearson correlation analysis showed a positively significant association between transformational leadership and organizational development. Furthermore, path analysis of structural equation modeling revealed that the direct effect of transformational leadership on organizational development is significant. Additionally, the analysis supported the mediating role of employees' maturity in the link between transformational leadership and organizational development.Originality/valueTransformational leaders may use the maturity of employees to increase their impact in the process of organizational development.