Effective Leadership Approaches Research Articles

Impact of transformational leadership on employees’ affective commitment and intention to support change: Mediation role of innovative behavior

Given the dynamic business world and influential trends shaping how companies function, resulting in resistance, anxiety, and confusion, thereby affecting employees’ performance and well-being, it is crucial to adopt an effective leadership approach. This study aims to explore how transformational leadership impacts employees’ affective commitment and their intentions to support change, considering the role that innovative behavior can play in this relationship. A quantitative approach was used based on an online survey of 401 employees working in marketing consulting, business consulting, transportation, and IT service companies in Hungary. These employees had to go through different organizational changes, such as transformation in structure and emergence of new technology innovation. The hypotheses were tested using structural equation modeling. The study unveiled that transformational leadership significantly and positively impacts employees’ affective commitment toward organizational change but does not have any significant relationship with their intention to support it. However, overall, transformational leadership is a catalyst for employees’ responses to change situations. In addition, the intermediary role of employees’ innovative behavior in the association between transformational leadership and employees’ responses to change was confirmed as transformational leadership positively affects employees’ innovative behavior, affective commitment, and intentions to support change. With innovative behavior, the significant positive relationship between leadership and employees’ reactions to change remained effective. Transformational leadership and active team member engagement in innovation can facilitate the acceptance of change initiatives, alleviate business complexity, and foster collective efforts for individual and organizational success.

Primary School Management and Culture in Digital Transformation

This paper explores the opinions of managers, teachers and parents on Organizational Values and on management practices in enhancing these values in primary schools in Hanoi during digital transformation. The study involves 356 participants, including managers, teachers, and parents, in various educational primary institutions. By examining the real situation of these values and management practices, this research aims to provide insights into effective leadership approaches that can facilitate successful digital transformation in schools. The findings highlight the importance of aligning management practices with the core values of the school culture to foster a supportive and innovative environment for all stakeholders involved. Implications for practitioners and recommendations for future research are discussed.

Framing Leadership Challenges in the Digital Age: The Role of Senior Leaders

The Digital Age innovations greatly change how people gain information, communicate,work, make decisions, solve problems and even how they spend their spare time.It certainly effects trust relations at workplace between leaders and followers posinggreat challenges for leaders, especially for senior ones who do not belong to the so-callediGeneration, those who were not born into the age of social media, automatization,artificial intelligence, and the jungle of millions of apps. As a result, we can observe awidening generational gap between junior and senior leaders. Nevertheless, how cansenior leaders drive the change in the Digital Age without having the necessary digitalmaturity? What are the implications and challenges for leadership? TransformationalLeadership is proven to be the most effective leadership approach but without mutualtrust, leaders will have no other choice than employ transactional leadershipapproaches which is less effective. Thus, the question how to maintain trustfulrelationship at workplace between trustee and trustor in the world of digitalization israther important. It is even more significant in military where people need to trusteach other with their lives. This paper aims to frame this problem and raise awarenessof this phenomena to initiate further research and discussions on the challenges ofsenior leaders in the Digital Age.

SALES MANAGEMENT ANALYSIS AND DECISION MAKING

This comprehensive book aims to provide readers with an in-depth understanding of sales management, covering analysis and decision-making for developing effective sales strategies and tactics. It also delves into various concepts, techniques, and tools used in sales management and how to apply them in practice. The book covers topics such as personal selling, organizational strategies, sales organization structure, salesforce deployment, recruitment and selection, sales training, sales leadership, motivation and reward systems, evaluating organizational effectiveness, and evaluating salesperson performance. Additionally, it explores the role of personal selling in marketing, highlighting the difference between trust-based selling and transactional selling. The book emphasizes the importance of customer value in sales strategy and adaptive selling. Current trends in sales professionalism, such as complexity, collaboration, and accountability, are also discussed. Organizational strategy's impact on the sales function is examined, along with the allocation of sales efforts and territory design. The importance of recruiting the right sales talent and the significance of sales training for both newly recruited and existing sales force members are emphasized. Sales leadership and management are explored, considering situational factors influencing effective leadership approaches. The book also delves into motivation management and reward systems, detailing various financial and non-financial rewards that motivate salespeople. Evaluating the effectiveness of sales organizations and salesperson performance are also discussed, along with various evaluation methods. Overall, this book provides valuable insights and practical guidance for sales managers, sales management students, and anyone seeking to enhance their sales performance. Ingram et al. have skillfully written this book, offering a comprehensive resource for navigating the complexities of sales management.

Transformational leadership influences on organisational justice and employee commitment in a customer service organisation

Orientation: Organisations are facing several challenges pertaining to effective leadership, fairness and loyalty of employees. The moderating influence of transformational leadership (TL) on the relationship between justice and employee commitment is still largely unknown and needs to be explored further, especially within the customer service industry.Research purpose: The aim of this study was to determine the relationship between organisational justice and employee commitment and to examine the moderating effect of TL on the relationship between organisational justice and employee commitment in a customer service organisation.Motivation for the study: The research setting of this study is a customer service organisation. This organisation calls for a role model leadership approach, such as TL, to create a just, fair workplace and ultimately increase the level of employee commitment.Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 111 permanently employed staff in a South African customer service organisation.Main findings: The findings indicate that TL had a significant positive relationship with organisational justice and employee commitment. Furthermore, the results indicate that TL moderated the relationship between organisational justice and employee commitment.Practical/managerial implications: The findings showed that TL could be vital as an effective leadership approach that can enhance justice perceptions and psychological attachment in the workplace.Contribution/value-add: This study contributes to the theoretical debate on TL, workplace fairness and psychological attachment by providing empirical support on the effect of TL on the relationship between justice and commitment perceptions.

Leadership styles and employee commitment

The relationship between leadership style and employee commitment is a vital aspect of organization dynamics. The leadership can be broadly defined as the relationship between an individual and a group built around some common interest where in the group behaves in a manner directed or determined by the leader (Shastri et al., 2010). This paper explores how various leadership styles, such as transformational, transactional and laissez faire, impact employee commitment levels. The study examines the leaders’ communication, decision making methods, and motivation strategies on employee’s emotional attachment to the organization and their willingness to contribute. By analyzing existing literature and empirical studies, this paper highlights the nuanced connections between leadership styles and employee commitment. Understanding these connections can provide insights for organization seeking to enhance employee commitment through effective leadership approaches.

Transformational leadership influences on organisational justice and employee commitment in a customer service organisation

Orientation: Organisations are facing several challenges pertaining to effective leadership, fairness and loyalty of employees. The moderating influence of transformational leadership (TL) on the relationship between justice and employee commitment is still largely unknown and needs to be explored further, especially within the customer service industry. Research purpose: The aim of this study was to determine the relationship between organisational justice and employee commitment and to examine the moderating effect of TL on the relationship between organisational justice and employee commitment in a customer service organisation. Motivation for the study: The research setting of this study is a customer service organisation. This organisation calls for a role model leadership approach, such as TL, to create a just, fair workplace and ultimately increase the level of employee commitment. Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 111 permanently employed staff in a South African customer service organisation. Main findings: The findings indicate that TL had a significant positive relationship with organisational justice and employee commitment. Furthermore, the results indicate that TL moderated the relationship between organisational justice and employee commitment. Practical/managerial implications: The findings showed that TL could be vital as an effective leadership approach that can enhance justice perceptions and psychological attachment in the workplace. Contribution/value-add: This study contributes to the theoretical debate on TL, workplace fairness and psychological attachment by providing empirical support on the effect of TL on the relationship between justice and commitment perceptions.

A Systematic Literature Review on Change and Leadership in Higher Education

This paper presents a systematic literature review that focuses on the topics of change and leadership in Higher Education, in order to synthesis existing research in this key emerging area and provide some direction for future research. A review framework and method are outlined, in order to clarify the type and source of literature to be reviewed and the focus of this review process. Then, findings are analysed and presented, and thematic areas identified and analysed. Gaps in research are then explored followed by a conclusion and recommendations. Initially, 80 relevant articles were identified from Scopus and Academic Search Complete since 2010. Through abstract review, articles, which did not adequately relate to change and leadership were removed. The final number of papers reviewed and thematically analysed in detail were 23.
 This research confirms that there has been a steady output of peer-reviewed journal articles published that focused on both leadership and change in Higher Education. Through thematic analysis, several key themes emerged. These included an array of change drivers and the internal and external context associated with politics, culture and traditions and the developmental stage of the higher educational system. Staff utilisation, collaboration and development were additional themes identified that set the scene to determine effective leadership approaches and characteristics. The final theme identified was leadership recruitment and development. Many knowledge gaps from an instrumental, humanistic, critical, and philosophical perspective were identified. It is hoped that this literature review will aid further scholars in their research and develop new knowledge so that convergent views on this important topic will surface.

Learning Leadership in the Implementation of Independent Learning in Effective Schools

The role of leadership has not been maximized by the majority of school principals, especially in Indonesia. This study aims to analyze the principal's learning leadership role in the implementation of independent learning. This study used a qualitative approach with a case study design at one madrasah school. Interviews, observations, and documentation studies were used to collect the data. All data obtained were analyzed with theme analysis approach, including data reduction, presentation, and verification procedures. Test the validity of the data using the credibility of the data and confirmability of the data. The results showed that the principal has focused on learning leadership well and effectively. Efforts that the principal has made as the highest leader in the school and as a learning leader are actively and continuously accompanying, guiding, facilitating, and motivating teachers to organize quality learning and innovative learning through good and structured academic guidance, deepening the interests of the academic community planned and programmed, as well as intensive religious/pesantren development as a characteristic of Islamic boarding schools to produce superior graduates, have character, and are competitive following the school's vision and mission. Furthermore, this study also shows that selecting appropriate and effective leadership approaches and strategies in each madrasa program will result in maximum student academic achievement. Principals' current and updated approach to learning leadership can create effective schools by implementing independent learning programs.

The Influence of School Heads’ Transformational Leadership on Schools’ Performance: The Case of City Schools Division of San Fernando, La Union

The main purpose of the study was to investigate the relationship of school heads’ transformational leadership and school performance among public elementary school in the City Schools Division of San Fernando, La Union. Descriptive-correlational design was used which consists of 27 elementary schools with twenty-seven (27) school heads and four hundred forty-three (443) teachers who were in active service for the School Year 2021-2022 were the respondents of the study. Descriptive statistics, Kruskal-Wallis H test, Wilcoxon signed rank test, Rank-biserial and Spearman’s rank, Pearson product-moment correlation were the tools used in the study and all analyses were tested at 0.05 level of significance using IBM SPSS. The professional characteristics of the school heads showed that majority of them are occupying a plantilla item of Principal 1 and 2 and are still taking their doctorate degree. Also, most of them served for 10 years and above as school heads and they are managing non-central and medium-sized schools. The practice of transformational leadership among the school heads is generally high and the ratings of the school heads across all the dimensions of transformational leadership are consistent. Majority of the school head in the Division of La Union have Maturing or level 2 SBM practice. The schools have introduced and sustained continuous improvement process that integrates wider community participation and improve significantly the students’ performance and learning outcomes. The test of hypothesis showed that there were no significant differences between school heads and teachers’ ratings of the former’s transformational leadership except for the domains “enabling others to act” and “encouraging the heart”. The school type had a significant relationship with the domain “enabling the heart”. Specifically, those who are managing non-central school had significantly lower scores in encouraging the heart compared to those who are managing the central schools. Other profile variables are not significantly related to transformational leadership. Finally, there was a significant positive correlation between the overall transformational leadership and the schools’ performance. The more school heads practice transformational leadership particularly “Inspiring a shared vision” and “Encouraging the heart”, the higher is the schools’ performance. In conclusion, the elementary schools in the Division of La Union City are compliant to DepEd Order No. 83, s. 2012. However, much is desired to elevate its compliance to advanced stage. Significantly, the high practice of transformational leadership and this is translated in the school improvement and performance marked by the introduction and sustained process of stakeholders’ participation and significant students’ learning outcomes. Remarkably, higher practice of transformational leadership among school heads yields higher school performance particularly along Inspiring a shared vision and Encouraging the heart. Thus, transformational leadership is an effective leadership approach in managing DepEd schools as it ushers significant changes in the development of schools and its stakeholders.

K-12 School Leaders’ Application of Professional Learning Communities (PLCs) During a Pandemic

Using reflective practice inquiry (Schön, 1983), this article highlights the role of K-12 school leadership approaches in facilitating Professional Learning Communities (PLCs) (Dufour & Dufour, 2012; Dufour & Eaker, 1998; Dufour et al., 2008) during the COVID-19 pandemic. In a constantly changing and uncertain world, school leadership is acknowledged as being more complex and multi-faceted while also becoming more intensified, demanding, and diverse than ever before (Canadian Association of Principals (CAP), 2014; Pollock & Schleicher, 2015; Wang & Hauseman, 2015;). Leadership continues to evolve and become more multi-layered during a pandemic, requiring both face-to-face and remote learning options. Therefore, a leader’s responsive approach may differ based on the situational context. Educational research in instructional leadership (Hallinger, 2003, 2005; Robinson, 2011), shared leadership (Dewitt, 2017; Leithwood, 2012), and adaptive leadership (Bagwell, 2020; Dunn, 2020; Heifetz et al., 2009) have shown these to be effective leadership approaches. A PLC is an organizational path for leadership to facilitate the building of relational trust, and especially during complex, uncertain times, such as during a pandemic. To be an effective leader, trust becomes an essential factor within schools (Bryk & Schneider, 2002; Fink, 2015). Strengthening relational trust between teachers and the principal fosters conditions for members of a school community working together as well as social and academic progress for student learning (Bryk & Schneider, 2002; Tschannen-Moran & Hoy, 1998). The leadership implications for K-12 principals require adaptability and resilience to the ever-changing context while always maintaining ethical and moral standards. This article highlights the critical role in developing PLC collaborative opportunities to establish teacher connections based on relational trust to support student learning.

Leader’s Toxicity at Workplace: How Leader’s Decadence Affect Employees? A Pakistani Perspective

Several studies have found adverse effects of abusive leadership on employees and organizations in the recent past. However, the cultural norms in Pakistan demand an abusive leadership approach. Pakistani culture is high in power distance, abuse of power is a norm, and people are accustomed to autocracy. Since most of the studies addressing the negative effects of abusive leadership were conducted in the west, it is necessary to examine whether abusive leadership is an effective leadership approach in the cultures that experience high power distance. There is a paucity of literature addressing the issue in question. In addition, existing literature does not explain how abusive leaders affect employees’ attitudes and behaviors with clarity. This research makes an ontological contribution and discusses the philosophical origins of abusive leadership theory. Furthermore, this research draws the inference using the groundings of conservation of resource theory, leader-member exchange theory, and aggression displaced theory to propose that abusive leaders deteriorate employees’ quality of working life experience. Employees with poor working-life experience are more likely to be involved in counterproductive work behavior, planning to leave the organization, and are less likely to show organizational citizenship behavior. Dyadic data were collected from 474 respondents based on purposive sampling technique from private sector organizations in Pakistan. Results of structural equation modeling using AMOS v23 supported all the proposed hypotheses. Results imply that the moral content of leadership requires special attention, and abusive leadership is not an appropriate leadership approach because of its adverse effects on employees’ attitudes and behaviors.

Mindfulness older workers and relational leadership

AbstractThere is scant research examining both the psychological (individual) and leadership (environmental) influences on older workers. We firstly examine the influence of older workers' mindfulness on their job engagement, job satisfaction and turnover intentions. Secondly, we address effective leadership approaches for older workers, comparing two positive relational leadership styles, leader member exchange and leader autonomy support (LAS). We survey 1,237 participants from 28 organisations in New Zealand and employ structural equation modelling to test our hypotheses using AMOS 24.0. We find that mindful older workers enjoy greater wellbeing and are discerning of the leadership styles that most benefit their engagement, satisfaction and intentions to stay within the organisation. We find that mindfulness has direct importance and LAS has indirect importance on advancing the wellbeing of older workers. Mindful older workers exhibit greater work wellbeing than non-mindful workers, but they also demonstrate greater expectations and discernment of the leadership styles they encounter.

Exploring Effect of Leadership Styles on Task Performance: A Conceptual Framework

It is widely accepted by researchers that leaders play important roles in improving employee performance. However, consensus on adopting leadership styles is subjected to argumentative rigour. Previous studies have found evidence that directive leadership style is effective in resolving team's task and role ambiguity; in improving performance and core task performance. Among other leadership behaviours, supportive leadership is identified as an effective leadership approach that heeds employees' personal needs; providing them with social and emotional support. Directive and supportive leadership styles are found to complement each other resulting in improved performance outcomes. Path-Goal Theory proposes both leadership behaviours are among the rooted four leadership styles, namely: directive, supportive, participative, and achievement-oriented, that optimizes the employee and work environment to achieve a goal. Several factors including motivation and organisational citizenship behaviour are perceived to determine the appropriateness of leadership styles to be employed situationally. This paper presents a conceptual framework that depicts the mediating effect of these two factors on the relationship between leadership styles and task performance. Empirical results will be presented in the sequel to this theoretical study.

A Review of Leadership: Different Leadership Theories and Styles Relevant to Education Leadership

This academic investigation on education leadership theories and styles sought to investigate the effect of different leadership styles practicing in educational organizations and their impact on overall performance of the organization. A summarized overview of the meaning of leadership is followed by an elaborated enquiry on different leadership theories and styles. This study followed a qualitative research approaches where secondary research data from previously published research articles will be integrated and interpreted. This article validates that identification and application of proper leadership theory and style is crucial in educational organization success. Knowledge on range of effective leadership approach offers the prospect to further refine the existing school leadership by accepting and employing the basic principles and styles of those. Based on the available reliable literature, this theoretical study concludes that understanding the most suitable leadership style or the combination of leadership styles is crucial in achieving common goal attainment which is ultimately result in organizational/ school overall success.

Limits of authenticity: How organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance

AbstractThe authentic leadership paradigm has been widely advocated as an effective leadership approach for organizations interested in promoting positive and ethical leader—member relations. Despite accumulating evidence concerning the positive follower effects of authentic leadership, research examining potential boundary conditions remains limited. The political influence theoretical perspective promises to shed new light on the effects of authentic leadership by proposing that authentic leadership may be less effective in political contexts, bounding its positive operation on followers. Specifically, we anticipate that organizational politics will erode the motivational power of authentic leaders on followers, reducing their ability to engender positive performance contributions in followers. We also predict that organizational politics will weaken the positive relationship between authentic leadership and job satisfaction by reducing the ability of employees to realize their goals at work. To explore these theoretical assertions, we incorporated a two‐study functional replication (n1 = 265; n2 = 175) to ascertain how authentic leadership and organizational politics impact follower job satisfaction, organizational citizenship behavior (OCB), and task performance. We find that organizational politics consistently weaken the positive effects of authentic leadership on follower OCB across two studies. Furthermore, in Study 2, our findings suggest that organizational politics attenuate the positive impact of authentic leadership on follower job satisfaction and task performance. We discuss theoretical and practical implications.

The Satisfaction and Frustration of Basic Psychological Needs in Engaging Leadership

The purpose of the current study was to test engaging leadership, which is a recently developed leadership concept based on basic psychological needs theory. Drawing on self‐determination theory, the current study hypothesized that basic psychological needs mediate the relationship between engaging leadership and both positive and negative outcomes. An association between need satisfaction and positive results and an association between need frustration and adverse outcomes were expected. The survey data, collected from three comparable groups from two multinational, technical engineering organizations (N = 304), were analyzed using partial least squares structural equation modeling. Autonomy satisfaction was found to play a pivotal role in the leadership model and was associated with increased positive outcomes, such as work engagement and autonomous motivation, and decreased unfavorable motivational consequences, such as controlled motivation and amotivation. The highlighted role of autonomy satisfaction informs leaders to focus on the positive aspects of leadership and need fulfillment rather than aiming to diminish frustration. Additionally, the current study adds to the growing body of knowledge on effective leadership approaches in a fast‐changing complex business world and on the benefits of autonomy‐supportive work environments.

The RARE Leadership Model, Jacob Zuma and Nkandla: Thoughts on the Virtues of Leadership

Scholarly and journalistic work on the critical state of leadership in Africa abound. Hellicy Ngambi (2011) attributes Africa’s poor development, despite its wealth of diversity in natural and human resources, to leadership issues that need to be explored, considered and addressed. To confront the development challenges of a continent diverse in human and natural resources she proposes her principal and value-based, RARE (Responsible, Accountable, Relevant and Ethical) leadership model, as the most effective leadership approach. Popular perceptions suggest that, under the leadership of Jacob Zuma, the reality surrounding the leadership of many African countries has now also become the reality of South Africa. This article makes a distinction between ‘leadership as influence’ and ‘leadership with character’ – the latter embodied in the attributes of Ngambi’s RARE leadership model. Ngambi recommends that further studies be conducted to explore the application of RARE leadership. Referring to the controversial Nkandla case, in which unlawful conduct and maladministration was found to have occurred in relation to the upgrades of Jacob Zuma’s private residence, this paper explores the applicability of the RARE leadership model to an assessment of the leadership of South Africa’s president.  Â

Servant leadership and work-related well-being in a construction company

Orientation: High levels of work-related well-being are imperative to ensure financial stability, competitiveness and sustainability in the construction industry. Leadership plays a fundamental role to enhance work engagement and to decrease burnout. The interrelationships between servant leadership, job demands, job resources, work engagement and burnout are still unknown, especially within the construction industry. Research purpose: The aim of this study was to explore the interrelationships between servant leadership, job demands, job resources, work engagement and burnout in a construction company. Motivation for the study: The construction industry is a highly demanding and labour intensive industry, which makes it difficult to sustain high work engagement and low burnout. This industry therefore calls for a people-orientated leadership approach, such as servant leadership, to enhance job resources to ultimately increase work engagement and to decrease burnout levels. Research design, approach and method: A quantitative research design was applied and four quantitative surveys were used to collect data. Two hundred and twenty-four sets of questionnaires were completed by employees in a South African construction company. Main findings: The results indicated that job resources mediated a positive relationship between servant leadership and work engagement and a negative relationship between servant leadership and burnout. Servant leadership had a positive significant relationship with job resources and significantly explained a proportion of the variance in job resources. Job resources, in turn, significantly explained a proportion of increase in work engagement levels and a proportion of reduction in burnout levels. An insignificant relationship was found between job demands and servant leadership. Practical or managerial implications: The findings showed that servant leadership could be used as an effective leadership approach to enhance work engagement and to decrease burnout in the construction industry. Contribution or value-add: This study makes a theoretical contribution to the body of knowledge on servant leadership and work-related well-being by providing empirical evidence on the interrelationships between servant leadership, job demands, job resources, work engagement and burnout.

A Socially Just Leadership Approach to Community-Partnered Research for Reducing Health Disparities

Significant health disparities continue to plague many groups of people who have been systematically oppressed and largely unrepresented in health research. Community-based participatory research (CBPR) is a collaborative research approach that has been shown to be effective in addressing health disparities; a community–university partnership approach can be used to conduct this research. Counseling psychologists are well suited to establish and lead CBPR partnerships, yet there is a paucity of research to guide them in utilizing effective leadership approaches when conducting CBPR for reducing health disparities. Therefore, the aims of the present study were to (a) review existing leadership models applicable to conducting CBPR; (b) identify guiding principles of socially just leadership that emerged from the aforementioned review; (c) offer an example of how the guiding principles were used in a community–university partnership, highlighting challenges, solutions, and lessons learned; and (d) discuss the benefits of socially just leadership for counseling psychologists.