Effects Of Transformational Leadership Behaviors Research Articles

The Influence of Elementary School Principal's Transformational Leadership Behavior in Cultivating Entrepreneurial Character of the Millennial Generation

The rapid and complex changes in education today demand the presence of leaders who are able to overcome the challenges. Principals who practice transformational leadership encourage millennial teachers to have a clear vision, flexibility and the ability to cope with changes in education. The purpose of this study was to analyze and determine the effect of transformational leadership behavior of elementary school principals on building the entrepreneurship character of the millennial generation in Tanjung Karang Barat Sub-district, Bandar Lampung City. This research uses a quantitative approach. The population in this study was 131 elementary school educators in Tanjung Karang Barat District, Bandar Lampung City so that 56 educators. Data collection was carried out using a questionnaire. Data analysis used simple regression which had previously been carried out regression prerequisite tests, namely normality test and linearity test. The results of this study indicate that there is a positive and significant effect of transformational leadership behavior of elementary school principals on the entrepreneurial character of the millennial generation in Tanjung Karang Barat District, Bandar Lampung City with the acquisition of the namely 5.276> 2.005. The conclusion in this study is that with inspirational and empowering leadership, principals can motivate and influence millennial educators to build an attitude of entrepreneurship, innovation and independence needed to face real-world challenges and contribute positively to the world of education and society at large.

Dönüşümcü liderliğin örgütsel güven üzerindeki etkisi: Havacılık sektöründe bir çalışma

This research focuses on the concept of organizational trust, which stands out in the activities of employees in different business lines of airline companies at airports in Turkey and directly affects expectations such as organizational communication, organizational efficiency, performance, and organizational commitment. In this context, the concept of trust is seen as the belief and expectation of the employee in the promises and actions of the organization. In the research, the relationship between the concept of trust and the transformational leadership skills expected from the responsible managers of the employees, who are effective in the complete and safe execution of the operations at the airports despite the pressure of time and workload, has been taken as the subject. The aim of the study was determined as the effect of transformational leadership on organizational trust. The field of this research consists of employees of 3 different private airline companies, operating at Ankara Esenboğa Airport. In this study, to measure transformational leadership, the method of “Transformational Leadership Scale” developed by Carless et al. was used which had carried out to investigate the effect of transformational leadership behavior on organizational trust [1]. Additionally, to measure organizational trust, the “Organizational Trust Scale” developed by Tokgöz and Seymen by making use of different scale factors with hospital staff, was used [2]. In the study, in which 270 survey data were evaluated, a positive and statistically significant relationship was found between transformational leadership and organizational trust (r=0.642, p

Followers’ Motives as Moderators of the Effects of Transformational Leadership Behaviors on Follower Outcomes and Leaders’ Influence

The present paper reports three studies that were based on the general proposition that the effectiveness of transformational leadership (TL) depends on whether the displayed TL behaviors match the followers’ motives. Specifically, inspirational motivation should be effective with followers high on the power motive, intellectual stimulation should be effective with followers high on the achievement motive, and individual consideration should be effective with followers high on the affiliation motive. In study 1, in order to confirm the hypothesized conceptual relationships between TL and motives, we systematically analyzed the TL literature (N = 139 papers) for motive content and found, as predicted, that descriptions of inspirational motivation, intellectual stimulation, and individual consideration were associated with power, achievement, and affiliation motive content, respectively. Study 2, a vignette study, confirmed that participants’ (N = 113) motives determined their preferences for the respective TL behaviors. In study 3 (N = 116), we manipulated TL behaviors with video clips and confirmed the predictions that followers’ affiliation [power] motive moderated the effects of individual consideration [inspirational motivation] on leaders’ influence and followers’ task performance. Mixed results were obtained regarding the expected moderating function of followers’ achievement motive on the effects of intellectual stimulation. Findings are discussed with respect to their importance in establishing TL as a motivation theory.

Enhancing the impact of transformational leadership and team-building on project success: the moderating role of empowerment climate

PurposeThis study examines the mechanisms and conditions that influence how transformational leadership affects project success through the lens of social information processing theory.Design/methodology/approachA dual-stage moderated mediation model was proposed wherein the effect of transformational leadership on project success is mediated by team building, and empowering climate moderates the direct and indirect effects at both the first and second stages. The model was tested based on 370 survey responses of project management practitioners from Pakistan's IT industry. The measurement model was analyzed using confirmatory factor analysis (CFA). Moderated mediation analyses were conducted using Hayes' PROCESS macro.FindingsThe findings suggest that team-building partially mediates the effect of transformational leadership on project success. Furthermore, the conditional indirect effect of transformational leadership on project success via team-building is strengthened at both the first and second stages at higher levels of empowerment climate.Practical implicationsIt is recommended that project managers and project-intensive organizations should strive to cultivate an empowerment climate to fully realize the beneficial effects of transformational leadership behaviors in enhancing positive team outcomes and, consequently, overall project performance.Originality/valueThis study broadly contributes to the literature on the influence of project managers' leadership styles on project outcomes. Specifically, we elucidate the role of empowerment climate as an important boundary condition that enhances the beneficial effects of transformational leadership. Furthermore, we extend the application of social information processing theory to the context of projects.

THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP OF MANUFACTURING COMPANIES ON EMPLOYEE PERFORMANCE

The purpose of this research is to determine the effect of transformational leadership behavior in manufacturing companies on the performance of their employees. The object of this research was conducted at PT. Tyfountex Indonesia is engaged in textiles. The research approach uses a descriptive quantitative approach. This research was conducted using a survey method, namely research that takes a sample from a population and the instrument used is a questionnaire with judgmental sampling. The results of this study indicate that transformational leadership in manufacturing companies at PT. Tyfountex Indonesia has a significant and positive effect on employee performance both partially and simultaneously.

Effect of Multi-Level Transformational Leadership on Team Creativity: Moderating Role of Team Climate towards Comprehensive View of Sub-Saharan Africa

The main purpose of these study was to observe the Effect of multi-Level transformational Leadership on individual and team creativity; moderating the role of team climate towards the Comprehensive View of Sub-Saharan Africa. We obtained data from 300 staff and 93 from 93 teams. We examined the effect of transformational leadership behavior on employee creativity in the team. Besides, with the link between transformational leadership and team creativity, the study explored the moderating role of team climate. Our analysis is based on the team-level process. The results also point to the scarcity of literature on the leadership process at the team level. Also, the outcome shows that transformative leadership has a strong and important effect on the creativity of teams. The result further showed that the association between transformational leadership conduct and team creativity was moderated favorably by the team climate. Finally, some theoretical and functional consequences were discussed by the study.

Work-family conflict and professional commitment: proactive effect of transformational leadership

The study aims to empirically test the moderation effect of transformational leadership characteristic on the relationship between work-family conflict and professional commitment among school teachers. A cross-sectional study was conducted among 752 teachers currently working in private schools from selected districts in Tamil Nadu, India. Purposive sampling technique is used, and data were collected using a questionnaire. The moderating effect of transformational leadership behavior is examined using hierarchical regression analysis. Grounded with the conservation of resource theory (COR) and transformational leadership theory, the results supported the negative impact of work-family conflict on the professional commitment of teachers. Further, the moderation effect of transformational leadership found to reverse the negative relationship between work-family conflict and professional commitment. Thus, the transformational leadership behavior of leaders (head/principal) was found to foster the professional commitment of teachers. This study is focused only on the dimensions of transformational characteristics on the relationship between work-family conflict and professional commitment of teachers. Also, it would be constructive to examine other mediating or moderating impacts of variables such as peer support, job satisfaction, which can also have a significant impact. Further, the outcome variable related to the perspective of students can also be researched.

The effect of transformational leadership behavior on organizational performance in gold industry of Saudi Arabia

This paper mainly aims at investigating the effect of transformational leadership behaviour on organizational performance, as well as other factors such as psychological ownership, working environment, employee involvement, incentives, and employee motivation take into account their effect on organizational performance. To achieve the objectives of the study, quantitative research approach was applied through a questionnaire specifically designed to collect primary information from the samples of the study, which consisted of (250) managers in gold shops in Jeddah. The collected data was analysed using SPSS 20.0. The results showed that transformational leadership behaviour, psychological ownership, working environment, employee involvement, incentives, and employee motivation significantly affect organizational performance in the Saudi Arabian gold industry. Finally, the researcher recommended ways to promote the concept of transformational leadership behaviour in the gold sector in Saudi Arabia at various administrative levels by holding courses and seminars.

The Effect of Transformational Leadership and Work Motivation on Teacher Performance Through Teacher Discipline

This research describes the transformational leadership behavior, work motivation, teacher performance, and work discipline. It also considers the effect of transformational leadership behavior on work motivation; on work discipline; and teacher performance; effect of work motivation on teacher performance; the effect of work discipline on teacher performance; the effect of transformational leadership on teacher performance through work motivation; as well as the effect of transformational leadership on teacher performance through work discipline. The research uses a quantitative approach with descriptive methods involving a research sample of 105 people. The questionnaire was used as a data collection instrument, while hypotheses were tested using path analysis. Based on the results of the research, there is; a direct effect of transformational leadership on work motivation, work discipline, and teacher performance; a direct effect of work motivation on teacher performance; an indirect effect of transformational leadership on teacher performance through work motivation; as well as an indirect effect of transformational leadership on teacher performance through work discipline. Recommendations are made for teachers to improve performance during the teaching and learning processes, while there is a need for principals to optimize their coaching methods of teachers through improved transformational leadership.

Impact mechanism of direct supervisor’s leadership behaviors on employees’ extended use of information technologies

PurposeThe purpose of this paper is to examine the mediating effect of job autonomy on the relationship between direct supervisor’s transformational leadership behaviors and employees’ extended use of information technologies (IT). In addition, this study considers IT innovativeness as a significant moderator in the research model, in order to examine if the relative influences of leadership behaviors on IT extended use are contingent upon employees’ IT innovativeness.Design/methodology/approachA field survey was conducted in China and empirical data were collected from 299 employees who use IT in support of daily work. Structural equation modeling technique was used to examine the research model and corresponding hypotheses.FindingsThe empirical results indicate that: three dimensions of transformational leadership, specifically interpersonal consideration, intellectual stimulation and inspirational motivation, are significant antecedents of employees’ IT extended use; perceived job autonomy partially mediates the relationships between transformational leadership behaviors and IT extended use; and employees’ IT innovativeness positively moderates the effects of transformational leadership behaviors on IT extended use.Practical implicationsThis study can provide first-line managers with a better understanding of how to stimulate employees to make an extended use of IT by granting them more freedom in job assignments. Furthermore, the managers also need attend to subordinates’ personal IT innovativeness when exhibiting transformational leadership behaviors.Originality/valueThis study contributes to the extant literature of IT extended use through the lens of transformational leadership and job characteristics theory. In particular, this study identifies the boundary condition of the proposed research model by uncovering the moderating effect of IT innovativeness between transformational leadership behaviors and IT extended use.

The Cross-Cultural Variation of the Effects of Transformational Leadership Behaviors on Followers’ Organizational Identification: The Case of Idealized Influence and Individualized Consideration in Finland and Russia

ABSTRACTIn this article, we examine the cross-cultural variation in the perceived effects ofidealized influenceandindividualized considerationleadership behaviors – two behavioral dimensions of transformational leadership – on followers’ organizational identification in two culturally distinct countries: Russia and Finland. We also test whether the followers’ role ambiguity mediates these relationships. Using the self-concept-based theory of leadership as an explanatory framework, our analysis of white-collar employees in four Finland-based multinational corporations and their subsidiaries in Russia shows that whereas in Russia both behaviors facilitate followers’ identification, in Finland only idealized influence does. We also find differences in how role ambiguity mediates the relationship between the two behaviors and followers’ identification in the two countries. In Russia, it fully mediates the relationship betweenindividualized considerationand followers’ identification, whereas in Finland it partially mediates the relationship betweenidealized influenceand followers’ identification.

MP96-01 SURGEON LEADERSHIP IN THE OR: THE EFFECTS OF POSITIVE AND NEGATIVE BEHAVIORS ON SURGICAL TEAM PERFORMANCE

You have accessJournal of UrologyGeneral & Epidemiological Trends & Socioeconomics: Quality Improvement & Patient Safety III1 Apr 2017MP96-01 SURGEON LEADERSHIP IN THE OR: THE EFFECTS OF POSITIVE AND NEGATIVE BEHAVIORS ON SURGICAL TEAM PERFORMANCE Julian Barling, Amy Akers, Michael Di Lena, and Darren Beiko Julian BarlingJulian Barling More articles by this author , Amy AkersAmy Akers More articles by this author , Michael Di LenaMichael Di Lena More articles by this author , and Darren BeikoDarren Beiko More articles by this author View All Author Informationhttps://doi.org/10.1016/j.juro.2017.02.3024AboutPDF ToolsAdd to favoritesDownload CitationsTrack CitationsPermissionsReprints ShareFacebookTwitterLinked InEmail INTRODUCTION AND OBJECTIVES Leadership in the operating room has been widely studied, yet the effects of surgeons' leadership on team performance are not well understood. The purpose of this study was to examine the simultaneous effects of transformational, passive, abusive supervision and over-controlling leadership behaviors by surgeons on surgical team performance. We hypothesized that transformational leadership and the three negative leadership behaviors would positively and negatively influence surgical team performance, respectively. METHODS Trained observers attended 150 randomly selected operations at a tertiary care teaching hospital, including 20 urology cases. Observers recorded instances of the four leadership behaviors enacted by the surgeon. Postoperatively, team members (nurses, anesthetists, surgeons and their trainees) completed validated questionnaires rating team cohesion and collective efficacy. To test our hypotheses, multiple regression analyses were computed with psychological safety and collective efficacy as separate outcome variables. Data were analyzed using the complex modeling function in MPlus. RESULTS Surgeons' abusive supervision was negatively associated with psychological safety (unstandardized b = -.352, p < .01). There were no significant associations between the other 3 leadership types and psychological safety (p > .05). Both surgeons' abusive supervision (unstandardized b = -.237, p < .01), and over-controlling leadership (unstandardized b = -.230, p < .05) were negatively associated with collective efficacy. Neither transformational leadership nor passive leadership were linked with collective effective. CONCLUSIONS This study is the first to assess the simultaneous effects of surgeons' positive and negative leadership behaviors on intraoperative team performance. Significant effects only surfaced for negative leadership behaviors; transformational leadership did not positively influence team performance. Surgeons' intraoperative negative leadership behaviors appear to suppress the effects of transformational leadership behaviors. Educating surgeons about both positive and negative leadership behaviors offers the opportunity to enhance intraoperative team performance. © 2017FiguresReferencesRelatedDetails Volume 197Issue 4SApril 2017Page: e1294 Advertisement Copyright & Permissions© 2017MetricsAuthor Information Julian Barling More articles by this author Amy Akers More articles by this author Michael Di Lena More articles by this author Darren Beiko More articles by this author Expand All Advertisement Advertisement PDF downloadLoading ...

Leaders’ commitment to change and their effectiveness in change – a multilevel investigation

Purpose– Followers’ affective commitment to change has been found to constitute a strong predictor of the success of change initiatives in organizations. Several studies have yet shown positive effects of transformational leadership on followers’ commitment to change. However, up to date there is no study examining the direct effects of different transformational leadership behaviors on followers’ commitment to change and the moderating impact of leaders’ commitment to change on these relationships. The paper aims to discuss these issues.Design/methodology/approach– This study uses a cross-sectional, multilevel design based on multisource date from 38 teams from different organizations with a total of 177 participating team members. Data of leaders’ and followers’ commitment to change as well as ratings of transformational leadership behavior were captured applying a quantitative approach.Findings– Results show a significant positive effect of the transformational leadership behavior “individual support” on followers’ affective commitment toward change. Moreover, the transformational leadership behavior “providing an appropriate model” was shown as only positively contributing to followers’ commitment to change when leaders’ own commitment toward change was high.Research limitations/implications– Due to the multilevel and multisource data, the sample is relatively small which limits the external validity of findings. Also, future studies should invest in longitudinal replication of relationships. Research on leaders’ and followers’ commitment to change should continue to develop more complete models of interacting influence factors.Practical implications– For team leaders and organizations, results underline the importance of individual support of team members. Thus, leaders need to be enabled to invest individual leadership in the long run. Also, leaders need to become aware of their own commitment toward the change and, going beyond, need to develop a positive bond to the change if they want to be able to act as successful role models.Originality/value– This paper contributes to existing literature by offering a more detailed insight for researchers and practitioners into the effectiveness of transformational leadership in change by exploring the impact of different transformational leadership behaviors effecting followers’ commitment to change. Moreover, it provides important knowledge about the relevance of leaders’ own commitment to change as a moderator of effective leadership in change.

The Relation Between Leadership and Perceived Well‐Being: What Role Does Occupational Self‐Efficacy Play?

Current research confirms the link between leadership behavior and subordinates’ health. However, only a few longitudinal surveys have been carried out. The present longitudinal study examined whether occupational self‐efficacy moderates the impact of transformational leadership on perceived negative well‐being. The sample consisted of 339 employees working in the health‐care sector. The correlations between transformational leadership at the first time of measurement (Time 1) and emotional exhaustion and perceived strain at the second time of measurement (Time 2) were negative and significant, but the correlation with depersonalization was not significant. Regression analyses revealed that the effect of transformational leadership behavior on perceived negative well‐being was not moderated by the level of occupational self‐efficacy. Implications for future research are discussed.

Rekindle Teacher's Organizational Commitment: The Effect of Transformational Leadership Behavior

Abstract Teachers’ organizational commitment is a critical aspect in determining the success of education reform and school effectiveness because highly committed teachers are willing to contribute their extra effort to achieve school vision and goals. Thus, it is important to identify the factors that could enhance teachers’ organizational commitment. The purpose of this study was to examine the relationship of perceived transformational leadership behavior and organizational commitment. 186 secondary school teachers in the district of Klang were selected based on two-stage random sampling. Data were collected using the survey method and were analyzed using both descriptive and inferential statistics. Based on the data collected, the findings showed that secondary school teachers in the Klang district have high level of organizational commitment and perceive their principals practicing strong transformational leadership behavior. The findings also revealed that there was a positive and strong linear relationship between transformational leadership behavior and organizational commitment. The findings of this study have implications to the role of principal in exercising transformational leadership behavior to ignite teachers’ organizational commitment.

Transformational leadership and job performance: A social identity perspective

Drawing on social identity theory, this study provides a model explaining the underlying process through which transformational leadership influences creative behavior and organizational citizenship behaviors. Individual differentiation and group identification are proposed as social identity mechanisms reflecting the characteristics of personal and collective identity orientations that underpin the differential effects of transformational leadership behaviors on performance outcomes. The model is tested with data from a sample of 250 front-line employees and their immediate managers working in five banks in the People's Republic of China. Results of hierarchical linear modeling provide support for the model whereby group-focused and individual-focused transformational leadership behaviors exert differential impacts on individual differentiation and group identification. Furthermore, individual differentiation mediates the relationship between individual-focused transformational leadership and creative behavior, whereas group identification mediates the relationships between group-focused transformational leadership and OCBs toward individuals and groups. Implications for theory and practice are discussed and future research directions are outlined.

Transformational leadership and task cohesion in sport: The mediating role of intrateam communication

ObjectivesLittle is known about the mechanisms that might mediate the relationship between transformational leadership behaviors and follower outcomes in the sporting domain. The purpose of this study was to examine whether intrateam communication mediated the effects of transformational leadership behaviors on task cohesion. Design/MethodsA cross-sectional study of university level ultimate frisbee players (N = 199). Participants completed a measure assessing their perceptions of their captain's transformational leadership behaviors. Post-competition, participants completed measures assessing perceptions of intrateam communication and task cohesion within their own team. ResultsMultilevel analyses revealed intrateam communication to partially mediate the relationships between two of the transformational leadership behaviors and task cohesion. ConclusionsIntrateam communication is seen to be a mechanism that explains the relationship between transformational leadership and task cohesion. Overall, the results support and add to the range of positive effects associated with transformational leadership in sport, and are suggestive of interventions that may raise levels of team cohesion.

The distinctive effects of dual-level leadership behaviors on employees’ trust in leadership: An empirical study from China

The loss of trust within and between organizations has become serious worldwide, especially in China. In this study, we seek to explain why as well as how leaders at two different levels (i.e., the top management and the supervisory levels) affect employees’ trust in leadership at the two levels distinctively, especially in the context of China as an emerging economy. Adopting the perspective of multi-level social exchanges within organizations, we develop a dual-level model with perceived organizational support and leader–member exchange as two major mediating mechanisms for the distinctive effects of transformational leadership behaviors on employees’ trust in leadership at both top management and supervisory levels, respectively. The empirical evidence based on a sample of 357 Chinese employees and their supervisors supports the proposed model. Both theoretical and practical implications of our findings are discussed.

The Substitution Effect of Leadership Substitutes for Transformational Leadership in Nursing Organization

This paper was conducted to examine the effects of transformational leadership behaviors, within the substitutes for leadership model (Kerr & Jermier, 1978). Data was collected from 181 staff nurses in 3 general hospitals, with self-reporting questionnaires (MLQ developed by Bass, rd-SLS developed by Podsakoff, et al., and MSQ developed by Weiss, et al.). Descriptive statistics, factor analysis, Cronbach's alpha and moderated regression analysis were used. 1) The transformational leader behaviors and substitutes for leadership each had correlations with job satisfaction. 2) The total amount of variance accounted for by the substitutes for leadership was substantially greater than by the transformational leadership behaviors. 3) Few of the substitutes variables moderated the relationships between the transformational leader behaviors and job satisfaction in a manner consistent with that specified by Howell, Dorfman, and Kerr (1986). The finding of this study suggest that leaders need to have a better understanding of those contextual variables that influence job satisfaction. Thus future research should focus attention on the moderating effects of substitutes, as well as the things that leaders can do to influence them. In addition, it may be good to examine the effects of substitutes on other criterion variables.

Transformational Leader Behaviors and Substitutes for Leadership as Determinants of Employee Satisfaction, Commitment, Trust, and Organizational Citizenship Behaviors

The goal of this study was to examine the effects of transformational leadership behaviors, within the context of Kerr and Jermier’s (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hierarchical moderated regression analysis procedures generally showed that few of the substitutes variables moderated the effects of the transformational leader behaviors on followers’ attitudes, role perceptions, and “in-role” and “citizenship” behaviors in a manner consistent with the predictions of Howell, Dorfman and Kerr (1986). However, the results did show that: (a) the transformational leader behaviors and substitutes for leadership each had unique effects on follower criterion variables; (b) the total amount of variance accounted for by the substitutes for leadership and the transformational leader behaviors was substantially greater than that reported in prior leadership research; and (c) several of the transformational behaviors were significantly related to several of the substitutes for leadership variables. Implications of these findings for our understanding of the effects of transformational leader behaviors and substitutes for leadership are then discussed.