Effect Of Transformational Leadership Research Articles

Effects of transformational leadership on the learning organization and nurses' innovative behavior in Vietnamese public hospitals

PurposeThe purpose of this study is to explore the effects of transformational leadership on learning organization and nurses' innovative behavior. Furthermore, this study aims to explore the mediating role of learning organization in the relationship between transformational leadership and nurse innovative behavior in the healthcare context. As there is a paucity of research examining these relationships, this study bridges the research gaps in the literature.Design/methodology/approachA cross-sectional survey was used. Using convenience sampling, the data of 228 nurses from 5 public hospitals in Vietnam were collected via questionnaires. A structural equation model (SEM) was used to empirically test the hypotheses.FindingsThe findings show significant positive effects of transformational leadership on learning organization and nurses’ innovative behavior. Furthermore, a significant positive relationship between learning organization and nurses’ innovative behavior was also supported. Finally, the partial mediating role of learning organization is significant in this study.Originality/valueTo the best of the author's knowledge, this article is the first of its kind to identify the minimal literature available on the impact of transformational leadership on learning organization and nurses’ innovative behavior. This article also contributes to extending knowledge about the mediating role of learning organization in the healthcare context. Highlighting the importance of transformational leadership, the findings offer guidance for healthcare organizations that aim to strengthen nurses’ innovative behavior.

Impact of Transformational Leadership and Work Motivation on Performance with Work Ethic Mediation

The study aims to determine the effect of transformational leadership and work motivation on employee performance with work ethic as a mediator variable at PT Bank Mandiri (Persero) Tbk - Samarinda Branch. This study uses a quantitative approach with 136 employees of PT Bank Mandiri (Persero) Tbk - Samarinda Branch. The analytical tool used in this research is the SmartPLS version 3.2.9 application. The data analysis process in this study was carried out with the measurement model (outer model), structural model (inner model) and hypothesis testing using Bootstrapping. The results of this study indicate that transformational leadership (X1) has a positive and significant effect on work ethic (Z), work motivation (X2) has a positive and significant effect on work ethic (Z), transformational leadership (X1) has a positive and significant effect on employee performance (Y), work motivation (X2) has a positive and significant effect on employee performance (Y), work ethic (Z) has a positive and significant effect on employee performance (Y), this study also proves that work ethic (Z) is able to mediate the effect of transformational leadership (X1) on employee performance (Y), and work ethic (Z) is able to mediate the effect of work motivation (X2) on employee performance (Y).

The Effects of Organizational Culture and Transformational Leadership on Worker Performance at the Lebak Regency Ministry of Religious Affairs Office with Job Satisfaction as an Intervening Variable

This study uses job satisfaction as an intervening variable to examine how corporate culture and “transformational” leadership affect employee performance. The Civil Servant of the Lebak Regency’s Ministry of Religious Affairs is the subject of this study. The survey was completed by 105 people in total. A sample of 140 government officials working at the Office of the Ministry of Religious Affairs of Lebak Regency and KUA of Lebak Regency was selected using the Slovin formula. Purposive sampling is the method of sampling that is employed. The partial least squares method, or SmartPLS, was used to analyze the data using path analysis. The study’s findings demonstrate that employment satisfaction has a positive and significant relationship with transformational leadership, organizational power has a positive and significant relationship with job satisfaction, and employee performance has a positive and significant relationship with organizational culture. In the meantime, organizational culture through work happiness has a favorable and significant impact on employee performance, as does transformational leadership through job satisfaction. Additionally, job happiness and corporate culture through transformational leadership have a stronger impact on worker performance than employee performance is directly impacted by company culture and transformational leadership without having to. Meanwhile, transformational leadership has a favorable and significant effect on employee performance through work satisfaction, and organizational culture has a positive and significant effect on employee performance through job satisfaction. Furthermore, the influence of transformational leadership and organizational culture on employee performance through job satisfaction is greater than the influence of transformational leadership and organizational culture directly on employee performance without going through the variable of job satisfaction.

Enhancing Employee Performance through Transformational Leadership: A Study

This research investigates the influence of transformational leadership on employee performance, with a specific focus on the mediating roles of job stress reduction and organizational work environment. Transformational leadership, characterized by its ability to enhance employee engagement and clarity, is examined as an independent variable impacting employee performance, the dependent variable. The study aims to achieve the following objective: (1) explore the impact of transformational leadership on organizational work environments, (2) understand the effect of transformational leadership on reducing job stress, and (3) examine the role of transformational leadership in improving employee performance. The research delves into how transformational leadership fosters a positive work environment—by reciprocating performance, establishing role clarity, and increasing employee participation—and mitigates job stress—by alleviating anger and depression. Conducted in the Meerut district of Delhi NCR, the study considered academicians from private higher educational institutes, selected through stratified random sampling (sample size N=151). Utilizing a descriptive research design, data was collected via a structured questionnaire with a high- reliability score (Cronbach's alpha = 0.88) and analyzed using SmartPLS 4.0 (student version) software. Findings reveal that transformational leadership significantly reduces job stress and enhances the organizational work environment, which collectively boosts employee performance. Key performance indicators observed include improved work quality, effective communication, timely completion of tasks, teamwork, reliability, and problem-solving skills. This study underscores the significant role of transformational leadership in cultivating a supportive work environment and reducing job stress to elevate overall employee performance.

Transformational Leadership and Educational Outcomes

The effect of school leadership on educational outcomes has been widely debated in recent decades. Only a small fraction of available research studies deals with the measurement of the effects of leadership on specific educational outcomes. The paper aims to provide an overview of theory and research on the effect of transformational leadership on educational outcomes. A systematic review of the literature was conducted in an attempt to summarise the past 15 years of research on the link between transformational leadership and educational outcomes. The evidence on the effects of transformational leadership is used as the basis for conclusions and recommendations in relation to future research. These recommendations include the need for addressing methodological problems associated with leadership studies and the need to explore the link between transformational leadership and other leadership models.

Effect of Individual-Oriented Transformational Leadership on Teachers' Work Performance, Mediated by Intrinsic Motivation in Training Schools

Effect of Individual-Oriented Transformational Leadership on Teachers' Work Performance, Mediated by Intrinsic Motivation in Training Schools

The Effect of Transformational Leadership on Performance of Organizations: A Review of Systematic Literature Across Different Sectors

In many organizational sectors, transformational leadership has been recognized as a leadership style that greatly affects worker performance and job satisfaction. The objective of this systematic assessment of the literature is to explore how transformational leadership impacts organizational performance. This research shows that there is a positive relationship between employee performance and transformative leadership, using a review of studies undertaken in different contexts and sectors. Additionally, this review highlights aspects of organizational performance that are influenced by transformational leadership. These findings confirm the transformative potential of transformational leadership in a variety of organizational settings and provide insight for leaders aiming to foster productive work environments.

The Effect of Transformational Leadership, Work Environment, and Life-Work Balance on Employee Job Satisfaction in the Manufacturing Industry in Surabaya Region

This study investigates the influence of transformational leadership, work environment, and work-life balance on employee job satisfaction within the manufacturing industry in the Surabaya region. A quantitative research design employing Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis was utilized to analyze data collected from 160 employees across various manufacturing sectors. The findings reveal significant positive relationships between transformational leadership, work environment, work-life balance, and employee job satisfaction. Transformational leadership emerged as a key predictor of employee job satisfaction, emphasizing the importance of visionary leadership in fostering a positive work culture. Additionally, a supportive work environment and satisfactory work-life balance were found to significantly impact employee satisfaction. These findings underscore the interconnectedness of organizational factors in shaping employee perceptions and experiences within the manufacturing industry. The study contributes to both theoretical understanding and practical implications for organizational management and human resource practices, providing insights for enhancing employee satisfaction and organizational success in the Surabaya manufacturing context.

Organizational Culture, Transformational Leadership, and Work Motivation's Effect on ABA Kindergarten Teachers' Performance and OCB

Organizational Culture, Transformational Leadership, and Work Motivation's Effect on ABA Kindergarten Teachers' Performance and OCB

THE IMPACT OF ORGANIZATIONAL CHANGE ON THE SUSTAINABILITY PERFORMANCE OF HIGHER EDUCATION INSTITUTIONS: MEDIATING ROLE OF TRANSFORMATIONAL LEADERSHIP

The history of sustainability rooted back in 1800s, yet the concept was practically adopted in business in 1980’s. Sustainability gain popularity after the SDGs in 2017, and higher education institutions (HEIs) has also adopted sustainability measures in their businesses. This study explores the impact of organizational change on transformational leadership and sustainable performance. Climate of change, process of change and readiness for change are used as the dimensions of change and for sustainable performance the dimensions used are economic performance, social performance, and environmental performance. Furthermore, the mediating effect of transformational leadership between organisational change and sustainable performance. The institutional theory and resource-based view theory are employed to explain the relationship among variables in the conceptual framework in Malaysian context. This is a quantitative, cross-sectional study which adopts positivist approach and self-administered questionnaire are adapted from previous research. The stratified random sampling technique will be used to collect data from higher education institutions (HEIs) in West Malaysia.

Job design in blue- and white-collar jobs: the influence of transformational leadership on job crafting and i-deals

PurposeWhereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly structured work. Our study addresses this gap by analyzing the effects of transformational leadership on job crafting and i-deals in blue- and white-collar jobs.Design/methodology/approachTo test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.FindingsOur results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.Practical implicationsThe study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.Originality/valueThis study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.

How Does Psychological Contract Mediate the Effect of Transformational Leadership on Job Satisfaction? Moderating Variable of Tenure

How Does Psychological Contract Mediate the Effect of Transformational Leadership on Job Satisfaction? Moderating Variable of Tenure

Transformational leadership and well-being when working from home – the role of ICT demands

PurposeThe purpose of this study is to investigate the effectiveness of transformational leadership (TFL) for employee well-being when working from home (WFH) and under the light of stressors coming from the use of information and communication technologies (ICTs).Design/methodology/approachModeration analyses were conducted with a sample of 763 employees who work at least one day a week from home.FindingsThe results suggest that TFL still has a positive effect on employee well-being during WFH, but that its effectiveness decreases when certain ICT demands that inhibit communication occur. Contrary to our expectations, constant availability did not weaken the effects of TFL.Practical implicationsLeaders must be aware of the influence of ICT demands on their leadership effectiveness and take countermeasures to increase effective communication and decrease the occurrence of ICT demands.Originality/valueCurrent literature on TFL was enhanced by examining its effectiveness in a WFH context and providing important insights into the challenges of remote work for leadership and employee well-being.

Modern Leadership and Work Balance: Academic Supervision of Higher Education Performance

This study aims to determine the impact of transformational leadership, organizational culture, and work-life balance on the performance of lecturers and teaching staff, as regulated by academic supervision. Using an associative approach, the research sampled one hundred lecturers and utilized questionnaires and observations as research instruments. The findings reveal that academic supervision does not moderate the effect of transformational leadership on performance. However, it can moderate the effect of organizational culture on performance, while it does not moderate the effect of work-life balance on performance. This indicates that academic supervision does not entirely attenuate the impacts of transformational leadership, work-life balance, and organizational culture on the performance of lecturers at various tertiary institutions within LLDIKTI III. The implications of these findings are significant for the management and administration of tertiary institutions. Institutions should recognize that while academic supervision is a valuable tool for enhancing performance, its effectiveness is contingent upon the broader organizational context. Tailoring academic supervision practices to align with the specific cultural dynamics of the institution can maximize its positive impact on performance. Moreover, ensuring that lecturers maintain a healthy work-life balance is crucial for sustaining high performance, independent of supervisory practices.

Dynamics of leadership, interpersonal relations and commitment to change in the Tunisian healthcare context: toward effective transformation of healthcare institutions?

PurposeThis article aims to elucidate the effect of transformational leadership on commitment to change, assuming the existence of mediating variables (Leader–Member Exchange) influencing this relationship.Design/methodology/approachData was collected through a survey based on a sample of 240 observations (Tunisian context with respondents from the healthcare sector). These findings were processed using SPSS and AMOS 23 software, employing exploratory factor analysis and structural equation modeling.FindingsResearch results affirm that leader–member exchange plays a mediating role between leadership styles and commitment to change.Research limitations/implicationsMethodologically, the sample choice lacked diversity. Only hospitals were encompassed in this study. Hence, the generalizability of the results might be questioned. It is crucial to acknowledge that outcomes could vary based on culture and organizational type (Yu et al., 2002; Hechanova and Cementina-Olpoc, 2013). Moreover, our assessment of commitment to change relies on a unidimensional measurement scale focused on affective commitment. However, a multidimensional approach (Herscovitch and Meyer, 2002) could provide a more detailed understanding of the relationship between transformational leadership and different dimensions of commitment to change, including affective, normative and continuance commitment.Practical implicationsOn a practical level, the outcomes of this study hold significance for the healthcare domain, especially concerning change management and leadership within healthcare institutions. Grasping how transformational leadership can positively influence commitment to change through leader–member exchange offers healthcare managers concrete strategies to foster employee adherence to change initiatives. This understanding can be particularly crucial in a constantly evolving environment, where practices and protocols need adaptation to meet new requirements and medical advancements.Originality/valueThis research clarifies how transformational leadership influences commitment to change through leader–member exchange. Furthermore, this study guides organizations toward cultivating transformational leaders. The strength of transformational leadership lies in its ability to channel and transform energies to evoke enthusiastic motivation for achieving anticipated goals (Bass, 1985). However, it's pivotal to recognize that transitioning from a manager-directed approach to an empowerment approach presents inherent challenges (Manz et al., 1990). Investing in leadership development, as underscored by this study, can yield tangible enhancements in commitment to change.

Impact of Leadership Style on Employees’ Performance: A Case of Private School in Peshawar

The primary objective of the study was to explore the leadership style that best enhances workplace performance among employees, and concurrently, assess the influence of leadership styles such as Transformational and Transactional leadership on employee performance. Effectively managing an organization necessitates adept leadership, with various leadership styles associated with distinct outcomes. This investigation delved into the presence of leadership styles, their correlation with employee performance, and the effects of transformational and transactional leadership on concepts like organizational commitment, organizational behavior, and job satisfaction. The City Schools of Peshawar served as the case study. Initially, a questionnaire was distributed to teaching staff to gauge the impact of independent variables on the dependent variable. In theoretical framework, we placed transformational leadership and transactional leadership as repressors and a employee performance as regressends. The sample size comprised 140 respondents, with 104 questionnaires selected using the "Yamani" formula. Primary data was collected through a structured 5-point Likert scale questionnaire. Analysis, conducted using SPSS, involved correlation matrix, multicollinearity (VIF) analysis, heteroscedasticity analysis, and regression. The findings affirmed a positive impact of the tested leadership styles on employee performance. The research concluded by recommending that managers emphasize the use of transformational leadership to cultivate higher levels of organizational commitment, organizational behavior, and job satisfaction.

The effect of principal transformational leadership on teacher innovative behavior: the moderator role of uncertainty avoidance and the mediated role of the sense of meaning at work

IntroductionGiven the rapid technological advancements and increasing global uncertainties, principals’ promoting teacher innovative behavior (TIB) is fundamental for schools to enhance effectiveness and achieve sustainable competitive growth. However, previous research on the impact of principal transformational leadership (PTL) on TIB has yielded conflicting results. Drawing upon social cognitive theory and leadership substitution theory, this study constructs a model to elucidate the mediating role of teachers’ sense of meaning in work (TMW) between PTL and TIB, as well as the moderating role of teachers’ uncertain avoidance (TUA) in mainland China.MethodsThe model was examined in Chinese primary and secondary schools, with data gathered in January and July 2023. A total of 295 primary and secondary school teachers participated in this research. With Hayes’ PROCESS macro, we examined all the direct and indirect paths, including moderated mediation.ResultsThe findings confirm that PTL positively influences TIB, with TMW serving as a mediator in this relationship. Furthermore, TUA moderates both direct and indirect relationships mentioned above.DiscussionThese findings shed light on the underlying mechanisms through which principal transformational leadership impacts teacher innovative behavior. The implications derived from this conclusion offer valuable managerial insights for principals seeking to promote TIBs.

Effect of transformational leadership on employee resistance to change at eThekwini automobiles

Effect of transformational leadership on employee resistance to change at eThekwini automobiles

Effects of transformational leadership on psychological empowerment and employee engagement: a comparative study of Bangladesh and Thailand

PurposeGrounded in the transformational leadership theory, conservation of resource theory and job demands-resources model, this paper aims to examine the effect of transformational leadership on psychological empowerment and employee engagement of faculty members in Bangladesh and Thailand. This study also integrates Hofstede’s cultural dimensions theory to justify whether transformational leadership could affect psychological empowerment of faculty members in these two countries differently.Design/methodology/approachSurvey data were collected from a total of 457 faculty members from two universities in Bangladesh (n = 243) and two universities in Thailand (n = 241). This study used partial least squares structural equation modeling for analyzing the proposed model.FindingsThe evidence shows that faculty members who worked for department heads and who exhibited transformational leadership demonstrated high level of psychological empowerment and employee engagement. Psychological empowerment also mediates the effect of transformational leadership on employee engagement. Moreover, the degree to which transformational leadership positively affects psychological empowerment is stronger for faculty members in a higher power distance culture (Thailand) than for those faculty members in a lower power distance culture (Bangladesh).Practical implicationsBecause human capital plays a crucial role in determining the potential of universities to achieve superior performance, universities should provide leadership training to help department heads understand the key elements of transformational leadership and apply them in their management practices to promote empowerment and engagement of their faculty members.Originality/valueThe finding provides new evidence that broadens the knowledge from existing research about the cross-cultural effectiveness of transformational leadership, which has not been explored in the area of psychological empowerment.

Examining the Relationship between Transformational Leadership and Organizational Change Effectiveness: A Case Study of Multinational Companies in Baluchistan

This study investigates the impact of transformational management on organizational alternate effectiveness within multinational groups working in Baluchistan, Pakistan. Recognizing the dynamic and hastily evolving commercial enterprise surroundings, this research emphasizes the important role of leadership in navigating via organizational alterations. The look is grounded inside the theoretical framework of transformational management and is posited to influence organizational change tactics seriously, fostering innovation, motivation, and collective imagination and prescience among employees. Through a quantitative study’s methodology, facts were accrued from mid-level managers at Mondelez International, Hub, and Cnergyico Pakistan Limited, Hub, using the Multifactor Leadership Questionnaire (MLQ) and Project Implementation Profile (PIP) survey contraptions. The findings reveal a wonderful correlation between transformational leadership and organizational trade effectiveness, highlighting the importance of transformational leadership behavior, including intellectual stimulation, inspirational motivation, and individualized consideration, in enhancing the success of alternate projects. This takes a look at contributing to the existing body of knowledge by presenting empirical proof of the effectiveness of transformational management in managing organizational change inside the unique socio-economic and cultural context of Baluchistan. The implications of this study are massive for multinational agencies in search of powerful exchange management techniques in diverse and tough environments in force.