Leadership Behavior Questionnaire Research Articles

Cultural diversity and leadership styles in Malaysia’s corporate sector

In an era marked by globalization and heightened competition, this study delves into how sociodemographic factors such as age, gender, education, and work experience influence leadership styles, crucial for achieving organizational objectives. Employing the leadership behaviour questionnaire on 336 predominantly educated, male professionals of Indian descent in Malaysia's corporate sector, the research evaluates task and relationship orientations in leadership. The findings highlight a significant prevalence of both task-oriented and relationship-oriented leadership behaviours. Intriguingly, there is a positive correlation between higher education, age, work experience, and relationship orientation, while education and salary predominantly affect task-oriented leadership. A notable discovery is the positive interplay between task and relationship orientations, suggesting their complementary nature. The study concludes that a balanced, multifaceted leadership approach, fostering both efficiency and employee welfare, is vital. It underscores the impact of educational and professional growth on leadership skills and the necessity of diverse leadership styles for optimal organizational performance, offering key insights for leadership development in varied settings.

Development and validation of headteachers' leadership behavior questionnaire (HLBQ)

The leadership behavior of the headteachers is associated with institutional worth. This study intended to develop and validate a headteachers’ leadership behavior questionnaire (HLBQ) to measure the leadership behavior of headteachers. The questionnaire encompassed two sub-dimensions viz: people-oriented leadership behavior and task-oriented leadership behavior as per Blake and Mouton’s Managerial Grid. After a rigorous literature review followed by focus group discussions, the preliminary draft of the tool encompassed forty-three (43) items on the five (5) points Likert Scale. Based on the content and face validity, the items with CVR values less than 0.42 were dropped. The revised questionnaire was pilot tested on three hundred and ten (310) public secondary school teachers employed in the school education department. The data were processed through Smart PLS version 4, which provided the questionnaire’s validity, reliability, and model fit. After deleting the unfit items, the questionnaire was further reduced to thirty-one (31) items. AVE values of the items related to people-oriented leadership behavior were 0.658 > 0.5, and for task-oriented were 0.686 > 0.5. Fornell-Lacker criterion value (0.828) was more than the correlations with other latent constructs, i.e., 0.811 and 0.831. The Heterotrait-Monotrait ratio (HTMT) value was 0.859 < 0.9, which is acceptable. Cronbach alpha for people-oriented leadership behavior was 0.967 > 0.7, and task-oriented leadership behavior was 0.658 > 0.7. Similarly, the composite reliability (CR) values for people-oriented leadership behavior were 0.970 > 0.7, and task-oriented leadership behavior was 0.963 > 0.7. Thus, the headteachers’ leadership behavior questionnaire (HTLB) was internally consistent, valid, and reliable. The findings of the entire study supported using the headteachers’ leadership behavior questionnaire (HLBQ) to explore and measure the leadership behavior of the headteachers.

Nurses' Risk Perception of Adverse Events and Its Influencing Factors: A Cross-Sectional Study.

To investigate clinical nurses' perception of adverse event risk and to analyze its influencing factors. A proportional stratified random sampling method was applied to recruit nurses from a hospital in Shiyan City, Hubei Province, China. The Nursing Adverse Event Risk Perception Scale, Organizational Support Questionnaire, Nurse Manager Leadership Behavior Questionnaire, Nursing Safety Behavior Questionnaire, and Burnout scale was used to investigate 1084 nurses. Univariate analysis, Pearson correlation analysis, and multiple linear regression analysis were used to analyze the influencing factors. The scores of the Nurses' Risk Perception of Adverse Nursing Event Scale, Organizational Support Questionnaire, Nurse Manager Leadership Behavior Questionnaire, Nursing Safety Behavior Questionnaire, and Burnout Scale were 14.98 ± 5.39, 52.57 ± 10.00, 88.98 ± 21.08, 56.42 ± 5.03, 30.90 ± 21.49, respectively. According to the correlation analysis, nurses' perception of adverse nursing events was positively correlated with the sense of organizational support (r = .457, P < .01), head nurses' leadership behavior (r = .348, P < .01), and nurse safety behavior (r = .457, P < .01), and negatively correlated with the level of burnout (r = -.384, P < .01). According to the Regression analysis, nurses' departments (β = .226, P < .001), daily working hours (β = 1.122, P < .001), adverse events experience (β = -1.505, P < .001), organizational support (β = .105, P < .001), head nurses' leadership behavior (β = .072, P < .001), and burnout (β = -.052, P < .001) held an influence on nurses' risk perception of adverse nursing event. These factors explained 42.5% of the total variation. Nurses' risk perception of adverse nursing events needs to be improved. Nursing managers need to strengthen organizational support for nurses, change the leadership behavior of nurse managers, reduce nurses' burnout, improve nurses' risk perception of adverse nursing events, prevent adverse events, and ensure patient safety.

An Examination of the Relationship between Nurses Perceived Leadership Behaviors in their Managers and Their Attitudes to Change

Purpose –The purpose of this study is to examine the connection between manager nurse's leadership styles and employees' attitudes toward change.Design/methodology/approach –This research was conducted with structural equation model, which is one of the quantitative research methods.The study conducted with 222 nurses working in three state hospitals in two towns in the south of Turkey.Data were collected using the Leadership Behavior Questionnaire and the Attitude towards Change Scale.Statistical analyses of the data were performed using SPSS Statistics Base version 23. The correlation between the Leadership Behavior Questionnaire and Attitude to Change Scale was analyzed using Pearson (r) correlation analysis. For structural equation modeling (SEM) analysis and testing research hypotheses AMOS 21 program was used.Findings –Nurses' perceived leadership score averages were found to be highest in the "Task Oriented Leadership" sub-dimension and the lowest in the "Employee Oriented Leadership" sub-dimension. It was determined that the average score of the nurses' attitude towards change was positive.All leadership styles explained the results of change in a positive and meaningful way through the management style in change.Discussion –In the study, nurses' perception of their managers as more business-oriented leaders and lower mean score for employee and change-oriented leadership revealed the need to develop employee and change-oriented leadership skills of manager nurses.The results of the research show that the results of change will be more efficient if nurse managers create institutional policies and strategies for change.However, since nurses have resistance to change, it is important to develop knowledge, skills and attitudes for managers to cope with these resistances.

Relationships between leadership behaviour of nurse managers and nurses' levels of job satisfaction and compassion fatigue during the COVID-19 pandemic.

To reveal the relationships between the leadership behaviour of nurse managers and nurses' levels of job satisfaction and compassion fatigue during the COVID-19 pandemic. This descriptive and cross-sectional study was performed with 353 nurse professionals participating from 32 cities across Turkey. The data were collected online between August and November 2020 by using the introductory information form, Minnesota Satisfaction Questionnaire, Leadership Behaviour Questionnaire and Compassion Fatigue subdimension of the Professional Quality of Life Scale. The Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) guidelines were followed in the study. Nurses mostly stated their managers as employee-oriented and change-oriented leaders. Nurses' intrinsic and overall satisfaction was high, extrinsic satisfaction was low and their compassion fatigue was at a critical level during the pandemic. According to nurses' personal and professional characteristics, there were significant differences in job satisfaction, compassion fatigue and change-oriented leadership scores. When nurse managers exhibit employee-oriented leadership behaviour, nurses' compassion fatigue decreases and job satisfaction increases.

Leadership Behaviour and Organisational Effectiveness in Post-Primary Schools

The study investigated the influence of Leadership Behaviour on Organisational Effectiveness in Secondary Schools in some selected schools in Ekiti State, a south-western state in Nigeria. The research design used was the descriptive research of the survey type. Subjects used for the study were 105 teachers including principals. The data were collected using a Leadership Behaviour and Organizational Effectiveness Questionnaire and Teacher’s Perception of Principal’s Leadership Behaviour Questionnaire. Five hypotheses were proposed and tested using chi-square statistical analysis. The results were held significant at 0.05 levels. The finding showed that there was a significant relationship between leadership behaviour and organizational effectiveness. The outcome of the research further revealed a significant difference between the qualification of leaders and their behaviour towards organizational effectiveness with no significant difference between the perception of leadership behaviour by teachers and principals.It was concluded from the results of this study that the sex of a leader goes a long way in determining the type of leadership behaviour he/she exhibits and that the positive perception of teachers about the principal will add more to the teachers’ efficiency in that they will be psychologically balanced and disposed to do any work assigned to them by the school authority. Based on the results of the study it was recommended that the School Principal should recognize the fact that their interpersonal behaviour is very important in their daily interaction with teachers towards enhancing School effectiveness. They must be accommodating and sensitive to the needs and problems of their teachers.

RELATIONSHIP BETWEEN PRINCIPALS’ TRANSFORMATIONAL AND DIRECTIVE ETHICAL LEADERSHIP BEHAVIOUR AND TEACHERS’ JOB RELATED STRESS IN SECONDARY SCHOOLS IN ENUGU STATE, NIGERIA

The study investigated the relationship between teachers’ rating of principals’ transformational and directive ethical leadership behaviours and teachers’ job-related stress in secondary schools in Enugu State. Two research questions guided the study and two hypotheses were tested. The study utilized the correlation research design. The population of the study was 9764 teachers from the 330 public secondary schools in the state. A sample size of 1,380 teachers was used for the study. This was drawn from 66 out of the 330 secondary schools in the six education zones in Enugu State using the multistage sampling procedure which involved simple random sampling techniques. Data were collected using two questionnaires entitled “Principals’ Transformational and Directive Ethical Leadership Behaviour Questionnaire (PTDELBQ)” and “Teachers’ Stress Inventory – Revised (TSI). The instruments were validated by three experts. The internal consistency of the instruments was ascertained using Cronbach Alpha. This yielded reliability co-efficient of 0.81 and 0.86 for PTDELBQ and TSI respectively. Pearson's Product Moment Correlation Coefficient was used to answer the research questions and to test the hypotheses at 0.05 level of significance. The study revealed that there is a low negative relationship between teachers’ rating of principals’ transformational ethical leadership behaviour and teachers’ job-related stress, and between teachers’ rating of principals’ directive ethical behaviour and teachers’ job-related stress. Based on these findings, it was recommended among others that teacher training programmes should include training for teachers in the art of stress management and prevention as a requirement for certification in the teaching profession. Article visualizations:

The Role of Leaders in Designing Employees' Work Characteristics: Validation of the Health- and Development-Promoting Leadership Behavior Questionnaire.

In this article, we draw upon the notion that employees’ work characteristics are an important pathway through which leaders influence employee well-being and propose a theoretical framework that integrates perspectives on leadership, occupational stress, and job design. Based on this integrative approach, we developed the health- and development-promoting leadership behavior questionnaire (HDLBQ) for assessing job demands emanating from and job resources provided through the leader. Validation of the measure in German, French, and English using an overall sample of 2,934 employees demonstrated adequate psychometric properties. An examination of the factorial structure revealed three higher-order factors: demanding, development-oriented, and support-oriented leadership. Multigroup confirmatory factor analysis indicated structural equivalence across the three language versions of the HDLBQ. Correlations with employee well-being were moderate, and the HDLBQ explained unique variance in employee well-being beyond that explained by transformational leadership. Suggestions for applications of the HDLBQ and approaches to enhance employee well-being at the workplace are discussed.

A COMPARATIVE ANALYSIS OF THE QUALITY OF LEADERSHIP AMONG IMAMS AND RELIGION TEACHERS

The aim of the paper is to make a comparative analysis of the quality of leadership among imams and religion teachers, i.e. based on the attitudes of imams and religion teachers to conclude whether there is a difference in the frequency of application of different leadership styles. We used a method of theoretical analysis, a descriptive-analytical survey method, and a technique of survey data collection. The research instruments were a Background Data Questionnaire and a Leadership Behavior Questionnaire - Leadership Styles (Pearce &amp; Sims, 2002). The research sample consisted of 100 imams and 100 religion teachers coming from the Zenica-Doboj Canton. Our findings showed that the leadership by imams is statistically significantly more characterized by: intimidation, reprimand, setting goals, instructions and commands, providing material and personal rewards, disagreement with the current situation and vision. On the other hand, the leadership by religion teachers is statistically significantly characterized more by: the team's functional efficiency, the qualitative efficiency of the team, efficiency of introducing changes, efficiency of organization and planning, interpersonal efficiency, efficiency evaluation, and overall efficiency. The following styles were found to be common to both imams and religion teachers: idealism, inspirational communication, intellectual stimulation, support to the reward system, encouraging independent actions, support to thinking and support to personal progress.

LEADERSHIP BEHAVIOUR ON JOB SATISFACTION IN MALAYSIAN NATIONAL SECONDARY SCHOOLS: MOTIVATION AND HYGIENE SATISFACTION

Inter-relationship between the principal and his/her teachers is vital in ensuring the success in school performance. Principal leadership behaviour is attributed to teachers’ job satisfaction thus may directly or indirectly, influence the achievement of school when striving for a goal or vision. The present study aims to determine the influence of principals’ leadership behaviour on teachers’ job satisfaction from the perception of a group of selected secondary schools teacher. Quantitative approach was used and questionnaires were distributed to 301 teachers for data collection. Descriptive and inferential analyses were used to analyse the data collected. Two instruments were utilized namely, (1) Leadership Behaviour Questionnaire and; (2) Teacher Job Satisfaction Questionnaire. The findings indicate that there is a significant correlation between principal leadership with teacher job satisfaction. This study also reports that the supportive and achievement–oriented leadership style influence teachers’ job statisfaction and contributed it to 30.7%. Our findings indicate that supportive leadership contributed more to the teachers’ job satisfaction compared to the achievement-oriented leadership style. This study confirms the importance of leadership behaviour on teachers’ job satisfaction. Generally, supportive and achievement-oriented leadership are the primary contributors to the satisfaction of the subordinate.

Characteristics of highly rated leadership in nursing homes using item response theory.

To identify characteristics of highly rated leadership in nursing homes. An ageing population entails fundamental social, economic and organizational challenges for future aged care. Knowledge is limited of both specific leadership behaviours and organizational and managerial characteristics which have an impact on the leadership of contemporary nursing home care. Cross-sectional. From 290 municipalities, 60 were randomly selected and 35 agreed to participate, providing a sample of 3605 direct-care staff employed in 169 Swedish nursing homes. The staff assessed their managers' (n=191) leadership behaviours using the Leadership Behaviour Questionnaire. Data were collected from November 2013 - September 2014, and the study was completed in November 2016. A two-parameter item response theory approach and regression analyses were used to identify specific characteristics of highly rated leadership. Five specific behaviours of highly rated nursing home leadership were identified; that the manager: experiments with new ideas; controls work closely; relies on subordinates; coaches and gives direct feedback; and handles conflicts constructively. The regression analyses revealed that managers with social work backgrounds and privately run homes were significantly associated with higher leadership ratings. This study highlights the five most important leadership behaviours that characterize those nursing home managers rated highest in terms of leadership. Managers in privately run nursing homes and managers with social work backgrounds were associated with higher leadership ratings. Further work is needed to explore these behaviours and factors predictive of higher leadership ratings.

Transformational leadership in leading young innovators – a subordinate’s perspective

PurposeThe purpose of this paper is to investigate what kind of leadership young innovative people prefer and whether their level of innovativeness has an influence on those leadership preferences. It also asks specifically whether some leadership behaviours are preferred over others by young innovators, by comparing that group’s preferences to those of the majority of young people and an outlier group labelled laggards. Leadership preferences are studied in the context of transformational leadership covering transformational leadership, transactional leadership (including passive and active management by exception), rewarding, laissez-faire and authoritative leadership styles.Design/methodology/approachIn total, 297 Finnish university students completed a voluntary leadership behaviour questionnaire and an innovativeness scale. A non-parametric independent samples median test was run to determine if there were differences in the leadership preference score between the innovativeness level groups.FindingsResults indicate that the level of innovativeness influences leadership preferences. Receiving intellectual stimulation from their leader is more important to young innovators than it is to their peers but the former are also less comfortable with active management by exception.Originality/valueYoung innovators leadership preferences have not been studied. Harnessing the full power of this important talent pool is central to the future competitiveness of organizations and nations. This study intends to prompt discussion and studies on how to lead young innovators given their preferences.

Leadership Behaviors among Gamers and Student Leaders

This study explored the relationship between leadership in video games and in real-life. The effects of motivation of play, prosocial orientation, and the social context of play on leadership behavior were also investigated. A Game Leadership Behavior questionnaire was constructed to measure game leadership. Other measures included the Leadership Behavior Description Questionnaire, the Motivation of Play questionnaire, Prosocial Orientation Questionnaire (POQ), and questions identifying the type of game play participants were involved in. A total of 321 students participated in the study. All participants held leadership positions in school. Findings showed that game leadership behavior was positively correlated with real-life leadership and emerged as a predictor of real-life leadership, together with prosocial behavior and social game motivation.

Emphasizing the servant in public service: the opinions of police managers

PurposeThe purpose of this paper is to determine the opinion of 126 police managers from 23 US states regarding their ideal leadership style as expressed under the items of the leader behavior description questionnaire (LBDQ).Design/methodology/approachPolice managers attending a management course – the Administrative Officer's Course at the Southern Police Institute during the academic year 2007‐2008 – were surveyed regarding their opinions of ideal leadership styles. They responded to items on the leadership behavior questionnaire. The analysis is based on this survey.FindingsItem analysis of their responses revealed the existence of three subscales (servant, autocratic, and laissez‐faire leadership), ANOVA revealed a strong preference for the style of servant leadership. These results indicate that these police managers believe that leaders should follow the tenets of servant leadership. They rejected the creeds of both the autocratic, command and control method and the hands‐off, detached style of laissez‐faire leadership. Policing has been long considered an autocratic, quasi‐military organization, yet these police managers expressed a decided preference for servant leadership.Research limitations/implicationsTaking into account the limitations of the data set used in current analyses, the sample characteristics and the sample size, results should be interpreted cautiously. The sample used in this analysis is not a probability sample and cannot be considered representative for the entire population of American police officers. Because this is only an exploratory analysis, the sample used was relatively small. In addition, the LBDQ may not be the most appropriate scale to assess levels of servant leadership. Future studies on this subject and population should take heed of these limitations. However, due to the positive responses received from this sample concerning the applicability of servant leadership in police organizations, justification for further research on this subject is warranted.Originality/valueThe results indicate this sample of police managers believe that leaders should follow the tenets of servant leadership as expressed under the items of the leader behavior description questionnaire. Compared to these values, they rejected the creeds of both the autocratic, command and control method and the hands‐off, detached style of laissez‐faire leadership. Policing has been long considered an autocratic, quasi‐military organization, yet these police managers expressed a decided preference for the style of servant leadership. Perhaps a new wave of leaders is coming to policing with different ways of thinking about how the organization should operate.

The moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance

PurposeThe purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance in the Malaysian setting.Design/methodology/approachData were gathered from 238 Malaysian UM MBA part‐time students and the researchers' working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI, leadership behaviour questionnaire, ACS, single global rating for job satisfaction and overall performance questionnaire, respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression.FindingsGenerally, and with a few exceptions, leadership behaviour was found to be significantly related to organizational commitment, and organizational culture played an important role in moderating this relationship. Organizational commitment was found to be significantly associated with job satisfaction, but not with employee performance. However, only supportive culture influenced the relationship between commitment and satisfaction. Possible causes and implications for managers are discussed.Originality/valueThe paper contributes to the existing pool of knowledge on the relationships between leadership behaviours, organizational culture, organizational commitment, job satisfaction and employee performance. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees.

Effects of leadership behaviour on the faculty commitment of humanities departments in the University of Mysore, India: regarding factors of age group, educational qualifications and gender

The present study examined the effect of leadership behaviour on the commitment of humanities departments in the University of Mysore, India. The data were collected from among faculties, including 93 participants. The instruments used were the Leadership behaviour questionnaire and the Faculty commitment questionnaire. Previously it was predicted there would not be a relationship between leadership behaviour and faculty commitment in humanities departments. A second objective was assessing significant differences between male and female commitment to their organisation, and studying the relationship between faculty commitment and educational qualifications/age group. The results revealed there was a significant relationship between the leadership behaviour of heads of humanities departments and faculty commitment in the university. Significant differences were also revealed between leadership behaviours of heads of humanities departments and male/female commitment; moreover, interaction effects between age group and educational qualifications regarding faculty commitment scores were significant.

Leadership and job satisfaction among aviation fire fighters in Australia

Recently important changes have been made to fire service management practices in Australia; however, these changes have typically not been based on empirical research or followed up by systematic evaluation. While job satisfaction and leadership behaviour have been extensively investigated in other fields, studies of these variables in the fire service, particularly in Australia, are almost absent. This article examines links between job satisfaction and leadership behaviour in aviation fire fighters. Fifty‐six fire fighters responded to the Job Descriptive Index and the Leadership Behaviour Questionnaire XII. As hypothesised, employee job satisfaction correlated with supervisor leadership behaviour, with the exception of consideration leadership and co‐worker satisfaction. A new explanation, concerning level of team interaction, is proposed for the findings. Implications for the fire service and areas for further research are suggested.

Do Leadership and Organizational Culture Really Matter?

The areas of leadership and organizational culture continue to capture the interest of researchers and practitioners alike. Some suggest that these two areas might hold the key to understanding and predicting organizational effectiveness. Others remain skeptical, offering that effectiveness is determined by a variety of factors, many of which fall beyond the scope of the leader's influence or the culture of the organization. The purpose of this preliminary investigation was to explore the relationships that exist between transformational leadership (measured by the Leadership Behavior Questionnaire, organizational culture (measured by the Culture Strength Assessment), and organizational effectiveness (measured by the Target Population Satisfaction Index) in the campus recreation programs of both the Big Ten and Mid-American Conferences (N = 19). The directors of these programs were given considerable levels of job autonomy to lead their respective programs as well as the opportunity to alter and/or imbed a desired culture during their administration. Significant differences were uncovered in both conferences for executive transformational leadership and organizational effectiveness. However, no significant relationship was uncovered between transformational leadership and organizational effectiveness. A significant relationship was discovered between organizational culture strength and organizational effectiveness.

Transformational Leadership of Clinical Nutrition Managers

Objective To identify leadership qualities of clinical nutrition managers and associate these leadership qualities with selected demographic variables (eg, training/degree, length of time in management, number of people supervised, income, and participation in advanced practice activities). Design The theory of transformational leadership, that is, leadership that incorporates specific interpersonal behaviors of the leader and his or her actions within the organization, provided the framework for the study. Specific transformational leadership qualities — leader behavior, leader personal characteristics, and the effect of the leader on organizational functioning and culture — were measured using the Leadership Behavior Questionnaire (LBQ). The reliability and validity of the LBQ have been reported previously. Other data were obtained using two demographic surveys. Sample Demographic surveys were mailed to 1,599 members of the Clinical Nutrition Management dietetic practice group. From the 951 (59.8%) respondents, a study sample of 150 clinical nutrition managers and their subordinates was selected to receive the LBQ; 116 (77.3%) instrument sets were used for analysis. Statistical Analysis Descriptive statistics were used to analyze the demographic surveys. A specified mixed linear model repeated measures Statistical Analysis System procedure was used to compare clinical manager and subordinate LBQ scores. Association of the selected demographic variables with leadership qualities was measured by A,, a predictive value measure, using the BMDP 4F program. Results Clinical nutrition managers exhibited transformational leadership qualities as rated by the LBQ, rating lowest on the communication leadership score and highest on the respectful leadership score. Most of the clinical nutrition manager self LBQ scores were significantly higher than the clinical nutrition manager LBQ scores rated by subordinates. The selected demographic variables appeared to have the strongest predictive effect for the visionary culture building subscore of the LBQ. The visionary culture building subscore is a measure of how well the leader interacts with and affects the functioning of an organization. Applications/Conclusions More research is needed to define leadership in dietetics: this study can serve as a possible model. One way clinical nutrition managers may be able to enhance their leadership behaviors is to strengthen their skills in communicating their vision. Programs are needed to help clinical nutrition managers shape their organizations to foster leadership development in their subordinates. J Am Diet Assoc. 1996; 96:39-45.

Leadership, Organizational Culture, and Job Satisfaction in Canadian YMCA Organizations

This study was undertaken to investigate the links between transformational leadership, organizational culture, and employee job satisfaction within the 69 Canadian YMCA organizations. Leadership was measured by the Leadership Behavior Questionnaire (Sashkin, 1988), organizational culture by the Organizational Culture Assessment Questionnaire (Sashkin, 1990), and employee job satisfaction by the Job in General Index (Balzer &amp; Smith, 1990). The results of a MÁNOVA and subsequent ANOVA statistical treatments allowed the researchers to conclude that significant differences in organizational culture existed between the YMCA organizations led by high transformational leaders and YMCA organizations led by low transformational leaders. In addition, the YMCA organizations led by high transformational leaders administered organizations that carried out the culture-building activities of managing change, achieving goals, coordinated teamwork, and customer orientation to a greater degree than YMCA organizations led by low transformational leaders. No significant differences in employee job satisfaction levels existed between the YMCA organizations led by high transformational leaders and those led by low transformational leaders.