Multifactor Leadership Questionnaire Research Articles

Psychometric Validation of the Multifactor Leadership Questionnaire Form 6-S in Indian Context

The purpose of this study was to examine the factor structure and reliability of the Multifactor Leadership Questionnaire Form 6S (MLQ-6S) for use with Indian corporate leaders. Data was collected from 321 leaders employed across public (n = 165) and private (n = 156) sector organizations via convenience sampling. Before conducting exploratory factor analysis (EFA), tests of normality, sphericity, and sampling adequacy were performed to check statistical assumptions. EFA revealed a 3-factor structure consistent with the MLQ-6S factors of transformational, transactional, and laissez-faire leadership as measured by the 21 items. All factor loadings exceeded 0.5, supporting retention of the original item set. Reliability was assessed using Cronbach’s alpha and split-half coefficients. The overall MLQ-6S scale achieved good reliability (α = 0.719; split-half = 0.664), meeting common psychometric standards. These findings provide evidence that the MLQ-6S demonstrates satisfactory factor structure and reliability for use in assessing leadership behaviors among Indian organizational leaders.

Leadership Styles of Head teachers in Relation to Teachers’ Job Satisfaction: A Case Study of the Volta Region – Ghana

Purpose: The present study focuses on exploring the leadership styles of basic school headteachers, and their effects on teachers’ job satisfaction in Ghana’s Volta region. Methodology: Two research questions and one hypothesis guided the study. The study adopted a descriptive research design. The study was conducted in the Volta region of Ghana. The population of the study are 3,009 headteachers and 17,889 teachers in the 18 districts in the Volta Region. The sample size of the study was 191 headteachers and 328 teachers. Multi-stage sampling technique was used to draw the sample size. The Multifactor Leadership Questionnaire (MLQ) and Mohrman-Cooke-Mohrman Job Satisfaction Scale (MCMJSS) was adopted for the study. Findings: It was found that headteachers identified moderate levels of transformational, transactional, and laissez-faire as the leadership styles adopted by headteachers. Also, the majority of the headteachers had a very low level of job satisfaction whereas the majority of the teachers had a very high level of job satisfaction. Among the three leadership styles, transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Unique Contributor to Theory, Policy and Practice: The results shows that headteachers identified moderate levels of transformational (M = 7.68, SD = 0.83), transactional (M = 7.51, SD = 1.15), and laissez-faire (M = 6.94, SD = 1.89) as the leadership styles adopted by headteachers. It shows that 128 (71.9%) of the headteachers had a very low level of job satisfaction, while 30 (16.9%) had a very high level of job satisfaction. On the contrary, 153 (52.8%) of the teachers had a very high level of job satisfaction while 21 (7.1%) had a very low level of job satisfaction. The three leadership styles; transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Based on the findings of the study, relevant conclusions were drawn.

The effects of leadership behaviours on departmental performance in Ethiopian public research universities

AbstractDespite the abundance of research linking leadership behaviours to organisational effectiveness in various sectors, there is a lack of empirical studies that investigate how leadership behaviours influence performance in the context of research universities. The present study examined the effects of leadership behaviours on departmental performance in public research universities in Ethiopia. The study employed a quantitatively driven embedded type of mixed methods design. The participants of the study were 1176 academic staff (969 instructors and 207 department heads). They were selected from four public research universities using a simple random sampling technique. In addition, 14 key informants were selected using a purposive sampling technique based on their teaching‐learning, research and leadership lived experiences in higher education institutions and interviewed using semi‐structured guiding questions. Quantitative data were collected using questionnaires composed of demographic questions and adapted versions of two scales: Multifactor Leadership Questionnaires and a new tool for measuring global academic performance. The quantitative data were analysed using frequency, percentage, multiple correlations and regression, one sample t‐test, exploratory factor analysis and confirmatory factor analysis. Version 23.0 of Analysis of Moment Structures (AMOS) and SPSS‐23 were used for data analyses. Qualitative data were analysed thematically using open code version 4.03 software. The analyses showed that transactional leadership dimension and teaching‐learning dimension of departmental performance were practised predominantly. Dimensions of leadership behaviour were found to be positively and significantly related to dimensions of departmental performance. The joint contributions of dimensions of leadership behaviour were larger than their separate contributions, thereby supporting the formulated alternative hypotheses. Implications of the findings were discussed.Context and implicationsRationale for the studyLeadership is one of the indispensable factors that determine organisational success. However, empirical study findings that show the effects of leadership behaviours on departmental performance in public higher education institutions were scarce.Why the new findings matterThe new findings matter because the transactional leadership dimension of leadership behaviours and the teaching‐learning dimension of departmental performance are practiced predominantly in the sampled research universities. The findings demonstrated that the stated dimensions of leadership behaviour are positively and significantly related to departmental performance. It is more informative and contributes to knowledge and practice that the combined contributions of leadership behaviours are larger than their separate contributions.Implications for practitionersThe findings of the study have policy and practical implications for improving effectiveness of higher education leadership and departmental performance dimensions: the teaching‐learning process, research and community services in the context of Ethiopian public research universities. This finding further implies that schools and department heads need to use a combination of appropriate leadership behaviours in order to improve departmental performance dimensions.

Orchestral Conductors as Transformational Leaders: Preferences of Professional Instrumentalists in South Africa

This article explores the preferences of professional South African instrumentalists concerning the transformational leadership behaviours displayed by orchestral conductors. Quantitative and qualitative data (explanatory sequential mixed method design) were collected by means of the Multifactor Leadership Questionnaire (MLQ-5X) and semi-structured interviews. Forty-seven professional South African orchestral players completed the questionnaire, of whom five were invited to participate in an interview. Three transformational leadership behaviours frequently displayed by conductors were identified through the collection of quantitative data: idealised influence—attributes; idealised influence—behaviours; and inspirational motivation. Interviewed participants favoured all transformational leadership behaviours demonstrated by conductors, but at varying levels. Key ideas of transformational leadership, which include reciprocal trust between players and the conductor, as well as the conductor’s ability to prepare for rehearsals and have the necessary skill and vision to lead and adapt within an orchestral environment, are highlighted. Participants often referred to a “fine line,” where conductors could easily be either too active or too passive in their approach to specific transformational leadership behaviours. The positive effects of two types of transformational leadership behaviours displayed by orchestral conductors in the professional South African context are substantiated through evidence: idealised influence—attributes (IIA) and inspirational motivation (IM).

The Role of Leadership Styles in Fostering Organizational Commitment Among Nurses

This study aims to explicitly examine the relationship between leadership styles and nurse organizational commitment, providing specific correlations and regression results to enhance readers’ understanding of the findings. Nurses’ well-being is significantly influenced by the leadership styles they observe, and effective healthcare leadership is crucial for improving healthcare systems’ efficacy. The study population consists of private hospital nurses from Vellore City, Tamil Nadu, India. Questionnaires were disseminated using Google Forms, resulting in 308 responses, of which 283 ( N = 283) were deemed usable. Nurses self-rated their perceptions of their various managers’ leadership styles using the Multifactor Leadership Questionnaire 5x-short, along with the Three-Component Model (TCM) Employee Commitment Survey and a demographic questionnaire. Descriptive statistics, correlation, and regression were examined using SPSS 26.0. The study’s regression analysis found significant links between leadership styles and various types of commitment among nurses. Specifically, the results show that transformational (TRF) and laissez-faire (LF) leadership styles positively impacted affective commitment. TRF had a stronger influence (TRF: β = .938, p < .001; LF: β = .580, p < .001). The findings also indicate that TRF and LF styles positively influenced normative commitment (TRF: β = .803, p < .001; LF: β = .392, p < .001), while transactional (TRA) leadership had a negative effect on normative commitment (TRA: β = −.308, p = .007). These results provide valuable insights for healthcare organizations looking to increase commitment among their nursing staff by fostering specific leadership styles. This study contributes to nursing and organizational behavior by filling a gap in the current knowledge on the relationship between leadership styles and organizational commitment among nurses. Given the specific obstacles and stresses nurses face in their jobs, understanding how different leadership styles affect their commitment can assist healthcare organizations in better supporting their nursing staff. Healthcare organizations can apply these results by implementing targeted leadership development programs to identify and cultivate leaders with transformational and laissez-faire traits. Additionally, organizations can create a work environment that values autonomy and decision-making, fostering commitment among nurses. Future research could explore the long-term effects of implementing leadership development programs based on the identified effective leadership styles. Additionally, examining the broader implications of these findings for the field of nursing and healthcare management would be valuable for advancing the understanding of organizational commitment among nurses.

The psychometric properties of teacher leadership scale: the study of adaptation and validation based on the MLQ-5X in higher education

PurposeGiven the importance of teacher leadership in influencing, motivating and inspiring student learning engagement and associated learning outcomes, a robust instrument to assess this construct is critical. Although there are some teacher leadership instruments available in existing literature, efforts to adapt robust psychometric instruments to measure teachers' leadership practices in Ethiopian higher education institutions have been limited. Therefore, this study attempted to address this gap by adapting the Teacher Leadership Scale (TLS) based on the Multifactor Leadership Questionnaire (MLQ-5X) and validating its psychometric properties for use in higher education settings.Design/methodology/approachUsing a cross-sectional design, the study involved 409 undergraduate university students who were randomly selected from public universities. Factor analytic methodologies, including exploratory factor analysis (EFA) and confirmatory factor analysis (CFA), were used to analyze the data collected.FindingsThe result confirmed a set of 36 items arranged in nine factors, which have a theoretically supported factor structure, excellent model fit and robust evidence for validity, and reliability and measurement invariance. These results demonstrate that the scale is a strong psychometric tool for measuring the leadership profile and practice of higher education teachers.Originality/valueIt can be concluded that the TLS can assist stakeholders in several ways. Researchers can benefit from the scale to measure teachers' leadership practices and predict their influence on student learning outcomes. In addition, the scale can help practitioners and policymakers collect relevant data to rethink teacher professional development initiatives, leadership training programs and other practices aimed at improving teacher leadership effectiveness.

Leadership styles on job satisfaction and security among healthcare workers during the COVID-19 pandemic.

Hospitals employ many social workers, whose tasks are complicated and arduous. Quality of life assessments by healthcare professionals (HCWs) are essential for better healthcare and skillful health service delivery. HCWs have been under tremendous mental and psychological strain and at high risk of virus acquisition since the COVID-19 pandemic outbreak. This study evaluated public hospital efficiency issues and remedies in the Kingdom of Saudi Arabia. The study examined leadership styles and job satisfaction among Saudi Arabian healthcare workers (HCWs). Between September 1 and December 31, 2021, a descriptive cross-sectional investigation was conducted. During the COVID-19 pandemic, a verified web-based survey reached the appropriate sample and data was collected. A web-based self-administered survey collected demographic data, leadership style using Multifactor Leadership Questionnaire Form 6-S (MLQ-6S), and health care employee satisfaction (SEHC) from HCWs. Leadership styles affected HCW job satisfaction, according to this study. Individual concern, idealized influence, contingent compensation, and inspiring motivation were negatively correlated with work satisfaction ratings. Creating a special training programme for new leaders should cover leadership styles and approaches, the skills needed to foster a productive workplace with high-quality care, and the creation of motivated work opportunities that can boost worker engagement and satisfaction.

Leadership in safety and health management at work in Courier companies

Objective: To evaluate the relationship between the type of leadership within the operational and management processes of Occupational Health and Safety of Courier companies in Venezuela. Materials and Methods: The research was of a: Documentary, Analytical and Comparative nature. Three Courier companies in Venezuela were analyzed, with an intentional sample of 21 supervisors. Two indexed questionnaires were applied, the Multifactor Transactional and Transformational Leadership Questionnaire and the Multifactor Leadership Questionnaire. Results: Company E1 obtained a score of 0.2 Points, which indicates that it is below the minimum, which in this case is 0.5 points, which corresponds to non-compliance with safety standards and procedures. and health at work. Likewise, the companies are framed in a value of 3.56, 3.84, 3.72, with the highest value being 4, which allows us to infer that the type of leadership with the greatest results obtained for the three companies evaluated was transformational. Conclusions: It was concluded that transformational leadership in occupational health and safety has a positive and direct influence on performance in occupational health and safety management

Responsible leadership in a military organization (in the light of opinion surveys of professional soldiers)

<p>Military leadership is currently an extremely popular and important aspect of managing human resources in difficult, changeable, and unpredictable conditions. The solutions used in modernly managed, well-organized, subsidized, and ethically militarized systems become a point of reference and a model for organizations that encounter perturbations in the management of the organization’s human resources. The most important of them are certainly the sense of trust of subordinates in their superiors and the leaders’ responsibility for the level of staff development. The aim of the research undertaken was to verify the thesis that can be formulated in this affirmative sentence: “A modern commander should be honorable, self-confident, and have the ability to influence his subordinates and shape friendly interpersonal contacts in the group he reports.” The literature search in the field of leadership and questionnaire research were aimed at answering the main research question: “What mental properties and behavioural features should characterize a responsible leader in military organizations?”. The work uses the diagnostic survey method, and the interview was conducted using a multi-factor survey questionnaire on a 30-person study group consisting of professional soldiers aged 25–40. The adopted age range of the study group corresponds to the period of active military service, from the age of graduation to the year of termination of active military service. The Multifactor Leadership Questionnaire is composed of two scales, creating a total of 37 randomly ordered statements in the form of single-choice questions. To analyze the distribution of answers, ranks were used to assess the degree of their compliance with the respondents’ beliefs. Based on the conclusions from the conducted research, we have grounds to believe that professional soldiers expect their leader to be helpful to his subordinates and to ensure that the soldiers are motivated to act and perform their tasks. An important behavior that is expected from the commander is the desire to have a common mission in achieving the goal. Based on the research results, it was found that an undesirable feature is the inconsistency of commanders when pointing out the mistakes of their subordinates, who do not devote interest and time to learning how to avoid mistakes and to improve the competence of their subordinates.</p>

Measuring the Relationship Between Leadership Styles and Destructive Leadership Behaviors Among Air Force Students Attending Army Command and General Staff College

Background: The Air Force uses the full range of leadership model (transformational, transactional, and passive-avoidant leadership) to develop leaders. However, there has been less research at how the leadership styles in the full range of leadership model are related to destructive leadership behavior, evidenced by adverse administrative actions. Objective: Conduct a pilot study using the Multifactor Leadership Questionnaire and Destrudo-L in tandem, within a smaller population of Air Force Professional Military Education students, to determine if, and to what degree, a relationship existed between leadership styles and destructive leadership behaviors. Methods: The MLQ-5X and Destrudo-L research instruments were used to collect data from a population sample of the Air Force field grade officers attending professional military education (n = 22). The MLQ-5X measured leadership styles, and the Destrudo-L measured destructive leadership behaviors. Results: Linear regressions measured the relationships between leadership styles and destructive leadership behavior and all regressions found p ≤ 0.005. Transformational leadership behaviors were negatively related to both passive (B = −1.36) and active (B = −0.86) destructive leadership behaviors. Transactional leadership behaviors were also negatively related to both passive (B = −1.3) and active (B = −0.83) destructive leadership behaviors. However, passive-avoidant leadership behaviors had a positive relationship with passive (B = 1.21) and active (B = 0.68) destructive leadership behaviors. Conclusion: This pilot study found a relationship between leadership styles and destructive leadership behavior. However, the cross-sectional design, small population within a single officer rank, setting of a competitive in-residence Professional Military Education course, limit the generalizability of the findings.

Clinical nurse managers' leadership styles and staff nurses' work engagement in Saudi Arabia: A cross-sectional study.

Effective nurse leadership enhances nurse welfare, improves patient care, and increases organisational success. A lack of adequate, supportive leadership significantly contributes to many nurses leaving the profession. Nurse managers need to prioritise engagement and retention as significant focus areas to address the nursing shortage in Saudi Arabia and accomplish the national program's objectives. To examine the correlation between the leadership styles of clinical nurse managers and staff engagement. This study used a descriptive, cross-sectional, correlational design. The leadership styles of clinical nurse managers were evaluated using the Multifactor Leadership Questionnaire (MLQ-5X). Work engagement was assessed using the Utrecht Work Engagement Scale (UWES). Questionnaires were distributed to 450 nurses in four public hospitals in western Saudi Arabia. Non-probability convenience sampling was used to collect the data. A total of 278 nurses from a range of clinical areas participated in the survey, which revealed that the leadership styles of clinical nurse managers positively or negatively impact nurse work engagement. Most clinical nurse managers exhibit transformational leadership, followed by transactional, then passive-avoidant styles. Respondents displayed a high level of work engagement, emphasising the positive impact of transformational and transactional leadership on work engagement outcomes. The findings showed significant differences in leadership styles and work engagement levels between Saudi and non-Saudi nurses across various dimensions. Understanding the effect of leadership styles employed by nurse managers on work engagement can positively impact staff retention rates and the quality of patient care. Nurse managers should participate in training programs to enhance their practical leadership skills to enhance the work engagement levels of nurses. Nurse work engagement can be improved by establishing training programs that promote effective leadership and highlight the significance of various leadership styles and their subsequent impact on nurse work engagement. Nursing students should receive education on leadership styles. Nursing leaders should be given access to mentoring programs and opportunities for career advancement to support the introduction of effective leadership styles.

Investigating the Impact of Transformational Leadership by Teachers on Student Creativity in Chinese Higher Vocational Colleges: A Theoretical Framework

This study investigates the integration of transformational leadership and teacher leadership and creativity in Chinese higher vocational education against the backdrop of the nation's ambitious industrial modernisation. Acknowledging the pivotal role of teacher leadership in educational quality, this study examines the potential of transformational leadership practices to enhance creative competencies among students identified by the World Economic Forum as a critical skill for 2025. Through a quantitative methodology, data were collected data from 1034 students across public and private vocational colleges in Jiangsu Province, employing the Multifactor Leadership Questionnaire (MLQ 5X) and the Personal-Environment Fit Creativity Scale (PEFSC) to gauge perceptions of teacher leadership behaviours and student creativity. Anchored by Bass and Riggio's Transformational Leadership Theory and Csikszentmihalyi's Systematic Theory of Creativity, this study constructs a dual theoretical lens to explore this dynamic. Anticipated outcomes include the formulation of a robust framework for teacher professional development aimed at refining teaching strategies and fostering an environment conducive to creative thinking. The implications of this study extend its utility beyond the Chinese context, offering a blueprint for integrating transformational leadership into educational practices globally, thereby enriching the discourse on the impact of leadership on student creativity.

Role of Human Resource Management Value-Added on Financial Performance Efficiency Management: The Mediating Role of Employee Commitment

This study explores the interconnections among transformational leadership, employee motivation, employee commitment, and financial management efficiency in the Central Sulawesi banking sector, Indonesia. It aims to uncover how transformational leadership and employee motivation impact a company's financial management efficiency and assesses the mediating function of employee commitment in this context. The research encompasses a sample of 396 employees drawn from various Central Sulawesi banks, selected via convenient sampling. Inclusion criteria encompassed a minimum one-year tenure at their current organization and direct exposure to their superiors' leadership styles and familiarity with financial management practices. Data collection entailed a self-administered questionnaire comprising four sections. The first segment gathered demographic data, including age, gender, education, job position, and tenure. The second assessed transformational leadership, employing adapted items from the Multifactor Leadership Questionnaire (MLQ). It scrutinized idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The third section gauged employee motivation, adapting items from the Work Extrinsic and Intrinsic Motivation Scale (WEIMS), covering extrinsic and intrinsic motivation factors. The fourth section measured financial performance efficiency, considering metrics such as stock price, firm innovativeness, and learning orientation. It also assessed employee commitment, comprising affective, continuance, and normative commitment. Responses utilized a Likert-type scale from 1 (strongly disagree) to 5 (strongly agree). A pilot test ascertained questionnaire clarity and comprehensibility. The findings illuminate the intricate web of factors impacting financial management efficiency, underscoring employee motivation and transformational leadership's pivotal roles, mediated by employee commitment. This study enriches practical and theoretical understanding, offering invaluable insights for leaders, managers, and researchers striving to enhance financial management efficiency and organizational performance.

Teorías de liderazgo y desempeño individual

The objective of this study was to investigate the influence of the laissezfaire, transactional and transformational leadership style on individual performance (task performance and context performance) in a convenience sample composed of leaders and followers from three different companies. The Multifactor Leadership Questionnaire (MLQ) was used and a few questions were added, as well as five performance categories. Three hundred people participated in the research, and the data were processed and analyzed using the PLS approach of the R software. The study showed that transformational leadership influenced the performance of the task and the performance of the context. It should be emphasized that this research contributed to empirical studies, in the themes of Leadership and Performance.

The Influence of Transformational Leadership and Work Motivation Aspects on Pro-environmental Behavior

Environmental problems seem endless, constantly impacting earth. One of the causes is humans who are reluctant to manage waste. The purpose of this research was to see the influence of transformational leadership and aspects of work motivation on pro-environmental behavior in employees. This research is a quantitative research with 145 subjects who are employees of the Gema Surya Kencana Cooperative and fall in the age group of 18–50 years. The scale used is the Pro Environmental Behavior Scale (PEB Scale), Multifactor Leadership Questionnaire (MLQ Scale), and Motivation at Work Scale (MAWS). Data analysis was done using multiple linear regression techniques. Results show that transformational leadership has a significant influence on pro-environmental behavior with a significance value of P = 0.000 < 0.05. The autonomous motivation aspect did significantly affect pro-environmental behavior with a significance of 0.025 > 0.05 and the external motivation aspect did have a significant effect on pro-environmental behavior with a significance value of 0.024 > 0.05.
 Keywords: transformational leadership, employee motivation, pro-environment behavior PRATIWI, et.al 1. Introduction

Personality traits and leadership styles of students: Evidence from Ecuador

The study aims to evaluate how personality traits affect transformational, transactional, and passive-avoidant leadership styles. It uses the quantitative approach with a non-experimental research design; the data were collected cross-sectionally, with a correlational-causal scope. The sample included 418 professionals studying MBA at private universities in Ecuador and working in private companies. Personality traits were measured with the Revised NEO-PI-R Personality Inventory, while the Multifactor Leadership Questionnaire (MLQ) measured leadership styles through the survey. Data analysis included the use of correlations and multivariate regression models. The results show that openness to experience (β = 0.100*), extraversion (β = 0.217**), conscientiousness (β = 0.239**), and work experience (β = 0.086*) generated a positive and meaningful effect on transformational leadership. Neuroticism was also significant but with a negative standardized coefficient (β = –0.445**). Also, extraversion (β = 0.169**), conscientiousness (β = 0.303**), and work experience (β = 0.222**) had a positive and significant effect on transactional leadership; neuroticism was also significant but with a negative standardized coefficient (β = –0.243**). Finally, extraversion (β = –0.311**) and conscientiousness (β = –0.192**) had a negative and significant effect, and neuroticism (β = 0.451**) had a positive and significant effect on the passive-avoidant leadership style.

Transformational Leadership, Soft HR Approach, and Millennial Workforce Engagement in International NGOs in Nairobi, Kenya

Engagement of the Millennial Workforce is a significant focus within the workplace. Their shared values and attitudes, influenced by similar social and economic circumstances, are of ongoing scholarly interest. Extant research indicates concerning levels of disengagement among Millennials in the workforce, with many open to new job opportunities due to intolerance for conflicts and ambiguity, despite demonstrating the ability to delve deep into issues. The current study aimed to investigate the issue of Millennial Workforce engagement within Kenya’s international non-governmental organization (INGO) sector as a leadership issue by examining the interaction between transformational leadership, soft HR management, and Millennial Workforce engagement. The study was anchored on McGregor’s Theory Y. The research was a cross-sectional survey involving a purposive sample of 384 Millennials drawn from 32 selected INGOs with physical presence in Nairobi. Data was collected using Multifactor Leadership Questionnaire, researcher-developed Soft HR scale, and the Utrecht Work Engagement Scale. The data was subjected to mediator analysis following a four-step process using the Statistical Package for the Social Sciences. The analysis demonstrated partial mediation, thus confirming the role of a soft HR approach as an intermediary in the connection between leadership and engagement. Creating a workplace environment that values Millennial’s input and participation is essential for driving their engagement. By providing forums for expression, listening to and acting on feedback, and involving them in decision-making processes, organizations can cultivate a culture of inclusivity, trust, and collaboration that keeps them highly engaged.

The Effects of Organizational Culture and Organizational Leadership Styles on Organizational Performance and Success: A Case Study of Public Health Institutions in the Bono Region of Ghana

This study evaluated the degree to which the existence of and the application of various leadership styles and qualities impacts organizational success in public health institutions in the Bono and Ahafo region of Ghana. A cross-sectional research design with quantitative approach was used for this study. A total population of 700 junior and middle-level staff was considered out of which 281 were initially sampled via Slovin’s sample formula and used for the study. 240 copies of the questionnaires were finally received and were used in the data analysis. Data were collected using a structured questionnaire developed by modifying the Multifactor Leadership Questionnaire MLQ of Bass and Avolio. Cronbach alpha was used to test the research instruments for reliability and to determine the internal consistency. An expert judgment method was employed to determine content validity. One sample t-test and a non-parametric test were conducted on the hypotheses. Pearson correlation analysis was conducted to establish the degree of relationship between the dependent variable and independent variables while general regression was used to determine how the independent variables affect the dependent variable. Significance level as pegged at p =0.05. Data analysis was done with SPSS. Pearson’s correlation techniques were adopted and used to analyze the data at a 5% level of significance. Descriptive and inferential statistics were used to present the results of the study and the findings and recommendations offered based on existing literature and field data. The results of the study showed that of all leadership styles, the existence of and the application of transformational and democratic (ethical) leadership qualities and organizational performance and success have a strong positive and significant correlation. The study concluded that although all leadership styles are critical success factors that can bring about radical positive changes in employees and health facilities, emphasis must be on transformational or ethical (democratic), or the combined effect of the two at the same time if much success is to be achieved. The study recommended that management at all levels within the health sector must endorse transformational and democratic leadership styles, offer good organizational development plans, and ensure stronger teamwork with sustained positive mindsets and interests among their employees to harness their full potential for maximum organizational performance and success.

Transformational Leadership and Employees’ Job satisfaction in the Educational sector of Nepal

This paper aims to analyze the relationship between transformational leadership variables and employees’ job satisfaction in the educational sector of Nepal. Transformational leadership is grounded in moral foundations that are based on four components: Idealized influence, Inspirational motivation, Intellectual stimulation and Individualized consideration. The research uses Multifactor Leadership Questionnaire (MLQ form 5X) for measuring Transformational leadership style whereas Minnesota Satisfaction Questionnaire (MSQ) is used to measure the level of job satisfaction among 200 teachers and faculties from educational institutions. The study investigates transformational leadership and job satisfaction by means of descriptive and analytical research methodology. Transformational leadership behavior must be considered by the educational leaders to insure the employees’ job satisfaction which leads to increment of effectiveness, efficiency and performance of the employees.

Transactional leadership: A bibliometric analysis about one of the most effective leadership models in the word

The objective of this study is to examine how the development trends and distribution of research on transactional leadership are conducted by experts worldwide. Transactional leadership stands as one of the most influential and widely-recognized models on a global scale. A considerable volume of research has been conducted by experts in the realm of transactional leadership. The method employed in this study is a qualitative approach utilizing a literature review methodology. The data source utilized for this study is the Scopus database, with the keyword "transactional leadership." The findings of this study reveal a substantial and consistent increase in transactional leadership studies, as evidenced by the publication of 266 documents over the past decade. Furthermore, there was a notable overall uptrend, with 45 documents published in 2020. In terms of publication volume, Dartey-Baah, K emerged as a prolific author in the field of transactional leadership studies, with a significant portion of contributions originating from the United Kingdom, which serves as a key hub for international networks engaged in transactional leadership research. The most extensively explored topics encompass the study of transformational leadership, transformational performance, its effects, roles, and the impact on employees. Future research endeavors focusing on transactional leadership should consider subjects such as the Multifactor Leadership Questionnaire (MLQ), the role of leadership moderators, knowledge sharing, and gender.