Positive Effect Of Transformational Leadership Research Articles

Transformational Leadership and Job Outcomes: The Mediating Role of Meaningful Work

Transformational leaders inspire their followers to exert more than their normal share of efforts and demonstrate unflinching loyalty towards the organizational goals. Although previous studies have reported positive influence of transformational leadership on employee’s affective organizational commitment and their contextual performance, the process by which transformational leadership influences the affective commitment and contextual performance has not yet been adequately studied. Hence, the present study will empirically investigate one such mediator’s (meaningful work) role in explaining the relationship between transformational leadership and the two job outcomes. This study includes a sample of 480 IT professionals working in several IT firms across India. SPSS 18 was used for data analysis and interpretation. Results of the present study reported a significant positive effect of transformational leadership on follower’s affective organizational commitment and contextual performance. The findings of this study also reported meaningful work partially mediating the relationship between transformational leadership and affective organizational commitment and contextual performance. The implications of the findings, limitations of the study and its scope for future research are also discussed.

The Effects of Instructors' Transformational Leadership Style; Intercultural Competence; and Multicultural Education to Students' Success in Higher Education

The current trend of refugees from Central America entering the United States through the U.S. and Mexico border since the fiscal year 2014 have continually challenged the United States Immigration Laws and the American educational system.as these young refugees have been continually entering the country seeking for a better life and American education. To care and educate these young immigrants necessitate the implementation of appropriate pedagogical and educational leadership strategies, methods, and approaches to pre-service teachers' and educational administrative training programs to make a positive impact in the lives of these least privileged and culturally different young children and their families. In this light, this paper seeks to highlight the positive effects of transformational leadership, intercultural competence, and multicultural education theories to students' success in higher education. In doing so, I define Transformational Leadership (TL), Intercultural Competence (IC); Multicultural Education (ME) theory in teacher education; and explain TL, IC, and ME as effective appropriate teaching tools in higher education via review of literature pertinent to the effects of TL, IC, and ME to students' success in higher education.

Linking Transformational Leadership to Work Engagement and the Mediator Effect of Job Autonomy: A Study in a Turkish Private Non-Profit University

The concept of transformational leadership was introduced by the political scientist J. MacGregor Burns (1978). Within this conceptual framework, a transformational leader motivates his/her followers by promoting their high ideals and goals, and makes them achieve more than expected through inspiration. A transformational leader delegates tasks and allows followers to improve themselves in task-related decision-making through gaining personal experience. In this sense, job autonomy refers to employees’ freedom and independence in decision-making. It is indispensable for an inspiring, supportive and motivating leader to increase work engagement of his/her subordinates (Avery, McKay and Wilson, 2007). Work engagement is a “positive, fulfilling, work-related state of mind” that is characterized by dedication, absorption and vigor (Macey et al., 2009). This concept involves some intrinsic motivations such as job satisfaction, pride, inspiration, working with high energy and focusing on work (Turgut, 2011). In their studies, Zhu, Avolio and Walumbwa (2009) identified the positive effect of transformational leadership – considering the personal traits of subordinates such as initiatives, analytical thinking and moral values – on work engagement. The studies by Tims, Bakker and Xanthopoulou (2011) also demonstrated that a transformational leader increases the work engagement of subordinates. This study examines the effect of transformational leadership on work engagement of academicians through job autonomy. Structural equation modeling as a quantitative research method was used and the data was collected using questionnaires. For data collection, Bass and Avolio's (1990) ‘Multifactor Leadership Questionnaire’, which examines transformational leader through the dimensions of idealized influence (charisma), intellectual stimulation, inspirational motivation and individualized consideration, was used. Work engagement was measured using Utrecht Work Engagement Scale (UWES) developed by Schaufeli and Bakker (2003) which has three dimensions of vigor, dedication and absorption. The scale by Ilardi et al. (1993) was used to measure job autonomy. The data obtained by this study, which includes the academicians working in a private non-profit university, was analyzed using LİSREL. Results showed that job autonomy fully mediated the effect of transformational leadership on work engagement.

Drivers of Hotel Departments' Performance: Evidence From Australia

This article examined how department managers’ perceptions of their general manager's transformational leadership style, their insight into market competition, and use of management accounting systems information has influenced hotels’ departmental performances. The data were collected through a postal survey in which 112 usable responses were received from department managers of luxury hotels in Australia. The results indicated a combined significant and positive effect of transformational leadership, market competition, and management accounting systems information use on the hotels departments’ non-financial performance, but not financial performance.

Asian leadership styles, entrepreneurial firm orientation and business performance

This paper analyses the connection between leadership style of senior management, entrepreneurial orientation of the firm, and business performance. The data are for 209 small and medium sized companies in the Greater Bandung Area. When looking at different leadership styles, we establish that transformational leadership has a strong positive effect on sales growth, but only in the context of the entrepreneurial firm. Through structural equation estimation, we establish the direct and indirect effects of transformational leadership on firm performance and find that it has mainly indirect effects mediated by entrepreneurial orientation. Hence, the positive effects of transformational leadership are contextual in the Asian context. We also find evidence that traditional leadership styles that stress liberal laissez faire attitudes are more effective than transformational leadership.

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

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

The relation between transformational leadership and follower emotional strain: The moderating role of professional ambition

The present study tests a model of moderated mediation in the relationship between transformational leadership and follower emotional strain. Based on the job demands-resources model, we suggest that transformational leaders may be able to decrease follower emotional strain by providing social support. It is also proposed that a protective effect of social support from a transformational leader will depend on the employees’ level of professional ambition. Mediation by social support may be stronger for ambitious employees, such that transformational leadership may be associated with less emotional strain for these employees (moderated mediation). A sample of 199 employees participated in a cross-sectional study in Germany. Results confirmed the hypothesized moderated mediation indicating a health-promoting effect of supervisory social support for ambitious employees (not found for low levels of ambition). The study suggests that the idea of a general positive effect of transformational leadership on followers’ emotional strain is not appropriate.

Transformational Leadership and Well-Being in Sports: The Mediating Role of Need Satisfaction

The present study examined the direct and indirect effect of coaches’ transformational leadership on athlete well-being. Participants were 184 floorball players who completed questionnaires about perceived transformational leadership from their coach, need satisfaction, and sport-related well-being. The analyses revealed positive relationships between perceived transformational leadership, need satisfaction, and well-being. The results also demonstrated that the positive effect of transformational leadership on athletes’ well-being was mediated by athletes’ need satisfaction. Furthermore, the results from this study add the previously unexplored outcome athlete well-being to the positive effects of transformational leadership in sports, thereby extending our knowledge of the transformational leadership process.

The effects of leadership style on employee well-being in hospitality

We conducted a study to test the notion that transformational leadership style is more effective than transactional leadership style by fostering employee well-being (enhancing quality of work life and life satisfaction as well as increasing organizational commitment and decreasing employee burnout. We surveyed 443 employees at 5-star hotels in Turkey. The results provide support for the positive effect of transformational leadership in the hospitality industry, which implies that hospitality managers should be trained to use a transformational leadership style to enhance employee well-being.

大中华地区主管领导风格与员工工作后果之关联：以自我观为调节变项<br> The Moderating Effects of Self-Views in the Relationships between Leadership Styles and Subordinates’ Work Consequences

本研究目的为探讨主管“转换型领导”与“交易型领导”风格与员工工作后果(包括：工作满意度、组织公民行为、组织承诺、工作绩效)之间的关联，并探讨员工自我观的调节作用。有效样本为784名全职员工，其中台湾样本446名，大陆样本338名。资料分析采用阶层回归来验证假设，结果显示：1) 转换型领导是四个后果变项的预测因子，交易型领导则是工作满意度与组织承诺的预测因子。2) 自我观会调节转换型领导与工作后果的关联。当员工具有高度“社会取向”自我观，会“强化”转换型领导对工作绩效的正向效果，会“弱化”交易型领导对工作满意度的正向效果。而当员工具有高度“个人取向”自我观，则会“弱化”交易型领导对组织公民行为的正向效果。显示员工之自我观为领导效能的重要权变因子。 The aim of this research was to explore the relations among supervisors’ transformational leadership, transactional leadership, and subordinates’ work outcomes (including job satisfaction, organizational commitment, organizational citizenship behavior, and job performance). Using structured questionnaires, a diverse sample of 784 full-time employees drawn from a variety of organizations in Taiwanand mainlandChinawas surveyed. Analyses revealed that transformational leadership was positively related to all four outcome variables in our study; whereas transactional leadership was positively related to job satisfaction and organizational commitment. More importantly, we found that the social-oriented self view enhanced the positive effect of transformational leadership on job performance but mitigated the positive effect of transformational leadership on job satisfaction. On the other hand, the individual-oriented self view mitigated the positive effect of transactional leadership on organizational citizen behavior. It is thus recommended that employee’s self views may be important contingent factors of leadership effectiveness.

Fostering artistic ensemble performance: Exploring the role of transformational leadership

AbstractAlthough empirical studies suggest that a transformational leadership style is efficient in orchestras, a coherent explanation for this finding is lacking. Linking research on workforce diversity with research on team innovation, this article provides a framework that explains the positive effects of transformational leadership in orchestras. Transformational leaders enhance the positive effects of ensemble diversity on idea generation, while at the same time reducing its negative effects on idea integration. This twofold effect of transformational leadership promotes artistic ensemble performance, that is, a coherent, highly synchronized interpretation of a given score. Contributions to the literature and implications for further research are formulated.

Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE

Abstract How can managers elicit brand-building behaviors on the part of frontline employees? When comparing brand-specific “transactional” and “transformational” leadership styles, the latter clearly outperforms the former. Transactional leaders influence followers through a process of compliance, leading to increased turnover intentions and a decrease in in-role and extra-role brand-building behaviors. In contrast, brand-specific transformational leaders influence followers through a process of internalization, leading to decreased turnover intentions and an increase in in-role and extra-role brand-building behaviors. When combined, however, a medium level of transactional leadership maximizes the positive effects of transformational leadership.

Antecedents and Consequences of Reflexivity in New Product Idea Screening*

Pre‐development activities, such as new product idea screening, are considered to play an important role in innovation success. At the screening stage, a management team evaluates new product and service ideas and makes a first go/no‐go decision under high levels of uncertainty and ambiguity. Paying more attention to the decision‐making process in the screening stage appears important because too rigorous a use of rigid evaluation criteria and inflexible methods have been shown to have an adverse effect on market performance of novel products. The present study proposes and tests a model of team‐level antecedents and consequences of reflexivity—the explicit evaluation and discussion of working methods, tools, and criteria within a team. Recently, researchers have proposed that cognitive style and leadership style are major antecedents of decision‐making performance. This study posits that reflexivity offers an explanation of how transformational leadership and cognitive style can eventually affect decision‐making performance in the context of new product idea screening. Results of a survey among 126 top managers from large international firms show that the positive effects of transformational leadership and procedural rationality on the effectiveness and efficiency of screening decision making are largely mediated by reflexivity at the team level. This suggests that screening teams can improve their decision making in the following ways: committee chairs are advised to stimulate openness, develop a stop‐and‐think attitude among screening committee members, and support argument‐based discussion in order to adapt available decision tools, models, and checklists whenever needed. The paper concludes with implications, limitations of the study, and suggestions for further research.

Brand-Specific Leadership: Turning Employees into Brand Champions

This article reports two studies on how managers can elicit brand-building behavior from frontline employees. Study 1 examines the mechanisms by which brand-specific transactional and transformational leadership influence employees’ brand-building behavior. The results from a survey of 269 customer-contact employees show that brand-specific transactional leaders influence followers through a process of compliance, leading to an increase in turnover intentions and a decrease in in-role and extra-role brand-building behaviors. In contrast, brand-specific transformational leaders influence followers through a process of internalization, leading to a decrease in turnover intentions and an increase in in-role and extra-role brand-building behaviors. In turn, both processes are mediated by employees’ perceptions of autonomy, competence, and relatedness with regard to their work roles as brand representatives. Moreover, the results show that brand-specific transactional leadership moderates the influence of brand-specific transformational leadership in a nonlinear, inverse U-shaped way, so that a medium level of transactional leadership maximizes the positive effects of transformational leadership. Study 2 addresses whether managers can learn brand-specific transformational leadership. A field experiment shows that brand-specific transformational leadership can indeed be learned through management training.

Analytical Model of Leadership in Family Firms Under Transformational Theoretical Approach

The goals of the current research were to analyze the existence of differences in leadership between family and nonfamily firms adopting a transformational leadership approach, as well as the potential positive effects of transformational leadership on family businesses. With the transformational leadership theory as theoretical background, the research reveals that leadership is more transformational in family businesses than in nonfamily businesses. Similarly, this research uses a structural equations model to explain the relations between this kind of leadership in family businesses and specific performance-related variables, such as group cohesion, longevity, and profitability.

A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ)

Bass and his colleagues initiated the empirical investigation of transformational and transactional leadership two decades ago. They proposed that transformational leadership is comprised of four dimensions, that transactional leadership is composed of three dimensions, and that an additional category of non-leadership exists (laissez-faire leadership). The Multifactor Leadership Questionnaire (MLQ) has been developed to assess these dimensions and much has been learned about the positive effects of transformational leadership. However, far less attention has been paid to transactional leadership and non-leadership. The current study examined the theoretical and empirical properties of each MLQ transactional leadership and non-leadership measure. We first looked at the four measures together, then examined the measures separately and subjected them to a number of additional analyses that varied depending on the issues of concern. Based on our findings, we offer recommendations about scale refinement and the need for new theory concerning the four transactional leadership and non-leadership dimensions of the MLQ.

Embracing transformational leadership: Team values and the impact of leader behavior on team performance.

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.

Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment.

A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.