Transactional Leadership Behaviors Research Articles

Impact of Leadership Styles on Employee Engagement in Nigeria’s Oil and Gas Industry: A Quantitative Analysis

This study investigates the impact of different leadership styles—transformational, transactional, and laissez-faire—on employee engagement within the Nigerian oil and gas industry. Recognizing the industry’s complexity and its critical role in Nigeria’s economy, this research aims to fill the existing gap in empirical studies focusing on leadership’s influence on employee engagement in this specific context. The investigation utilizes a quantitative approach, surveying 100 employees across various job positions within the industry. The findings indicate that both transformational and transactional leadership styles have significant favorable effects on employee engagement, with transformational leadership explaining 31.4% of the variance and transactional leadership explaining 28.8% of the variance in engagement levels. Conversely, laissez-faire leadership style shows a significant negative influence, accounting for 6% of the variance. These outcomes highlight the significance of proactive and involved leadership practices in fostering employee engagement. The research contributes to the broader organizational management literature by highlighting the critical role of leadership styles in enhancing workforce engagement and suggests practical recommendations for industry leaders to adopt transformational and transactional leadership behaviors to boost engagement and drive organizational success. Additionally, the study advocates for further research to explore other variables influencing employee engagement and to extend the findings to other industries and geographical contexts.

The Influence of Transactional Leadership Behavior and Organizational Climate on Organizational citizenship Behavior among Ugandan Public Healthcare Workers

The Influence of Transactional Leadership Behavior and Organizational Climate on Organizational citizenship Behavior among Ugandan Public Healthcare Workers

Transforming Leadership Style: Enhancing Organizational Culture, Innovative Behavior and Employees Performance

Research aims: This study aimed to investigate how positive Employees Performance can be achieved when leadership behavior fosters Organizational Culture and Employees Innovative Behavior.Design/Methodology/Approach: This quantitative study obtained data through an online questionnaire, where responses were collected from 150 employees of private companies in DKI Jakarta area. The data were then analyzed using Structural Equation Model (SEM) with AMOS version 25.Research findings: The results showed that Transformational Leadership had no direct effect on Organizational Culture, Employees Innovative Behavior, or Employees Performance. However, Transactional Leadership had a direct effect on Organizational Culture and Employees Innovative Behavior, but not on Performance. Even when mediated by Organizational Culture and Innovative Behavior, Transformational Leadership still had no effect on Performance. On the other hand, Transactional Leadership, when mediated by Organizational Culture and Employees Innovative Behavior, had more significant influence on Performance.Theoretical Contribution/Originality: This study offered a novel perspective by showing that neither Transformational nor Transactional Leadership had a direct impact on Employees Performance. However, the mediating role of Organizational Culture and Innovative Behavior strengthened the influence of Leadership on Employees Performance.Practitioners/Policy Implications: To improve Employees Performance through Transactional Leadership, leaders should cultivate innovative Organizational Culture and foster Employees Innovative Behavior. In addition, leaders should address deviations in employees behavior and recognize positive contributions, ranging from verbal praise to offering promotion opportunities.Research Limitations/Implications: This study focused on Transformational Leadership, Transactional Leadership, Organizational Culture and Employees Innovative Behavior, as well as Employees Performance. Future studies were recommended to consider adding independent variables such as Creative Self-efficacy and Humble Leadership. Meanwhile, companies were expected to maintain a flexible culture to adapt to changes, and continuously nurture employees' creative ideas by providing opportunities. Leaders should also consistently monitor employees behavior and acknowledge good performance.

Harmony of Transformational and Transactional Leadership Styles towards Positive Change in Teachers’ Motivation, Attitude, and Performance

This study aimed to establish correlations using a correlational research design. It was guided by the Full Range Model which emphasizes the effectiveness of combining transformational and transactional leadership. A sample of 134 public elementary and secondary school teachers from 21 schools in Calauan Sub-Office, Laguna Province, was surveyed to examine these relationships. The instrument used was a researcher-made survey-questionnaire which underwent multiple validation stages. Based on the results, there was a very high level of transactional and transformational leadership styles among school heads, positively correlating with teachers' motivation, attitude, and performance. Specifically, transactional leadership behaviors such as contingent rewards and active management significantly influenced these factors, along with transformational leadership dimensions of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. These findings emphasize the critical role of leadership in fostering positive teacher outcomes. Recommendations include the investment in leadership development programs focusing on expanding beyond transactional approaches towards transformational leadership. Initiatives should sustain and deepen transformational practices, capitalize on teacher motivation and positive attitudes, and reinforce effective performance through targeted interventions and continuous professional development.

The influence of deans’ transactional leadership behaviors on research productivity in public universities: The mediating effect of workplace learning capability

This study examined the effect of transactional leadership behaviors on research productivity in public universities, with organizational learning capability serving as a mediating factor. A quantitative research approach focusing on correlational design was utilized. Data were collected through a survey questionnaire administered to 519 respondents. Both measurement and structural model analyses were conducted, with deans, colleges, and individual academics serving as units of analysis. The findings revealed that deans’ contingent reward leadership behaviors significantly and positively influenced the research productivity of academics and colleges, even when controlling for workplace learning capability. Furthermore, the study demonstrated that deans’ contingent rewards and active-by-exception behaviors significantly and positively impacted workplace learning capability, accounting for 44.5% of the variance, with moderate and small effect sizes, respectively. Additionally, organizational learning capability exhibited a significant positive effect, explaining 54% of the variance in research productivity and demonstrating a moderate effect size, which indicates an unexplained variance of 46%. Bootstrapping tests confirmed that workplace learning capability partially and fully mediates the relationship between deans’ transactional leadership behaviors and research productivity. Consequently, it is imperative for college deans to enhance their contingent reward leadership behaviors and foster workplace learning capabilities to maximize their impact on research productivity.

Examining Leadership Styles in Academic Leaders: A Case Study of a University in Bogotá, Colombia

Leadership in institutions of higher education (HEIs) is important for the academic environment, educational quality, and student success. This research explored the leadership strategies implemented by a HEI in Bogotá, Colombia. A sample of 162 participants was surveyed, made up of collaborators and teachers of the institution. The results reveal that the leaders simultaneously adopt transactional and transformational leadership behaviors. This combination of leadership styles has characteristics that are directly related to the role of managers in the university institution. Understanding these dynamics can lead to improving educational practices, optimizing operational and academic management, and facilitating the interpretation of behaviors.

Leadership behavior and organizational change management in selected public universities of Ethiopia: Exploring the impact of leadership influences and change processes

The study explored the impact of leadership behavior on organizational change management process in selected public Universities in Ethiopia. The authors utilized a concurrent mixed Triangulation design, combining quantitative and qualitative methods. The Quantitative data collected from 581 questionnaires were distributed to 379 academic staff and 202 academic leaders. Besides, qualitative data was collected from 12 top management bodies and 48 student representatives by using interviews and focus group discussions respectively. This ensured that a representative sample was obtained from the target population. The researchers used mean, standard deviation, independent sample t-test, correlation and regression to analyze and interpret the data collected. The study findings revealed a positive and significant impact of autocratic, democratic, laissez-faire, and transactional leadership behaviors on organizational change management process. However, there was a negative and significant impact of transformational leadership behavior on organizational change management process. Indeed, the study identified significant differences in the perceptions of leadership behaviors and organizational change management between academic staff and academic leaders. Based on the study findings, the authors recommended that leaders in public Universities customize and apply the identified positive leadership behaviors (autocratic, democratic, laissez-faire, and transactional) to effectively manage organizational change.

Overcoming IT Project Challenges: An Integrated Model of Characteristics, Leadership, and Complexity

ABSTRACT This study investigates how the ability of an IT project manager (PM) to apply effective transformational and transactional leadership behaviors improves project outcomes. Specifically, we model IT project characteristics (type and innovativeness), IT project leadership behaviors (transformational and transactional), and IT project complexities (interaction, faith, and fact) on the IT project outcome (scope, budget, and timeline). We validate our model using data collected from 111 IT project professionals.

Robot Leadership: The Effects of a Robot’s Transformational and Transactional Leadership Behaviors

Robot Leadership: The Effects of a Robot’s Transformational and Transactional Leadership Behaviors

Perceptions of Transformational and Transactional Leadership Behaviors Within Military Hierarchies

Abstract Leadership styles play a critical role in maximizing military effectiveness. This article delves into the connection between leadership styles and commander performance evaluations. Utilizing the well-established internationally validated instrument MLQ-5X, we aim to highlight the value of transformational leaders within the Army.

Linking Challenges to Academic Leadership Behaviors in Public University Context

This research aimed to investigate potential root causes of challenges that arise and explain what drives the development of academic leadership behaviors in Ethiopia's public university context. The authors employed a cross-sectional survey design to achieve the research objective. The study established 540 sample units using Cochran's (1977) sample size determination and correction techniques, and further employed a stratified random sampling technique to select the stated sample academic leaders from three bands of six public universities. Among the 540 questionnaire papers distributed to participants, 487 (90.2%) were properly filled out and submitted. The collected data was recorded, organized, and analyzed using Excel and STATA-12. The study employed multivariate regression analysis using STATA-12 to scrutinize if subordinates' developmental challenges were attributed to the development of immediate academic leaders' behaviors. As a result, the study investigated the selected potential challenges that accounted for the highest variation in explaining the deviation in instructional leadership behavior (R2 = 0.16) compared to the variants in transformational (R2 = 0.11), transactional (R2 = 0.09), and laissezfaire (R2 = 0.04) leadership behaviors. This insight argues that the variety of complete academic leadership behaviors in public universities can be explained by one or more developmental challenges, such as members' novelty, staying up-to-date, challenging the status quo, being innovative, questioning immoral acts, and taking risks. The study suggests that reasonable potential sources of developmental challenges in academic governance are useful for the development of academic leadership behaviors in the public university context. Thus, the rational challenge is a developmental tool to advance academic leadership behaviors. The policy makers need to rethink and re-formulate academic governance policy dimensions that provide faculty members legal opportunities to challenge superiors either to stop immoral academic governance or to promote innovative academic governance in the university context. Keywords: challenge; academic leadership; leadership behaviors; university; context

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.

Head teacher leadership behavior, class collective efficacy and school adjustment of junior high school students: A 2-2-1 multilevel mediation analysis

Based on Bass' leadership theory and Bandura's social cognitive theory, we tested the direct relationship between head teacher transformational leadership behavior, head teacher transactional leadership behavior, and junior high school students’ school adjustment as well as explored the role of class collective efficacy in mediating this relationship. Surveying 5,083 junior high school students in 168 classes and controlling for grade, head teacher gender, and class size, the hypothesized relationships were tested through a 2-2-1 mediation model using multilevel structural equation modeling. The results indicated that there was not only a direct relationship between head teacher transformational leadership behavior and school adjustment ( b = .326, 95% confidence interval [CI] [.218, .434]), but also an indirect relationship through class collective efficacy (.047, 95% CI [.007, .087]), although the direct link was stronger. Moreover, there was only an indirect relationship between head teacher transactional leadership behavior and school adjustment through class collective efficacy (.051, 95% CI [.007, .096]), and the link between head teacher transformational leadership behavior and school adjustment was stronger than the link between head teacher transactional leadership behavior and school adjustment (diff = .351, 95% CI [.126, .577]). This study extended Bass' leadership theory to a class organization, and the relationship between head teacher leadership behavior and school adjustment was explored at the class level in a junior high school.

The predictive power of leadership towards innovative behaviour: Bridging role of organizational culture

In the present era, leadership and organizational culture contribute significantly to innovative behaviour. The present paper predicts the impact of leadership on innovative behaviour directly and indirectly through organizational culture in Egypt’s construction industry, targeting project managers. The researchers followed the domain researchers like Zheng et al. (2019), and Zhao and Sun (2024) to develop the conceptualization of the study. The researchers applied quantitative methods, where the data were collected using a survey questionnaire with a convenience sample technique. Finally, the study derived the results based on 336 valid cases. The results demonstrate a positive effect of transformational and transactional leadership on organizational culture and innovative behaviour. On the other hand, the organizational culture negatively affects innovative behaviour. Finally, the organizational culture mediates the connection between transformational, transactional leadership and innovative behaviour. The findings would navigate and mitigate challenges arising from the connection between organizational culture and innovative behaviour by establishing innovative capabilities platforms that contribute to an inclusive consideration of the intricate interconnections between leadership, organizational culture, and innovation in the construction sector. Finally, the study’s findings would enrich the depth of the literature by adding more empirical evidence from a developing context.

Mediating Role of Leadership Style on Organizational Citizenship Behavior in the Public Service Sector

This study examined the relationships between transformational and transactional leadership and organizational citizenship behavior in the Public Service Sector of Sierra Leone.
 While most prior studies have examined transformational leadership-organizational citizenship behavior and transactional leadership-organizational citizenship behavior relationships in developed countries from the western world, testing the mediating influence of transactional and transformational leaderships on employees’ citizenship behaviors in public sector organizations in Africa remains scarce.
 It also tries to fill a critical research gap in human resource management by focusing on a non-western context. The constructs: transformational and transactional leadership, organizational citizenship behavior are not very familiar in the human resource research domain in Sierra Leone as opposed to other styles of leadership like Autocratic, Laissez faire etc that are commonly used. Consequently, the broader objective of this research was to examine the links between transformational leadership, transactional leadership, and organizational citizenship behavior at the Public Service Sector in Sierra Leone.
 To enrich the debate further, this study explored the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior.
 The research questions focused on the correlation between leadership styles and organizational citizenship behavior (OCB).
 To achieve the objective of the research, a case study research design was used; Quantitative research technique also used; the main variables in the study were used to design a questionnaire in collecting the data: using a sample population of 250 through simple random sampling to conduct this study. This research followed a structural equation model (SEM) approach with validity and reliability tests done to validate the data before testing the hypothesis.
 The survey planet - a virtual data analysis software was used to analyze the completed online survey items. It has an automated analysis system. The likert scale of 1 to 5 was used to gauge responses from respondents. Statistical analysis method is used for the analysis. Based on the results obtained, the study deduces implications for both theory and practice. Hence, all public service institutions must raise managers' awareness and train them properly so that they can efficiently improve and manage the affairs of the institution.
 Limitations and suggestions for upcoming studies have been discussed.

Transformational and transactional leadership behaviors and ethical perceptions: the effects of sensory processing sensitivity

PurposeSensory processing sensitivity (SPS) is a trait that affects people's thinking and behavior. People who are higher in SPS are more sensitive to internal and environmental stimuli. The present study examined the effects of transformational and transactional leadership behaviors on follower ethical cognition and perception and the role that follower SPS plays in that process.Design/methodology/approachParticipants read vignettes in which their leader was described as transformational or transactional. Participants then qualitatively answered a series of four emails asking questions about an ethical problem. Then they completed measures of ethical perceptions and SPS. Qualitative data were content coded to evaluate ethical cognition.FindingsResults indicated that people higher in SPS had lower ethical perceptions than people lower in SPS when their leader was transactional. However, when their leader was transformational, people higher in SPS had higher ethical perceptions than people lower in SPS. Results suggest that a match between a follower's SPS and a leader's behaviors can influence followers' ethical perceptions. Findings suggest that organizational leader and management development interventions should encourage leaders to use transformational behaviors to improve followers' ethical perceptions.Originality/valuePrevious research has examined the effects of transformational and transactional leadership on many outcomes for followers, including ethical attitudes and behaviors. The present study contributes to this literature by examining the effects of transformational and transactional leadership behaviors on ethical cognition and perceptions.

Managerial prerequisites – typical work situations for public sector managers and their relationship with well-being and leadership

Work-related negative effects on well-being have increased in frequency and variability, specifically within the public sector and among managers. In the Job Demands-Resources model it is suggested that increased demands reduce well-being and decrease performance, but the research literature demonstrates little research in the context of managers and leadership. The purpose of this study was to investigate variability in work situations among Swedish public sector managers and how this was related to differences in stress, impaired health, work engagement and leadership performance. 267 managers in a mid-sized Swedish municipality responded to a web-based survey and formed six clusters. Three clusters comprising 42% of managers had less favorable working conditions and significantly worse well-being, less frequent transformational and transactional leadership behaviors as well as slightly lower work engagement. A conclusion from the study is that worse managerial working situations may lead to decreased possibilities to perform leadership in an active way.

An Advancing Academic Leadership Preparation: Linking Best Methodological Practices to Leadership Behaviors in Ethiopia’s Public University Context

Linking best methodological practices in leadership preparation to leadership behaviors is a framework for investigating valuable leadership behaviors in learning organizations. However, the best subsets of methodological practices, that account for improving academic leadership behaviors are scant in public university terrain. This study intended to investigate the best subsets of methodological practices, which account for advancing academic leadership behaviors in the public university context. An equal stratified random sampling technique was employed to draw subjects. The author distributed 450 questionnaires to academic leaders in Ethiopia’s six public universities, of which 89%(401) were filled out and returned the questionnaires. Using SPSS-20, the author employed stepwise regression techniques to investigate the best subsets of methodological practices, which predict leadership behaviors. As a result, the investigated best subset of methodological practices are better at improving instructional leadership behaviors (39%) compared to improving transformational (15%), transactional(12%), and laissez-faire (1.5%) leadership behaviors. Multifactor feedbacks and action learning were the best subset, which predict transformational leadership behavior. More importantly, multifactor feedback, counseling, seminar, and action learning were the best subset, those predicting instructional leadership behaviors. Thus, there are best subsets of methodological practices, which account for academic leadership development in public university context. Key Words: Academic Leadership; Leadership Preparation; Best Practices; Public Universities

Restaurant worker food safety and sanitation compliance behavior in times of crisis: an investigation of transactional leadership behavior effectiveness

ABSTRACT This study investigated the use of the transactional leadership style (TLB) by restaurant managers and its effect on food safety compliance by restaurant employees in the United States. Utilizing parallel mediation analyses, the study investigated the impact that fear, responsibility, knowledge, and gain had on compliance. Results provide theoretical and practical implications related to the effective use of TLB in motivating compliance amongst employees. The importance of implementing disciplinary actions for noncompliance is suggested and results indicate that compliance was more likely when employees felt a sense of responsibility, understood food safety rules, and believed they would experience gain.

The impact of leadership behaviors on startup's entrepreneurship in Vietnamese Southern areas in the time of Covid-19

PurposeThis paper examines the impact of leadership behaviors on startup's entrepreneurship in Vietnamese southern areas in the time of Covid-19.Design/methodology/approachThe paper uses OLS regression model to evaluate the impact of leadership behaviors on startup's entrepreneurship in Vietnamese southern areas. Besides, the paper also uses AHP method to identify the factors that influence leadership behaviors in startups in the context of economic shock like the Covid-19 pandemic.FindingsResults reveal that the transformational leadership behavior has a positive correlation with startup's entrepreneurship while the transactional and laissez-faire leadership behaviors are negatively related to startup's entrepreneurship. In addition, using AHP method, certain determinants of leadership behaviors in startups have been specified; among which, the most profound influencing factors are respectively hi-tech use (0.081), training policy (0.079) and check (0.78). In contrast, the factors with negligible impacts include recruitment policy (0.004) and culture (0.037) in startups in the context of economic shock like the Covid-19 pandemic.Research limitations/implicationsThis research only evaluates this impact in the Covid-19 times. In the future, comparisons between the time after the Covid-19 at traditional enterprises and state enterprises are to be done to clarify the difference of this impact.Practical implicationsBy using OLS model and AHP model with the data collected from 209 start-ups, the paper examines the impact of leadership behaviors on start-up's entrepreneurship in the time context of economic shock like the Covid-19 pandemic and propose some recommendations to enhance entrepreneurship in startups in the developing countries.Social implicationsThis study is a step forward in the entrepreneurship research branch that investigates the entrepreneurship issue from the perspectives of social and interpersonal processes. With the identification of the leadership behaviors’ role in shaping start-up's entrepreneurship come highly applicable implications towards the emergence of more effective entrepreneurial startups in the time of Covid-19 and this prevalent digital context.Originality/valueWith the identification of the leadership behaviors' role in shaping startup's entrepreneurship come highly applicable implications toward the emergence of more effective entrepreneurial startups in the time of Covid-19 and this prevalent digital context. This study is conducted to analyze the impact of leadership behaviors on startup's entrepreneurship in the southern areas of Viet Nam having the most startups but affected the most seriously by the Covid-19 pandemic, which has not research on this topic for startups in a developing country like Vietnam in the context of an economic shock.