Transactional Leadership Behaviors Research Articles

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.

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.

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.

Introverted and yet effective? A faceted approach to the relationship between leadership and extraversion.

Extraversion and its facets of assertiveness and sociability were identified as stable predictors for leader emergence and effectiveness. However, recent research suggested that extraversion may lie in the eyes of the beholder; it might not be the leader's possession but their followers' attribution of the trait that shapes these criteria of leader success. In our study, we reverse-engineered this relationship and assessed the effects of effective leadership behaviors on personality perceptions. More specifically, we created scenarios of a leader responding to coordination challenges with passive-avoidant, transactional, or transformational leadership behaviors. We presented 204 participants with these scenarios and assessed how extraverted, assertive, and sociable they perceived the leader to be. Interestingly, and not fully meeting our expectations, ascriptions of extraversion and its facets of assertiveness and sociability did not directly relate to the effectiveness of the behaviors, as the moderately effective transactional leadership style garnered the highest ascriptions of extraversion and its facets. Further, ascriptions of extraversion to the transformational behavior of intellectual stimulation were remarkably low, matched only by the laissez-faire dimension of the passive-avoidant leadership style. We integrate and contrast these unexpected but explainable findings with current research, discuss potential associations between introversion and empowering leadership practices and provide suggestions for future discourse, illustrating the potential of investigating the presence of an introverted leadership advantage in the workplace of tomorrow.

Fostering Innovative Behavior of Millennial Public Employee Through Leadership Styles and Organizational Trust

The connection between leadership styles and employees’ innovative behavior has been widely investigated. However, none of the studies examine employees’ organizational trust in the public sector. Based on the social exchange theory, this study fills the gap by examining the relationship between transformational and transactional leadership, organizational trust, and innovative behavior of millennial public employees. It also explored the effect of transformational and transactional leadership on innovative behavior mediated by organizational trust. A cross-sectional design was applied by distributing questionnaires to 320 public servants studying at the Universitas Indonesia to obtain their responses. The data were then analyzed using a partial least square structural equation modeling (PLS-SEM). The results showed that transformational and transactional leadership affect the innovative behavior of millennial public employees mediated by organizational trust. This study enriches the knowledge regarding innovative behavior and contributes to public human resources management by enhancing organizational trust.

Managerial leadership behaviors: A longitudinal investigation of the role of job demands and resources, and implications for managers' own well‐being

AbstractAlthough ample research has documented the implications, and organizational drivers, of leadership behaviors, very little research has considered these associations, and their consequences, from the perspective of managers. The present four‐wave longitudinal study addresses this limitation by focusing, using the Job Demands‐Resources model, on the work‐related drivers (job control, recognition, and workload) of transformational, transactional and laissez‐faire leadership behaviors, and the associations between these behaviors and manifestations of managers' psychological well‐being at work (job satisfaction, burnout, and turnover intentions). Analyzing data from 691 high‐level managers (i.e. school principals) using novel random intercept cross‐lagged panel model analyses, our results revealed that higher levels of job control and recognition, and lower levels of workload, predicted higher levels of transformational and transactional leadership behaviors. In contrast, laissez‐faire leadership behaviors were only negatively predicted by recognition. Transformational leadership was associated with the most desirable outcome levels (higher levels of job satisfaction, lower levels of turnover intentions and burnout), followed by transactional and laissez‐faire leadership. Most of these associations were limited to the between‐person‐level, reflecting stable mechanisms of influence, rather than at the within‐person level, suggesting the presence of homeostatic mechanism helping high levels managers to maintain a stable level of functioning over time.

Relationship among leadership styles, employee’s well-being and employee’s safety behavior: an empirical evidence of COVID-19 from the frontline healthcare workers

The study investigates the association among leadership styles, employee well-being and employee’s safety behavior of healthcare workers. The study used social learning theory (SLT) for examining the relationship between leadership styles and employee safety behavior. Moreover, social exchange theory (SET) has been incorporated to narrate the moderating effect of employee well-being on the relationship between leadership styles and employee safety behavior. Data have been collected with the help of questionnaires from 515 healthcare workers working in the public hospitals of Punjab, Pakistan. Structural equation modeling has been utilized to test the study hypothesis. Findings indicate that both transactional and transformational leaderships have significant and positive relationship with employee safety behavior. Interestingly, employee well-being negatively moderates the relationship between transformational leadership and employee safety behavior. Furthermore, no moderation was found on the relationship between transactional leadership and employee safety behavior. The findings propose that healthcare management should invest to aware employees regarding their well-being. The findings also suggest that leaders should influence their followers to adopt safety measures at workplace. Furthermore, leaders must be role models in order to attain a competitive advantage and make a balance between management and workers.

The Effect of “Carrot and Stick” Formal Control on Deviant Workplace Behaviour: A Proposed Framework

Some recent news media and studies reports indicate that deviant workplace behaviours, such as excessive absenteeism, extortion, and the recently publicised sexual harassment of female students, known as “sex for grades”, are prevalent on some campuses in Nigeria and other west African nations. To mitigate these behaviours, this study proposes a testable model of formal control with some theoretical, practical, and managerial implications. The article is a conceptual study that generates research propositions from an extensive literature review and the precepts of general deterrence and social exchange theories. The paper proposed a carrot-and-stick framework that shows that deterrence factors (punishment certainty, punishment severity and punishment celerity) and motivational elements (contingent reward) negatively influence deviant workplace behaviour and the relationship is stronger in an organisation controlled by transactional leadership behaviour. Practically, this paper attempts to help school administrators and policymakers to change the current strategies in fighting the menace of employee deviance by adopting an approach that uses well-validated negative and positive stimulants that mitigate unproductive behaviour at work. Proposing a well-tested approach, hitherto known only in information systems security, to mitigate deviant workplace behaviours in an educational context and a specific setting is one of the noble contributions of this paper. The paper is conceptual, though. However, the propositions made are theoretically grounded, but they need to be tested in the proposed context and setting. Future research can extend the conceptual framework by further validating the propositions and adding mediators in the proposed relationships. Other implications and recommendations were discussed.

Associations between transactional leadership and safety climate among 314 Pakistani nurses during COVID-19 pandemic: moderating roles of transformational leadership

AIM: This study examines the effect of transactional leadership on safety climate via employee well-being and transformational leadership among nurses during COVID-19 pandemic. BACKGROUND: Exploration of the safety climate among nurses in COVID-19 pandemic has received little attention, but is of acute importance because of their potential effects on safety outcomes. METHODS: The data used for the study are obtained from self-reported surveys, originally collected by the 314 Pakistani nurses during COVID-19. Analysis of variance is used to identify the confounding variables of transactional leadership, transformational leadership and safety climate. Hierarchical linear regressions are used to explore moderating effects of transformational leadership on transactional leadership → employee well-being and effects of transformational leadership on employee well-being → safety climate. Based on social learning theory and social exchange theory, several hypotheses are established. RESULTS: 2-factor structures have been found among transformational leadership (motivational leadership, inspirational leadership), transactional leadership (active leadership, contingent leadership), and safety climate (compliance with safety rules, occasional deviations), respectively. Analysis of variance indicates socioeconomic factors are related with transformational leadership, transactional leadership, employee well-being, and safety climate. Hierarchical linear regression shows that motivational leadership significantly moderate the relationship between contingent leadership and employee well-being (β=.161; _p_=0.19) when controlling for a variety of individual characteristics. There are negative significant Inspirational leadership×employee well-being for compliance with safety rules (β= -.299,_ p_ < .001) and positive significant motivational leadership×employee well-being for occasional deviations (β= .091, p = .047) when controlling for a variety of individual characteristics. Significant relationships between contingent leadership and compliance with safety rules (β=.152, p =.032), between active leadership and occasional deviations (β=.349, p < .001), between contingent leadership and occasional deviations (β=.422, p < .001) are found. CONCLUSIONS: This study identifies moderating mechanism of transformational leadership on the association between transactional leadership and employee well-being and between transactional leadership and safety climate. These findings highlight the importance of employee well-being in the relationship between transactional leadership and safety behaviors among nurses. IMPLICATIONS FOR NURSING MANAGEMENT: To increase staff nurses' safety climate, we suggest that nurse managers contingent leadership styles and employee well-being could be improved. The nurse managers should consider their leadership style from the point of view of employee well-being. Nurse managers must address contingent leadership that affect employee well-being because this has an impact on safety climate.

The Effect of Transformational and Transactional Leadership Styles on Organizational Readiness for Change Among Health Professionals.

The purpose of this study was to determine the effect of transformational and transactional leadership styles on organizational readiness for change among health professionals in the case of selected public hospitals in the North Showa Zone, Oromia Region, Ethiopia. The institutional-based cross-sectional study design was employed for one month in April 2021. The data were collected from a sample of 212 subordinate health professional staffs. Multi-factor leadership surveys and organizational readiness for change questionnaires were used for data collection. Data were analyzed using descriptive statistics and exploratory factor analysis, run on the SPSS 23 version. Pearson correlation and multiple regressions were used. Multiple regression results were expressed using the statistical values R2 and β-coefficient. Statistical significance was declared at a P-value of <.05. The Pearson product correlation of organizational readiness for change was found to be low positive and statistically significant for both transformational leadership behavior (r = .49, P < .01) and transactional leadership behavior (r = .39, P < .01). Both transformational leadership behavior (t = 5.32, P = .00) and transactional leadership behavior (t = 2.08, P = .034) were found to be significant contributors to the variance of organizational readiness for change among health professionals, according to the findings. However, transformational leadership behavior style appears to make a more significant contribution (β = 0.39) than transactional leadership style (β = 0.15) in predicting organizational readiness for change among health professionals. The study revealed that whenever transformational and/or transactional leadership behaviors are exhibited by the administrative staff, readiness for organizational change (commitment and efficacy) increases among health professionals. The study also concluded that a quarter of the readiness for organizational change can be affected by the two leadership styles.

CEOs' leadership behaviors and new venture team stability: The effects of knowledge hiding and team collectivism.

The reasons for new venture team instability gradually have become a vital issue in the entrepreneurship literature. While chief executive officers' (CEOs) leadership behaviors is regarded as a critical element of governance within new venture teams, few studies explored the role played by CEOs' leadership behaviors in new venture team stability. Drawing on the transactional-transformational leadership model, this study divides CEOs' leadership behaviors in new ventures into two categories, namely, transformational and transactional leadership behaviors. Based on the social exchange theory and the social information processing theory, this study constructs a moderating mediation model to understand how transformational and transactional leadership affects new venture team stability. In this model, knowledge hiding is used as mediating role and team collectivism is used as moderating role. Three-wave and two-source data was collected from 66 new ventures in China and an ordinary least squares hierarchical regression model and Hayes' moderated-mediation approach were applied to test the hypotheses.Findings-The results show transformational leadership and transactional leadership are positively related to new venture team stability. Knowledge hiding mediates the association between transformational leadership and new venture team stability and that between transactional leadership and new venture team stability. Moreover, a high level of team collectivism corresponds to a stronger relationship between transformational leadership and knowledge hiding and a greater indirect effect of transformational leadership on new venture team stability through knowledge hiding. This study explores the mechanisms and boundary conditions of the effect of transformational leadership, transactional leadership, and new venture team stability, which is an enrichment to the study of governance within new venture teams. It enlightens managers to take effective measures to reduce knowledge hiding and maintain team stability in new venture teams.

External validity of teamwork and leadership behavior in academic labs: evidence from samples in Peru and the U.S

ABSTRACT In this investigation, we tested hypotheses concerning how external validity, in relation to leadership and teamwork, was affected as participants moved from organizational to academic settings. Participants consisted of working business students (N = 159) from two countries, Peru and the United States, who adopted leader/teammate roles across settings. Results indicated that (a) transactional leadership and teamwork behavior demonstrated in organizational contexts were predictive of similar behavior in academic contexts, (b) the cultural setting of the study moderates the carry over effect of teamwork and leadership behavior from organizations to laboratories, and (c) for several leadership and teamwork behaviors, role identity and self-awareness incrementally added to the prediction of similar behaviors in academic contexts. We discuss the implications of our findings for enhancing the external validity of laboratory studies in applied psychology and for instruction of teamwork and leadership in academe.

Transactional Leadership and Innovative Behavior as Factors Explaining Emotional Intelligence: A Mediating Effect

This research aimed to determine the mediating effect of innovative behavior on the relationship between transactional leadership and emotional intelligence in a SARS-CoV-2 context. During this period, behavioral issues among and between employees have been modified in a way that transactional leadership and innovative behavior were considered differently as factors explaining emotional intelligence. This research gap gave room for additional research to re-define the hypothesis of an existing mediating effect between these issues. In fact, as the empirical part of the research has proven, there is evidence of a mediating effect on the relationship of these variables in the sample used. A random sample of 403 owners of textile companies from the Gamarra Commercial Emporium in the district of La Victoria in Lima, Peru, was used to test the existing model regarding the factors explaining emotional intelligence. Data were evaluated by partial least squares structural equation modeling (PLS-SEM). It was determined that innovative behavior has a total mediating effect on the relationship between transactional leadership and emotional intelligence and that 15.9% of the variance of the emotional intelligence variable is explained by the model. This study theoretically contributes to the literature and provides empirical evidence of the relationship between the variables included in the model. Likewise, the model of the variables generated is useful both for the academic and business worlds; yet it must be strengthened and improved by adding more variables. This research contributes to deepening the understanding of the relationship between emotional intelligence, transactional leadership, and innovative behavior in the textile field during the SARS-CoV-2 period.

Physician Burnout-Evidence That Leadership Behaviors Make a Difference: A Cross-Sectional Survey of an Academic Medical Center.

High rates of physician burnout are well documented in the USA. Identifying beneficial leadership behaviors as an organizational approach to mitigating burnout can lead to improved wellness in the physicians that they lead; however, few studies have examined which leadership behaviors are beneficial and which may be detrimental. This survey study of academic medical center physicians and their physician leaders assessed the correlation between burnout and leadership behaviors. Data were analyzed for the strength of correlation between scores for leadership behaviors and self-reported physician burnout with analysis of variance by sex, time from training, specialty, and age. Of 1,145 physicians surveyed, 305 returned surveys. Among the respondents, 45% were female, 25% were 56 years or older, and 57% self-identified as practitioners of medicine or medicine subspecialties. Two transformational leadership categories of behaviors (idealized influence behaviors and individualized consideration) and one transactional leadership behavior category (contingent reward) correlated favorably with all domains of burnout (P < .0001). Conversely, two transactional leadership categories of burnout (management by exception passive and laissez-faire) correlated unfavorably with all burnout domains. Organizational interventions are needed to improve burnout in physicians. Adopting favorable leadership behaviors while avoiding unfavorable leadership behaviors can improve burnout in those physicians being led. These findings could inform the conceptual basis of future physician leadership training programs as transactional leadership behaviors also have an impact on physician wellness.

Exploration on the Role of Transformational Leadership Linkage Psychological Empowerment in Stimulating Employees' Innovation Behavior in an Uncertain Environment: Based on Entrepreneurship Perspective.

Employee Innovative Behavior (EIB) in a stable environment is often based on the company's planned policy orientation and has higher innovation performance under the transactional leadership behavior characterized by task orientation. In an uncertain environment, transformational corporate leadership behaviors will stimulate EIB. The essence of entrepreneurship is innovation. Enterprises provide employees with spiritual support through entrepreneurship, which can generate more effective long-term incentives for employees. From the perspective of entrepreneurship, based on the Uncertainty-Identity Theory (UIT), through the analysis of 287 pairs of valid sample data from 7 companies, it is found that Environmental Uncertainty (EU) has a positive moderating effect on the relationship between Transformational Leadership (TL) and Psychological Empowerment (PE). PE positively promotes EIB. The indirect effect size of PE is 0.2221, 0.3495, and 0.4450 from low to high, respectively. It is inferred that the interaction between TL and EU can positively promote EIB through the mediating effect of PE. The research conclusions expand the boundary conditions of the relationship between TL and EIB and innovatively provide theoretical guidance for the management of EIB from the perspective of entrepreneurship in an uncertain environment.

The influence of leadership style on employees' innovative behavior Based on the mediating role of superiors' responsiveness

The remote working model is more and more accepted by people under the normalization of epidemic prevention and control, and how to improve the online innovation behavior of employees has attracted widespread attention from the academic community. This paper collects data by distributing questionnaires, using SPSS software, introducing superior responsiveness as a mediating variable, and exploring its role in the impact of transformational leadership and transactional leadership on employees' innovative behavior. The research shows that: firstly, transformational leadership and transactional leadership have a significant positive impact on employee innovation behavior; secondly, leadership style positively affects the level of superior responsiveness; and finally, the introduction of superior responsiveness into the relationship between leadership style and employee innovative behavior signals in the relationship. It is found that superior responsiveness plays a full mediating role in the influence of transformational leadership on employees' innovative behavior; it plays a partial mediating role in the relationship between transactional leadership and employees' innovative behavior.