Transactional Leadership Theory Research Articles

Navigating political terrain: a comprehensive review of leadership theories in political science

Political science is increasingly focusing on the study of leadership factors in its field scope. Therefore, the primary objective of this article is to systematically analyze the use of leadership theories in scholarly publications of political science. This paper also underscores the lack of leadership theories or concepts in political science, offering insights to anyone interested in examining leadership in this academic discipline. This study introduces an alternative framework for analyzing leadership, specifically emphasizing political leadership. Thus, the question addressed in this study is: What leadership theories are applied to the study of political science? This study utilizes the systematic literature review approach, except for the Appraisal Quality stage, to examine political leadership theory and the notion of utilization as discussed in political science. The ROSE protocol is employed in this study due to its suitability for mapping and qualitative studies. Furthermore, PICo is used to formulate research questions in the context of this study. The results of this study, which involved the review of 75 papers, revealed the implementation of leadership theories and concepts in 15 distinct contexts or focus areas. The analysis of leadership in political science places significant emphasis on the dimensions of transformative and transactional leadership styles. Both leadership styles are frequently used in various research contexts. Overall, the prevalence of transformative and transactional leadership theories in political science can be understood as a reflection of the constraints political scientists face in comprehending the nature of leadership within a political context from a scientific standpoint.

Effect of Mentorship on Performance of Mission Hospitals in Kenya

Purpose: Those who employ creative leadership tend to do so by creating conditions which promote creativity. Creating such conditions are described as psychological, material, and/or social supports that trigger, enable, and sustain creative thinking in others. The study sought to establish the effect of mentorship creative leadership practice on performance of mission hospitals in Kenya and to establish the moderating effect of perceived organizational support on the effect of mentorship creative leadership practice on performance of mission hospitals in Kenya.
 Methodology: The study was grounded on servant leadership theory and Transactional Leadership Theory. The cross-sectional survey design was used as the study design with the positivist philosophy also being adopted. The sample populations comprised 285 Mission hospital staff at middle or lower levels of employment selected through census. Questionnaire was the main data collection instruments. This was tested for validity and reliability before being used for the study. Collected data was analyzed quantitatively using SPSS 24th version software and was presented in the form of descriptive and inferential results. Descriptive statistics involved percentages, means and means of Standard deviations while inferential involved linear regression analysis. The study results were presented through use of tables and figures
 Findings: The findings of the study underscore the substantial influence of effective mentorship in enhancing both individual and organizational performance in the context of Mission hospitals in Kenya. The strong agreement among respondents on the various aspects of mentorship, combined with the significant statistical correlation between mentorship and improved hospital performance, underscores the value of investing in robust mentorship programs. Perceived organizational support moderates the effect of mentorship on performance of Mission hospitals in Kenya.
 Unique Contribution to Theory, Practice and Policy: The study recommends that healthcare institutions prioritize the development and enhancement of mentorship programs. These programs should focus on leadership development, skill acquisition, and professional growth, tailored to the diverse needs of individual employees. From the study, Mentorship could explain upto 63.1% of the performance of mission hospitals in Kenya. This study therefore recommends further study on other factors affecting performance of mission hospitals in Kenya.

Effect of Creative Work Culture on Performance of Mission Hospitals in Kenya

Purpose: Those who employ creative leadership tend to do so by creating conditions which promote creativity. Creating such conditions are described as psychological, material, and/or social supports that trigger, enable, and sustain creative thinking in others. The objective were to establish the effect of creative work culture on performance of mission hospitals in Kenya and to establish the moderating effect of perceived organizational support on the effect of creative work culture on performance of Mission Hospitals in Kenya.
 Methodology: The cross-sectional survey design was used as the study design with the positivist philosophy also being adopted. The sample populations comprised 285 Mission hospital staff at middle or lower levels of employment. Purposive sampling was used in identifying samples that possess the information needed for the study. Questionnaire was the main data collection instruments. This was tested for validity and reliability before being used for the study. Collected data was analyzed quantitatively using SPSS 24th Edition software and was presented in the form of descriptive and inferential results. Descriptive statistics involved percentages, means and means of Standard deviations while inferential involved simple regression analysis.
 Findings: The study found that a creative work culture, where staffs are confident in their creative capabilities and where there's a positive, collaborative climate, significantly contributes to hospital performance.
 Unique Contribution to Theory, Practice and Policy: The study was grounded on interactionist perspective and transactional leadership theory. The study recommends that healthcare institutions should encourage creativity and innovation at all levels by providing opportunities for staff to express their ideas and collaborate. Training programs focusing on creative thinking and problem-solving skills should be implemented to enhance the creative capabilities of the staff. Leadership should emphasize the importance of a positive and collaborative work climate, where team members feel a strong sense of belonging and commitment. Regular team-building activities and brainstorming sessions can further promote this culture.

From Trainee to Adapter: A Mapping of Leadership Competencies of Adapter Cadet in the Air Force Academy

The beginning of military training of those who join the Armed Forces is one of the most important stages of their professional lives. At the Air Force Academy (AFA), this period is known as the Military Adaptation Internship (EAM), and demands a lot of dedication of the candidates, called trainees, and of the Officers of the Cadet Corps Command, who are responsible for adapting inexperienced young people to the new and strenuous routine. In order to carry out such a challenge, it is necessary that the Officers should be assisted by a group of cadets to conduct the various activities that will positively influence the trainees during their first days in the barracks. These cadets, now called as adapters, are chosen by their Squadron Command through a selection process that should occur as uniformly as possible. In order to provide such an important service, it is essential that the adapters are properly trained, as they will reflect on their subordinates the main attributes of an Air Force cadet and serve as a reference to them. However, it is noted that nowadays, the selection process for adapters is not formally standardized. In this sense, the objective of this work is to contribute to the mapping of the competencies that the adapter cadet needs to have developed by the beginning of the EAM, in order to better fulfill the tasks to which he/she will be assigned during this internship. The transactional leadership theory will serve as the basis for identifying knowledge, skills and attitudes in the cognitive, affective and psychomotor fields of the students, in order to explain the importance of each one. The methodology consists of an applied, descriptive and explanatory research, using a questionnaire with the Officers of the Squadron Commands of AFA, to analyze the sample of competencies to be suggested and implemented. In addition, it was done a bibliographic review of the most relevant articles, books and academic works on the subject, and paying special attention to the publications of the Air Force Command that deal with the issues at hand. At the end of this research, the main aspects of an adapter cadet were highlighted, emphasizing the meaning of each item and how it can assertively reflect on the career of a future officer of the Brazilian Air Force.

Distinguishing Servant Leadership from Transactional and Transformational Leadership

ProblemThe scholarship of leadership abounds with the affordances, limitations, antecedents, and outcomes associated with the different theories in Human Resource Development (HRD) literature. However, a clear delineation between the host of individual leadership theories does not exist. Absent is a nuanced view of the similarities, differences, and any overlap between the various leadership theories. Without a clear understanding of the relationships between leadership theories, knowing when to apply which theories and when becomes difficult.SolutionA systematic review of the literature surrounding servant leadership (SL) through 2022 was conducted to position SL among the more extensively researched transactional and transformational leadership theories. This article outlines the histories of the three theories, focusing on the characteristics, pervasiveness, antecedents, outcomes, and measurement of SL to distinguishing it from transactional and transformational leadership.; Stakeholders: Human resource development, human resource management, and organizational behavior scholars, practitioners, educators, and students. In addition, organizational leaders responsible for setting the organization’s vision and practitioners responsible for designing leadership development programs will benefit from this article.

Patient and family advisory councils (PFAC) feedback as the voice of health care consumers

Background: Throughout the U.S., healthcare organizations continuously find ways to incorporate patient feedback with efforts to advance the delivery of patient-centered care. Patient and family advisory councils (PFACs) can be used as a strategy to better understand and honor the patient experience and improve care delivery thanks to patient input to obtain patient perspectives. The importance of formal efforts to incorporate the patient perspective is highlighted by the Comprehensive Primary Care Plus (CPC+) program implemented by the Centers for Medicare and Medicaid Services which requires organizations to establish PFACs to receive funding. Site support for PFACs included a patient experience manager who oversaw recruitment and facilitated each clinic’s council meetings. Other support personnel consisted of the practice manager, physicians, care coordinators, and advanced practice providers. This study employed a leadership framework to better understand how health care organizations use PFACs to discover and define patient/family advisors perspectives and how they can be related to different styles of leadership used within healthcare settings. Using contemporary leadership styles such as servant leadership, transactional leadership, transformational leadership, and leader-member exchange (LMX) theory, we examined perspectives of PFAC member’s associated with leadership and its effect on their experience as a patient/family advisor. This study aimed to understand the patient/family advisor perceptions associated with the impact of PFACs and the decisions surrounding the academic medical center and how health care leaders can support these perceptions with the leadership styles outlined above.

Leadership

This article examines and evaluates major leadership theories, as well as summarizes findings from empirical leadership research. Major topics and controversies include leadership versus management, leader traits and skills, leader behaviour and activities, leader power and influence, situational determinants of leader behaviour, transformational leadership, the importance of leadership for organizational effectiveness, and leadership as an attributional process. This article attempts to provide some clarity on the major topics mentioned above. Over time there have been several writings about the importance of leadership in driving change, achieving organizational goals, and facilitating appropriate responses to many other life challenges however stakeholders have also argued that strong leadership is required, particularly during difficult times such as conflicts, economic meltdowns, or flu pandemics. What leadership means, what competencies are required to be a leader, and what role the application of leadership plays in successfully responding to challenges are all unclear in this dialogue. These questions are pertinent to the advancement of an institution, nation or a discipline and profession. The consensus among many academics and practitioners is that the growth of thinking over time has created a perception that leadership is a fluid developmental process, with each new piece of research building on and extending earlier studies rarely ignoring anything that came before it completely. Main conceptions that arose in the 20th century are the Great Man Theory, Trait Theory, Process Leadership Theory, Style and Behavioral Theory and Laissez Faire, transformational, and transactional leadership theories

Influence of Examinations on Principals’ Instructional Leadership Practices in Public Secondary Schools in Nakuru County, Kenya

Examinations have been seen as a measuring tool for both quality of education and the principals’ effort in schools. Principals being the managers of the school and instructional leaders have been made accountable for the tests scores achieved by the students hence creating pressure on them. The target of this research therefore, was to explore on whether influence of examinations affect the principals’ instructional leadership practices in Nakuru County Nakuru North sub-county. This research was anchored on four objectives: - To investigate the influence of examinations on the principals’ role of allocating instructional resources, to determine the influence of examinations on the principals’ role of monitoring learners’ academic progress. This study was anchored on transactional leadership theory that was described by Max Weber (1947) and Bernard Bass (1981) which focuses on organizing, controlling and short-term planning. It incorporates providing of resources, motivation and directing followers to attain goals. The study used descriptive study design since it enables one to get detailed opinion which can be used to facilitate generalization of findings with large population. The target population comprised 35 public secondary principals, 497 teachers and 19, 625 students from all public secondary schools in Nakuru North sub-county. Through simple random sampling 18 public secondary schools were sampled which led to 18 public secondary school principals being sampled. Stratified and simple random sampling techniques were used to sample 149 teachers. Stratified and systematic sampling techniques were used to sample 1962 students to take part in the study. Data was gathered using questionnaires and interview schedules. Piloting of these tools was conducted in four schools which were within the researcher’s target population to determine content and face validity. The reliability coefficient was arbitrated using Pearson Moment Correlation Coefficient, with the help of SPSS and Microsoft Excel. Descriptive statistics was employed in analyzing quantitative data through measuring of frequencies, percentages and means and presented in tables, graphs and charts. Qualitative data was analyzed through data being; organized based on objectives, coded based on similarities, validated and finally logical conclusions were made. The study established that examination influenced principals to allocate instructional resources that focus on formative and summative assessments; examinations were found to encourage principals to monitor academic progress of the students. However, in some schools the principals were not able to monitor academic progress. Examinations were also found to influence principals’ supervision of teaching process whereby principals supervised learning process in order to post good academic results. Principals motivated their teachers by taking them to field trips, giving teachers money and organizing professional development seminars. In supposition, the researcher found that examination influence principal’s instructional leadership in public secondary schools in Nakuru North Sub County. The study recommends that the ministry of education should organize academic trips for the teachers after posting good academic results. Principals should monitor academic progress of the students regularly to ensure students acquire relevant learning outcomes. Contemporary teacher motivation strategies should be embraced to ensure schools do not permit examinations cheating as a result of monetary rewards. Ministry of education should ensure learning is not based on rote learning and examination scores but skills as well as knowledge acquisition.

Transactional Leadership Style, Organizational Justice And Employee Empowerment to Employee Organizational Commitments in the Yogyakarta Social Service

This study aims to explain transactional leadership, organizational justice and employee empowerment towards employee organizational commitment in the Yogyakarta Social Service office. In this study, the research uses a quantitative approach because the analysis is based on existing theories and is related to the research topic. The theories used by researchers are Transactional leadership theory, Organizational Justice, Employee Empowerment and Organizational Commitment. The sample used was as many as 50 people who were determined by the saturated sample method. The data collection technique used was a questionnaire. The analysis technique used is simple regression with a significant level of 0.05. The results showed that (1) variable, transactional leadership has a positive and significant effect on organizational commitment (2) organizational justice has positive and significant impact on organizational commitment (3) employee empowerment has an effect positive and significant towards organizational commitment. Companies should pay attention to transactional leadership, organizational justice and employee empowerment to increase organizational commitment (4) taransactional leadership, organizational justice and employee empowerment simultaneously towards organizational commitment

Transactional Leadership Style, Organizational Justice And Employee Empowerment to Employee Organizational Commitments in the Yogyakarta Social Service

This study aims to explain transactional leadership, organizational justice and employee empowerment towards employee organizational commitment in the Yogyakarta Social Service office. In this study, the research uses a quantitative approach because the analysis is based on existing theories and is related to the research topic. The theories used by researchers are Transactional leadership theory, Organizational Justice, Employee Empowerment and Organizational Commitment. The sample used was as many as 50 people who were determined by the saturated sample method. The data collection technique used was a questionnaire. The analysis technique used is simple regression with a significant level of 0.05. The results showed that (1) variable, transactional leadership has a positive and significant effect on organizational commitment (2) organizational justice has positive and significant impact on organizational commitment (3) employee empowerment has an effect positive and significant towards organizational commitment. Companies should pay attention to transactional leadership, organizational justice and employee empowerment to increase organizational commitment (4) taransactional leadership, organizational justice and employee empowerment simultaneously towards organizational commitment

Leadership Styles, Firm Characteristics and Business Financial Performance of Small and Medium Enterprises (SMEs) in Tanzania

This article investigates the relationship between leadership styles and business financial performance of Small and Medium Enterprises (SMEs) in Tanzania. Previous empirical studies mainly focused on a direct influence of a single leadership style. However, there is a possibility that the combined leadership styles moderated by firm characteristics to have more influence on business performance especially in the SMEs setting. Specifically, the article analyses the relationship between four leadership styles (i.e. transactional, transformational, combination of transactional and transformational leadership and, passive-avoidant) and Business financial performance of SMEs considering the moderating effect of firm characteristics. Cross sectional survey design was adopted to carry out the research. The article is guided by Transactional leadership theory, transformational leadership theory and Contingency theory while Mean and multiple regressions were used to analyze data elicited from one hundred and ten (110) randomly selected SMEs. The results revealed that transformational leadership style and, combined transformational and transactional leadership styles had significant positive influence on SMEs’ financial performance. On the other hand, transactional leadership style had significant negative influence on SMEs’ financial performance. Passive- avoidant leadership style was found to have insignificant influence on SMEs’ financial performance. Furthermore, the results revealed that ownership structure and firm age moderated the influence of transactional leadership style, passive-avoidant leadership style and the combination of transformational and transactional leadership styles on SMEs’ financial performance. Among others, the article recommends that SMEs’ leaders have to apply the combination of transformational and transactional leadership styles if they want to realise relatively high SMEs’ financial performance.

Bolstering Workplace Psychological Well-Being Through Transactional and Transformational Leadership

The psychological well-being of employees has significant primary and secondary effects on organizational performance and profitability. Despite this importance, the leadership, and related (e.g., organizational behavior, human resources, applied psychology) literatures have not adequately pursued the theoretical or empirical study of employee psychological well-being. Researchers have instead focused primarily on subjective well-being (e.g., job satisfaction, life satisfaction, and positive affect). We seek to make four contributions by (1) drawing from established theory on psychological well-being from applied, social, clinical, and developmental psychology to highlight a seven-component model of psychological well-being that applies to the workplace; (2) differentiating psychological well-being from subjective well-being, providing a deeper understanding of what constitutes well-being in the workplace and how it is formed; (3) integrating psychological well-being with transactional and transformational leadership theories to propose leader interventions to bolster each component of psychological well-being in followers; and (4) theorizing how the components of psychological well-being relate in unique ways to important organizational outcomes: task, contextual, and ethical performance criteria. Our intent is to provide propositions to encourage the field to reach beyond subjective well-being through theorizing new linkages between leadership, psychological well-being, and follower work behavior. We ultimately seek to enrich our understanding of the underpinnings of thriving and performance in the workplace.

Leadership Styles in Influencing Employees’ Job Performances

As the global business environment becomes increasingly competitive, the manager’s leadership style is gaining importance to drive employees’ efficiencies and productivity levels. Employees are the key drivers of the organization. Managers are expected to demonstrate strong leadership that can boost employees’ performances and direct followers to achieve organization goals. This study was conducted to discover the relationship between leadership styles and employees’ job performances. Specifically, this paper aims to identify the degree of influence among the three types of leadership styles namely, transformational leadership, transactional leadership, and thought leadership on employees’ job performances in the Malaysian private sector. Researchers have conducted many studies on transformational and transactional leadership theories adopted from Full Range Leadership Model developed by (Bass & Avolio, 1994). However, thought leadership role has started to draw much attention on how leadership styles affect employees’ job performances. This article also aims to provide an alternative view that distinguishes from previous researches which focus on different leadership styles used by managers to improve employees’ job performances in different settings. A conceptual framework has been developed to examine the impact of the three types of leadership styles on employees’ job performances.

Leadership Approach in Occupational Safety: Taiwan Sample

Having an occupational health and safety management system does not completely guarantee the establishment of a safe working environment and reduction of occupational accidents. In addition to the management system, there is a need for leadership in occupational safety to carry out the operations and ensure the continuity of occupational health and safety activities. The conceptualization of occupational safety leadership plays an important role in the explanation as to how to implement occupational health and safety management system and improve organizational safety performance. In this regard, contemporary leadership theories introduced three approaches. These theories that contributed to the development of occupational safety leadership are as follows: "Transformational Leadership Theory", "Transactional Leadership Theory" and "Delegative Leadership Style" (Laissez-Faire). In addition, the Multifactor Leadership Questionnaire (MLQ) was formed to define leadership behaviors.In this study, Theory of occupational safety leadership developed in the Laboratory of Taiwan University was evaluated, the distinctive characteristics of the theory were determined, and the applicability of such characteristics in Turkey were examined by conducting a literature review. The applicability of occupational leadership theory in Turkey was negotiated by evaluating the outcomes.

Impact of leadership styles on employee perromance: a review of literature

The business researchers are interested in identifying what leadership styles result in positive outcomes in organizations. From the work of the researchers, many theories and approaches have been developed time to time. This paper provides a literature review of transformational and transactional leadership styles and its impact on employee performance. The review outlines the major leadership theories and provides a framework for understanding the body of knowledge. Transformational and transactional leadership theories are discussed in detail in order to provide a specific leadership theoretical framework for this study. Empirical findings related to the study variables are discussed based on the literature. The review of literature shows that the leaders are perceived effective when they use transformational and transactional leadership styles together. Further several studies identified that, compared to transactional leadership, transformational leadership has more impact on employee performance. However, there is a gap in the current literature examining the effects of transformational and transactional leadership styles on employee performance in the Sri Lankan context. The review results would bring a platform for the future researchers to concentrate on the applicability of the theory in various sectors in Sri Lanka.

THE ASPECTS OF SHARED LEADERSHIP IN HEALTH CARE

Leadership is overwhelming the thinking of contemporary society. A well-functioning organization is first identified with its leader very often. Therefore, it is very important to question the attitude of leadership constantly, not to devalue it, but to understand it better and realize it. Moreover, the expression of leadership in different organizations is very distinct, and its specificity in areas such as health care is still insufficiently explored. Healthcare organizations hold strict hierarchy, therefore leadership is considered as equal to the administrative position. Modern conceptualizations such as transactional, shared, authentic and other leadership theories point to the educational power of a leadership; however, implementation remains challenging. The article presents the analytical-theoretical point of view and interpretive approach for case study about leadership. Firstly, the article introduces research evidence analysis of leadership educational impact for integrated health care system. Secondly, the traditional discourse of leadership is challenged with analysis of complex adaptive systems theory. The case study research was conducted with the purpose to identify the images of leadership among nursing staff and to recognize the needs for leadership education in the healthcare system. Case study results reveal the great need for leadership education in general and for shared leadership in particular.

Transformational and Transactional Leadership Behaviours and their Effect on Knowledge Workers' Propensity for Knowledge Management Processes

This paper seeks to raise the question as to why knowledge management (KM) initiatives adopted by organisations fail to achieve the intended outcomes. Based on literature, it is argued, first, that internal leadership is the most critical antecedent which leads knowledge workers (KWs) propensity to engage in KM processes and second, that, transformational and transactional leader behaviours are the key predictors of KM propensity. Consequently, four types of transformational leader behaviours and two types of transactional leader behaviours are conceptualised as energisers of KWs propensity to KM processes and thus bring the KM success. Accordingly, the paper extends current understanding of the association between KM and leadership considering the specific leader behaviours in both transformational and transactional leadership theory where neither the KM nor the leadership field provides a detailed explanation of specific leader behaviours.

Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison

<p class="3">Higher education institutions operate in a complex environment that includes influence from external factors, new technologies for teaching and learning, globalization, and changing student demographics to name a few. Maneuvering such complexity and change requires a leadership strategy that is flexible and supportive. This paper reviews two leadership theories in reference to this need: adaptive leadership theory and transactional leadership theory. Three conceptual categories of environmental readiness, leadership complexity, and followers’ motivation are used as points of comparison for each theory. A recommendation is made for leadership strategy in higher education institutions based on this comparison.</p>

Conceptualizing leadership psychosis: the Department of Veteran Affairs scandal

Purpose – This paper argues that “lack of leadership” is not an accurate descriptor for dysfunctional leadership. It proposes that some leaders fall into a type of dysfunctional performance when faced with the high and often conflicting organizational demands characteristic of the interdependent and rapidly evolving challenges of the twenty-first century. It calls this dysfunction “leadership psychosis.” The purpose of this paper is to offer a four-stage conceptual definition of leadership psychosis. Design/methodology/approach – Based on a review of the literature central to leadership psychosis, namely, transformational, authentic, and transactional leadership theories, the paper discusses the conceptualization of leadership psychosis as it progresses through four increasingly dysfunctional stages. Findings – It identified four increasingly dysfunctional stages of leadership psychosis grounded on the literature review central to transformational, authentic, and transactional leadership theories. Research limitations/implications – Transformational and authentic leadership theories are a nuanced development of the discarded trait theories of leadership. So it is fair to argue that leadership psychosis falls into the same criticism given that psychopathic leaders’ behavior can be seen as rooted in some personality trait. Measuring psychopathic leaders’ behavior will be an impressive challenge. Practical implications – It suggests replacing “lack of leadership” with a better descriptor of organizational dysfunction: leadership psychosis. Social implications – It calls attention to the rise of the organizational psychopath to leadership positions in the private, public, and nonprofit sectors. Originality/value – Leadership psychosis is introduced as a new construct to explain dysfunctional leadership.

New approach to leadership skills development (developing a model and measure)

Purpose – The purpose of this paper is to develop a leadership skills development model and measure, based on its effect on organizational effectiveness and moderator effect of knowledge sharing. Design/methodology/approach – Using the survey method, this paper investigates the validation of measures and model of the study. It tests the reliability and constructs validity of a leadership skills development measurement scale, created on the basis of the existing measures of leadership, organizational effectiveness and knowledge sharing. This scale is harmonized with transformational, transactional and servant leadership theories. Findings – A structural model and measure of leadership skills development is proposed. Research limitations/implications – This study is limited by its particular population; therefore, future research need to be done to illustrate whether the current results can be generalized with other samples from different situations and cultures. Originality/value – The paper provides an in depth review of leadership development, as well as developing a theory-based model and a valid and reliable questionnaire, which measures leadership skills development, effectiveness and knowledge sharing. The study results could improve the future empirical leadership development research.