Transformational Leadership Behavior Research Articles

Effect of Transformational Leadership Behaviour on Employees’ Career Development in Zenith International Bank (ZIB) Plc, North East 3 Zone, Adamawa State, Nigeria: Post COVID-19 Pandemic Experience

The World Health Organisation (WHO) declared the coronavirus (COVID-19) pandemic as a global pandemic. The pandemic has left organisations with a number of challenges, including decreased revenue, decreased consumer spending, poor marketing outcomes, firm closures, reduced staff motivation, virtual working, increasing unemployment, and changes in service delivery and lifestyle. However, due to the rapid growth in global competition, advancements in technology, innovativeness, and growing demands for better customer service, organisational leaders were challenged to devise performance-improvement strategies in order to survive the challenges posed by COVID-19, particularly in Deposit Money Banks (DMBs). Against this backdrop, this study investigates the impact of transformational leadership (TL) behaviours on employee career development (i.e. employee mentoring and coaching). This study conceptualised TL behaviours as idealized influence, inspirational motivation, intellectual stimulation, and individual consideration, while career development as career coaching and career mentoring. The study used an explanatory survey research approach with a sampl of 130 employees from four (4) branches of Zenith International Bank Plc North East 3 Zone, Adamawa State. This study's data were collected via questionnaire. Descriptive statistics such as mean, standard deviation and correlation were used in analysing the data collected, while study's hypotheses were tested using the multiple regression technique. The regression results show that TL behaviours such as inspirational motivation, intellectual stimulation, and individual consideration have favourable significant effect on career development (Mentoring and coaching). While idealised influence has significant adverse effects on career development in both career mentoring and coaching. Overall, the findings indicate that TL positively and strongly predicts career development (i.e. career mentoring and coaching). As a result, this study concludes that TL actions are critical for organisational development and should be supported by managers since they improve employees' career progression within the organisation and have significant effects on numerous employee outcomes.

Transformational Leadership, Psychological Empowerment, and Organizational Citizenship Behaviors among Nursing Workforce: A Single Mediation Analysis

Aim. To explore the mediating effect of psychological empowerment in the association between transformational leadership and organizational citizenship behaviors in nursing context. Background. Healthcare organizations worldwide are facing unprecedented challenges, necessitating effective leadership strategies to ensure quality patient care and organizational success. Transformational leadership has emerged as a tool to promote positive workplace behaviors, including organizational citizenship behaviors, among nursing staff. However, the mediating role of psychological empowerment in this relationship remains underexplored. Methods. A cross-sectional survey was conducted from March 2023 until August 2023 involving 305 registered nurses at King Khalid Hospital to investigate the relationship among transformational leadership, psychological empowerment, and organizational citizenship behaviors. Validated scales were used to assess these variables. A single mediation analysis was conducted through processing macro version 3.5 model 4. Results. This study found a strong positive association between transformational leadership and both psychological empowerment (r = 0.507, p<0.001) and organizational citizenship behaviors (r = 0.445, p<0.001) among nursing staff. Additionally, psychological empowerment partially mediated the relationship between transformational leadership and organizational citizenship behaviors, with a significant indirect effect (B = 0.110, CI: 0.058–0.166). Conclusions. Transformational leadership positively impacted nurses’ feelings of empowerment, which then led to higher exhibition of organizational citizenship behaviors. Implications for Nursing Management. Leadership development programs should prioritize the cultivation of transformational leadership qualities and support the psychological empowerment of nursing staff. This approach can enhance organizational effectiveness, foster positive workplace environments, and improve patient outcomes.

The Role of Transformational Leadership Style, Organizational Culture, Innovative Work Behavior of Employees on Cooperative Performance

The importance of factors such as transformational leadership, organizational culture, and innovative employee behavior in the context of cooperatives, especially the Employee Cooperative of the Republic of Indonesia (KPRI) Harapan Sejahtera IAIN Syekh Nurjati Cirebon. Although the relationship between these factors is generally recognized, specific research on them in cooperative environments is limited. Thus, this study aims to contribute knowledge by analyzing the influence of transformational leadership and organizational culture on the innovative behavior of employees at the IAIN Harapan Sejahtera Cooperative. The method used in this study is the associative method. The object of this study was a member of the HARAPAN SEJAHTERA IAIN Syekh Nurjati Cirebon Cooperative as many as 50 respondents who were taken randomly. The technique used in collecting data in this study is in the form of questionnaires, the author distributes questionnaires that can be filled directly by respondents. The results showed that there was no significant influence between Transformational Leadership Style and Cooperative Performance, while Organizational Culture and Innovative Employee Behavior had a significant influence on Cooperative Performance.

Effect of Transformational Leadership and Organizational Citizenship Behavior: Determining the Roles of Supervisor Identification, and Self-determination in the Automobile Industry

Background and Purpose: The present study analyses the impact of transformational (TL), transactional (TRL) and laissez-faire styles (LSF) of leadership on Organizational Citizenship Behavior (OCB) of employees in the context of the automobile industry. Moreover, the study also focuses on the mediating effect of self-determination (SDE) and the moderating role of supervisor identification (SD) on the proposed correlation. Method: The primary data for the study was collected by designing a survey questionnaire. The questionnaires were distributed among the employees from the automobile industry and a final sample of 312 responses was utilized. The data was analyzed through the application of PLS-SEM. Findings: The study validated a positive and significant relationship between LSF and OCB. Similarly, TRL and OCB were positively and significantly related. Notably, TL was an insignificant predictor of OCB. SD exerted a significant moderating role in the association between TRL and SDE only. The evaluation of the mediating role of SDE in the association between leadership styles and OCB revealed that SDE significantly mediated the association between TL and OCB, and TRL and OCB. Nevertheless, SDE was an insignificant mediator in the association between LSF and OCB. Conclusion and Implications: Thus, the findings of the present study hold significance for leaders from automobile industry leaders and offer guidance to design strategies for enhancing the OCB and workplace engagement through effective leadership strategies.

Leadership Dynamics in the Knowledge-Based Landscape: Unravelling the Mediating Forces of Cognition on Innovative Behaviour

In the dynamic knowledge-based landscape, effective leadership has a crucial role in sharing knowledge and expertise towards innovation. Multiple previous research studies have studied the correlation between leadership style and innovative behaviour. Nevertheless, few empirical studies have investigated the mediating influence of psychological empowerment on the connection between organisational leadership and innovative behaviour. The study also examines how creative self-efficacy influences the connection between entrepreneurial leadership and innovative behaviour. This study addressed the knowledge gap by examining the correlation between transformational leadership, entrepreneurial leadership, and innovative behaviour. Additionally, it sought to explore the role of psychological empowerment and creative self-efficacy as mediators in the relationship between entrepreneurial leadership, transformational leadership, and innovative behaviour. A questionnaire was administered to 228 individuals who are employees working in Pakistan’s SMEs. The data were then analysed using Structural Equation Modelling (SEM) with Smart-PLS software. The findings suggest transformational leadership and entrepreneurial leadership heightened innovative behaviour among employees through psychological empowerment and creative self-efficacy. No direct impact was established for transformational leadership on innovative behaviour indicating the presence for mediator. This study contributes to the existing literature by offering empirical proof of the correlation between transformational leadership, entrepreneurial leadership, and innovative behaviour. It also examines the influence of psychological empowerment and creative self-efficacy on innovative behaviour. The practical implication is that to encourage innovative behaviour, leaders need to get down the field to empower and build confidence among employees.

Transformational leadership, organizational justice and organizational citizenship behavior in the restaurant context

This research investigates the association between transformational leadership and Organizational Citizenship Behavior (OCB). Moreover, organizational justice is analyzed as a mediating variable between transformational leadership behavior and OCB. This research was conducted in the restaurants of Pakistan, on a sample of 219 employees. The current study used correlation and regression analyses in order to test the hypothesized model. Findings of this research show that transformational leadership behavior and employees’ perception of organizational justice are significantly and positively related to employees’ OCB. In addition, the results also show that organizational justice perception mediates the relationship between transformational leadership and OCB. Thus, current research shows that the top management of the restaurants in Pakistan should focus on establishing transformational leadership behavior and also focus on the selection of individuals having transformational leadership qualities which have the ability to positively influence organizational justice perception thereby fostering OCB of employees. Lastly, this study provides its limitations and suggestions for further research.

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

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

The Decision Behaviour Evaluation of Interrelationships among Personality, Transformational Leadership, Leadership Self-Efficacy, and Commitment for E-Commerce Administrative Managers

Abstract Due to the impact of the Coronavirus disease 2019 (COVID-19) epidemic isolation, the E-commerce market encountered great impact and changes. Faced with such a transformed situation, E-Commerce administrative managers usually have different individual personalities and transformational leadership to enhance leadership self-efficacy and organizational commitment. The purpose of this study is to investigate the interrelationships among the personality, transformational leadership, leadership self-efficacy, and commitment of E-Commerce administrative managers. The research population is randomly selected from E-Commerce administrative managers who are responsible for E-Commerce administrative affairs. Based on a sample of 408 participants, the Confirmatory Factor Analysis (CFA) is applied to examine the construct validity. Then, the Structured Equation Modelling (SEM) method is used to estimate a series of interrelated dependent relationships and perform a comprehensive model. The research results show that a leader with Big Five personality traits has a positive influence on transformational leadership and leadership self-efficacy. An E-Commerce administrative manager with transformational leadership behaviours has a positive influence on leadership self-efficacy. In addition, an E-Commerce administrative manager with leadership self-efficacy has a positive influence on commitment. The research results contribute to a better evaluation model of E-Commerce administrative manager’s leadership by applying their personalities and transformational leadership to enhance leadership self-efficacy and increase the level of organizational commitment.

The Effect of Employee Development Policy, Work Environment, and Transformational Leadership on Employee Creativity in Indonesia's Creative Industries

This research investigates the impact of employee development policy, work environment, and transformational leadership on employee creativity within Indonesia's dynamic creative industries. A quantitative analysis employing Structural Equation Modeling (SEM) with Partial Least Squares (PLS) was conducted to analyze data collected from 120 employees across various sectors of the creative industry. Descriptive statistics, measurement model assessment, structural model analysis, and hypothesis testing were employed to examine the relationships between the variables of interest. The results reveal that employee development policy, transformational leadership, and work environment significantly influence employee creativity within Indonesia's creative industries. Specifically, organizations that prioritize employee development, foster transformational leadership behaviors, and provide supportive work environments are more likely to enhance employee creativity. These findings underscore the importance of organizational strategies and leadership practices in fostering a culture of innovation and creativity within Indonesia's burgeoning creative economy.

The Meaning of Sincerity in Transformational Leadership at The Islamic Boarding School Educational Institution


 
 
 
 Sincerity is defined as hope only in Allah SWT. A leader can find the meaning of his members' sincerity so that they have better work enthusiasm. The purpose of this research is to determine transformational leadership behavior that interprets the sincerity of its members and the form of meaning of sincerity in transformational leadership that can realize innovation in Islamic boarding school educational institutions. This research approach uses phenomenology. Data collection used triangulation methods, namely observation and interviews. Data validity techniques are carried out using triangulation methods, member checking, and auditing. The results of this research found that the meaning of Ikhlas in transformational leadership is that sincerity is analogous to the spirit while charity is the body so that Ikhlas can create a conducive climate and can develop creativity and innovation in Islamic boarding school educational institutions.
 
 
 

How CEO transformational leadership affects business model innovation: a serial moderated mediation model

PurposeThis study aims to reveal how chief executive officer (CEO) transformational leadership affects business model innovation (BMI) by exploring the serial mediating role of top management team (TMT) collective energy and behavioral integration and the moderating role of TMT-CEO value congruence.Design/methodology/approachThe sample of 520 TMT members from 127 enterprises in North China was collected through a two-wave questionnaire survey. Hierarchical regression and bootstrapping were used to test the hypothetical relationships proposed in this study.FindingsThe results indicate that TMT collective energy and behavioral integration play a serial mediation role between CEO transformational leadership and BMI. TMT-CEO value congruence positively moderates the relationship between CEO transformational leadership and TMT collective energy as well as the serial mediation effect.Practical implicationsThe results suggest that CEOs can stimulate TMT collective energy by demonstrating transformational leadership behaviors, thereby promoting TMT behavioral integration and ultimately achieving BMI. In addition, to enhance the effectiveness of CEO transformational leadership, enterprises should take measures to ensure that TMT members hold values that are consistent with those of CEOs.Originality/valueBased on social cognitive theory, the mediating mechanism and boundary conditions of CEO transformational leadership that affect BMI are revealed by this study, thus opening the “black box” of the relationship between the two. It also supplements research on the role of TMT among the antecedents of BMI.

Leadership Styles and Organizational Resilience in Times of Crisis in Sudan

Purpose: The aim of the study was to assess the leadership styles and organizational resilience in times of crisis in Sudan.
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings: Research on leadership styles and organizational resilience in times of crisis underscores the critical role of leadership in navigating turbulent environments. Studies suggest that transformational leadership, characterized by vision, inspiration, and individualized consideration, tends to foster organizational resilience by promoting adaptability, innovation, and employee commitment. Additionally, servant leadership, which prioritizes the needs of others and emphasizes empathy and humility, has been linked to enhanced organizational resilience through fostering trust, collaboration, and a sense of community.
 Implications to Theory, Practice and Policy: Contingency theory, social exchange theory and complexity leadership theory may be use to anchor future studies on assessing the leadership styles and organizational resilience in times of crisis in Sudan. Organizations, both public and private, should prioritize leadership development initiatives aimed at nurturing transformational leadership behaviors among their leaders. Policymakers should recognize the importance of leadership in promoting organizational resilience and incorporate leadership development initiatives into crisis management policies and strategies.

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.

Understanding Leadership for Learning of School Leaders in Disadvantaged Areas in the Context of Education Reform in Vietnam

ABSTRACT This study aims to explore the interrelationships between leaders’ personal traits, leadership behaviors, and leadership competencies for learning. This quantitative study utilizes structural equation modeling to analyze survey data collected from 563 school leaders across primary, secondary, and postsecondary schools situated in disadvantaged regions of Vietnam. Study participants from disadvantaged areas in Vietnam completed 20-item questionnaires, providing their perspectives on leader traits, leadership behaviors, and competencies related to leadership for learning. The findings revealed a positive correlation between leaders’ personal traits, leadership behaviors, and leadership competencies regarding learning. The research model successfully explained 54.70% of the variance in leadership competencies for learning. The results indicate instructional leadership behaviors have the most significant influence on competencies of leadership for learning, followed by shared leadership behaviors and transformational leadership behaviors. This highlights the integral role of school leaders in effectively implementing new curricula in Vietnam and advancing positive change, especially in disadvantaged schools. These insights hold practical implications for developing impactful leadership strategies in educational institutions to benefit students and shape a brighter future for Vietnam’s educational landscape.

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 mediating role of quality of work life and organizational commitment in the link between transformational leadership and organizational citizenship behavior

In this modern era, schools require Organizational Citizenship Behavior (OCB) of organization members as one of the determining elements for the smooth process of achieving school goals. Leadership can transform an organization's entire potential as a learning community towards better organizational change, which is needed to increase OCB. This article aims to analyze the direct and indirect relationship between transformational leadership (TL) and OCB with quality of work-life (QWL) and organizational commitment (OC) as mediators. Another aim is to analyze the role of QWL as a mediator of the relationship between TL and OC. The research sample was 165 permanent teachers from several high schools in Madiun City. Research data was collected through questionnaires, and Structural Equation Modeling (SEM) was used for data analysis. The data analysis results prove a significant direct relationship between TL, QWL, and OC with OCB in a positive direction. The results of testing the role of mediating variables contribute to the novelty of this research, namely: 1) QWL partially mediates the relationship between TL and OC, as well as the relationship between TL and OCB; 2) OC partially mediates the relationship between TL and OCB. The analysis results indicate that increasing teacher OCB can be done effectively through increasing transformational leadership practices, programs to improve the quality of work-life, and increasing teacher organizational commitment.

Transformational Leadership Influence on Employee Performance: A Proposed Study Among Palestinian Central Municipalities Employees

This research investigates the impact of transformational leadership on employee performance within Palestinian municipalities. As a vital cog in the management wheel, transformational leaders inspire and motivate employees, encouraging innovation and promoting excellence. Using a quantitative research approach, this study collected data from administrative staff in ten central Palestinian municipalities, leveraging questionnaires and statistical analysis. Our findings reveal the significant positive impact of transformational leadership behaviours, including inspirational motivation, intellectual stimulation, idealized influence, and individual consideration, on employee performance. The research also underscores the role of goal setting, as emphasized by Fischer (2016), in driving individual commitment and motivation. Further, this study discusses how transformational leadership contributes to successful teamwork and fosters a culture of creativity and problem-solving. It presents a set of recommendations for implementing transformational leadership in Palestinian municipalities, including leadership training, employee empowerment, communication of a compelling vision, and fostering a culture of innovation, among others. By adhering to these strategies, Palestinian municipalities can enhance employee performance and improve public service provision.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, MOTIVASI KERJA, DAN OCB TERHADAP KINERJA KARYAWAN PT. NARMADA AWET MUDA

This research aims to analyze the Influence of Transformational Leadership, Work Motivation, and Organizational Citizenship Behavior on Employee Performance at PT. Narmada Awet Muda. The type of research used is associative-causal. Data collection method involves a survey by distributing questionnaires to respondents. The data analysis technique used is multiple linear regression with SPSS 21. The sampling method employs proportionate random sampling, resulting in a sample size of 80 individuals from a total population of 399. The analysis results indicate that: Transformational Leadership has a positive and significant effect on employee performance. Work Motivation has a significant influence on employee performance. Organizational Citizenship Behavior does not have a significant effect on employee performance. Transformational Leadership has a positive and significant influence on Organizational Citizenship Behavior. Work Motivation has a positive and significant influence on Organizational Citizenship Behavior. The research recommends that the company provides training to enhance intellectual stimulation for employees, listens to the ideas and suggestions of employees, treats all employees equally, acknowledges and rewards employees for their work, encourages employee participation in organizational meetings, and motivates employees to improve time efficiency in completing tasks.

Mediating role of organizational trust between transformational leadership and workplace deviant behavior of employees in banking sector of Pakistan

PURPOSE: Based on theory of social exchange and theory of the psychological contract, this explanatory study reconnoiters the mediating factor of organization trust on transformational leadership in connection with workplace contradictory behavior in the banking sector to mitigate the incidents as evident from different bank reports and newspapers. RESEARCH DESIGN: Cluster sampling is properly applied on the key recommendations of previous studies and survey questionnaire from 400 (Male = 240 Female = 160) potential respondents from various banks were carefully composed to test using SEM-Amos. FINDINGS: The results shown that TL characteristically considers no candid connection with WDB in the finance sector, however organizational trust purely clarified the unique bond between TL and WDB more commendably. Commercial Banking industry can persuasively progress the irregular conduct of local bankers by appropriately smearing this logical investigation, likewise, standing procedures can also be upgraded in the stern nimble of the extracted outcomes of this study. ORIGINALITY: This study realistically contributes to the literature of leadership style and deviant behavior based upon social Exchange and psychological contract philosophy and mediating factors affecting deviant behavior and transformational leadership. It established the causative factors that bridged the theoretical gaps between TL and WDB in the banking industry.

Leadership training and just-in-time nudges: A field experiment on the transfer of learning into action

Government agencies use leadership training programs to improve human capital and public service provision. However, existing research ignores how limited cognitive capacity and task overload in the aftermath of leadership training programs can reduce the transfer of learning into action. Integrating insights from behavioral science on choice architecture with research on leadership development, we propose a leadership development model with “just-in-time” implementation nudges. In a field experiment involving 226 Danish public managers and their 4,442 employees, we found that employees perceived their managers as exhibiting more transformational leadership behaviors following our leadership development intervention. The intervention combined classroom training with just-in-time implementation nudges that targeted goal-oriented development dialogues. We also found that these dialogues mediated the treatment effect on transformational leadership behavior. Our results highlight the need to consider choice architectural approaches in designing leadership development efforts in the public sector.