Transformational Leadership Construct Research Articles

The effect of green organizational culture, green transformational leadership, and job satisfaction on organizational citizenship behavior: the role of mediating organizational commitment

This study explores the relationship between organizational commitment and specific aspects of green human resources management to organizational citizenship behaviour. In its implementation, it explores green human resources management at the Ministry of Environment and Forestry as an institution directly related to macro and micro environmental conservation. This study uses quantitative methods, using SEM-PLS. The results of this study: (1) There is no significant effect of the Green Organizational Culture construct on Organizational Commitment. (2) The Green Organizational Culture construct has no significant effect on Organizational Citizenship Behavior. (3) Green Transformational Leadership construct has no significant effect on Organizational Commitment. (4) Green Transformational Leadership constructs have no significant effect on Organizational Commitment. (5) There is a significant effect of the Job Satisfaction construct on Organizational Commitment. (6) There is no significant effect of the Job Satisfaction construct on Organizational Citizenship Behavior. (7) The Organizational commitment construct has no significant effect on Organizational Citizenship Behavior. (8) The Green Transformational Leadership construct has no significant effect on Organizational Citizenship Behavior. (9) There is no significant effect of Job Satisfaction constructs on Organizational Citizenship Behavior through Organizational Commitment. (10) Green Organization Culture constructs have no significant effect on Organizational Citizenship Behavior through Organizational Commitment.

Transformational Nursing Leadership Practices, Staff Retention and Promotion of Quality Healthcare Training: Evidence from Nursing Colleges in Ghana

This paper examined the dynamics of transformational leadership practices, staff retention and promotion of quality healthcare training. The study focused on nurses and midwives training colleges in Ghana. The paper employed quantitative analytical procedure and survey design. Questionnaire was used for the collecting the data. Multi-stage sampling technique was used which emphasised cluster and simple random sampling techniques. Sample size of 102 was used. 78 out of the 102 questionnaires were obtained and processed. Mean scale and standard multiple regression were employed for the analyses. The study revealed although the level of perceived transformational leadership practices is low, all the constructs exhibited significant positive effect on staff retention except Intellectual Stimulation (IS) which revealed insignificant positive effect. It was further found that although all the transformational leadership constructs exhibited positive effect, only Inspirational Motivation and Intellectual Stimulation (IS) are significant. However, when moderated by staff retention, all the transformational leadership constructs revealed significant and improved positive influence on perceived quality healthcare training. It is therefore recommended that policy in improving quality healthcare training should integrate both the promotion of transformational leadership and improved staff retention in nurses and midwives training colleges in Ghana. Keywords: Transformational Leadership, Staff Retention, Promotion of Quality Healthcare Training, Principals DOI: 10.7176/JBAH/12-4-03 Publication date: February 28 th 2022

Information Technology Adoption in Botswana Secondary Schools and its Implications on Leadership and School Libraries in the Digital Era

The objectives of this paper are to examine the principals’ transformational leadership qualities and to juxtapose this to Information Technology adoption in Botswana secondary schools. Using David et al. (1989) Technology Acceptance Model (TAM), Todd’s (1999) transformational leadership constructs, and qualitative open-ended questions, a research tool was formulated to establish the perceptions of school heads in 10 urban and 14 rural schools, about computer technology acceptance, the role of the school library in the integration of computers in the school and transformational leadership. The findings point to a trend towards computer acceptance and transformational leadership, albeit some indications of computer anxiety, some feelings about the lack of computer usefulness and ease of use, as well as leadership issues, like the lack of functional school libraries. One of the most relevant findings was the positive correlation between perceived ease of use of the computer statement to some leadership constructs.

Idealized Influence and Inspirational Motivation in a Microfinance Context: Review of Literature

Besides the enormous attention paid to transformational leadership construct for the last four decades, much of the literature does not adequately delve deeper into the respective dimensions of the construct, thus limiting the clarity of how the dimensions impact organizations. This paper reviews the extant conceptual, theoretical, and empirical literature on the idealized influence and inspirational motivation dimensions of transformational leadership style focusing on microfinance context. This paper presents a comprehensive and integrative theoretical framework for knowledge advancement in the field of leadership. The methodology used for the review integrates the desktop and critical analysis of 56 journal articles in these dimensions. The key databases used to extract the relevant literature were JSTOR, Emerald, Google Scholar, DOAJ, and Wiley Interscience, with 69.09% being articles published in 2017 – 2021. Aspects used to qualify articles for review consideration were transformational leadership, idealized influence, inspirational motivation, and leadership in microfinance or any combination. The emerging gaps in the theorization and conceptualization of idealized influence and inspirational motivation were identified, presenting a case for further research on the transformational leadership construct. The review establishes that the four “Is” of transformational leadership (Idealized influence, Inspirational motivation, Intellectual stimulation, and Individualized consideration) are ambiguously interrelated, presenting a challenge of incoherence in the conceptual models used by researchers to conduct empirical research. The study also seeks to fill the contextual gap on the scanty research done to date on the outcomes of idealized influence and inspirational motivation in microfinance context such as staff retention, organizational commitment, self-efficacy, and organizational performance. A comprehensive conceptual framework for guiding further research on the constructs is formulated, including supportive propositions that can be empirically tested.

Perspective of Yemeni students on use of online learning

Purpose Online learning has evolved into a necessary means of learning because of its capability to enhance the education quality with minimum resources and infrastructure. Nevertheless, while academics have studied the espousal and use of online learning in various settings, the effect of compatibility and transformational leadership (TL) still remains to be seen, with regards to the Yemeni context. The purpose of this paper is to forward the Delone and Mclean Information System (IS) success Model by integrating compatibility and TL constructs as precursors to user contentment and actual use for estimating performance of students. Design/methodology/approach The questionnaire technique was utilised for gathering primary data from 448 students in nine state-funded Yemeni universities. The six variables in the recommended framework were gauged utilising current scales. Data analysis was done by deploying structural equation modelling through SmartPLS 3.0. Findings The outcomes encompassed three key results: overall quality (data, system and service quality), compatibility and TL have a favourable effect on user satisfaction and actual use; actual use considerably estimates user satisfaction; and user satisfaction and actual use have a favourable effect on performance of students. Research limitations/implications Because the research populace comprised students from nine state-funded universities, it did not include administrative and academic staff. Furthermore, as the study was cross-sectional, it studied the variables at a single point of time. Attaining experience in utilising online learning would transform the convictions of students, and this cannot be traced through a cross-sectional scrutiny. Moreover, the research relies upon self-testified measures for ascertaining the recommended research model. The reason behind this is that obtaining objective information regarding performance was not likely because of the privacy concern. Practical implications Despite the fact that Yemen is a low-income emerging nation with inadequate resources (World Development Indicators, 2017), it can capitalise on online-based learning that provides the advantage of excellent education and that too with limited supplies (Dokhan and Akkoyunlu, 2016; Yang et al., 2016). Additionally, online learning can enhance administration and communication, empower learning anywhere and anytime, and endorse fairness of education. Originality/value This study supplements the existing studies on information systems by blending overall quality, compatibility, TL, actual use and client satisfaction for estimating the effect of online learning among students from nine state-funded Yemeni universities. Moreover, the recommended model’s predictive prowess has a higher capability to elucidate and estimate the performance effect as against those acquired from few of the previous studies.

Scale for Measuring Transformational Leadership in Public Sector Organizations in Sri Lanka: With Special Reference to Ministries of Western Provincial Council

The most accepted Multifactor Leadership Questionnaire (MLQ) is heavily applied to measure the transformational leadership in private sector and central government organizations than provincial council organizations in Sri Lanka. Thus this paper describes the development of a 21 item instrument for assessing transformational leadership in provincial council organizations in Sri Lanka with special reference to the western provincial council. To do so, both qualitative and quantitative methods were applied in three fundamental stages recommended by Churchill (1979). Initially a qualitative research was undertaken in five ministries in the western provincial council within Colombo district through interviews with 15 senior and middle level administrative officers from different back grounds which produced 21 items with four factors emerged. These 21 -items were included in a questionnaire and quantitative study was undertaken with the same respondents who were currently involved in the service in the Western Provincial Council. 60 questionnaires were distributed and 56 questionnaires were returned and found to be useful 56, which represents a 93% response rate. More than half (52) of the respondents were female between the age of 40-55. To ensure the reliability and validity of the measures of transformational leadership construct, mainly reliability test, factor analysis, was used. Finally, 21 items were deducted into 10 items and a new scale was developed to measure the transformational leadership in public sector organizations with three dimensions idealized influence, inspirational motivation, intellectual stimulation and. Regarding the limitations of the study in this respect, only the senior and middle level managers were considered. The sample size was 60 and it was selected only from the western provincial council with the use of purposive sampling technique. Further studies with large sample size which covers the all provincial councils using newly developed scale to measure the transformational leadership and replication studies with other organizations would be useful for further generalizations of the newly developed scale.

Transformational leadership sub-dimensions and their link to leaders' personality and performance

The multi-dimensionality of the transformational leadership construct has been under debate in the last decades. To shed more light on this issue, we conducted a meta-analysis (k=58 studies), examining the transformational leadership sub-dimensions and their links to leader personality and performance in order to gather empirical evidence of the multi-dimensionality of transformational leadership. First, the results showed that the Big 5 personality traits are directly linked to transformational leadership sub-dimensions and to the overall measure, and are indirectly linked to leader performance. Interestingly, however, different combinations of the personality traits are differentially related to the transformational leadership behaviors. For instance, whereas inspirational motivation is related to all personality traits, only openness to experience and agreeableness affect individualized consideration. These findings emphasize the importance of examining the transformational leadership sub-dimensions separately to gain a deeper understanding of the nature and the antecedents of these leadership behaviors.

Effective Managers in Culturally Diverse Environments

Manager Competence in the 21st century must include leading employees from all cultures and backgrounds. This study determined that there was a correlation between cultural intelligence (CI) and transformational leadership (TL) attributes of managers at American Fortune 500 companies. The results also indicated that there was a statistically significant positive relationship between the CI and the TL abilities of managers. The conclusion drawn from the findings provide a new paradigm for the theory of cultures when CI and TL constructs are compared. It was recommended that American Fortune 500 managers continue to extinguish culture-specific biases through educational and workplace integrations.

Flawed from the “Get-Go”: Lee Iacocca and the origins of transformational leadership

Transformational leadership has undergone a critical reassessment. Rather than examining the state of the science or the conceptual confusion and contradictions inherent in the ongoing stream of transformational leadership research, this article adopts an historical perspective, looking back on the founding era of this influential concept. In particular, the article evaluates the use of Lee Iacocca, who became the personification of the transformational leadership ideal. While placing Iacocca's appeal into a particular socio-historical context, the article offers a critical weighing of that devise. This use of Iacocca as a personification and embodiment of the transformational leadership construct was, at best, a highly romanticized take on an individual. At worse, the use of Iacocca was misleading and disingenuous. The article concludes that two core flaws of transformational leadership—over-attribution and romanticizing traditional leadership behaviors—were present from the inception.

Transformational classroom leadership: a basis for academic staff development

PurposeThe purpose of this paper is to present a solid basis for evaluating and enhancing university classroom leadership.Design/methodology/approachThe paper is based on an empirical study conducted in a Hong Kong university setting indicating the value of the full range (transformational‐transactional) leadership framework for assessing and developing the transformational leadership qualities of university teachers.FindingsThe study indicates the educational value of the transformational classroom leadership style and suggests approaches to developing transformational leadership qualities in university teachers.Research limitations/implicationsAlthough the study was confined to the one Hong Kong university, it has significant implications for the development of university teachers.Practical implicationsThe study presents an approach to assessing the classroom leadership styles of university teachers and proposes staff development initiatives aimed at producing effective classroom teacher‐leaders.Originality/valueThe paper is one of the few attempting to assess the effects of transformational leadership qualities in a university classroom setting and to propose a staff development program for university teachers based on the transformational leadership construct.

Employing transformational leadership to enhance the quality of management development instruction

In recent years, the transformational leadership construct has become a popular topic in leadership literature. Generally, the view is held that transformational leadership is superior to the more conventional transactional leadership and produces desirable leadership outcomes. The claims made for transformational leadership have been largely reported outside the instructional context yet the nature of the transformational leadership construct indicates considerable potential in the teaching of management development courses. This paper explores the idea that the enactment of transformational leadership by instructors can enhance the quality of management development instruction.

A theoretical and empirical extension to the transformational leadership construct

AbstractThe contingent rewards subscale of the Multifactor Leadership Questionnaire (MLQ) was examined in an attempt to theoretically explain recent empirical results linking contingent rewards to transformational rather than transactional leadership. In Study 1, we supported the proposal that the items in the contingent rewards subscale represented two separate factors, an explicit and an implicit psychological contract. In addition, the implicit factor loaded with other transformational subscales and the explicit factor loaded with other transactional subscales. We confirmed these results in Study 2, and supported other hypotheses from transformational leadership theory using the contingent rewards revision. Implications for the transformational leadership construct are discussed. Copyright © 2001 John Wiley & Sons, Ltd.

Potential Biases in Leadership Measures: How Prototypes, Leniency, and General Satisfaction Relate to Ratings and Rankings of Transformational and Transactional Leadership Constructs

Eighty-seven respondents completed either a graphic rating or a forced ranking questionnaire describing their immediate superior. Five leadership scales were embedded in each questionnaire. Three represented transformational leadership constructs (charismatic leadership, individualized consideration, and intellectual stimulation); two reflected transactional leadership constructs (contingent reward and management-by-exception). Appended to each questionnaire were five additional scales. The items constituting these scales measured two outcomes-satisfaction with the leader and effectiveness of the leader. The remaining scales measured each participant's leadership prototype, the participant's tendency to be lenient in his/her ratings, and a general measure of satisfaction. As expected, the intercorrelations among the factor scores representing the transformational and transactional leadership constructs were reduced substantially by using the forced rankings as compared with the graphic ratings. Also, the magnitude of the relationships among leadership and outcome factor scores was reduced, on average, when using the forced rankings. Prototypicality factor scores were more highly correlated with factor scores reflecting transformational than were factor scores portraying transactional leadership. The tendency of participants to be more or less lenient in their ratings or rankings and their general level of satisfaction were of little or no consequence to the intercorrelations among the leadership and outcome factor scales.