Transformational Leadership Development Research Articles

Relationships between leadership style, career development, work stress, and turnover intention in a high-tech industry: Moderating role of psychological contract

Employee turnover is an unavoidable part of business development, costing important human resources and impeding long-term growth and strategy implementation. To maintain a steady workforce, businesses must prioritize understanding and addressing this issue. The objective of this study is to examine the impact of leadership style, career development, and work stress on turnover intention in the high-tech industry and to investigate the moderating role of psychological contracts in these relationships. The sample consists of 380 employees of the R&D departments in high-tech companies in Shenzhen, Guangdong province, China, mainly engaged in the electronic information, advanced manufacturing, and automation sectors. The data were gathered via an online questionnaire, and the Smart-PLS approach was used to analyze the data. The empirical findings indicate that transactional leadership, transformational leadership, and career development are significantly and negatively related to turnover intention, whereas work stress has a significant positive effect. The psychological contract moderates the relationship between career development and turnover intention; the higher the psychological contract, the stronger the relationship. In addition, the psychological contract moderates the relationship between work stress and turnover intention, whereby the higher the psychological contract, the weaker the relationship. However, no empirical evidence suggests that the psychological contract moderates the relationship between leadership styles and turnover intention. The R² value is 0.485, indicating moderate explanatory power, and with a GOF index of 0.492, the model also demonstrates a good fit with the data. This study offers considerable implications for both theoretical and practical applications.

More is not always merrier: does leader-team perceptual distance on context influence leadership training transfer?

ABSTRACT Although the organizational context has been identified as an important factor contributing to the success or failure of leadership training initiatives, exploration of the interaction between differing contextual perceptions in relation to the transfer of leadership training is lacking. Building on Oc’s framework on context and leadership, we examine how the degree of perceptual alignment of leader and teams on two contextual factors, formalization and employee orientation, were related to followers’ ratings of transformational leadership after a leadership training in the forest industry (n = 37 leaders). Polynomial regression with response surface analysis revealed that agreement between leaders and their teams on formalization and employee orientation predicted improvements in transformational leadership but only up to a certain point. At high levels of formalization agreement negatively impacted leaders’ development of transformational leadership, and at high levels of employee orientation the positive impact of agreement flattened out. Leaders who rated formalization and employee orientation higher than their teams increased their transformational leadership to a lesser extent as rated by their followers. Our findings extend the framework developed by Oc and offer a new perspective on the complex interplay between leader, follower, and contextual factors that all matter for successful leadership training transfer.

Transformational Leadership of Educational Institution Administrators under the Office of the Vocational Education Commission Sa Kaeo Province

Background and Aims: Transformational leadership is essential because it inspires and motivates people to exceed their expectations, thereby encouraging innovation and personal growth. This leadership style promotes organizational change by fostering a shared vision and empowering team members to take ownership of their roles. The goals of this research are to: 1) investigate the level of transformational leadership among educational institution administrators. Sa Kaeo Province is administered by the Office of the Vocational Education Commission. 2) Compare the transformational leadership of educational institution administrators under the Office of the Vocational Education Commission, Sa Kaeo Province. Positions are classified based on their level of education and experience. 3) Investigate guidelines for fostering transformational leadership among school administrators. Sa Kaeo Province is administered by the Office of the Vocational Education Commission. Methodology: This study used a sample of 86 school administrators and teachers. The sample size was calculated using Krejci and Morgan's table and divided randomly into groups. The research instrument was a 5-level rating scale questionnaire with a consistency index ranging from 0.80 to 1.00, and the overall reliability was 0.84. Data analysis statistics include frequency, percentage, mean, standard deviation, T-value, and F-value tests. Results: The study found that: (1) transformational leadership of educational institution administrators under the Office of the Vocational Education Commission Sa Kaeo Province. Overall, it is of a high standard. When each aspect was examined, it was discovered that the aspect with the highest average was influenced by ideology, followed by stimulating the use of intelligence. In terms of individuality, the inspiration aspect has the lowest average. (2) A comparison of school administrators' perspectives on transformational leadership. Sa Kaeo Province's Office of the Vocational Education Commission classifies jobs based on position, education level, and experience. It was discovered that the overall and individual aspects were not different. (3) Guidelines for encouraging the development of Transformational leadership of educational institution administrators under the Office of the Vocational Education Commission include four aspects: 1) Ideology-based influence, 2) Inspiration, 3) Intelligence-based stimulation, and 4) Individuality consideration. Conclusion: According to the research, transformational leadership is prevalent among Sa Kaeo Province administrators, with ideological influence being the strongest and inspiration being the lowest. There were no differences based on position, education, or experience, and development is centered on four key areas: influence, inspiration, intellectual stimulation, and individualized consideration.

Effectiveness of sustainability communication on stakeholder engagement: A multi‐method qualitative assessment of sustainable development

AbstractThe present era is witnessing a growing importance of sustainability communication. There is a need to understand stakeholders' perspectives regarding sustainability communication by different corporates. Additionally, it is also important to understand the positive (happiness and surprise) and negative (anger, fear, and sadness) aspects that affect the effectiveness of sustainability communication. The present research used a multi‐method multi‐study qualitative approach. In Study 1, the perspectives of 29 mid‐level managers and 16 top‐level senior managers involved in the sustainability domain in their organizations from India were captured via qualitative semi‐structured interviews. In Study 2, sustainability reports of 50 leading companies involved in sustainability activities were analyzed using textual analysis, emotional analysis, and topic modeling. Results indicate that corporate sustainability communications can have varying impacts on the stakeholders. The results of the qualitative analysis showed positive impact of sustainability communications on employee engagement, employee involvement, transformational and inclusive leadership and training and development opportunities. Positive emotions, like happiness or surprise, indicate positive brand image and engagement related to sustainability activities. Negative emotions like fear, anger, and sadness, show stakeholders' concern regarding the environmental damages. Thus, organizations need to target the positive aspects in their sustainability communication for improved results and must avoid the negative aspects while planning to develop effective sustainability communication. Subsequently, the present study contributes to the existing literature by proposing a conceptual framework based on signaling theory and stakeholder theory. This study fills the gap in terms of examining the stakeholders' and end‐users' perspectives regarding sustainability communication, the major emotional aspects that are revealed from the sustainability reports and an overall view on individual's pro‐environmental behavior.

Configurational Paths of Preconditions to Transformational Leadership Among Core Hospital Leaders: A Fuzzy-Set Qualitative Comparative Analysis.

Transformational leadership among core hospital leaders boosts medical organizations' competitiveness, adaptability, and sustainability, which is jointly affected by individual, organizational and environmental factors. This study aims to unpack its configurational framework and propose strategies to strengthen core hospital leaders' transformational leadership. Data were collected from an online questionnaire among 31 core hospital leaders. The fuzzy-set qualitative comparative analysis (fsQCA) was used to explore the causal mechanism of high-level transformational leadership. We enrich this mechanism by professional background, critical thinking, initiative spirit, family-work conflict, job satisfaction, subordinates' followership, and work pressure. Result shows initiative spirit is the only necessary condition (consistency=0.911) for the formation of high-level transformational leadership among core hospital leaders. Three configurations are the sufficient conditions that lead to high-level transformational leadership among core hospital leaders with two different professional backgrounds (overall solution consistency= 0.952). Core hospital leaders' initiative spirit is an indispensable condition for improving high-level transformational leadership, emphasizing the necessity for core leaders to be proactive in order to develop such leadership. Besides, the study also uncovered three configurations are the sufficient conditions for core hospital leaders with diverse professional backgrounds to achieve high-level transformational leadership. This finding offers significant insights into hospital management practices, suggesting that core hospital leaders' work should be managed in a personalized manner based on their professional backgrounds, thereby fostering favorable conditions conducive to the development of their high-level transformational leadership capabilities. Furthermore, the central insight of this study is that the formation of high-level transformational leadership contingent upon the collaboration of professional background, critical thinking, initiative spirit, family-work conflict, job satisfaction, subordinates' followership, and work pressure, contributing to a holistic and more rigorous view for the development of transformational leadership.

The Influence of Transformational Leadership, Self Efficacy and Career Development on Employee Performance with Achievement Motivation as an Intervening Variable in Female Officials In the Riau Islands Provincial Government

This study aims to analyze how the influence of transformational leadership, self-efficacy and career development on employee performance with achievement motivation as an intervening variable in female officials in the Riau Islands Provincial Government. The analysis used in this research is parametric and non-parametric statistics using SEM-PLS (Structural Equation Modeling-Partial Least Square). Data analysis with parametric and non-parametric statistics regarding research variables, calibration tests / pilot tests, validity and reliability, Outer model and inner model analysis, as well as discussion of the results of hypothesis testing or Path Analysis. This study uses path analysis to examine relationship patterns that reveal the effect of a variable or set of variables on other variables, both direct and indirect effects. The calculation of the path coefficient in this study was assisted by SmartPLS. The test results in this study found that Transformational Leadership and Career Development had no significant effect on the Performance of Women Officials in the Riau Islands Provincial Government, while Self Efficacy had a significant effect on the Performance of Women Officials in the Riau Islands Provincial Government, Career Development and Transformational Leadership had a significant effect on the Performance of Women Officials in the Riau Islands Provincial Government Transformational Leadership, Self Efficacy and Career Development have a significant effect on Performance with Achievement Motivation as an Intervening Variable on Women Officials in the Riau Islands Provincial Government.

Exploring the Impact of Transformational Leadership on Employee Motivation and Organizational Performance: A Human Resource Management Perspective

This study explores the impact of transformational leadership on employee motivation and organizational performance from a human resource management perspective. Utilizing a qualitative literature review methodology, the research synthesizes existing studies to provide a comprehensive understanding of how transformational leadership practices influence employee motivation, engagement, and overall organizational effectiveness. Transformational leadership, characterized by its focus on inspiring and motivating employees through vision, support, and empowerment, has been widely recognized for its positive effects on employee attitudes and behaviors. The literature review reveals that transformational leaders enhance employee motivation by fostering a supportive work environment, encouraging innovation, and promoting professional development. Additionally, the review highlights that organizations led by transformational leaders often experience improved performance outcomes, including higher productivity, increased job satisfaction, and reduced turnover rates. However, the findings also indicate that the effectiveness of transformational leadership may vary depending on contextual factors such as organizational culture, industry, and employee demographics. This study contributes to the field of human resource management by offering practical insights into the benefits and challenges of implementing transformational leadership in diverse organizational settings. The implications of these findings suggest that HR professionals should consider adopting transformational leadership development programs to enhance employee motivation and drive organizational success.

The Effect of Excellent Service, Transformational Leadership, and Career Development on Patient Satisfaction at Hospitals in West Java

This study investigates the impact of excellent service, transformational leadership, and career development on patient satisfaction in hospitals across West Java. Employing a quantitative approach, the research involved a sample of 160 patients and utilized a Likert scale ranging from 1 to 5 for data collection. Structural Equation Modeling-Partial Least Squares (SEM-PLS 3) was applied for data analysis. The findings reveal that all examined hypotheses are positive and significant, indicating that high-quality service, effective transformational leadership, and robust career development programs contribute significantly to enhancing patient satisfaction. Career development emerged as the most influential factor, followed by transformational leadership and excellent service. These results underscore the importance of these factors in hospital management and suggest strategies for healthcare facilities to improve patient experiences and outcomes. The study provides valuable insights for hospital administrators and policymakers aiming to elevate patient satisfaction levels in West Java.

The Impact of Leadership Styles on Teacher Self-Efficacy and Professional Development

This study investigates the impact of different leadership styles—transformational, transactional, and laissez-faire—on teacher self-efficacy and professional development. Employing a quantitative cross-sectional survey design, the research analyzes data from 300 primary and secondary school teachers, gathered through structured questionnaires including the Multifactor Leadership Questionnaire (MLQ), Teacher Sense of Efficacy Scale (TSES), and Professional Development Engagement Scale (PDES). The results indicate that transformational leadership significantly enhances teacher self-efficacy (β = 0.40, p < 0.01) and supports professional development (β = 0.35, p < 0.05), while transactional leadership shows minimal impact on these outcomes. Furthermore, teacher self-efficacy mediates the relationship between transformational leadership and professional development (indirect effect = 0.30, p < 0.01). Moderation analysis reveals that years of teaching experience moderates the effect of transformational leadership on self-efficacy, with a more pronounced impact observed for teachers with 1-5 years of experience (β = 0.35, p < 0.05). The study underscores the importance of transformational leadership in fostering teacher growth and suggests that leadership training programs should emphasize this style to maximize teacher development and efficacy.

The Development of Green Transformational Leadership: A Bibliometric Analysis

The Development of Green Transformational Leadership: A Bibliometric Analysis

Transformational Leadership and Career Development on Hospital Nurse Performance

The purpose of this study is to determine the relationship between transformational leadership and career development on the performance of hospital employees. Hospitals are complex organizations that require effective leadership and appropriate career development to achieve optimal performance. This research focuses on the role of transformational leadership in improving hospital employee performance and how career development mediates the relationship between transformational leadership and hospital employee performance. This study involved 150 respondents who were nurses in hospitals. The research method used is a quantitative method with data collection through questionnaire distribution. The respondents of this study are hospital employees at various levels, ranging from medical staff to senior management. The results of this study make practical and theoretical contributions to the development of hospital management and provide recommendations to practitioners and policymakers to optimize the performance of hospital staff through the application of transformational leadership and effective career development.

Succession Planning and Sustainability of Small and Medium Enterprises: The Moderating and Mediating Role of Transformational Leadership and Career Development

This study explores how succession planning (SP) impacts the sustainability of manufacturing small and medium-sized enterprises (SMEs) in Ghana, with a focus on the moderating role of transformational leadership (TL) and the mediating role of career development (CD). A survey of 500 employees from 200 registered manufacturing SMEs was conducted using a cross-sectional design and quantitative approach to gather data. Structural equation modeling analyzed the data and tested the hypotheses. Findings show that SP significantly predicts CD and SME sustainability. TL directly enhances SME sustainability and moderates the SP- SME sustainability relationship. CD directly enhances SME sustainability and mediates the SP- SME sustainability relationship. These results contribute to the existing literature by demonstrating how SP, TL, and CD interact within manufacturing SMEs. The study extends existing frameworks by providing valuable insights into SME sustenance. Future research can further investigate these interactions in different contexts to validate and extend the findings.

Leadership and safety culture in drilling operations: strategies for zero incidents

This paper offers an overview of key strategies, emerging trends, and collective efforts required to attain zero incidents in drilling operations. The journey towards zero incidents begins with the establishment of clear safety objectives and expectations, fostering a culture of accountability and continuous improvement, implementing effective training and communication programs, harnessing technology for risk assessment and incident prevention, and promoting employee engagement and involvement in safety initiatives. These strategies serve as pillars for building a robust safety framework that safeguards the well-being of individuals involved in drilling operations. Emerging trends in leadership and safety culture reflect a shift towards transformational leadership, psychological safety, data-driven decision-making, technology integration, and continuous learning and development. These trends underscore the importance of proactive risk management, employee empowerment, and technological innovation in driving safety excellence and achieving zero incidents. A call to action is essential for fostering an industry-wide commitment to safety culture in drilling operations. It requires collaboration and collective effort from all stakeholders, including companies, regulators, industry associations, and employees. By prioritizing safety as a core value and business imperative, investing in leadership development, safety training, technology integration, and continuous improvement initiatives, organizations can create safer work environments and drive towards zero harm. The vision for a future with zero harm in drilling operations is one where every individual returns home safely at the end of each day, incidents are minimized, and safety excellence is celebrated. Achieving zero incidents requires a collective commitment from all stakeholders, from organizational leaders to frontline workers, from regulators to industry associations. Through collaboration, innovation, and unwavering dedication to safety, we can turn the vision of zero harm into a reality in drilling operations. Keywords: Drilling, Safety Leadership, Zero Incidents, Safety Culture, Continuous Improvement, Stakeholder Engagement.

Leadership Styles and Employee Engagement: A Management Perspective in the Service Industry

This study delves into the relationship between leadership styles and employee engagement within the service sector. Employing a qualitative approach, the research involved in-depth interviews with 50 respondents from diverse service organizations. The findings underscore that transformational leadership, emphasizing inspiration and individual development, significantly impacts employee engagement. Transactional leadership, which centers on rewards and punishments, also influences engagement, albeit to a lesser degree. Conversely, laissez-faire leadership, characterized by minimal intervention and full autonomy for employees, exhibits the weakest impact. These findings emphasize the significance of deploying suitable leadership styles to bolster employee engagement and performance in service-oriented industries. The study offers practical insights for managers seeking to cultivate effective leadership strategies, thereby nurturing supportive and motivating work environments conducive to enhancing overall organizational performance. By comprehending the ramifications of different leadership approaches, managers can better steer their organizations toward success in industries reliant on human interaction. Thus, this research not only enriches the academic discourse on leadership and employee engagement but also furnishes pragmatic guidance for practitioners in the service industry to tailor leadership practices according to their organizational dynamics, fostering sustainable growth and success.

The Influence of Transformational Leadership and Work Culture on Work Commitment and Its Implications on the Performance of Village Fund Managers

This research examines the influence of transformational leadership and work culture on work commitment and its implications for the performance of village fund managers on Flores Island, East Nusa Tenggara. The research method used is quantitative research with an explanatory survey approach. Data was collected through interviews, observation, and questionnaires with a Likert scale. Respondents are village fund managers from 6 districts on Flores Island. Hypothesis testing was done using Structural Equation Modeling (SEM) with SmartPLS 3.00 software. The research results show that transformational leadership and work culture significantly influence the work commitment and performance of village fund managers. Strong transformational leadership, characterized by collaboration, honesty, and trust, encourages increased work commitment and performance of village fund managers. Meanwhile, a positive work culture based on integrity, honesty, and accountability contributes to work commitment and performance. High work commitment also positively impacts individual and group performance, increasing motivation, job satisfaction, and the ability to face challenges. Finally, improving the performance of village fund managers on Flores Island requires the development of transformational solid leadership, the formation of a positive work culture based on the values of integrity and accountability, and increasing the work commitment of individual village fund managers. It is hoped that the results of this research can improve the effectiveness of village fund management and services to the community.

Green Transformational Leadership, Green Creativity, and Green Product Development Performance Moderated by Green Dynamic Capabilities

Green Transformational Leadership, Green Creativity, and Green Product Development Performance Moderated by Green Dynamic Capabilities

Pengaruh Kepemimpinan Transformasional Dan Pengembangan Karir Terhadap Kinerja Karyawan Melalui Kepuasan Kerja Sebagai Variabel Intervening (Studi Pada PT. Alfa Scorpii Marelan)

This research is research conducted to determine the influence of transformational leadership and career development on employee performance which is mediated by employee job satisfaction at PT. Alfa Scorpi Marelan. This research uses a quantitative approach with primary data sources obtained from distributing questionnaires. The sampling technique in this research used a purposive sampling technique, with a total of 47 respondents as objects. The analysis carried out in this research includes path analysis using the PLS application. Based on the research results, it was concluded that transformational leadership influences job satisfaction among PT Alfa Scorpi Marelan employees, career development influences job satisfaction among PT Alfa Scorpi Marelan employees, transformational leadership influences employee performance among PTAlfa Scorpi Marelan employees, career development influences performance. employees in PT Alfa Scorpi Marelan employees, Job satisfactioninfluences employee performance in PT Alfa Scorpi Marelan employees, Job satisfaction does not mediate the influence of transformationalleadership on employee performance in PT Alfa Scorpi Marelan employees, Job satisfaction mediates the influence of careerdevelopment in employee performance in PT Alfa Scorpi Marelan employees Alfa Scorpi Marelan Keywords: Transformational Leadership, Career Development, Employee Performance and Employee Job Satisfaction

Overview of transformational leadership development: a bibliometric analysis

The pace of change and the dynamics of writing and publication in the field of research on transformational leadership have experienced good progress, and the trend continues to increase. This research was carried out intending to analyze bibliometrics of published scientific literature writing, especially research on writing related to transformational leadership, organizational citizenship behavior (ocb), and employee performance. The literature data is taken from s Scopus indexed journal which will be used for processing data both in terms of publication, type and source of documents, the language of publication, number of citations, countries that still play a large role, affiliations, and the most productive authors, by entering "keywords" in search results. Search results through Scopus-indexed journals found 4,224 documents valid for analysis. The author also uses the VOS viewer program to visualize the results of data processing bibliometrics. The results show a research trend that continues to increase. This research was conducted starting in 2018 to date. There has been a lot of research that has been done on transformational leadership, where the writing is done with cooperation and collaboration among several authors. Nearly all publications are published in English, for a total of 4,101 writings, from 131 countries, USA as the most country with 787 documents.

Transformational leadership and its influence on the organizational development of the industrial workshop of the electromechanical company of Ate, 2022

This research focuses on how the absence of a transformational leader in a company affects the ability of human capital to apply the procedures and processes of organizational development. For this reason, the objective of determining the influence that transformational leadership has on the organizational development of the Ate electromechanical company was set. Regarding the methodology, a causal correlational scope was established with a quantitative approach, which surveyed 83 collaborators from the project area. Obtaining as a result that transformational leadership has a significant influence on the organizational development of the industrial workshop with a level of bilateral significance of 0,001. In short, there is a correlation between the two variables, which makes it possible to demonstrate the importance of the association between transformational leadership and organizational development in favor of project area personnel and business stability.

Transformational leadership effectiveness: an evidence-based primer

ABSTRACT The proliferation of leadership models can leave practitioners confused about which model to use in guiding their leadership development initiatives. Although ‘new’ leadership models (e.g. authentic, ethical, and servant leadership) suggest theoretical differences, empirical research has shown considerable overlap among these models and longer standing ones such as transformational leadership. With extant literature questioning the added empirical value of these newer models, this paper aims to distil the best evidence about transformational leadership into a ‘primer’ that can help practitioners use evidence-led practices in their leadership development. To do so, we briefly review major leadership models, highlight evidence for empirical redundancy between new leadership models and transformational leadership, and discuss meta-analytic findings between transformational leadership and outcomes of leadership. Our review suggests that these newer leadership models add little incremental validity beyond transformational leadership in predicting various leadership outcomes. Moreover, transformational leadership demonstrates medium to large effect sizes on a range of individual, team, and organisational outcomes. Taken together, our findings suggest that organisations can benefit by focusing their resources on transformational leadership development, rather than on the latest leadership fad.