Levels Of Transformational Leadership Research Articles

Linking job-relevant personality traits, transformational leadership, and job performance via perceived meaningfulness at work: A moderated mediation model.

By integrating the fundamental principles of the theory of purposeful work behavior (TPWB; Barrick, Mount, & Li, 2013) with cognitive-affective personality system (CAPS) theory (Mischel, 1977; Mischel & Shoda, 1995), we examine how and when salespeople's job-relevant personality traits relate to their performance. We argue that individuals with personality traits that fit outdoor sales jobs (i.e., conscientious, extraversion, openness to experience) will perceive their work as more meaningful and as a result achieve heightened performance. Moreover, drawing from TPWB and CAPS theory, we expect that as an important element of the social context, transformational leadership moderates the indirect effect of salespeople's job-relevant personality traits on their job performance via enhanced perceptions of meaningfulness at work. Results based on data from 496 outdoor salespeople and their 218 supervisors and regional managers provide support for the hypotheses pertaining to conscientiousness and openness, but not extraversion. Specifically, the conditional indirect effects of conscientiousness or openness on performance through perceived meaningfulness are more positive under low, rather than high, levels of transformational leadership. Implications for research and practice are discussed along with study limitations and future research directions. (PsycINFO Database Record

Examining Relationships between Transformational Leadership and Employee Creative Performance: The Moderator Effects of Organizational Culture

AbstractThis study examined whether organizational culture moderates relationships between transformational leadership (TFL) and employee self‐rated creative performance (CP). A convenience sample of 147 working professionals from 109 Fortune 500 organizations participated in the study by completing measures of their organizations’ cultures, their managers’ leadership styles, and their own CP, as well as relevant control measures. Adhocracy culture type moderated the relationship between levels of TFL and CP. Consequently, market culture type was a non‐significant moderator for predicting TFL–CP relationships. Both adhocracy and market culture types were non‐significant mediators of TFL on CP. The theoretical model in this study provides an important extension of TFL and organizational culture theories and a greater understanding of how adhocracy culture interacts with TFL to influence employee CP. This study also provides researchers and practitioners with a better comprehension of how to achieve higher levels of CP given the interaction between TFL and adhocracy culture.

Is it about task conflict or relationship conflict?

PurposeBased on the team conflict theory and organizational learning theory, this study aims to discuss the two different types of conflicts of the top management team (TMT) on the different mechanisms of exploratory learning behavior of firms, and, based on the perspective of CEO-TMT (CEO – chief executive officer) interface, the different moderating effects caused by different CEO leadership styles are clarified.Design/methodology/approachUsing the sample of 193 firms’ samples with multi-source data, the authors take an empirical test of the theoretical framework.FindingsThe effect of task conflict on exploratory learning behavior was insignificant, and relationship conflict had a positive effect on exploratory learning behavior. However, when CEO’s transformational leadership level was high, or transactional leadership level was low, there existed “bathtub curve” relationship between task conflict and exploratory learning behavior, and the relationship conflict under these conditions strengthened exploratory learning behavior. When CEO’s transactional leadership level was high, or transformational leadership level was low, there existed the inverted U-shaped relationship between task conflict and exploratory learning behavior, and the relationship conflict under such conditions weakened exploratory learning behavior.Originality/valueFirst, the authors challenge the assumption of linear mechanism of task conflict, trying to build the mechanism of curve hypothesis, and the nonlinear explanation might be able to integrate the inconsistent results in the existing literature. Second, according to the inconsistent results of relationship conflict in existing literature, this study takes perspective of the CEO-TMT and introduces CEO leadership behavior as a moderating variable to test the moderating effect of CEO leadership and clarifies the boundary conditions of TMT conflicts.

Creativity in Non-Routine Jobs: The Role of Transformational Leadership

Job non-routineness refers to the extent that the assigned tasks are irregular, with high level of variability and low level of analyzability. To investigate its influence on employee creativity, in this study, we proposed a multi-level mediated moderation model combined with transformational leadership and organizational identification. Empirical results show that transformational leadership can moderate the effects of job non-routineness on employee creativity. To be specifically, when level of transformational leadership is high, job non-routineness will positively influence creativity. While, when level of transformational leadership is low, job non-routineness will unrelated or negatively related to creativity. Further, more, this moderation effect is totally mediated by organizational identity.

Transformational leadership and autonomy support management behaviors

PurposeThe purpose of this paper is to investigate the relationships between transformational leadership (TL), autonomy support management behaviors and employees’ psychological health.Design/methodology/approachA total of 512 Canadian workers assessed their immediate supervisor’s level of TL and autonomy support management behaviors. Participants also assessed their own psychological health through measures of psychological well-being and burnout at work.FindingsResults from structural equation modeling indicate that TL is related to employee psychological well-being and burnout. This effect is fully mediated by more specific autonomy support and psychological control management behaviors. These results suggest that autonomy support and psychological control management behaviors may have a more proximal effect on employees’ psychological health than TL does. Also, managers’ leadership and behaviors appear to better predict employees’ psychological well-being at work than employee burnout.Practical implicationsManagers with a TL style employ more autonomy support and fewer psychological control behaviors, which makes employees happier and less burned out. Based on these results, leadership training programs would gain to focus on the development of more specific management behaviors among leaders, such as autonomy support, to enhance employees’ psychological health, especially their well-being.Originality/valueThis research expands understanding of the relationship between TL and the psychological health of employees by shedding light on the mediating role of autonomy support management behaviors in this relationship.

When is brand orientation a useful strategic posture?

This study examines the extent to which the effect of brand orientation on sales performance is contingent upon levels of transformational leadership and inter-functional collaboration. Using primary data from 108 subsidiaries of multinational enterprises (MNEs) operating in the Commonwealth Caribbean region, the study finds that brand orientation is not directly related to sales performance. However, findings show that brand orientation is positively related to sales performance when levels of both transformational leadership and inter-functional collaboration are high. Theoretical implications of these findings are discussed while drawing lessons for MNE subsidiary brand management practice.

STRUCTURAL, OPERATIONAL AND MARKET RELATED FEATURES AMONG HOUSING DEVELOPERS IN MALAYSIA

In advancing our knowledge of the Malaysian housing industry, this paper presents the characteristics among housing developers operating in Malaysia. Despite the stream of research on organizations, limited attention has been directed towards the extent of the formalization, centralization, adhocracy culture, market orientation; level of transformational leadership and organizational learning; environmental uncertainty and market competition among housing developers in Malaysia. We used a proportionate stratified random sampling to collect data from micro, small, large and public listed housing developers in Peninsular Malaysia. We received 183 out of 504 questionnaires distributed, yielding 36.3 percent response rate. While formalization and government support were found to be low; centralization, adhocracy culture, organizational learning and environmental uncertainty were found to be moderate, while market orientation, transformational leadership and market competition were found to be high among the housing developers. Our findings provide a new impetus for a better understanding of the characteristics of housing developers operating in Malaysia. It can also provide a foreground for comparison with the housing industries in other countries.

The relationship of team personality to team learning behavior

The purpose of this study was to examine the effects of 5 factors(extraversion, openness to experience, conscientiousness, agreeableness, and neuroticism) of team personality on team learning behavior, the moderating effect of transformational leadership between five factors of team personality and team learning behavior, the relationship of team learning behavior and team performance. Data was collected by 227 individuals from 58 teams in 8 organizations and analyzed by correlation analysis and hierarchical regression analysis. The findings from correlation analysis were that team extraversion, team agreeableness, and team conscientiousness were positively related to team learning behavior and that team neuroticism was negatively related to team learning behavior. Additionally, team openness was somewhat significantly related to team learning behavior. The results from hierarchical regression analysis indicated that team extraversion and team agreeableness were positively related to team learning behavior but that team openness, team conscientiousness, and team neuroticism were not significantly related to team learning behavior. In addition, transformational leadership moderated the relationship between team agreeableness and team learning behavior. That is, in the low level of transformational leadership, team agreeableness was positively related to team learning behavior whereas team agreeableness was negatively related to team learning behavior in the high level of transformational leadership. Contrary to the expectations, transformational leadership did not moderate the relationship of team extraversion, team openness, team conscientiousness, and team neuroticism to team learning behavior. Finally, team learning behavior was significantly related to team performance.

Headmasters’ Transformational Leadership and Their Relationship with Teachers’ Job Satisfaction and Teachers’ Commitments

This study aimed to determine the level of transformational leadership practices by headmasters in the primary national schools in the district of Temerloh, Malaysia. The four dimensions of Transformational Leadership studied were fostering the ideal influence, inspirational motivation, intellectual stimulating and individual consideration. The study also looks at the level of teachers’ job satisfaction and teachers ‘commitments as well as the relationship with the practice of transformational leadership by headmasters. The respondents consisted of 240 teachers working in 10 primary schools in the district of Temerloh, Pahang. The data obtained was processed using SSPS program version 12.0 and were analyzed using descriptive and multivariate. The result of the study showed that the practice of transformational leadership by headmasters in the district of Temerloh, Malaysia, was at a high level and teacher’s job satisfaction was high too, and there exist a significant relation between the level of transformation leadership and teachers’ job satisfaction while teachers’ commitments were average. However, the results of the study showed a significant relation between the level of transformational leadership and teachers work commitment. The implication of this study is that leaders should always ensure their high performance leadership to have a significant relationship with staff’s satisfaction and school staff’s commitment.

Only If We Agree? How Value Conflicts Moderate the Relationship Between Transformational Leadership and Public Service Motivation

Existing studies find positive associations between transformational leadership and public service motivation (PSM), but value conflict may moderate the relationship. This is investigated for Danish University Colleges using a mixed-methods design. These colleges educate future teachers, pedagogues, nurses, and social workers, and their strong public service-oriented missions and potentially conflicting public values make this sector a well-suited case to test whether consensus on public values is a precondition for a positive association between transformational leadership and employee PSM. Based on a survey of 968 employees combined with qualitative interviews concerning specific public values, we find that the less value conflict, the stronger the positive relationship between the direct managers’ level of transformational leadership and the employees’ PSM. This is also the case for the top management. This implies that transformational leadership might be a way for managers to enhance employee PSM, but only if there is no severe value conflict.

Spiritual character traits and leadership in the school workplace: An exploration of the relationship between spirituality and school leadership in some private and religiously affiliated schools in South Africa

The South African educational system is in a crisis. This situation places huge demands on school principals and school management teams, and raises many theoretical and empirical questions. Transformational leadership is needed to deal with these challenges and complexities. Not all school leaders show the same level of transformational leadership. Some leaders conform more to other leadership styles. The aim of this article is to explore the relation between spiritual character traits and leadership styles from a theoretical and empirical perspective. The theoretical part focuses on the conceptualisation of leadership (styles) and spirituality. The empirical research consists of a web-based survey conducted in some private and religiously affiliated schools in South Africa in 2011–2012. The Multifactor Leadership Questionnaire (MLQ) and Cloninger’s shortened Temperament and Character Inventory (TCI-140) were used to measure leadership styles and spiritual traits respectively. Statistical procedures included confirmatory factor analysis, correlation (Pearson rho) and regression analysis. Key findings are that leaders of private schools in South Africa mostly conform to a transformative leadership style, disagree with corrective leadership and strongly disagree with passive-avoidant leadership. Regarding the spiritual character traits they agree with self-transcendence and strongly agree with self-directedness. Spiritual character traits are strong predictors for transformational and passive-avoidant leadership. Higher levels of self-transcendence and self-directedness are strong predictors for transformational leadership. Our research suggests that traditional religious variables are less important as predictors of leadership style than spiritual character traits.

The Impact of Transformational Leadership on Leader-Follower Work Value Congruence

This study builds on the theory that transformational leadership impacts perceptions of leader-follower value congruence. The study examines intrinsic, altruistic, and social work values in a sample of 150 workers in the United States. The hypotheses tested that different levels of transformational leadership, as perceived by followers, are positively related to follower perceptions of leader-follower intrinsic, altruistic, and social work value congruence. Utilizing hierarchical multiple regression, the findings indicate that levels of perceived transformational leadership are positively related to higher levels of perceived leader-follower intrinsic, altruistic, and social work value congruency. This study used four different measurement tools to test these hypotheses and controlled for task-oriented behaviors, tenure with supervisor as well as race, gender, and age similarity with supervisor. The findings suggest that organizations involved in a restructuring or reorganization due to either internal or external circumstances should emphasize developing leaders’ transformational leadership behaviors in order to capture benefits related to value congruency.

Teacher Perceptions of Principals’ Leadership Qualities: A Mixed Methods Study

This mixed methods sequential explanatory study utilized the Multifactor Leadership Questionnaire, responses to open-ended questions, and in-depth interviews to identify transformational leadership qualities that were present among principals in Alberta, Canada. The first quantitative phase consisted of a random sample of 135 schools (with student populations in excess of 250 students) in Alberta, Canada. Selected teachers from these schools completed the Multifactor Leadership Questionnaire and additional open-ended questions to identify transformational leadership qualities among principals. An initial response rate of 55.1% (N = 744) was reduced to 37.7% (n = 509), as some surveys were not acceptable for data analysis. Teacher ratings of principals on the variables of extra effort, effectiveness, and satisfaction were analyzed using hierarchical linear modeling. The survey results provided nominal categories used to stratify the principals based on transformational leadership qualities as perceived by teachers. In the second phase, qualitative data analysis occurred in two steps. Step 1 consisted of the analysis of the open-ended responses completed in Phase 1. This included 166 teachers who categorized their principals as highly transformational and 93 who viewed their principals as exhibiting low levels of transformational leadership. Step 2 consisted of in-depth telephone interviews conducted with nine selected teachers who had principals identified in the highest (n = 5) or lowest (n = 4) quartile of transformational leadership qualities. Schools were randomly selected to be represented in each quartile. Once the list of the 10 selected schools was compiled, individual teachers from the schools were asked to participate in a phone interview. The quantitative results indicated that the transformational leadership scores did not account for the differences in the variance of the Multifactor Leadership Questionnaire output variables. The qualitative interpretation of the open-ended responses and subsequent interviews allowed for concluding that teachers preferred school principals who displayed transformational leadership characteristics in the areas of idealized influence, individual consideration, inspirational motivation, and intellectual stimulation. This mixed methods study allowed for the researchers to identify qualitatively the transformational leadership qualities that were deemed the most desirable in principals based on teacher perceptions. It reinforced the need for principals to be cognizant of meeting the expectations of school-based personnel when implementing change. More research is required to determine methods of implementation and measurement of transformational leadership in the field of education. The educational importance of the information relates to administrator preparation and in-service development.

The relationship between transformational leadership and employee desire for empowerment

Purpose – The purpose of this paper is to examine the relationship between transformational leadership (TL) and employee desire for empowerment (EDFE). This study also aims to extend Gill and Mathur's findings regarding improving employee dedication and pro‐social behavior.Design/methodology/approach – Hospitality industry employees from Canada and India were surveyed to test the relationship between TL and EDFE in countries that differ substantially in their levels of cultural power distance.Findings – Results suggest that the improvement in the degree of EDFE is positively related to the improvement in the degree of perceived TL implementation in the hospitality industry in both countries. However, substantial differences in relative impact were observed between restaurant (high in both countries) and hotel/motel workers (low in Canada, high in India). In addition to cultural power distance, levels of TL and EDFE were significantly lower in India than in Canada, and levels of TL were significantly lower...

Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1

This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self‐report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.

Managing diversity and enhancing team outcomes: The promise of transformational leadership.

In a sample of 62 research and development (R&D) teams, the authors examined transformational leadership as a moderator of the relationship of age, nationality, and educational background diversity with team outcomes. When levels of transformational leadership were high, nationality and educational diversity were positively related to team leaders' longitudinal ratings of team performance. These relationships were nonsignificant when transformational leadership was low. Age diversity was not related to team performance when transformational leadership was high, and it was negatively related to team performance when transformational leadership was low. Two mediated moderation effects help explain these findings. Transformational leadership moderated the relationship of the 3 examined diversity dimensions with the elaboration of task-relevant information, which in turn was positively associated with team performance. Moreover, transformational leadership moderated the relationship of the 3 diversity types with collective team identification, which in turn was positively related to the elaboration of task-relevant information. The authors discuss the theoretical and practical implications of these results. Overall, this study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity. (PsycINFO Database Record (c) 2009 APA, all rights reserved).