Transformational Leadership Model Research Articles

An integrated model of principal transformational leadership and teacher leadership that is related to teacher self-efficacy and student academic performance

ABSTRACT Using an integrated school leadership framework, this research intended to investigate 1.whether and to what extent transformational leadership could leverage teacher leadership; 2 the integrated effects of principal transformational leadership and teacher leadership on teacher self-efficacy and student academic performance. This study used a two-stage stratified sampling approach and collected the complex survey data in one Chinese province. Researchers employed a rigorous three-level Structural Equation Model to investigate multi-dimensional relationships among the aforementioned variables. The results suggest that principal transformational leadership is significantly and positively related to teacher leadership. Meanwhile, principal transformational leadership and teacher leadership are both positively related to teacher self-efficacy, but only teacher leadership is positively related to student learning. This study adds nuanced and international evidence and provides a practical framework to improve schools by involving teacher leaders through principal transformational leadership.

The Effects of Perceived Leadership Styles and Emotional Intelligence on Attitude toward Organizational Change among Secondary School Teachers

This study employed a descriptive-correlational research design to investigate the relationships of perceived leadership styles and emotional intelligence on attitude toward organizational change in Malaysian secondary school context. The study involved a total of 360 teachers chosen randomly from five secondary schools in Selangor. The study was conducted based on the three-stage planned change from Lewin’s (1947). This study only focuses on the unfreezing stage as a guide to study the potential relationships of the three research variables. In this study, the leadership styles were derived from Bass and Avolio’s (2000) model of transformational and transactional leadership, while emotional intelligence has been referred to Wong and Law’s (2002) theory. However, the dependent variable of attitude toward organizational change was referred to Dunham, Grube, Gardner, Cummings & Pierce (1989). The conceptual framework of this study proposed an impact of leadership styles and emotional intelligence on the attitude toward organizational change. The correlation analysis shows that leadership styles and emotional intelligence are positively linked to attitude toward organizational change. Basically, the findings have practical implications toward the improvement of principals’ leadership and enhancement of emotional intelligence of teachers. Besides, it also has implications on the attitude toward organizational change in Malaysian education system.

Transformational Leadership and Emotional Exhaustion: A Conservation of Resources Perspective

In this study, we draw upon conservation of resources theory to suggest that transformational leaders’ capacity to encourage extra effort might both energize and exhaust followers depending on their ability to replenish energy reserves. Specifically, we argue that the indirect relationship between transformational leadership and emotional exhaustion via extra effort varies depending on followers’ levels of psychological detachment from work during nonwork time. We tested the hypothesized conditional indirect effect model using three-wave data from 214 employees working in various industries. The results showed that transformational leadership was positively related to extra effort. Furthermore, we found that psychological detachment moderated the relationship between extra effort and emotional exhaustion such that extra effort was negatively related to exhaustion with high psychological detachment and positively related to exhaustion with low psychological detachment. The indirect relationship between transformational leadership and exhaustion via extra effort was negative with high psychological detachment and positive with low psychological detachment. The findings of this study indicate the importance of recognizing that the beneficial effects of transformational leadership in reducing emotional exhaustion may not hold for all followers but are dependent on followers’ levels of psychological detachment. Returning to one of the original premises of the transformational leadership model that transformational leaders bring about extra effort is helpful in further understanding the dark side of transformational leadership for employee well-being.

How National Context Indirectly Influences Instructional Leadership Implementation: The Case of Israel

Purpose: Instructional leadership has been identified as a key responsibility of principals who achieve promising results for school improvement. This study investigated how the national context has influenced the adoption of instructional leadership as a defining role responsibility for Israeli principals. Research Methods: Participants in this qualitative study consisted of a diverse sample of 46 Israeli principals, broadly representative of the larger body of school principals in Israel. Data were collected through both interviews and focus groups. Data analysis proceeded in a four-stage process that involved condensing, coding, categorizing, and theorizing from the interview data. Findings: Findings identified three sociocultural norms that shaped principal adoption of instructional leadership in their role set: low power distance, clan culture, and incomplete identification of principals (and teachers) with their schools’ academic missions. These contextual cohering forces led principals to resist new, formally defined policy expectations of their role as instructional leaders. Implications: This study’s findings reinforce arguments that propose national context as an underserved theoretical lens for understanding differences in principals’ practices across different societies. The findings suggest that despite increasing global acceptance of instructional leadership, its implementation in practice is inevitably shaped by the institutional policies and cultural values of different societies. Even when a “generic” model of instructional or transformational leadership is adopted by policy makers, there will be a process of mutual adaptation during implementation.

Transformational Leadership and its Dimensions: Contributions in Organizational Change among Schools

Transformational leadership incorporates the charismatic and affective portions of leadership and accelerates the change in the organization. Thus, this paper aims to discuss the model of transformational leadership in terms of its dimensions and its contributions in organizational change particularly in educational sectors by reviewing its literature. On the basis of literature, the idealized influences, inspirational motivation, intellectual stimulation, and individual consideration collectively composed the transformational leadership. Due to this broad nature of composition, transformational leadership is useful in every kind of situation and it promotes the change process in the organization. Furthermore, the transformational leadership changes the organization and it reveals the high levels of performance and satisfaction. Thus, transformational leadership is a better approach to address the issues than other leadership models.

LEADERSHIP PSYCHOSEMANTIC CONSTRUCTS IN THE CONSCIOUSNESS OF YOUTH: GENDER DIMENSION

The paper focuses on the problem of leadership. The gender’s specificity issue of leadership is being analyzed. The transformational leadership model of the justification is presented. The purpose of the article is to perceive the «leader» students concept in the picture of the world in gender’s context. Different leadership theories are analyzed. Three key approaches to leadership interpretation are particularly described: personality features, situation interaction, behavior. The modern leadership theories are analyzed. These theories are methodological basis for transformational leadership model formation. Indicators of the transformation model are being differentiated: interaction with the followers, but not the subordinates; the followers goals transformation; stimulation of their self-development and their result achievements. The research methodology for the students leadership concept is described. The methods applied: uncompleted sentences; psychosemantic differential. While considering the picture of the world, the «leadership» concept content among most students is masculine. Leadership concept includes characteristics such as: dominance, power, success and the ability to be the first and to lead. Personal characteristics in particular emotional and voluntary self-regulation, organizational, mental abilities, moral and communicative features are not important. Gender specificity in the students «leadership» concept content is differentiated. The psychosemantic constructions of power-dominated relations, competition and domination are dominated in the men. The key characteristics of the psychosemantic content of women’s leadership models are the ability to lead, success and dominance. The stereotyped level of the leadership model formation is typical for most students.

KEPEMIMPINAN TRANSFORMATIF DALAM LEMBAGA PENDIDIKAN ISLAM

In this era of globalization, it is necessary to have a leader who is able to manage his subordinates and institutions well. Leadership like this is very much needed in improving the quality of an institution so that it can survive. This study aims to determine the transformative leadership model in Islamic educational institutions. This research uses qualitative methods with the type of literature study. Data collection techniques are obtained from various sources, both journals, books and relevant documents. The results of this study indicate that transformative leadership has a positive impact on an Islamic educational institution, where transformative leadership can improve the performance of Human Resources (HR) for Islamic educational institutions. With the existence of transformative leadership in an educational institution, it can assist the institution in developing its organization. In addition, this leadership can motivate other leaders in leading an organization, both an Islamic educational institution and educational institutions in general.

Developing Transformational Leadership Model to Effectively Include Persons with Disabilities in the Workplace

The South African government has enacted various employment laws intended to promote the inclusion of persons with disabilities in the workplace. The legislation and policies are not, however, always effectively implemented, resulting in the exclusion of persons with disabilities in the workplace. Within this context, a multidisciplinary study incorporating leadership and the law is conducted to address the rationale behind the non-compliance with disability legislation. In addition, this study examines the role of transformational leadership and its contribution towards effective implementation of disability provisions. This study was conducted in a local government sector of KwaZulu-Natal, South Africa. Data was collected through interviews with senior leaders responsible for implementing disability laws and to develop strategies to include persons with disabilities in the workplace. Employees with disabilities were also interviewed. A thematic analysis was utilised to discuss the data that arose from the interviews. Various themes have been created as a result thereof. This study finds that transformational leadership is an important approach to adopt in order to include and promote the participation of persons with disabilities in the workplace. The study therefore contributes to the development of a transformational leadership model to include persons with disabilities in the workplace.

Perceived leadership style and job satisfaction of teachers in Public and Private Schools

During a prolonged period of financial crisis in Greece, public administration has exhibited signs of deteriorating work conditions, erratic funding and low staff morale, creating unfavourable working conditions. The present work investigated the perceived leadership style and job satisfaction of teachers in public and private schools in the capital city of the region of Epirus in NW Greece. Job satisfaction was measured with the use of Warr-Cook-Wall job satisfaction scale. The MLQ 5X-Short was used to assess teachers' perception of leadership style. Compared to public schools, private school teachers exhibited higher level of job satisfaction. In both public and private schools, a transformational model of leadership prevailed followed by a transactional model of leadership with a significant higher score of transformational leadership prevailing in private schools. The results indicate that compared to public schools, the higher level of job satisfaction of private school teachers stems at least partially from differences in environmental factors such as work conditions and motivation by the school principal.

The future of your job represents your future: a moderated mediation model of transformational leadership and job crafting

PurposeIn this study, the authors aim to explain the mechanism between transformational leadership and job crafting. They predict that job-based psychological ownership (job-based PO) mediates the relationship between transformational leadership and job crafting. Furthermore, job-based PO is more effective when employees have a high level of affective organizational commitment.Design/methodology/approachThe authors collected time-lagged data through a paper–pencil survey from the sales department of large pharmaceutical companies in Pakistan.FindingsThe findings of this study suggest that job-based PO mediates the positive relationship between transformational leadership and job crafting. Moreover, the relationship of job-based PO with job crafting is moderated by affective organizational commitment such that the relationship was stronger at the high levels of affective organizational commitment than that of the low levels of affective organizational commitment.Practical implicationsOn practical grounds, job crafting can be useful for individuals and organizations. On individuals’ side, it helps them to balance their job demands and resource; on organizations’ side, it provides a solution to the ongoing problem of disengaged employees and suggests managers identify new ways to support employees with their job redesign.Originality/valueThis study suggests that job-based PO and affective organizational commitment are important factors that influence the relationship between transformational leadership and job crafting.

Ethical, Virtuous, and Charismatic Leadership: An Examination of Differential Relationships with Follower and Leader Outcomes

Several alternative leadership approaches have been introduced to supplement the long-standing transformational leadership (TL) model (Bass in Leadership and performance beyond expectations, New York, Free Press, 1985; Bass and Avolio in Multifactor leadership questionnaire, 2000) as concerns have grown that it did not place enough emphasis on leader ethics. Nonetheless, to establish the value of the newer approaches, evidence of conceptual and empirical distinctiveness is required. Though meta-analysis has been somewhat helpful in this regard (e.g., Bedi et al. in J Bus Ethics 139(3):517–536, 2016), we conducted two within-study comparisons of ethical leadership (Brown et al. in Org Behav Human Decis Process 97:117–134, 2005), virtuous leadership (Wang and Hackett in J Bus Ethics 137:321–345, 2016) and key components of TL (idealized influence and inspirational motivation; Bass and Avolio 2000) reflected by socialized charismatic leadership. We predicted that these alternative models differ in the strength of their ties to a range of valued outcomes. Our analyses of 230 leader–follower dyads based predominately in North America (Sample 1) and US-based 131 dyads (Sample 2) left many hypotheses unsupported; nonetheless, there was evidence of differential associations. For example, across both samples, in the context of all three models, follower-rated ethical leadership (Brown et al. 2005) was the only significant predictor of follower-rated leader effectiveness, leader-rated subordinate in-role performance, and leader-rated follower ethicality. As hypothesized, virtuous leadership (Wang and Hackett 2016) was the strongest predictor of self-rated leader happiness in Sample 1, but contrary to expectations, in Sample 2, only the TL components (Bass and Avolio 2000) were related to happiness and life satisfaction among both leaders and followers.

THE IMPORTANCE OF A TRANSFORMATIONAL LEADERSHIP MODEL IN MANAGING ORGANIZATIONAL CULTURE

In today's world conditions, everything can change very quickly. Change management is a series of systematic and complex processes that must be carried out by an organization to survive. Changes in the organization must be able to be managed properly to achieve the goals desired by the organization. Besides that, the organization as a complex unit also consists of various cultures. In this case, one of the right steps, so that management of organizational change can be managed properly, is by determining change leaders with transformational leadership models. Through review journals, a significant positive relationship between transformational leadership and the management of change within the organization will be presented.

Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

Evidence of Transformational Leadership Attributes in lean Healthcare Implementation Framework

Purpose: This paper discussed sign of transformational leadership in lean healthcare implementation framework. This study focus on identifying characteristics of transformational leadership practiced by healthcare leaders. Sources: A review was carried using four established databases. This paper assembled analyses and expounded data from empirical papers on lean healthcare implementation frameworks from 2009 to 2018. Selection: Reviewed articles published in English were chose. In identification phase, 142 articles were identified; 81 articles passed the literature screening phase; and 48 articles were eligible for full article review. Finally, 12 articles were included for this study. Data extraction: Papers were considered if they regarded lean healthcare as the improvement methodology and discussed leadership characteristics in the lean implementation journey. Results: Twelve papers were selected for the study. The characteristics of transformational leadership being practised by healthcare leaders in the implementation framework includes charisma, inspiration, intellectual stimulation and individualized consideration. Conclusions: This study highlighted leaders in healthcare sector do practice some form of transformational leadership attributes. The application, however, is still limited and a leader has yet to utilize the whole spectrum of the transformational leadership model.

Model Kepemimpinan Lembaga PAUD kelas Menengah Berbasis Fullday School

School leadership has a fairly heavy duty and responsibility, the success of an educational institution is determined by how the principal performs his role. The full day school based PAUD institution leadership model in Pree-school Jogja kids park aims to find out why parents from the middle class community choose to send their children to a full day school based school, and to find out how the leadership model used in Pre-school Jogja kids park. This type of research forms descriptive using a qualitative approach. Data collection techniques using observation, interviews, and documentation. Data analysis used the Miles and Huberman model which included data presentation, data reduction, and drawing conclusions. The results of this study indicate that the Pre-school Jogja kids park uses a transformational leadership model (changing situations, changing what is usually done, talking about noble goals, having a reference to the values ​​of freedom, justice, equality). The parents of the middle class are mostly active workers who spend a lot of time outside the home

Integrated care systems and nurse leadership.

There will be significant changes to the way in which primary and community health services are provided in the wake of the NHS Long Term Plan published in January 2019. Community nurses are already preparing themselves for these changes by exploring models of care that are patient-centred and link to neighbourhood, place and system levels. This article discusses two examples of such models of care, the Buurtzorg and Embrace model, both from the Netherlands. Styles of leadership and associated development, both within nursing and on a multi-professional basis will be crucial to ensure success. This article outlines Alban-Metcalfe's engaging transformational leadership model as a potential platform to move to flatter, more diverse teams and collective leadership.

Introducing a Model of Transformational Prosocial Leadership

Transformational leadership is one of the most dominant and debated leadership theories in the last three decades. The current article introduces the concept of prosocial transformational leadership and distinguishes it from charismatic‐transformational leadership and transactional leadership. A review of the literature is made examining the three leadership styles (transactional, charismatic‐transformational, and prosocial transformational), and relating them to some organizational constructs such as motivation, followership, communication, decision‐making style, job satisfaction, emotional intelligence, and organizational culture. As a result of the analysis, theoretical models presenting the relationships of the different leadership styles with the organizational constructs are built. The models show that, depending on the style of leadership, organizational culture is developed differently, and it seems that the prosocial transformational model can contribute to building more individual and collective capacity. Prosocial transformational leadership develops a new insight of transformational leadership and, at the same time, has a lot in common with other kinds of leadership (e.g., positive leadership, authentic leadership, or transcendent leadership) and can contribute to the integration of similar leadership theories.

Linking Ambidextrous Organizational Culture to Innovative Behavior: A Moderated Mediation Model of Psychological Empowerment and Transformational Leadership.

Research into innovative behavior is not new, but its importance for organizational effectiveness has become even more evident in recent years. However, the psychological processes and underlying mechanism concerning how and why innovative behavior occurs within an organization still invite more investigation. The present study considers ambidextrous organizational culture as a pro-innovation culture and proposes that it can be perceived by employees, which leads to their innovative behavior. This study adds clarity by exploring the impact of perceived ambidextrous organizational culture on employees’ reactions related to innovation via the intermediate mechanism of psychological empowerment and the moderating condition of transformational leadership. Hypotheses are derived from a motivational perspective based on self-determination theory. Results are based on data collected from 647 Chinese employee-supervisor dyads. This study finds that employees’ perceptions of ambidextrous organizational culture have an indirect effect on innovative behavior through psychological empowerment. Specifically, the positive indirect relationship is amplified when transformational leadership is at a higher level. Our findings show how the mediating mechanism of psychological empowerment and the moderating condition of transformational leadership work together to improve innovation by individuals. The findings reveal several ways in which organizations can strategically focus on their cultural and supervisory training, such as applying this model to improve employees’ outcome related to innovation.

Linking transformational leadership, patient safety culture and work engagement in home care services.

AimTo assess the relationship between transformational leadership, job demands, job resources, patient safety culture and work engagement in home care services.DesignCross‐sectional survey.MethodsHealthcare professionals in Norwegian home care services participated in the study (N = 139). Multiple regression analyses with patient safety culture and work engagement as outcomes and transformational leadership, job demands, job resources as predictors were conducted.ResultsThe transformational leadership model explained 35.7% of the variance in patient safety culture. Adding job demands and resources and work engagement to the model increased the explained variance to 53.5%. The job resource “skill utilization” was the strongest predictor of work engagement. The full model with all predictor variables explained 28.2% of work engagement.ConclusionTransformational leadership has a significant impact on patient safety culture and work engagement in home care services. Employees' perceptions of job demands, available resources and engagement also affect patient safety culture.

DETERMINANT FACTORS ASSOCIATED WITH PATIENT SAFETY CULTURE IN DHARMA YADNYA GENERAL HOSPITAL, BALI

Patient safety is a global issue where the achievement is low, so that it needs to implement a patient safety culture. The patient safety culture is measured based on 12 elements of the patient's safety culture according to AHRQ and the application of 6 patient safety goals. Perceived causes of the problem is the work environment, team work, leadership, job satisfaction and job stress. At RSU Dharma Yadnya Denpasar, the staff's perception about patient safety culture is not known yet, but the incident rate is still high. The purpose of this research is to know the relation of determinant of factor which is related to patient safety culture. This research method is quantitative research with cross sectional design which analyzed by PLS, with sample of nurses and midwife implementer which is 72 respondent. The results of this study indicate that there is a significant correlation between work team, leadership, and work stress with the patient safety culture, respectively 3.707, 12.647, and 3.135> T Statistics 1.96. While there is no significant relation between work environment and job satisfaction with patient safety culture equal to 1,336 and 0,328 <T Statistic 1,96. This study concludes that teamwork, decreased levels of work stress and the application of transformational leadership models need to be applied in an effort to improve the patient safety culture in the hospital.
 Keywords: Determinants factors, patient safety culture