Transformational Leadership Model Research Articles

Parabela Transformational Leadership Model in Tourism Development in Wabula District, Buton Regency

This study described the transformational leadership model of traditional leaders (Parabela) in tourism development in Wabula District, Buton Regency. The study used the qualitative method with data analysis technique consisting of three interrelated subprocesses: data reduction, data presentation, and conclusion or verification. Six informants in this study were selected using a purposive sampling technique. The sample consisted of traditional leaders (Parabela), tourism office workers, and cultural observers. The results showed that Parabela of Wabula's transformational leadership model in tourism development could be seen in four characteristics: 1) Idealized influence; 2) Inspirational motivation; 3) Intellectual Stimulation; 4) Individualized Consideration.

Implementasi Model Kepemimpinan Transformasional di Pesantren Khozinatul ‘Ulum Blora

The purpose of this research is to find out the implementation of the transformational leadership model at the Khozinatul 'Ulum Blora Islamic Boarding School by utilizing all the components available in the pesantren. The research method used in this research is descriptive qualitative with data collection techniques used, namely documentation, interviews and observations. The results of this study indicate that transformational leadership is based on several principles, namely: The basic principles in transformational leadership at the Khozinatul Ulum Blora Islamic Boarding School are: first, simplification is shown by the clear vision of the Khozinatul 'Ulum Blora Islamic Boarding School. second, motivation, namely kiai in motivating ustadz and students according to their respective responsibilities. third, facilities, namely providing both physical and academic facilities to students and teachers. fourth, innovation, namely being brave and responsible and open to new things as evidenced by changes in the curriculum and collaboration with various parties on the instructions of the kiai. fifth, mobility, namely by doing a systematic division of labor in accordance with the responsibilities of each component. sixth, determination is proven by evaluation as a form of escort and improvement of activities at the Khozinatul 'Ulum Blora Islamic Boarding School.

The Building Public Trust Against to Law Enforcers in the Covid 19 Pandemic

The COVID-19 pandemic has had an impact on the credibility of the performance of law enforcement. National survey data and reports from various national media found a decline in public trust in law enforcement. With a normative juridical approach and using secondary data, this paper discusses what factors can restore public trust in law enforcement. First, the independence of law enforcement officers to improve the mentality of law enforcement in acting, secondly, it is necessary to develop a transformational bureaucratic leadership model to make changes in the field of services law enforcement in order to increase public trust.

Study of Transformational Leadership based on Spiritual Intelligence: A Case Study of Teamwork performance in Indonesia

Building a conceptual model of Transformational Leadership based on spiritual Intelligence to fill the gap between authentic leadership and team performance. Statistical testing in this study uses four variables, namely: authentic leadership, Transformational Leadership based on spiritual Intelligence, Perceived Organizational Support and Teamwork performance. The conceptual model was developed and tested empirically through a survey action. 110 respondents consisting of Heads of Service, heads of Fields, Heads of Service Branches, Heads of Sections, Heads of Subdivisions for developing the performance of educational institutions in Central Java, Indonesia.This research adopts Transformational Leadership theory and spiritual intelligence theory, to mediate authentic leadership with team work performance. Furthermore, by using the Sobel test, Transformational Leadership based on spiritual Intelligence is able to become an authentic leadership mediator with team workperformance and is very relevant in becoming a key factor in increasing team work performance.Limitations ofthis study are,the first is that this study focuses on the role of the mediator and the management of organizational support for employees, without considering other variables. Thesecondlimitationhow the concept of other mediation in increasing the dependent variable is.The perspective of the relationship between Transformational Leadership based on Spiritual Intelligence, Authentic Leadershipand teamwork performance provides guidance on how public organizations such as the Education Office can form authentic leadership to encourage Transformational Leadership based on Spiritual Intelligence which will improve team performance.

The implementation of Jesus' transformative leadership in leaders and activists of the Protestant Christian church in Bali, Indonesia

Jesus Christ is a role model for leaders, with His leadership still relevant until now. Jesus brought transformation to His community, and this transformative leadership model is needed to renew church ministry and evangelism. This article aims to find out the level of implementation of Jesus' transformative leadership among church leaders and activists of the Protestant Christian Church in Bali (GKPB) at Denpasar. This “traditional” church needs transformation to improve its quality and range of services outside Bali Island. The research used a quantitative method by measuring the Four Dimensions (D) in the concept of transformative leadership of Jesus according to the Gospel of Matthew. Results show that first, the implementation of Jesus' transformative leadership among GKPB Denpasar leaders and activists was found to be in "moderate" level due to the leadership model that was still committed to the system of institutional centralization and local autonomy based on tradition, which became an obstacle to develop mission work outside Bali. Second, the implementation of Jesus' transformative leadership among GKPB Denpasar leaders and activists was more dominantly influenced by the understanding of the Kingdom of Heaven (D2), meaning that leaders of GKPB Bali had practiced the Jesus transformative leadership model. However, the adequate salary and facilities provided by the synod created anthropocentric comfort, which diluted the spirit of the mission. Third, the background of "long-serving" (L5) dominantly influenced GKPB Denpasar leaders and activists to adjust Jesus’s transformative leadership model, but this was not yet able to fully optimize the practice. Therefore, GPKB Denpasar leaders and activists need to shift from the traditional paradigm to the transformative one to carry out personal and institutional transformations to improve their quality, range of services and answer future challenges.

The Impact of Transformational and Servant Leadership Models on Perceived Organizational Support, Job Satisfaction, and Life Satisfaction in the Ministry of Clergies of Synod of Gereja Kristus During The Covid-19 Pandemic in Indonesia

The pandemic presents various struggles, including among church leaders and the clergy who serve specifically within the Synod of Gereja Kristus. The research conducted on the clergy looked at the two sides of leadership, i.e. transformational and servant leadership, where both leaders were associated with perceived organizational support, job satisfaction and life satisfaction factors for personal calling in serving as clergy. The results showed a positive and significant effect of transformational leadership on perceived organizational support and life satisfaction. Job satisfaction as a mediating variable also has a significant and positive effect on life satisfaction.

Kepemimpinan Transformasional dalam Mewujudkan Budaya Madrasah Berkualitas di Madrasah Aliyah Istimewa Amanatul Ummah Pacet Mojokerto

Quality education as a major milestone in realizing human resources to survive in the midst of the globalization challenges. This study aims to interpret the principals transformational leadership style in building quality culture at the MA Istimewa (MAI) Amanatul Ummah Pacet Mojokerto. This study uses a qualitative method by descriptive approach. The primary and secondary data were analyzed using Miles and Huberman technique. The result of this study is the transformational leadership model applied at the Amanatul Ummah including; the implementation of leader grand idea as a reference for various programs and improving the quality of educator resources; then the madrasah culture formed through intracurricular activities that prioritize the quality of learning, extracurricular activities to explore the students talents and interests, implementation of madrasa culture to instil al-karimah character, and involve the community by asking suggestion. This study recommends to explore the integration of mu’adalah and formal education system learning in pesantren.

Dual-Focused Transformational Leadership, Teachers’ Satisfaction of the Need for Relatedness, and the Mediating Role of Social Support

Basic psychological need satisfaction is essential for the wellbeing of teachers and motivation at work. Transformational leadership contributes to the development and maintenance of a respectful, constructive atmosphere, a supportive working climate, and has been suggested to be a crucial factor for the satisfaction of the need for relatedness of employees. Transformational leadership is also considered as an ideal leadership style in the school setting, but most studies did not distinguish between individual and team effects of this leadership behavior. In the present study, we applied the dual-focused model of transformational leadership and focused on social processes to address the question of whether individual- and group-focused transformational leadership behavior contribute differently to satisfaction of the need for relatedness of teachers. Based on longitudinal data with three measurement points across one school year of N = 1,217 teachers, results of structural equational models supported the notion of the dual effects of transformational leadership: Individual-focused transformational leadership was directly positively related to change in satisfaction of the need for relatedness of teachers. The relationship between group-focused transformational leadership and change in satisfaction of the need for relatedness was mediated by received social support from team members. These findings emphasize the importance of school leadership behavior of principals for satisfaction of the need for relatedness of teachers. The satisfaction of the need for relatedness is, therefore, not only satisfied through the direct interaction between the school principal and the individual teacher but also through interactions of the school principal with the whole team. Our results confirm that school principals should focus their leadership behavior both on individual need satisfaction of teachers as well as on team development.

A Model of Transformational Leadership in the Organisational Culture of Preschool Institution

The culture of an organisation refers to the common and dominant values and norms, as well as the beliefs and perceptions of its employees. Organisational culture influences employee behaviour and attitudes. The culture of the institution predetermines the tone of the environment, which can affect employee satisfaction. The basic premise of this paper is established in the connection between the characteristics of the leader and the transformational model of leadership in the organisational culture of the preschool institution. This research aims to determine whether the assessments and self-assessments of leaders and preschool teachers differ in the frequency of using the transformational leadership style and to determine the relationship between the transformational leadership style and the leader’s personality traits. The research was conducted in a private Croatian preschool institution, which consists of 10 kindergartens. A total of 51 participants in 9 kindergartens participated in the research. The study used a quantitative research approach. The research results show that preschool teachers and leaders do not differ significantly in estimates of the frequency of application of the transformational leadership style and that there is a significant correlation between some characteristics of the leader and the transformational model of preschool leadership.

Transformative Leadership of Wali Nagari Pakan Sinayan Banuhampu Agam Regency in Achieving The Achievement of Nagari Rancak in 2018

Nagari Pakan Sinayan has been led by H.S. Dt. Kayo Nan Kuniang for the past two periods. In the first period, Wali Nagari Pakan Sinayan won the Provincial Wali Nagari competency competition. Whereas for the second period, Wali Nagari Pakan Sinayan succeeded in bringing Nagari Pakan Sinayan to an achievement as Nagari Rancak in West Sumatera. This article aims to describe and analyze the leadership of Wali Nagari Pakan Sinayan in achieving achievements as Nagari Rancak. Problems are analyzed using the four components of transformative leadership by Robbins and Judge. The method used is qualitative with a descriptive analysis approach. The results showed that Wali Nagari Pakan Sinayan Banuhampu District Agam Regency has implemented a transformative leadership model. Wali Nagari Pakan Sinayan pays attention to the community and draws himself closer to sitting together with the community not only in official forums. Furthermore Wali Nagari Pakan Sinayan also implemented participatory planning to stimulate the community to issue ideas in development. Furthermore, Wali Nagari is a figure that motivates and gives influence to all nagari communities. Wali Nagari pays attention without distinguishing the jorong who supports him or not in the Nagari Election.
 Keywords: Transformational Leadership, Wali Nagari, Nagari Rancak

Impact of Leadership Academy on the Transformational and Servant Leadership Development of Students

This 3-phased longitudinal study assesses the impact of the leadership academy (a structured training invention), implemented by the athletics department of a private liberal art college, on the leadership development of student-athletes. The academy employs the Team Captain’s Leadership Manual designed by Jeff Janssen (2014), which used transformational and servant leadership models to guide the development participants to be effective leaders. Data was collected from student-athletes who participated in the academy (experimental group) and those who did not participate (control group). A Multilevel Linear Model (MLM) analysis was conducted to assess and compare the leadership development trajectories of the two groups. This involved using a two level-hierarchy in which the leadership development outcomes at multiple phases (level 1 variable) were nested within student-athletes (level 2 variable) and the dummy variable for participation in leadership academy (participation = 1, non-participation = 0) was inputted as level 2 predictor. Findings indicate a significant positive relationship between the number of phases and the leadership outcome of the student-athletes. It also shows that participation in the leadership academy positively influences their transformational and servant leadership development more significantly than non-participation.

Prototipe Kepemimpinan Kiai di Pesantren Modern

This study aims to determine the implementation of the management and leadership of kiai Pondok Modern Darussalam Gontor in order to continue to exist and even become a prototype of leadership and management of modern Islamic boarding schools in Indonesia. The study used descriptive qualitative methods which were carried out by collecting data obtained from documentation, observation and interviews, and supported by literature studies, both from books and journals. The results of the study show that the modernity of Pondok Gontor is seen in the implementation of management which is different from Islamic boarding schools in general. Gontor's management is carried out based on the principles of transparency and accountability as well as togetherness. Pondok Gontor adheres to a collective, democratic, and transformational leadership model. This leadership model is proven to be able to bring about change in every student and teacher to achieve high performance. Through its vision and mission, Pondok Gontor strives to produce strong and solid leaders, leaders who have a noble soul and philosophy of life, correct values and are involved in the totality of life in the boarding with high discipline.

Prototipe Kepemimpinan Kiai di Pesantren Modern

This study aims to determine the implementation of the management and leadership of kiai Pondok Modern Darussalam Gontor in order to continue to exist and even become a prototype of leadership and management of modern Islamic boarding schools in Indonesia. The study used descriptive qualitative methods which were carried out by collecting data obtained from documentation, observation and interviews, and supported by literature studies, both from books and journals. The results of the study show that the modernity of Pondok Gontor is seen in the implementation of management which is different from Islamic boarding schools in general. Gontor's management is carried out based on the principles of transparency and accountability as well as togetherness. Pondok Gontor adheres to a collective, democratic, and transformational leadership model. This leadership model is proven to be able to bring about change in every student and teacher to achieve high performance. Through its vision and mission, Pondok Gontor strives to produce strong and solid leaders, leaders who have a noble soul and philosophy of life, correct values and are involved in the totality of life in the boarding with high discipline.

Managerial Leadership and Performance as Fully Mediated by Transformational Leadership through Structural Equation Modeling

This study investigated the relationships among managerial leadership, transformational leadership, and performance of school administrators of Northern Iloilo Polytechnic State College (NIPSC) through Structural Equation Modeling (SEM). Covariance-Based SEM (CB-SEM), Confirmatory Factor Analysis (CFA) with its default Maximum Likelihood Estimation (MLE) were used to test the hypothesized model that managerial leadership covary transformational leadership which were both related to the school administrators’ performance. Results revealed that of the eight alternative models, two equivalent models, one model generates every probability distribution that can be generated by another model, Model B3 and Model D3 were generated, got the smallest Alkaike Information Criterion (AIC) and Bayes Information Criterion (BIC) indicating that both models had relatively better fit. Model B3 and Model D3 have the same degrees of freedom but feature a different configuration of paths among the same variables. However, of the two equivalent models, model B3 was rejected due to discriminant validity concerns while model D3 passed both measurement model and structural model, model D3 was confirmed and retained. As contribution to the fields of education, management and leadership, the researcher confirmed and recommends, through CB-SEM using CFA with its default MLE, the Managerial Leadership and Performance as fully mediated by Transformational Leadership Model.

Multilevel models of transformational leadership, behavioral integration of top management team and manager ambidexterity in SMEs

PurposeThis paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior.Design/methodology/approachHierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry.FindingsThe results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity.Research limitations/implicationsFirst, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities.Practical implicationsGiven that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity.Originality/valueFirst, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

How GHRM is related to green creativity? A moderated mediation model of green transformational leadership and green perceived organizational support

PurposeThis study aims to examine the relationship between green human resource management (GHRM) practices and green transformational leadership toward inducing employees' green creativity. Specifically, drawing upon the ability, motivation and opportunity theory, the authors tested how green perceived organizational support (green POS) mediates the link between GHRM practices and employees' green creativity. Furthermore, based on the firm's resource-based view, the authors examine the moderating role of green transformational leadership on the relationship between GHRM practice and green POS.Design/methodology/approachUsing a survey questionnaire, this research was conducted with a multi-source sample of 201 supervisors and their 428 subordinates from organizations working in grocery, food and personal care products in Pakistan.FindingsThe findings of structural equation modeling revealed that green POS plays a mediating role between GHRM and employees' green creativity. The study findings also highlighted that green transformational leadership moderates the positive relationship between GHRM practices and green POS.Practical implicationsOrganizations need to implement GHRM practices to achieve environmental performance. Individuals are likely to recognize themselves with organizations that are engaged in green practices, and therefore, organizations can get benefits from implementing GHRM practices.Originality/valueThis research explores green POS and green transformational leadership as novel mechanisms through which GHRM practices influence employees' green creativity in organizations. In addition, the authors empirically examined our theorized relationships in the South Asian context.

Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture

The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

A Conceptual Paper for Educational Leadership Models in Malaysia

Researchers are paying attention to leadership management in the field of education after the Ministry of Education placed high leadership in schools as a shift to improve the standard of Malaysia's education system in the Malaysia Education Blueprint 2013-2025. Leadership is mentioned as a necessity for reforming educational institutions. It has the potential to influence teachers’ performance and academic success of students. Transactional, transformational, and instructional leadership models were found out to be the most prominent types of leadership in Malaysian educational institutions. However, only few studies on leadership models and teachers’ performance have been conducted, especially in the field of special education. Therefore, this study was developed with the aim of proposing a conceptual framework involving the instructional leadership model and teacher success in order to fill a void in the current literature, based on previous scholars' recommendations. The paper started by giving an overview of the three types of models that are widely used before forming the conceptual structure and seeking past studies concerning leadership models and teacher-related factors. Finally, the constructs of teachers' self-efficacy and job satisfaction were applied to the proposed framework, which is intended to introduce new perspectives into the field of special education leadership.

Managing teaching and learning: integrating instructional and transformational leadership in South African schools context

PurposeThe purpose of this study was to examine the integration of instructional and transformational leadership models of leadership in sustaining quality teaching and learning in schools. The study sought to establish how principals integrate instructional and transformational leadership in enhancing learner performance.Design/methodology/approachThe study employed qualitative methods of collecting and analysing data. The principal sources of data were six face-to-face semi-structured interview questions with school principals from selected schools in rural South Africa. Qualitative evidence was collected from six principals selected through purposive sampling. The selection of participants was based on the criteria that there was evidence of employing instructional and transformational leadership.FindingsFindings from the study provided evidence that instructional and transformational leadership approaches were used to change under performing schools. There was evidence of individualised consideration and principals supporting teachers through providing rewards and motivation. It was established that principals build a school culture that promotes successful academic improvement. The study showed that the integration of instructional and transformational models of leadership leads to a climate that promotes a culture of teaching and learning.Research limitations/implicationsThe study covered six schools in South Africa. Findings from the study have implications that principals are cornerstones to achieving quality teaching and learning in schools.Practical implicationsThe study was conducted in schools that were seen to adopt instructional and transformational leadership. This study is among the most important studies that were conducted in South Africa on the role of leadership in enhancing a culture of teaching and learning.Social implicationsThe study has critical implications for policy making and influences on school leadership in general and the adoption of strategies, policies and models that can improve teaching and learning. The study highlights the importance of integrating leadership models.Originality/valueThis is an original study conducted in South Africa and data was conducted through face-to-face interviews to seek for opinions from participants in their original settings.

Components of the Magnet® model provide structure for the future vision of nurse managers' work: A qualitative perspective of nurse managers.

To describe nurse managers' views of their work in the future. Ongoing reformation of health care organisations includes profound changes to nurse managers' work practices. A qualitative approach was applied to elicit views of nurse managers (n=133) from eight Finnish specialized medical care hospitals through one open-ended question about their future work in November 2019. The acquired data were subjected to inductive thematic content analysis. Four themes were identified in the nurse managers' responses, indicating that they anticipated: 1) a shift from hierarchical leadership to shared governance, 2) an increasing focus on proactive and systematic work, 3) development of evidence-based practices and 4) improvement in the attractiveness and effectiveness of the organisation. Nurse managers envisage their future work will follow the transformational leadership model. Shared governance and multidisciplinary team leading, with a stronger focus on proactive strategic planning will extend their power to influence decision-making. Administrative supporting systems will free more time from their daily routine work for interactions with staff. Clarification of the managers' job description along with administrative support systems is anticipated to strengthen leadership, facilitate management, enhance decision-making and increase the attractiveness and effectiveness of both health care organisations and nurse managers' work.