Role Of Transformational Leadership Research Articles

Moderating role of Transformational Leadership on workplace mindfulness and employee wellbeing

In recent years, the importance of organizational justice and transformation leadership has increased manifolds in organizations. The relevance of these practices in organizations has drawn the interest among researchers to explore more in this domain. Keeping this in view, the current study has examined the impact of workplace mindfulness on employee wellbeing by analyzing the impact of organizational justice as a mediator between them. In addition to this, the present research also analyzed the role of transformational leadership as a moderator between the relationship of Workplace mindfulness and wellbeing. Software like AMOS and SPPS were used to analyze the data was collected from 383 faculty members associated with prestigious universities of India. This is evident from the results of the study that there is a significant relation between employee wellbeing and Workplace mindfulness The results shows that organizational justice not only has a significant influence on employee wellbeing but also plays a vital role as a mediator between the relationship of Workplace mindfulness and its wellbeing. The study also confirms that this relationship is significantly moderated by transformational leadership. The relevance and uniqueness of these results will give future directions to the managers, employees, policy makers and employers to get a meaningful insight of the dimensions related to employee wellbeing, organizational justice, Workplace mindfulness and leadership.

The Influence of Transformational Leadership in Moderating the Performance of High School Lecturers Health Sciences (STIKES) in Riau Province

This paper explains the influence of transformational leadership on the performance of Health Sciences College Lecturers (STIKES) in Riau Province. As a university, it can organize academic, professional and/or vocational programs, so it is required to have good performance. It is possible to improve the low performance of STIKES lecturers in Riau Province with the role of transformational leadership from the leadership elements at the university. This research uses quantitative methods with descriptive techniques by testing certain theories by analyzing the relationships between measured variables, usually using research tools consisting of numbers and analyzed according to statistical procedures. The scope of this research is in the field of human resource/HR management, especially performance, namely the performance of STIKES lecturers in Riau. The population in this research is all lecturers who teach at STIKES in Riau, totaling 183 people spread across 7 STIKES, with the criteria for lecturers who make up the population being permanent lecturers who already have a functional position and have a minimum of a Master's degree. Of the 183 STIKES lecturers in Riau who were sampled, 127 were lecturers because they met the criteria as permanent lecturers and had functional positions, 50 lecturers did not have functional positions, and 6 lecturers were still undergraduates, so they were excluded from the population. The research results show that there is an influence of transformational leadership on lecturers' performance when they lead charismatically, motivate, inspire, intellectual stimulus and individual attention to the lecturers' performance.

Role of Transformational Leadership and Social Entrepreneurship in Achieving Enterprise Performance: Taking Creativity as a Mediator

Purpose: In the recent business context, the pivotal drivers of organizational success are increasingly identified as transformational leadership and social entrepreneurship. These dynamic forces have emerged as crucial predictors, shaping the trajectory of enterprise performance. The present study proposed to explore the role of transformational leadership and social entrepreneurship in achieving enterprise performance through creativity among employees of small and medium-sized enterprises (SMEs) in Egypt. Design/Methodology/ Approach: We applied quantitative methods to detect this problem by collecting data from the employees of Small and Medium-sized Enterprises (SMEs) in Egypt. Finally, we utilized 294 samples to get the results. Findings: Applying the analysis of moment structures (AMOS) version 26.0, the results show a positive and significant impact of transformational leadership, social entrepreneurship and creativity on enterprise performance. The mediating path leads to a positive mediating impact of creativity in developing the connection between transformational leadership and enterprise performance. On the other hand, creativity did not mediate the relationship between social entrepreneurship and enterprise performance. Research, practical and social implications: The research outcomes serve as a strategic compass for policymakers and planners, offering actionable insights to elevate enterprise performance through the strategic integration of transformational leadership and social entrepreneurship. Furthermore, the study provides valuable guidance for organizations aspiring to cultivate a culture of innovation and creativity, fostering the essential elements for sustained success in today's dynamic business environment. Originality/ value: This study addresses the gaps in the empirical evaluation of enterprise performance through transformational leadership, social entrepreneurship and creativity among Egyptian employees of Egyptian SMEs.

Transformational Leadership in Human Resource Management

The study on transformational leadership is crucial, especially in relation to human resources management (HRM). This research aims to identify the roles of transformational leadership in human resources management and how transformational leadership contributes to human resources management. The research methodology employed is a qualitative case study to depict the role of transformational leadership within the framework of human resources management. The study involves a subject group consisting of a manager in a well-known “start” supermarket known for influential transformational leadership practices. The instrument used in this research is a structured interview sheet. The results of this study indicate that there are six roles of transformational leadership in human resources management: being a role model, empowerment, individual development, effective communication, performance and innovation enhancement, and the administration of rewards and punishments. Transformational leadership can shape a dynamic, goal-oriented work environment, motivating employees to contribute their best. In the context of HRM, transformational leadership can be a key driver in creating an innovative organizational culture with a focus on human resource development.

Peran Kepemimpinan Transformasional Dalam Pengembangan Organisasi IPNU-IPPNU Di Desa Plumbungan Kecamatan Sukodono Kabupaten Sidoarjo

This research analyzes the role of transformational leadership in the development of the IPNU-IPPNU organization in Plumbungan Village. Through interviews with organizational leaders, it was revealed that transformational leadership is realized through mutual learning incentives and the placement of members according to their talents. With 40 members divided into 16 men and 24 women, the organization focuses on developing individual potential. Transformational leadership not only motivates members to play an active role in organizational development at the village level, but also involves them in various programs such as cheerful camping, regular jam'iyah, and compensation for orphans. The history of the development of IPNU-IPPNU in Plumbungan Village records the concrete contribution of transformational policies in these activities, creating a positive impact on organizational spirit. Even though faced with challenges and obstacles, transformational leadership helps overcome these problems through joint deliberation. Future hopes for the development of this organization include the goal of producing young cadres with ahlussunah waljamaah character, and transformational leadership is expected to remain the main pillar in realizing development plans, continuing to encourage a spirit of collaboration and commitment to the organization's vision.

MINIMIZING TURNOVER INTENTION STRATEGY: The Role of Transformational Leadership, Intrinsic Motivation, and Job Satisfaction

The high turnover intention rate in the current work environment poses a serious challenge for organizations. Therefore, this study aims to investigate effective strategies to minimize turnover intention, focusing on the role of transformational leadership, intrinsic motivation, and job satisfaction. The research aims to explore the relationships between transformational leadership, intrinsic motivation, job satisfaction, and turnover intention. With a deep understanding of these factors, concrete strategies to reduce turnover intention in the workplace are expected to be identified. The study employs a quantitative approach through surveys and statistical analysis to collect and analyze data from respondents who are members of organizations. The research instruments include measurement scales for transformational leadership, intrinsic motivation, job satisfaction, and turnover intention. Data analysis reveals significant findings regarding the positive relationship between transformational leadership and intrinsic motivation with job satisfaction. Furthermore, job satisfaction is found to be negatively correlated with turnover intention. The practical implications of these findings underscore the need for organizations to adopt transformational leadership styles and enhance intrinsic motivation among employees to increase job satisfaction and decrease the intention to switch jobs.

The Role of Transformational Leadership in the Implementation of the Rewards and Incentives System to Stimulate Employee Performance in the Amajuba and Ugu District Municipalities

The Role of Transformational Leadership in the Implementation of the Rewards and Incentives System to Stimulate Employee Performance in the Amajuba and Ugu District Municipalities

An exploration of the role of transformational leadership in times of institutionalization of change

In order to adapt to an increasingly competitive world, organizations need to continuously change, yet the success of the change is conditioned by its institutionalization. The institutionalization of change is the key factor to perpetuate sustainable changes. Based on the exploration of the role of transformational leadership in times of (institutionalization of) change, the objective of this study is to analyze the contribution of the components of transformational leadership on the institutionalization of change within a Lebanese private university Redundancy, engaged in an accreditation process. Through a qualitative method on a single case study, based on semi-structured interviews conducted with 15 senior executives occupying key positions in the studied university and through 15 focus groups with 85 faculty members from four disciplinary fields, we explored the role of each of the four dimensions of transformational leadership in times of institutionalization of change. Our findings highlight the essential role of intellectual stimulation and inspirational motivation of transformational leadership, while the two other dimensions, idealized influence and individualized consideration, play a limited role in the university context of institutionalization of change. Moreover, individual recognition and idealized influence are essential to convince all members of the need for change and involve them in the accreditation process. This study allows us to understand the role of each of the transformational leadership dimensions in order to promote and escort institutionalization of change within high education sector.
 Received: 16 June 2021Accepted: 20 June 2023

Transforming Sustainability: The Role of Transformational Leadership and Knowledge in Disruptive Innovation

In Indonesia, educators have made notable strides in advancing their teaching methodologies. The research conducted was a quantitative study with a total of 118 university lecturers in East Java using a purposive sampling technique by distributing questionnaires using a Likert scale. SMART-PLS 3 is used as an analysis tool with PLS-SEM. This study found that transformational leadership has a positive and significant effect on disruptive innovation (T= 3.564, β= 0.285, P= 0.000). Transformational leadership has a positive and significant effect on knowledge acquisition ability (T= 13.110, β= 0.645, P= 0.000). Transformational leadership has a positive and significant effect on the ability to share knowledge (T= 11.940, β= 0.617, P= 0.000). The ability to acquire knowledge has a positive and significant effect on disruptive innovation (T= 2.481, β= 0.274, P= 0.011). The ability to share knowledge has a positive and significant effect on disruptive innovation (T= 2.994, β= 0.273, P= 0.003). Knowledge acquisition ability mediates the relationship between transformational leadership and disruptive innovation (T= 2.396, β= 0.177, P=0.177). Knowledge-sharing ability mediates the relationship between transformational leadership and disruptive innovation (T=3.052, β=0.169, P=0.002). These findings contribute to the theory of transformational leadership regarding the most effective leadership style in influencing the improvement of knowledge sharing ability, knowledge acquisition ability and disruptive innovation. Researchers found a lack of research linking transformational leadership and radical innovation. This is what encourages research to be carried out in the hope of novelty and the development of research on leadership theory.

High-performance Human Resource and Knowledge Sharing: The Mediating Roles of Organizational Commitment and Organizational Citizenship Behavior

Knowledge sharing has been shown to be beneficial for organizational development, but as a private behavior, it is not considered to occur spontaneously. To explore the antecedents of knowledge sharing, this study examines the influence of high-performance human resource on knowledge sharing behavior. To address this problem, the mediating roles of organizational commitment and organizational citizenship behavior and the moderating role of transformational leadership are conducted in the relationship between high-performance human resource and knowledge sharing. Based on 448 survey questionnaires from employees across various industries, the results indicate that high-performance human resource is positively related to knowledge sharing, and organizational commitment and organizational citizenship behavior could take positive mediating effects respectively. In addition, organizational commitment and organizational citizenship behavior sequentially mediate the relationship between high-performance human resource and knowledge sharing. Moreover, transformational leadership strengthens the effects of high-performance human resource on organizational commitment and organizational citizenship behavior, respectively.

Green human resources management practices, leadership style and employee engagement: Green banking context

This paper discusses green human resource management practices, employee engagement, and transformational leadership in green banking. Specifically, we explore how green human resource management practices influence employee engagement, and how the role of transformational leadership influences their relationships. We used a random sample of 363 green bank employees in Indonesia. Data was collected through online surveys and analyzed using regression modeling. The results show that in general, green human resource management practices are positively and significantly related to employee engagement, and transformational leadership is shown to moderate the relationship. However, specifically, green recruitment and selection only affects the behavioral factors of employee engagement, but not affective and cognitive factors. Meanwhile, training and development only affect the affective factors of employee engagement, but not cognitive and behavioral factors. Furthermore, this research presents novel discoveries regarding how the interplay of contextual and institutional factors between transformational leadership behaviors and green human resource management practices can promote employee engagement.

Transformational Leadership fostering Open Innovation: A Dynamic Capabilities Perspective

Drawing upon dynamic capability theory, this research examines the role of transformational leadership in fostering open innovation in an emerging economy context in Southeastern Europe. Foremost, the study endeavours to tackle a noteworthy limitation, namely the nascent state of open innovation in the current body of literature pertaining to small and medium-sized enterprises (SMEs). Using a quantitative survey, we gathered information from 154 Albanian SMEs respondents. Data was analysed using PLS-SEM on the SmartPLS 4.0 version. The results show transformational leadership has a significant relationship with developmental culture and open innovation. In addition, we found that developmental culture mediates the relation between transformational leadership and open innovation. This research provides important practical implications for policymakers, leaders and industry practitioners to develop new business models for innovation diffusion. It requires shifting the focus from traditional innovation approaches towards new solutions to ensure collaboration and knowledge exchange. Existing researchers have highlighted transformational leadership with open innovation in the Western context. However, open innovation is less explored in Southeastern Europe specifically in SMEs which is an important context to unravel the useful insights. Significantly, open innovation became enabler of value creation, improved competitiveness and economic growth.

Impact Of Organizational Justice On Organizational Citizenship Behavior: Role Of Transformational Leadership

The purpose of this research study was to investigate how organizational justice influences organizational citizenship behavior (OCB), taking into account the moderating effect of transformational leadership. Organizational justice was assessed through distributive justice, procedural justice, and interactional justice, while organizational citizenship behavior was evaluated based on altruism, civic virtue, conscientiousness, courtesy, and sportsmanship. Data was collected from randomly chosen universities in Punjab using a questionnaire survey, and [1]120 responses were obtained over a three-month period. The findings revealed a significant and positive relationship between organizational justice and organizational citizenship behavior (OCB). Additionally, it was observed that transformational leadership plays a significant moderating role in the association between organizational justice and organizational citizenship behavior (OCB). Furthermore, this research provides important understanding for the administration of educational organizations, indicating that enhancing beliefs of fairness and equity among teachers and scholars can enhance the overall efficiency of their institutions in Pakistan.

A SEM-ANN analysis to examine sustainable performance in SMEs: The moderating role of transformational leadership

The central aim of this research study is to investigate the interconnections and dynamics within small and medium-sized enterprises (SMEs) by examining Fintech adoption, competitiveness, circular economy practices, transformational leadership, and sustainable performance. The study's theoretical framework is grounded in the Practice-Based View, integrating Fintech adoption, competitiveness, circular economy practices, transformational leadership, and sustainable performance into the proposed model. To validate this model, the research employs the SEM-ANN analysis method. The study focuses on workers within SMEs in Pakistan, with a sample of 473 participants collected using a simple random sampling technique and 442 samples were deemed suitable for analysis. Preliminary data examination and hypothesis testing were conducted using Smart-PLS 4.0 and SPSS-23. A two-fold SEM-ANN approach was employed to validate the study's proposed model. The research findings indicate a direct and significant impact of Fintech adoption and transformational leadership on the sustainable performance of SMEs. Circular economy practices and competitiveness play vital intermediary roles, connecting Fintech adoption and sustainable performance. Furthermore, transformational leadership acts to moderate the relationships between Fintech adoption and both circular economy practices and competitiveness. The ANN approach complements the SEM analysis, providing additional insights and expanding our understanding of the subject. This study illuminates the interplay between Fintech, circular economy practices, and transformational leadership in enhancing SMEs' competitiveness and sustainable performance. It underscores the pivotal role of integrating Fintech and sustainable practices for SMEs and provides insightful directives for policymakers and scholars aiming to bolster SMEs in a competitive business environment.

The Role of Transformational Leadership on Employees' Performance: A Case of Silverland Tanzania Limited in Iringa Region

This study assessed the role of transformational Leadership on employees' performance at Silverland Tanzania Limited. Specifically, the study aimed to determine the role of idealized influence, inspirational motivation, and individualized and intellectual stimulation on employees' performance at Silverland Tanzania Limited. The study employed the case study research design since the study targeted a specific organization, Silverland Tanzania Limited. The target population of this study was 420 employees working at Silverland Tanzania Limited. The study population involved senior managers and subordinates at Silverland Tanzania Limited. From this population, a sample size of 205 was involved, which included 201 subordinate respondents and four senior managers. Simple random sampling and purposive sampling techniques were used to select the respondents, data collection was done by questionnaire, in-depth interview and secondary data obtained through annual reports, and newsletters, Data analysis was done by descriptive and Multiple regression analysis to understand the phenomena under study. Findings revealed that inspirational motivation and individualized consideration had a positive and significant role on employees' performance at Silveland Tanzania Limited. Also, idealized influence and intellectual stimulation had a positive but insignificant role on employees' performance at Silveland Tanzania Limited. The study recommended that since intellectual stimulation and idealized influence had insignificant roles in influencing employees' performance at Silverland Tanzania Limited, much effort should be taken to address factors hindering their effectiveness. In addition, the management should use inspirational motivation and individualized consideration to increase employees' performance

The Mediating Role of Transformational Leadership in the Relationship Between Institutional Pressures and Collaboration with Commercialization of University Research Output: A Pilot Study

The increasing recognition of universities as a seedbed of new knowledge and technology to boost economic growth, technological improvements, and competitiveness has led to the notion of commercialization of university research outputs to gain traction and popularity in different fora. Despite the significance attached, the commercialization of research outputs and innovation has remained low in universities. The purpose of this study is to lay emphasis on Uganda’s Universities in light of the examination of how institutional pressures and collaboration influence the commercialization of university research output with the mediating role of transformational leadership. Data was collected using a questionnaire from 115 university staff in the 23 chartered universities in Uganda. The paper adopted Exploratory Factor Analysis (EFA) for instrument validity and reliability, and Structural Equation Modeling (SEM) for testing and estimating relations between the commercialization of university research outputs with its antecedents of institutional pressures, collaboration and transformational leadership. The results indicate that the operational measures developed for research commercialization, along with its antecedents satisfy the reliability and validity tests. The proposed measurement scale for research commercialization with its antecedents (institutional pressures, collaboration and transformational leadership) will help practitioners to measure research commercialization performance in universities. The findings demonstrated that transformational leadership mediates the relationship between institutional factors and collaboration with the commercialization in Ugandan Universities.

Who Else Wants to Work Innovatively? The Role of Transformational Leadership in the Workplace

This study aims to determine the effect of transformational leadership and job satisfaction as mediators on teachers' innovative work behavior. By using a quantitative approach, 212 teachers from senior high schools and vocational high schools in three suburbs of Bandung City, Indonesia, were involved in this study. The research model in this study was tested using PLS-SEM assisted by SmartPLS 3.2.9 for Windows software. The results indicate that transformational leadership has a positive and significant effect on innovative work behavior. Job satisfaction also played a significant role in mediating the relationship between transformational leadership and innovative work behavior. The findings also demonstrate that job satisfaction has a significant effect on innovative work behavior. Finally, this study proved that leadership is an indispensable factor in promoting innovative work behavior. These findings provide practical and theoretical contributions regarding the role of leadership in fostering a culture that values and pushes for innovation in the workplace.

The role of transformational leadership in promoting social responsibility (An applied study on the Directorate of Health Affairs in Aseer)

تهدف الدراسة إلى التعرف على أبعاد القيادة التحويلية والمتمثلة بـ ) التأثير المثالي، الاستثارة الفكرية، التحفيز الإلهامي، الاعتبار الفردي) على المسؤولية المجتمعية لدى العاملين في مديرية الشئون الصحية بعسير. اعتمدت الدراسة الميدانية على المنهج الوصفى التحليلى من خلال تصميم وتوزيع استمارات الاستبانة على عينة من العاملين بمديرية الشئون الصحية بعسير؛ وذلك لمعرفة رأي عينة الدراسة في معرفة دور القيادة التحويلية في تعزيز المسؤولية المجتمعية للعاملين بمديرية الشئون الصحية بعسير، واشتملت الاستبانة على محورين أساسيين القيادة التحويلية والمسؤولية المجتمعية، كما أظهرت النتائج وجود علاقة ذات دلالة إحصائّية عند مستوى بين أبعاد القيادة التحويلّية ومستوى المسؤولية المجتمعية للعاملين بمديرية الشئون الصحية بعسير. وقد خلصت الدراسة إلى العديد من التوصيات من أهمّها: إجراء المزيد من الدراسات والبحوث الميدانية في منظمات القطاع العام حول مفهوم القيادة التحويلية، وإمكانية الاستفادة منها وذلك بدراسة متغيرات أخرى غيرها مثل الهندرة، والإبداع الإداري، والولاء التنظيمي.

The Influence of Transformational Leadership and Lecturer Motivation on Lecturer Performance Through Tacit Knowledge Sharing at the Institut Sains dan Teknologi Terpadu Surabaya

The Industrial Revolution 4.0 era created an environment known as VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) as a result of rapid technological advances. VUCA impacts how people make decisions, plan, manage risk, drive change and solve problems in an increasingly information-hungry society. This change also requires leaders to think faster, process information in a short time, and have a clear vision. Higher education leaders need to provide good control to improve lecturer performance in preparing students for an increasingly complex world of work. Improving soft skills for students is a big challenge for university lecturers. Therefore, higher education leaders, such as at the Institut Sains dan Teknologi Terpadu Surabaya (ISTTS), must develop a transformational leadership management system that supports lecturer motivation, both intrinsic and extrinsic, and encourages the sharing of tacit knowledge. This research uses quantitative methods by collecting data through face-to-face questionnaires. The results of the descriptive analysis show that the role of leadership, lecturer motivation, and tacit knowledge sharing have a significant effect on lecturer performance, which in turn influences the overall performance of the institution. This research also found that the role of transformational leadership does not directly influence lecturer performance but through the mediation of tacit knowledge sharing. Lecturer motivation, on the other hand, has a significant influence both directly and through tacit knowledge sharing. Tacit knowledge sharing also has a positive and significant impact on lecturer performance. These findings confirm that transformational leadership and lecturer motivation have an impact on lecturer performance through sharing tacit knowledge.

Non-Work Related Adjustment factors-a strong Predictor of Expatriates’ Commitment in Mission Hospitals in Kenya: The role of Transformational Leadership

Many organisations worldwide rely on the contributions of expatriates, who are crucial in filling skill gaps in business operations. However, expatriates face challenges that stem from cultural differences. This paper models the relationship between non-work-related adjustment factors and the expatriates’ commitment. Previous research provides mixed results on this relationship. Therefore, this paper fills the void by interrogating the influence of transformational leadership on the relationship between non-work adjustment factors and commitment. Based on a sample of 112 expatriates drawn from selected mission hospitals in Kenya, results indicated that non-work-related adjustment factors significantly affected the expatriates’ commitment (β=1.277, p=0.000). Transformational leadership also affected expatriate commitment (β=.951, p=0.000), and finally, transformational leadership moderated the relationship between the non-work related adjustment factors and expatriates’ commitment (β=1.127, p=0.000). The study recommends that human resource managers in the mission hospitals should set up policies on the non-work related adjustment of expatriates in their hospitals. Also, managers of institutions in the home country should prepare their expatriates on cross-cultural adjustment mechanisms to adapt to their commitment to their host country.