Transformational Leadership Style Research Articles

Leadership Styles of Head teachers in Relation to Teachers’ Job Satisfaction: A Case Study of the Volta Region – Ghana

Purpose: The present study focuses on exploring the leadership styles of basic school headteachers, and their effects on teachers’ job satisfaction in Ghana’s Volta region. Methodology: Two research questions and one hypothesis guided the study. The study adopted a descriptive research design. The study was conducted in the Volta region of Ghana. The population of the study are 3,009 headteachers and 17,889 teachers in the 18 districts in the Volta Region. The sample size of the study was 191 headteachers and 328 teachers. Multi-stage sampling technique was used to draw the sample size. The Multifactor Leadership Questionnaire (MLQ) and Mohrman-Cooke-Mohrman Job Satisfaction Scale (MCMJSS) was adopted for the study. Findings: It was found that headteachers identified moderate levels of transformational, transactional, and laissez-faire as the leadership styles adopted by headteachers. Also, the majority of the headteachers had a very low level of job satisfaction whereas the majority of the teachers had a very high level of job satisfaction. Among the three leadership styles, transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Unique Contributor to Theory, Policy and Practice: The results shows that headteachers identified moderate levels of transformational (M = 7.68, SD = 0.83), transactional (M = 7.51, SD = 1.15), and laissez-faire (M = 6.94, SD = 1.89) as the leadership styles adopted by headteachers. It shows that 128 (71.9%) of the headteachers had a very low level of job satisfaction, while 30 (16.9%) had a very high level of job satisfaction. On the contrary, 153 (52.8%) of the teachers had a very high level of job satisfaction while 21 (7.1%) had a very low level of job satisfaction. The three leadership styles; transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Based on the findings of the study, relevant conclusions were drawn.

Study of the relationchips between leadership and psychological safety

Leadership is an essential and indispensable factor in organizations and has a direct connection with organizational effectiveness. When there is a connection between employees and leadership, it is possible to generate psychological safety, which allows free expression of judgments and favors the productivity of employees, who can be more creative because they are more available for expression and learning. For the preparation of this article, an integrative literature review was carried out, using the method proposed by Whittemore and Knafl (2005), with the research problem: what is the influence of leadership on psychological safety in organizations? The review findings portray the importance of psychological safety as a mediator between the leader's role and the team's behaviors, and the transformational leadership style favors psychological safety in organizations.

The Role of Innovation-Driven Leadership in Public-Sector Innovation: The Case in Emerging Economies

Public sector organizations today must confront a steady stream of challenges, push against the status quo, and to be creative in capturing opportunities to effectively serve the public. Emerging economies’ public sector organizations have been slow to adopt change or innovate. Using the UAE as a case study, this study provides valuable insights into the relationship between innovation-driven leadership and innovation in public-sector organizations in emerging economies. Utilizing qualitative data from sixteen government and semi-government organizations’ leaders, the results indicate that innovation-driven leadership is essential in developing a culture of innovation and transformational leadership style is the more effective leadership style.

Organizational Behaviour insights: Examining dynamics of Workplace Culture and Employee Interaction in Modern Organizations

This study delves into the multifaceted discipline of organizational behavior (OB), focusing on how modern organizations can optimize workplace culture, employee interactions, and overall effectiveness through strategic management of human dynamics. Central to this investigation are the impacts of leadership styles, workplace culture, technology integration, and corporate social responsibility on employee engagement and organizational productivity. By employing a combination of quantitative and qualitative research methods including surveys, interviews, focus groups, and case studies—the research provides comprehensive insights into the factors that contribute to a thriving organizational environment. Statistical and thematic analyses reveal the critical role of inclusive and adaptive workplace cultures in enhancing employee satisfaction and driving organizational success. The study also examines the dual-edged nature of technology in the workplace, highlighting its potential to either streamline operations and promote flexibility or contribute to challenges such as communication overload and diminished work-life balance. Leadership is identified as a key driver in shaping organizational culture and effectively managing change, with a particular emphasis on the need for leaders to adopt empathetic and transformational leadership styles. Furthermore, the research underscores the significance of corporate social responsibility initiatives in bolstering organizational reputation and employee loyalty. The findings suggest that modern organizations must adopt a holistic approach to OB, integrating strategic management practices across various domains to foster an environment that not only advances business objectives but also supports employee well-being and development. This comprehensive approach is essential for sustaining long-term organizational resilience and competitiveness in a rapidly evolving business landscape.

The Influence of Motivation, Organizational Culture, and Transformational Leadership Style on Performance at Bhaktiasih General Hospital

This study investigates the influence of motivation, organizational culture, and transformational leadership style on performance at Bhaktiasih General Hospital. Utilizing quantitative analysis methods, data was collected from employees through surveys and analyzed using regression analysis. The results revealed significant positive effects of motivation, organizational culture, and transformational leadership style on employee performance with simultaneous test F count (318.779) > F table (2.16), significance of 0.001 less than 0.10 and coefficient of determination of 0.823 or 82.30%. Specifically, higher levels of motivation, a strong organizational culture, and effective implementation of transformational leadership were associated with improved performance outcomes. These findings underscore the importance of fostering a motivational work environment, nurturing a positive organizational culture, and adopting transformational leadership practices to enhance performance in healthcare settings. Understanding these factors can inform management strategies aimed at improving overall performance and quality of care in hospitals like Bhaktiasih General Hospital.

Unlocking Organizational Commitment through Individual Traits and Job Satisfaction: A Millennial and Gen Z Perspective in West Borneo

Background and Purpose: This study aims to investigate the combined effects of individual characteristics, job redesign, and transformational leadership on various outcome variables, including job satisfaction, job stress and organizational commitment. Methodology: This research is a descriptive quantitative research with a sample size of 110 millennial and generation Z workers. Data testing was carried out using the PLS-SEM method. Findings: The research results show that individual character variables have a significant effect on job satisfaction, job stress, and organizational commitment. Transformational leadership style is proven to have a significant effect on job satisfaction, job redesign, and organizational commitment, but does not have a significant effect on individual character. Job redesign was found to have a significant effect on job satisfaction, individual character, and job stress. Job satisfaction has a significant effect on organizational commitment, but does not have a significant effect on job stress. For the mediation effect, individual character is able to mediate the relationship between job redesign and job satisfaction and job stress, while job satisfaction is only able to mediate the relationship between transformational leadership style and organizational commitment. Contributions: Similar research conducted in developing countries and open in city centers is still very rare, even though the existing phenomena are interesting to study because there will be many differences that can be found both from individuals and even the environment, therefore this research facilitates this so that results can be obtained. this research.

Examining the effect of leadership styles on organizational effectiveness in the oil and gas sector: does knowledge acquisition capacity matter?

PurposeThe purpose of this study is to investigate the relationship between leadership styles and organizational effectiveness in the oil and gas industry, with a particular focus on the moderating role of knowledge acquisition capacity (KAC).Design/methodology/approachUsing a survey research design, data was collected from 322 respondents comprising faculty employees in the upstream, midstream and downstream of the oil and gas sector in Ghana. The data were analyzed by using the ordinary least squares approach to structural equation modelling with the use of SPSS and Amos software.FindingsThe findings contribute to the existing body of knowledge by confirming the positive associations between transformational and transactional leadership styles and organizational effectiveness. Moreover, the study highlights the significant moderating role of KAC, shedding light on the interaction between leadership styles and the ability to acquire and integrate external knowledge.Originality/valueBy investigating the influence of KAC, which represents a company’s ability to acquire and integrate external knowledge, this study provides a deeper understanding of how leadership styles interact with knowledge acquisition to shape organizational effectiveness. The study makes a contribution to the upper-echelon theory and a practice-knowledge contribution for managers in the oil and gas industry in Ghana.

Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19

PurposeAlthough significant research has examined the concept of transformational leadership, few studies have explored the indirect impact of transformational leadership on individual and organizational outcomes within the context of crisis. Accordingly, this study aims to advance our understanding of the indirect impact of transformational leadership on school performance and principals' work alienation within the context of the COVID-19 pandemic. In doing so, this study contributes to this developing stream of literature by hypothesizing the indirect effect of two relational resources, namely employee trust and relational coordination, which mediate the relationship between transformational leadership, school performance and principals' work alienation.Design/methodology/approachThis study draws on a unique sample of 634 principals from Irish primary schools navigating the COVID-19 crisis. Structural equation modeling (SEM) was performed using Mplus 8.3 to test the hypothesized model.FindingsMixed findings emerged concerning the mediating process of relational resources and their impact on transformational leadership, school performance and principals' work-alienation. In particular, support is found for the critical role of principals whose transformational leadership style can help increase school performance. However, evidence suggests that employee trust does not mediate the relationship between transformational leadership and principals' work alienation.Practical implicationsThis study provides several practical insights for education professionals, policymakers and HRM practitioners across each phase of the crisis management cycle. Firstly, regarding the pre-crisis stage, educational institutions should invest in targeted leadership development programs that prioritize relationship-building and effective communication among stakeholders. Second, during crises, the study emphasizes the role of relational resources in mediating the impact of leadership on school performance. Moreover, the study illustrates the importance of proactively cultivating strong connections with stakeholders, fostering timely, problem-solving-based communication. Finally, in the post-crisis phase, collaboration with government stakeholders is recommended to inform recovery policies.Originality/valueThis study makes several contributions to the literature on leadership and crisis management. First, this study adds new insights suggesting how principals as leaders influence school performance during crisis. Second, by adopting a relational perspective, this study suggests two types of relational resources (i.e. employee trust and relational coordination), as the mediators between transformational leadership, school performance and principals' work alienation. Third, this study moves the existing research on leadership during crisis forward by focusing on the functional effectiveness of leadership while focusing on the principals' work alienation during the pandemic.

The Effect of Transformational Leadership Style, Work Environment, and Organizational Culture on Employee Loyalty of PT Sucofindo (Persero) Padang Branch

This study aims to investigate the influence of transformational leadership, work environment, and organizational culture on employee loyalty at PT Sucofindo (Persero) Padang Branch. Quantitative methods are used to analyze data collected through questionnaires distributed to company employees. The results of the analysis show that transformational leadership and work environment have a positive and significant influence on employee loyalty, with the better the application of these two factors, the higher the level of employee loyalty. However, the effect of organizational culture on employee loyalty is not statistically significant although positive. This research provides important insights for company management in understanding the factors that can increase employee loyalty, in the hope that it can provide a basis for developing more effective management strategies in maintaining a positive relationship between the company and its employees. Abstrak Penelitian ini bertujuan untuk menginvestigasi pengaruh kepemimpinan transformasional, lingkungan kerja, dan budaya organisasi terhadap loyalitas karyawan di PT. Sucofindo (Persero) Cabang Padang. Metode kuantitatif digunakan untuk menganalisis data yang dikumpulkan melalui kuesioner yang disebarkan kepada karyawan perusahaan. Hasil analisis menunjukkan bahwa kepemimpinan transformasional dan lingkungan kerja memiliki pengaruh positif dan signifikan terhadap loyalitas karyawan, dengan semakin baiknya penerapan kedua faktor tersebut, semakin tinggi tingkat loyalitas karyawan. Namun, pengaruh budaya organisasi terhadap loyalitas karyawan tidak signifikan secara statistik meskipun positif. Penelitian ini memberikan wawasan yang penting bagi manajemen perusahaan dalam memahami faktor-faktor yang dapat meningkatkan loyalitas karyawan, dengan harapan dapat memberikan dasar bagi pengembangan strategi manajemen yang lebih efektif dalam memelihara hubungan positif antara perusahaan dan karyawannya. Kata Kunci: Kepemimpinan transformasional, Lingkungan kerja, Budaya organisasi, Loyalitas karyawan

The influence of transformational leadership on organizational performance and knowledge management capability

The influence of transformational leadership on organizational performance and knowledge management capability

The Role of Transformational Leadership Style, Work Motivation and Organizational Climate in Its Influence on Innovative Work Productivity

This research aims to know influence leadership style transformational, work motivation and organizational climate on innovative work productivity among UD employees. Putra Agung Madiun partial nor simultaneous. Population in study This is employee UD. Son great Madiun amount 73 employee. Data taken use instrument questionnaire. Testing analysis data quality using validity tests and reliability tests. The data analysis method used is linear regression multiple. Hypothesis test using test coefficient regression wise damn (test t), significance test simultaneous and determinant coefficient. Result j of this research show that (1) Transformational leadership style has a positive and significant effect on innovative work productivity in UD. Son great Madiun.; (2) Motivation Work positive influence And significant to innovative work productivity at UD. Putra Agung Madiun; (3) Organizational climate has a positive and significant effect on innovative work productivity at UD. Putra Agung Madiun; (4) Transformational leadership style, work motivation And organizational climate significant effect on innovative work productivity at UD. Great Son of Madiun.

PSYCHOLOGICAL SAFETY AND EMPLOYEE MOTIVATION AND FLOURISHING

The objective of this research is to investigate the complex relationships that exist between psychological safety, employee motivation, and flourishing in organizational settings. Specifically, the study will concentrate on developing creative work environments and analyzing the roles played by transformational and transactional leadership styles. The understanding of psychological safety as a fundamental component of an atmosphere where taking interpersonal risks is encouraged and enables staff members to freely interact, make suggestions, and work together without fear of consequences is at the heart of the inquiry. Based on positive psychology frameworks and self-determination theory, the study clarifies the several motivating factors—like relatedness, competence, and autonomy—that lead to employee thriving. It seeks to understand how these motivational elements, along with psychological safety, foster an atmosphere that is favorable to creativity and invention. The study explores the complex interrelationships between transactional and transformational leadership philosophies and how each influences psychological safety and encourages workers to come up with new ideas. The primary goal of the inquiry is to clarify how these leadership philosophies affect the individual and group creativity of employees. Through an analysis of the complex relationships between psychological safety, employee motivation, and leadership styles, the thesis seeks to provide practitioners and organizational leaders with practical advice. It is crucial to comprehend how these elements combine to influence creative work practices and inventive behaviors in today's dynamic and competitive environment, where innovation is essential to long-term success. Keywords: Innovative work behavior, Employee creativity, Transformational leadership style and Transactional leadership style.

Exploration of The Principal's Transformational Leadership Style In Increasing Teacher Motivation

This research explores the transformational leadership styles that principals employ in an effort to increase teacher motivation. Using a qualitative approach, this study seeks to understand in depth how school principals apply transformational leadership dimensions, such as idealistic influence, inspirational motivation, intellectual stimulation, and individual consideration, and analyze the impact on teacher motivation in carrying out duties and responsibilities. Data will be collected through participatory observations within the school environment, in-depth interviews with principals, teachers, and other stakeholders, as well as documentation studies of related documents. Data analysis will be carried out inductively, by identifying patterns, themes, and relationships that arise from the data obtained. This research is expected to provide a more comprehensive understanding of the implementation of transformational leadership styles by school principals in the context of education in Indonesia. Research findings can be a reference for school principals and other education stakeholders in formulating strategies and policies to increase teacher motivation, ultimately contributing to improving the overall quality of education.

The Role of Transformational Leadership Style, Organizational Culture, Innovative Work Behavior of Employees on Cooperative Performance

The importance of factors such as transformational leadership, organizational culture, and innovative employee behavior in the context of cooperatives, especially the Employee Cooperative of the Republic of Indonesia (KPRI) Harapan Sejahtera IAIN Syekh Nurjati Cirebon. Although the relationship between these factors is generally recognized, specific research on them in cooperative environments is limited. Thus, this study aims to contribute knowledge by analyzing the influence of transformational leadership and organizational culture on the innovative behavior of employees at the IAIN Harapan Sejahtera Cooperative. The method used in this study is the associative method. The object of this study was a member of the HARAPAN SEJAHTERA IAIN Syekh Nurjati Cirebon Cooperative as many as 50 respondents who were taken randomly. The technique used in collecting data in this study is in the form of questionnaires, the author distributes questionnaires that can be filled directly by respondents. The results showed that there was no significant influence between Transformational Leadership Style and Cooperative Performance, while Organizational Culture and Innovative Employee Behavior had a significant influence on Cooperative Performance.

Employee Attitude as a Mediator between Transformational Leadership Style and Employees’ Readiness to Change During COVID-19

Employee Attitude as a Mediator between Transformational Leadership Style and Employees’ Readiness to Change During COVID-19

The age of leadership: Meta‐analytic findings on the relationship between leader age and perceived leadership style and the moderating role of culture and industry type

AbstractManagers' leadership style has a substantial impact on employee and organizational outcomes. In the present study, we consider the role of leaders’ chronological age in predicting followers’ perceptions of their leadership style. Whereas ample research uncovers relationships between individuals’ age and how these individuals are perceived by others, little is known about how leaders’ chronological age impacts others’ perceptions of their style. Even less is known about how such relationships vary across cultures and industries. We conducted a meta‐analysis (164 unique studies; N = 397,456 observations) to explore these relationships, using the Full‐Range leadership model. We found that leader age was negatively related to perceptions of transformational and transactional leadership, and positively related to perceptions of passive leadership. Further, some of these effects varied on several cultural dimensions: The negative relationship between leader age and transformational leadership was weaker in collectivistic cultures, while the negative relationship with transactional leadership was stronger in high power distance cultures. Industry type also mattered: the relationship between leader age and both transformational and contingent reward leadership styles was amplified in the public sector. Lastly, perceptions of older leaders were more negative when ratings were provided by followers rather than the leaders themselves. Our findings offer both theoretical and practical implications for leading in an increasingly age‐diverse workforce, such as better informing the workforce of present age stereotypes and their imminent effect on organizations.

Effect of Leadership Styles on Gen-Z Work Performance: An Empirical Analysis

The main purpose of this paper is to examine the relationship between leadership styles and Gen-Z workforce performance. A disproportionate stratified random sampling technique was used to select respondents from private secondary schools in Ogun State, Nigeria. Given a sampling frame of 1300 Gen-Z employees, this study adopted Cochran (1977) sample size method to analyse 279 usable questionnaires. The proposed structural model was assessed through established GOF indices. While specified hypotheses were tested using SEM. Findings show that confirmatory factor analysis reduced the measurement model to 20 items. In addition, the structural model showed GOF indices of χ² / df ratio (438.572 / 166) = 2.642, RMSEA (0.053), TLI (0.901), and CFI (0.907). SEM hypotheses testing revealed that transformational leadership styles do not only have positive path estimates, but also established practical and statistically significant relationship with Gen-Z workforce performance. Contrary to previous research, laissez-faire leadership style was found to be positive and significant with Gen-Z performance. Perhaps, due to the autonomy it accorded Gen-Z cohort to handle tasks without interference. This style makes Gen-Z feel respected and empowered. However, transactional leadership style reported a different outcome. Transactional leadership style was found to be positive, but its path estimate was not practical and statistically significant (β = 0.07, p = 0.120) with Gen-Z work performance. Hence two out of three specified hypotheses were accepted. This paper has it contributions. By implication, its outcome addressed some equivocal issues in leadership literature. Theoretically, it extends body of knowledge on empirical linkage between leadership styles and the digital natives (Gen-Z). Also, the paper impliedly suggests to CEOs / HR / management experts on formulating and implementing policies that will motivate, inspire, and retain Gen-Z in their organisations. Practically, the established relationship between laissez-faire leadership style and Gen-Z cohort suggests that Gen-Z can practically come on board with their ideas and work as ally with their leaders towards achieving the overall organizational goals. There are limitations which may have biased the outcome of this study. Hence, potential areas for further studies have been highlighted.

Navigating political terrain: a comprehensive review of leadership theories in political science

Political science is increasingly focusing on the study of leadership factors in its field scope. Therefore, the primary objective of this article is to systematically analyze the use of leadership theories in scholarly publications of political science. This paper also underscores the lack of leadership theories or concepts in political science, offering insights to anyone interested in examining leadership in this academic discipline. This study introduces an alternative framework for analyzing leadership, specifically emphasizing political leadership. Thus, the question addressed in this study is: What leadership theories are applied to the study of political science? This study utilizes the systematic literature review approach, except for the Appraisal Quality stage, to examine political leadership theory and the notion of utilization as discussed in political science. The ROSE protocol is employed in this study due to its suitability for mapping and qualitative studies. Furthermore, PICo is used to formulate research questions in the context of this study. The results of this study, which involved the review of 75 papers, revealed the implementation of leadership theories and concepts in 15 distinct contexts or focus areas. The analysis of leadership in political science places significant emphasis on the dimensions of transformative and transactional leadership styles. Both leadership styles are frequently used in various research contexts. Overall, the prevalence of transformative and transactional leadership theories in political science can be understood as a reflection of the constraints political scientists face in comprehending the nature of leadership within a political context from a scientific standpoint.

Information security policy effectiveness: a managerial perspective of the financial industry in Vietnam

Purpose Information security (InfoSec) policy violations are of great concern to all organisations worldwide, especially in the financial industry. Although the importance of InfoSec policy has been highlighted for many decades, InfoSec breaches still occur due to a low level of employee compliance and a lack of engagement and competence in high-level management. However, previous studies have primarily investigated the behavioural aspects of InfoSec policy compliance at the individual level rather than the managerial factors involved in constructing InfoSec policy and developing its effectiveness. Thus, drawing on neo-institutional theory and a transformational leadership framework, this research investigated the influence of external mechanisms and transformational leadership on InfoSec policy effectiveness. Design/methodology/approach The research model was implemented using field survey data from professional managers in the financial sector. Findings The results reported that neo-institutional mechanisms and transformational leadership shape InfoSec policy effectiveness in an organisation. Originality/value This study broadens current InfoSec policy research from an individual level to a managerial perspective and enhances the existing literature on neo-institutional and transformational leadership in the context of InfoSec. It highlights the need to evaluate InfoSec policy based on external factors and to support transformational leadership styles that promote InfoSec policy enforcement and effectiveness.

An Investigation into the Relationship between Transformational Leadership Style and Organizational Commitment in a College of Administration and Economics: An Empirical Research

The current research aims to demonstrate the relationship and impact between transformational leadership and its dimensions (Idealized Influence Behaviour, Idealized Influence Attributed, Intellectual Stimulation, Inspiring Motivation, and Individual Consideration) on organizational commitment and its dimensions (continuous organizational commitment, emotional organizational commitment, and normative organizational commitment) at the College of Administration and Economics. Descriptive-analytical approach used to achieve the core object of the research. The research adopted the questionnaire as the core tool for this purpose. A research sample included various administrative levels (director, chief inspector, supervisor, and assistant supervisor). The questionnaire distributed randomly, and 70 valid questionnaires collected for statistical analysis. The research adapted a set of statistical methods such as arithmetic mean, coefficient of variation, standard deviation, and simple regression coefficient by the statistical program (SPSS V26) to analyze data and test hypotheses. The research reached a set of essential results, the most important of which was that transformational leadership is the main factor for building an organization's culture to achieve growth and success and motivate individuals. Paper type: Research paper