Transformational Transactional Leadership Research Articles

Influence of Transformational Leadership on Change Management in the County Governments in Kenya

The environment in which the County Governments in Kenya operate is dynamic and changes often. The 2017 elections brought in new changes such as 3 female governors for the first time in the history of Kenya. Despite this the county governments continue to apply old and traditional methods to solve new kind of problems. This has led to numerous reported cases of corruption, political rivalry, conflict of interest, mismanagement of funds and undue procedures followed contrary to the existing regulations. The general objective of this study was to establish the influence of transformational leadership on change management among devolved units in Kenya. Specifically, the study aimed at determining the influence of idealized influence, inspirational motivation, intellectual stimulation and individual consideration on change management. This research adopted the Transformational-Transactional Leadership Theory, Kotter’s 8 Step Change Model and ADKAR model of change. A descriptive research design was used in this research. The 47 devolved units in Kenya served as the research population. This research relied on primary data collected through questionnaires. The collected data was converted into quantitative format to make analysis using statistical package for social sciences. The statistics generated were descriptive statistics which included mean and standard deviation and inferential statistics which included both correlation analysis and multiple linear regression analysis. The study revealed a significant positive relationship between idealized influence, inspirational motivation, intellectual stimulation, individual consideration and change management among devolved units. Regression analysis revealed that 51.5% of changes in change management among counties were attributed to the four indicators of transformational leadership. In conclusion, idealized influence, inspirational motivation, intellectual stimulation and individual consideration are essential in enhancing change management. Based on the findings, intellectual stimulation had the greatest influence on change management followed by inspirational motivation while individual consideration and idealized influence had the least influence. As a result, it is recommended that policy makers among the county governments should concentrate on transformational leadership because this improves change management.

CEOs' leadership behaviors and new venture team stability: The effects of knowledge hiding and team collectivism.

The reasons for new venture team instability gradually have become a vital issue in the entrepreneurship literature. While chief executive officers' (CEOs) leadership behaviors is regarded as a critical element of governance within new venture teams, few studies explored the role played by CEOs' leadership behaviors in new venture team stability. Drawing on the transactional-transformational leadership model, this study divides CEOs' leadership behaviors in new ventures into two categories, namely, transformational and transactional leadership behaviors. Based on the social exchange theory and the social information processing theory, this study constructs a moderating mediation model to understand how transformational and transactional leadership affects new venture team stability. In this model, knowledge hiding is used as mediating role and team collectivism is used as moderating role. Three-wave and two-source data was collected from 66 new ventures in China and an ordinary least squares hierarchical regression model and Hayes' moderated-mediation approach were applied to test the hypotheses.Findings-The results show transformational leadership and transactional leadership are positively related to new venture team stability. Knowledge hiding mediates the association between transformational leadership and new venture team stability and that between transactional leadership and new venture team stability. Moreover, a high level of team collectivism corresponds to a stronger relationship between transformational leadership and knowledge hiding and a greater indirect effect of transformational leadership on new venture team stability through knowledge hiding. This study explores the mechanisms and boundary conditions of the effect of transformational leadership, transactional leadership, and new venture team stability, which is an enrichment to the study of governance within new venture teams. It enlightens managers to take effective measures to reduce knowledge hiding and maintain team stability in new venture teams.

Causality Analysis of Resistance to Change in Hospital: Transformational Leadership, Communication and Emotional Intelligence Approaches

Hospitals must make changes to grow and survive in an intense competition era. Change is not always well received by organizational members and the most common obstacle is resistance to change. Medika Permata Hijau Hospital is a private hospital where there are many changes ranging from changes in hospital class, leadership to policy changes. Preliminary surveys also indicate a resistance to change attitude. The aim of the study was to obtain empirical evidence of factors that influence resistance to change in hospital. Method This study was conducted with an analytic survey of causality with a time dimension one short study. The population in this study was 155 people. The samples in this study used Purposive Sampling techniques. The analysis unit of this study is individual. The data analysis used is multiple linear regression analysis. Research results Leadership, especially transformational leadership, has a positive effect while communication and emotional intelligence have a negative effect on resistance to change. The determinant coefficient value in the study was 17.2%. Implication An integrated transactional-transformational leadership type is the right choice to address resistance to change. Data-driven communication, a culture of openness and freedom to express the opinion as well as a good level of staff emotional intelligence are expected to help in the process of accepting change.

Transformational Leadership Practice in the Context of the Church in Nigeria: Literature Review

Abstract: Over the last twenty years, researchers and practitioners have become increasingly interested in the transactionaltransformational leadership paradigm. However, only a few studies tested the validity of this approach to leadership concerning church growth. Thus, Momoh (2015) researched on transformational leadership as a tool for church development. The Results revealed that there is a significant positive correlation between transformational leadership style and church growth. They were found to be influential to the growth of the church and the gospel. Momoh also observed that the foundation of any leadership determines the height such leadership can attain. He further elaborates that many problems that are confronting leadership especially the church leaders today is on wrong foundation. To him, leadership position can be attainable through craftiness, professionalism and administration capacity but once a leader lacks spiritual charisma, character and vision, he will only end up messing things up. Implications of these results for theory and practice are discussed.

Transformational-transactional leadership and unethical pro-organizational behavior in the public sector: does public service motivation make a difference?

ABSTRACT This study focuses on a unique phenomenon known as ‘unethical pro-organizational behaviour (UPB)’ that an explicit discussion on it is rarely present within public administration. We investigate the role of transactional and transformational leadership on UPB in the public sector using survey data on 4,166 bureaucrats in South Korea. Also, we explore how public service motivation (PSM) moderates the relationship between leadership and UPB. The results reveal that transactional leadership is positively related to followers’ UPB. On the other hand, transformational leadership has a curvilinear relationship (inverted U-shaped) with employees’ UPB. These findings show that followers’ unethical behaviour for the sake of organization is vulnerable to the leaders’ influence, but the direction of impact may vary depending on their leadership style. Moreover, we find that PSM moderates the relationship between two different leadership styles and follower’s UPB. These results imply that individual civil servants, even if their behaviours are under the great influence of leaders, can control UPB through public service identity.

The interaction effect of transactional-transformational leadership on employee commitment in a developing country

PurposeWhile substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional-transformational leadership on work-related behaviour has been rarely investigated in a developing context. Thus, this study aims to examine the interaction effect of transactional-transformational leadership on employee commitment in Ghana.Design/methodology/approachThe study used descriptive and cross-sectional survey designs. Cross-sectional data was obtained from 360 employees in the aviation industry of Ghana and analyzed using descriptive statistics, correlation and hierarchical regression techniques.FindingsTransactional leadership style has a significant positive effect on employee commitment. However, when transformational leadership was added on transactional leadership base, there was no augmentation effect of transformational leadership style in predicting employee commitment. The results further indicate that there was a negative interaction effect of transactional and transformational leadership styles on employee commitment.Practical implicationsThe findings imply that organizational leaders can improve employee commitment by purely resorting to transactional leadership behaviours. Leaders can also enhance employee commitment by augmenting transactional leadership behaviours on transformational leadership, as the reverse has no augmentation effect.Originality/valueThis study considerably complements existing leadership literature by establishing how a transformational leadership style can augment and/or interact with transaction leadership style to influence employee commitment in a developing country.

Impact of organizational culture and leadership styles on employee performance: a research study on the banking industry

Purpose- The aim of this study is to assess the influence of organizational culture on leadership styles and investigate how employee performance is affected by the relation between these two factors. Methodology-This study follows a quantitative research methodology. A survey data has been yielded from the employees of a private bank’s head office and analyzed using SPSS 24. The questionnaire in this study comprises four parts. The first part of the questionnaire contains questions on demographic information, the second part is the Multifactor Leadership Questionnaire (MLP), In the third part, the Organizational Culture Assessment Instrument was used in order to determine employee perceptions and the final part of the questionnaire is the individual performance assessment tool. The research attempts to find an answer to the question, “Is employee performance influenced by organizational culture and leadership style?” Findings- The correlation analysis results show that there is a positive correlation between transactional leadership and market culture but a negative correlation both hierarchy and clan-adhocracy culture. Between transactional-transformational leadership style and all culture types there is positive correlation. Between all culture types and individual performance there is positive correlation. Finally, according to the correlation analysis between leadership styles and individual performance; there is a positive correlation between transactional-transformational leadership and individual performance whereas there is a negative correlation between transactional leadership and individual performance. The effect of all cultures types on transformational leadership style is statistically significant. The effect of hierarchy culture and transformational leadership on individual performance is statistically significant. Conclusion- Organizational culture is a factor that plays important roles on both leadership styles and employee performance. The leadership styles demonstrated in an organization also exert a major impact on the performance of employees. The results of this research suggest that the market type and the hierarchy type of organizational culture increase employee performance. This finding implies that employees perform relatively better when tasks are defined in line with rules, procedures, and policies, goals are openly shared with them, they are encouraged to compete over performance criteria, and are rewarded based on their performance. The clan-adhocracy culture is also observed to have a positive influence on employee performance.

A transformational leadership model for managing change and transformation linked to diversification investments

Owing to its relationship with change and transformation, transformational leadership theory should be relevant to managing change and transformation linked to diversification investments. However, the question of what model of transformational leadership would be appropriate for managing change and transformation linked to diversification investments has not been addressed. The purpose of this research was to explore managers’ perceptions of the links between transformational leadership and diversification strategies. Using a qualitative research method, this study provides a critical analysis of the transformational leadership theories and triangulation with the behaviours of 30 purposively sampled managers from ten firms involved in different diversification activities. The aim of this was to determine the most appropriate transformational leadership model for managing change and transformation linked to diversification investments. Besides the degree of industry predictability and certainty, the findings echoed the reasoning in the full-range transformational leadership theory that a continuum of transformational-transactional leadership behaviours enhances effective management of diversification-related changes and transformation. However, no similar transformational leadership model was found to have been adopted by prior studies or enterprises engaged in different diversification activities. The study should fi ll this gap by identifying a new transformational leadership theory that links the full-range transformational leadership theory to Ansoff’s model for diversification and growth improvement strategies.

Transformational-Transactional Leadership and Organizational Cynicism Perception: Physical Education and Sport Teachers Sample

The purpose of this study was to find out the transformational and transactional leadership and organizational cynicism perceptions of physical education and sports teachers. The sample of the study consists of 70 physical education teachers chosen randomly who were working in schools of Turkey during the 2017-2018 Academic year. Personal information form, transformational and transactional leadership scale and organizational cynicism scale were used in the study. Descriptive statistics were used to analyse the data obtained from the study. Kurtosis and Skewness values were found to show whether the variables of the study were normally distributed and t-test was used for paired comparisons, while Anova test was used for the comparison of more than two independent groups. According to the results of the study physical education teachers were found to have higher perceptions of transformational leadership when compared with transactional leadership and they were found to have moderate levels of organizational cynicism. While significant difference was found between transformational and transactional leadership styles and the variable of gender; no significant difference was found between gender and organizational cynicism sub-dimensions. Another result of the study was that no significant difference was found between the variables of type of school teachers worked in, age and school graduated from and organizational cynicism sub dimensions, transformational and transactional leadership styles. Also significant difference was found between the variable of teachers' professional seniority and cognitive dimension, affective dimension and behavioural dimension.

Psychosocial Dimensions of Power in the Organization

New realities social, economic and political dictates the manner in which the management, tasks are completed and demonstrated competence, reliability and value leaders (Drucker, 1973). Social psychology perspective defines leadership as the ratio of communication, knowing each other, socio-affective relations of subordination and dependence between people. Organizational psychology considers a form of behavior involving dynamic leader traits, needs, attitudes and characteristics of subordinates, the nature of the organization, purpose, structure, tasks, organizational, social, economic and political. At the individual level, the power elements are rank individual position and the possibility of pursuing and obtaining information (Foucalt, 1978 McNay, 1994). The purpose of research is to identify the profile leaders by analyzing the type of leadership and motivational persistence level. Also, we are interested to identify the influence of motivational persistence on labor relations and the style of leadership. To accomplish research goals and objectives we intend to use these tools: questionnaire motivational persistence, persistence motivational factors questionnaire, questionnaire transactional-transformational leadership style. These tools will be used on a sample of 110 subjects. On a pragmatic level, the work provides a model for the assessment of effective networking in the workplace.

Contextualizing leadership: Transformational leadership and Management‐By‐Exception‐Active in safety‐critical contexts

Within the existing leadership literature, the role of context for shaping the effectiveness of leadership is yet to be fully understood. One type of context that poses particular challenges for leaders is an environment where safety is highly critical (i.e., high exposure to risk and likelihood of an accident). We hypothesize that such environments call for specific transformational and transactional leadership behaviours, which differ from those behaviours most effective in less safety‐critical contexts. We tested for moderating effects of perceptions of hazard exposure and accident likelihood on the relationship between transformational leadership and Management‐By‐Exception‐Active with safety and job performance outcomes. The moderation effects of accident likelihood on the link between transformational/MBEA leadership and subordinate performance were supported, demonstrating variation in the effectiveness of leader behaviours dependent on followers’ perceptions about the likelihood for an accident. MBEA leadership was found to be more strongly linked to contextual performance and safety participation if accident likelihood was high, but not under low accident likelihood conditions. Transformational leadership was found to be less strongly related to these performance outcomes in contexts where safety was perceived as highly critical. Our findings have important theoretical and practical implications, and call into question the universality of the transformational–transactional leadership framework. Practical considerations focus on the implications for managers and supervisors who operate in safety‐critical contexts.Practitioner points Safety‐critical contexts pose particular challenges to leaders. If safety is perceived as highly critical, leaders and/or followers may hold different expectations about leadership and different leadership styles could be required compared to contexts where safety is not critical. Perceived effectiveness of transformational leadership and Management‐By‐Exception‐Active for employees’ safety participation and contextual performance is influenced by employees’ perceptions of the risk for an accident within their work context. Management‐By‐Exception‐Active is effective for enhancing team members’ extra effort for safety and contextual performance if the perceived risk of an accident is high, but less effective if perceptions of accident likelihood are low. Managers and supervisors should therefore pay attention to employees’ perceptions of risk of an accident and the factors that determine how employees perceive their context.

Leader Profiles and Their Effectiveness on Employees’ Outcomes

An underlying premise of the transformational–transactional leadership theory is that different forms of leadership can reside simultaneously within the same individual. This fundamental hypothesis has received scarce attention in the empirical literature. The objectives of this study are thus to examine whether leader profiles combining these leadership forms do exist and to evaluate how these profiles are associated with specific employee attitudes and behaviors. Results obtained from two different samples using cluster analyses revealed six different leader profiles (i.e., superleaders, transactors, moderate leaders, distant-visionary, distant-rewarding, and distant-punitive leaders). Our results showed that these types of leaders differ in terms of employees’ perceptions of trust, justice, and commitment, as well as supervisor-rated in-role and contextual performance. Results and implications for research and practice are discussed.

Resilient leadership: a transformational-transactional leadership mix

Purpose– This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same.Design/methodology/approach– It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional.Findings– A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach.Originality/value– The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

A Study of the Relationship between Leadership Styles (Transformational, Transactional) of Managers and Professional Satisfaction of Teachers: Girls’ Elementary School of Khomeinishahr

The present study was a descriptive-correlational study conducted to examine the relationship between managers’ leadership style and professional satisfaction of teachers of girls’ elementary school of Khomeinishahr in 2012-2013. The statistical population consisted of all girls’ elementary school teachers equaled 500 individuals, from which 218 individuals were selected based on simple random sampling and Cochran’s sample size formula. Data were collected through Bass leadership style questionnaire (1992) consisting of 45 items, and Marston et al. professional satisfaction questionnaire (2005) consisting of 19 items, which were based on a five-level Likert item. The face validity of the questionnaires was confirmed by supervisor, advisor and some experts. The reliability of the questionnaires was measured by Cronbach’s alpha coefficient equaled 0.913 and 0.872 for the leadership style questionnaire and the professional satisfaction questionnaire, respectively. Using descriptive statistics including frequency, frequency percent, and mean value as well as inferential statistics including Pearson correlation coefficient and ANOVA, data were analyzed. The results indicated a significant relationship between managers’ transformational leadership style (r=0.39, P< 0.05), transactional leadership style (r=0.32, P< 0.05), as well as a combination of transformational-transactional leadership style (r=0.386, P< 0.05) and teachers’ professional satisfaction. With regard to demographic characteristics like age, academic degree, the area of teaching, and work experience there was no significant difference between responders’ opinions about managers’ leadership styles. The other results indicated that with regard to the demographic characteristics except work experience, there was no significant difference between responders’ opinions on professional satisfaction.

Instrumental Leadership: Extending the Transformational-Transactional Leadership Paradigm

Although the transformational-transactional leadership paradigm is successful in explaining considerable portions of variance in organizationally relevant outcome criteria, recent critiques emphasized that this paradigm might be incomplete. Thus, Antonakis and House (2002) suggested that instrumental leadership might extend the transformational-transactional leadership paradigm and allow for a more detailed and realistic description of the leadership phenomenon. The present study is the first to test – among basic aspects of construct validity – the prognostic validity of instrumental leadership with regard to performance and job satisfaction. Results from three independent empirical studies revealed that four dimensions of instrumental leadership (i.e., Environmental Monitoring, Strategy Formulation, Path-Goal Facilitation, and Outcome Monitoring) can be distinguished. As for concurrent validity, Environmental Monitoring and Path-Goal Facilitation were related to job satisfaction. This result was obtained while controlling for transformational, transactional, and laissez-faire leadership, lending support for the incremental validity of instrumental leadership. With regard to the predictive validity, Environmental Monitoring, Strategy Formulation, and Path-Goal Facilitation (assessed at T1) were related to subsequent objective performance (assessed at T2) in a second study. Finally, in a third study, Path-Goal Facilitation (T1) was associated with subsequent job satisfaction and affective commitment (both T2). Overall, these results demonstrate that potentially, instrumental leadership is a valid extension to the transformational-transactional leadership paradigm.

변혁적·거래적 리더십과 직무수행성과 간의 관계: 부하 동기부여의 매개효과

This study was conducted empirically to explore the relationship between transformational and transactional leadership and in-role performance focusing on the mediating effect of motivation, intrinsic and extrinsic motivation. To accomplish this, we have thoroughly reviewed the studies and theories related to transformational-transactional leadership and in-role performance. Based on the literature review, I proposed research model and hypothesis and statistically tested. The data for this study was collected via survey. The basic informations involved 159 employees who work for companies in Busan and sourthern Kyunsan province. The results were follows. Transformational and transactional leadership have meaningful influence on in-role performance. The mediating effect of intrinsic and extrinsic motivation between transformational leadership and in-role performance was supported. These results imply that leaders should support the vision of employees as a symbol of success and it could foster the performance.

Instrumental leadership: Measurement and extension of transformational–transactional leadership theory

Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range—transformational, transactional, and laissez faire—leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained a unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a “fuller full-range” leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.

On the perceived effectiveness of transformational–transactional leadership: The role of encouraged strategies and followers' regulatory focus

AbstractThe present research sought to examine when and why transformational and transactional leadership are perceived by followers to be effective. A series of five studies revealed that perceived effectiveness of transformational and transactional leadership is influenced by the fit between leadership style‐driven encouraged strategies and followers' preferred strategies. Specifically, we found that transformational leadership primarily encourages promotion‐focused strategies and, accordingly, creates a regulatory fit for promotion‐focused followers. In contrast, transactional leadership primarily encourages prevention‐focused strategies, creating a regulatory fit for prevention‐focused followers. As a consequence of this regulatory fit, leadership is perceived as more effective and predictive of enhanced effort. By integrating literature on self‐regulation with insights from leadership research, this research contributes to a deeper understanding of the leadership process and of interpersonal influences on self‐regulatory experiences. Copyright © 2014 John Wiley &amp; Sons, Ltd.

Implicit Leader Motives and Transformational-Transactional Leadership: Toward an Integrative Theory

Organizational researchers have long been interested in the implicit motivational foundations of successful leadership. This article integrates two traditions in leadership research by suggesting that transformational and transactional leadership channel the expression of implicit leader motives (as measured by coding imaginative verbal behavior of leaders) such that both interact in the prediction of leadership outcomes. A study using a diverse sample (N = 307; 111 leaders, 197 followers) from various organizations tested (a) the idea that low levels of implicit affiliation needs enable transformational leaders to be effective, and (b) the notion that implicit power motivation leads to successful leadership when it is aligned with follower interests through high levels of transactional leadership. Results revealed that each of these two interaction effects predicted two of three outcome criteria in followers (organizational citizenship behavior, counterproductive work behavior, and procedural justice perceptions). These findings provide novel insights into how leader behaviors and motivational processes work together in effective leadership.

Contextualization of Leadership Using the Example of Safety-Critical Contexts

This study investigates whether the effectiveness of Management-By-Exception-Active and transformational leadership on employee performance is dependent on the level of safety salience within employees’ work contexts. Current leadership research has often paid little attention to the context in which leadership takes place. The present research advances existing leadership research by merging contingency views of leadership with transformational-transactional leadership theory. Using a two-source study design and multilevel modelling, it is examined whether injury likelihood and exposure to hazards, as two contextual attributes, moderate the relationship between Management-By-Exception-Active and transformational leadership on employee safety performance and job performance. Results indicated that Management-By- Exception-Active might be beneficial for performance if injury likelihood is high, but might have a detrimental effect on performance if injury likelihood is low. An unexpected finding was that transformational leadership was less positively related to performance criteria if team-level hazard exposure was high compared to conditions where team-level hazard exposure was low. Overall, the research indicates the importance to consider contextual attributes for a more refined understanding of leadership effectiveness.