Types Of Leadership Styles Research Articles

An Assessment on the Effect of Leadership Styles on the Employee Performance: A Case of Namibia Dairies in Namibia

The paper examines the effect of leadership styles on the employee performance a case of Namibia dairies. From the study, it was discovered that the type of leadership style that managers use influences the morale of the employees. This study adopted a qualitative research approach using a case study design. A case study is a qualitative research method that allows a deep exploration within a natural context and hence provides a full and through understanding of the particular and lived experience of a participant. The study has 15 participants who were selected using non-probability sampling method. The results also highlighted that some of the leadership styles that are used by managers stifles employee morale thereby affecting the employees’ efficiency in an organisation. The study findings also indicated that there was significant positive relationship between democratic leadership and employee performance. The study findings furthermore indicated that there was significant positive relationship between democratic leadership and employee performance. Whilst the study results revealed that laissez-faire leadership style and individual performance has a negative relationship. The study recommends that democratic leadership style should be encouraged, for the fact that it would further empower their subordinates by developing teams and accord some measure of responsibility and authority to their employees. Therefore, workers would ignite their potentials, realize job satisfaction, and execute their tasks maximally for organization survival.

A different type of leadership style: Michael Jordan – a great void or a shooting star?

Research methodology The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team. Case overview/synopsis The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan. Complexity academic level The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

A Comprehensive Analysis of Safety Predictors in Construction Sites: A DEMATEL-Based Model

The construction industry, vital for economic growth and human capital development, faces significant safety challenges, particularly in the Malaysian context. Despite technological advancements, addressing safety concerns necessitates a deeper understanding of behavioural interventions. This study explores the critical factors influencing safety compliance intention and safety participation in the Malaysian construction industry, utilising the Theory of Planned Behaviour (TPB) as its theoretical framework. TPB posits that actual behaviour can be predicted by intention, while the formation of intention is mainly determined by attitude, subjective norms and perceived behavioural control. Despite the posited framework considering TPB, there is no evidence to prove the correlation between safety predictors, safety compliance intention and safety participation. This study examines the influence of safety predictors on safety compliance intention and safety participation by using the decision-making trial and evaluation laboratory (DEMATEL) technique. Based on the DEMATEL technique, 25 experts were invited to provide pairwise ranking on the predictors influencing safety compliance intention and safety participation. The predictors examined in the study include “Attitude”, “Subjective norm”, “Perceived behavioural control”, “Types of leadership styles”, “Safety knowledge”, “Safety climate”, “Safety motivation”, “Risk perception” and “Communication”. Among these predictors, the study revealed significant relationships between all safety predictors, with “Attitude” emerging as the most impactful predictor. Organisations should prioritise this to enhance safety performance. Safety performance in construction projects can be improved and intervened in when the interrelationships between safety predictors, safety compliance intention and safety participation are fully understood.

PENGARUH GAYA KEPEMIMPINAN GENERAL MANAGER TERHADAP KEPUASAN KERJA DAN KINERJA KARYAWAN DI HOTEL GRAND INNA KUTA


 
 
 The success or failure of a hotel company is inseparable from the role of Human Resources (HR). The importance of the role of human resources cannot be separated from a leader in carrying out activities as well as job satisfaction and performance from employees. A leader has different type of leadership style on leading his subordinates. Whether or not the leadership style is able to influence the job satisfication and perfomance of his subordinates. This research was conducted to determine the effect of leadership style on job satisfaction and employee performance at the Grand Inna Kuta Hotel. The sampling technique used census sampling technique by distributing 159 questionnaires to employees of the Grand Inna Kuta hotel. The data used was a likert scale model questionnaire which was calibrated using validity and reliability tests. The data analysis technique uses the partial least square technique – structural equation modeling (PLS-SEM). Based on processing with smartPLS software, the results show that there is a significant positive influence between leadership style on job satisfaction, there is a significant positive effect between leadership style on employee performance, and there is a significant positive effect between job satisfaction on employee performance.
 
 

Exploring the motivation of surgeons to lead juniors and the impact of their leadership on junior doctors motivation and leadership preference

PurposeThe purpose of this paper is to conceptualise a research study to examine leadership as a relational concept between leaders and followers. The context is within surgical practice examining how motivated consultant surgeons are to lead junior doctors and which type of leadership style they use. From a follower perspective, the motivation of junior doctors will be explored, and their leadership preferences will be correlated with those of the actual style of consultant surgeons.Design/methodology/approachIn this paper, the authors provide a detailed description of the methods for an international quantitative research study, exploring sequentially how motivated consultant surgeons are to lead and how leadership styles impact on the motivation of junior doctors. The objectives, method and data collection of this study are explained, and the justification for each method is described.FindingsThe findings for this outline study illustrate how critical it is to redefine leadership as a relational concept of leader and follower to ensure adequate support is provided to the next generation of consultant surgeons. Without consideration of the relational model of leadership, attrition will continue to be a critical issue in the medical workforce.Research limitations/implicationsThe research limitations are that this is a proposed quantitative study due to the need to collect a large sample of data from surgeons across the UK, Egypt and Germany. This research will have immense implications in developing new knowledge of leadership as a relational concept in medicine and healthcare. This study additionally will impact on how leadership is conceptualised in the curriculum for specialist surgical practice.Practical implicationsThe practical implications are that relational leadership is supportive of generating a supportive leadership culture in the workplace and generating more effective teamwork.Originality/valueTo the best of the authors’ knowledge, this is the first study of its kind to look at a relational model of leadership in surgical practice between consultant surgeons and surgical trainees. This study will also identify any specific country differences between the UK, Germany and Egypt.

Nurse managers’ leadership styles as an impetus to patient safety in an academic hospital

Background: Successful implementation of patient safety plans in a hospital necessitates, among other things, the leadership capacity of nurse managers. Patient care delivery errors and adverse events continue to occur for a variety of reasons, including a failure to follow recommended patient safety strategies. Certain leadership styles foster interactions with healthcare staff, resulting in work environments that promote positive patient outcomes. It is unclear what nurse managers believe about the type of leadership style that drives patient safety.Aim: The goal was to explore the nurse managers’ perceptions of leadership styles as an impetus to patient safety.Setting: The study was conducted at an academic hospital in the Tshwane District of Gauteng province.Methods: A qualitative exploratory and descriptive contextual design was used. Semi-structured face-to-face interviews were conducted with 20 purposefully selected nurse managers. A thematic data analysis method was used to analyse data.Results: Common leadership styles among nurse managers and challenges affecting the efficiency of nurse managers’ leadership styles emerged as themes.Conclusion: Nurse managers must have appropriate leadership styles to improve patient safety. Human and material resource shortages, as well as a lack of collaborative practice among healthcare professionals, jeopardise nurse managers’ ability to maximise patient safety.Contribution: The article provides insight into nurse managers’ perceptions of leadership styles as critical to improving patient safety. Recommendations included the need for a structured ongoing leadership training programme to develop and strengthen the skills of newly appointed and existing nurse managers.

The Impact of Leadership Styles Among UAE Municipalities Employees

Purpose: This research examines the impact of four leadership behavior styles; directive, supportive, participative, and achievement-oriented. These four leadership behavior styles are retrieved from the Path goal theory, which considers the employee motivation determinants by the expectancy theory. Design/methodology/approach: The association between the leadership styles and behaviors suggested by the Path goal theory with employee motivation lacks the role of the entrepreneurial mindset factor, which stands on the thinking that enables the employee to overcome challenges, be decisive, and accept responsibility. This research tests the mediation effect of the entrepreneurial mindset factor to fill this gap and contributes significantly to the knowledge of leadership behavior styles. The study also validates the proposed conceptual framework using structural equations modeling, then uses smart PLS with the data collected from 341 employees from the UAE municipalities to test the constructed hypotheses of this research. Findings: The finding of this research revealed a positive and significant relationship between achievement-oriented style and employee motivation in the municipalities of the UAE, a positive and significant relationship between entrepreneurial mindset and employee motivation in the municipalities of the UAE, a positive and significant relationship between participative style and employee motivation in the municipalities of the UAE and positive and significant relationship between supportive style and employee motivation in the municipalities of the UAE. The mediation effect of the entrepreneurial mindset factor, there was a mediation of entrepreneurial mindset for the relationship between directive style and employee motivation. There is no mediation of entrepreneurial mindset for the relationship between achievement-oriented style and employee motivation, no mediation of entrepreneurial mindset for the relationship between participative style and employee motivation, and no mediation of entrepreneurial mindset for the relationship between supportive style and employee motivation. Research limitations/implications: The employees must be appreciated verbally or in writing for their activities in the municipalities to increase their powers and responsibilities and to provide training and career development opportunities. These are the primary leadership motivational factors that provide employees with psychological and social support rather than economic benefit. It can be stated that psycho-social motivation ties employees more. The findings can assist managers in determining which type of leadership style is most suitable in terms of outcomes, as well as how they can adjust their leadership styles to make them more successful and result-oriented. Originality/value: This research can be the first local empirical research to evaluate the organization's performance relationship between leadership behavior styles and the UAE municipality employees' motivation through an entrepreneurial mindset.

Impact of Transformational and Transactional Leadership on Work Engagement with the Mediating Impact of Job Satisfaction and Emotional Regulation as a Moderator

The textile sector in Pakistan significantly contributes to GDP and employment generation. Job satisfaction and work engagement in this sector are low. We examined the antecedents that directly and indirectly affect job satisfaction and work engagement. Using scales and measures used in past studies, we collected a sample of 287 respondents from four leading textile units in Karachi. We found “transformational leadership affects work engagement and job satisfaction.” Transactional leadership promotes “job satisfaction and work engagement.” Job satisfaction mediates” (i) transformational leadership and work engagement” and (ii) “transactional leadership and work engagement.” In the context of the moderating role, we found emotional regulation insignificantly moderates “transformational leadership and work engagement” and significantly moderates “transactional leadership and work engagement.” Therefore, we recommend that the textile sector use both types of leadership styles. For complex and interrelated jobs, firms may use a transformational leadership style. And for routine tasks, we recommend using transactional leadership styles.

The Natuna Regent's Leadership Style in 2021-2024 Period: A Leadership Characterized by Archipelagic Region

This research analyzed and described the leadership style of the Natuna Regent during the 2021-2024 period, which is characterized by the archipelagic regions. To achieve this, the Thoha theory comprising four types of leadership styles, namely directive, consultative, participative, and delegation, was employed. Furthermore, a qualitative approach with a descriptive design was employed, with data collected through interviews, observations, and documentation. The collected data were subsequently analyzed through data reduction and by drawing conclusions.The results showed that the Natuna Regent exhibits a collaborative leadership style that encompasses all four styles tailored to the specific needs of the organization. Supporting factors include the Regent's in-depth understanding of governance issues, non-authoritarian approach, welcoming attitude, strong communication skills, and encouragement of innovative ideas from all individuals. However, inhibiting factors include certain Regional Apparatus Organizations (RAO) that have not fully fulfilled their responsibilities, subordinates or RAO displaying unresponsiveness towards directives, and program implementation lacking sufficient support from the regional budget. Efforts to overcome these inhibiting factors in the leadership style of the Natuna Regent include encompassing consolidating relationships with all regional apparatus, establishing a shared mission and vision, fostering innovation among the regional apparatus and RAO heads, promoting collaboration through the Regional Leadership Coordination Forum (Forkopimda), and ensuring seamless task execution without obstacles.

The Effect of Workplace Stress on Employee Engagement, the Mediation Role of Leadership Style

The aim of the current study was to investigate the impact of workplace stress on employee engagement within Iraqi universities through the mediator role of leadership style. Work-related stress and non-work-related stress were identified as representing workplace stress. Employee engagement has been measured through three types: social engagement, affective engagement, and intellectual engagement. Two types of leadership styles have been tested: directive and participative leadership. the structural equation Modeling was used to test the study model. A sample of 245 employees in Iraqi universities, including university professors, was targeted. Only 214 respondents participated in the survey. The results showed that non-work-related stress is the most influential factor in employee engagement. Furthermore, it has been found that the participative leadership style mediates the relationship between work-related and non-work-related stress and employee engagement. There is one exception; participative leadership did not mediate the impact of non-work-related stress on intellectual.

Variable Antecedents of Employee Performance Election Commission Secretariat East Kalimantan Province

Building a collaborative government requires different types of leadership styles that build and maintain trust among the various groups and individuals involved. The purpose of this study is to analyze the direct influence of servant leadership on the self-efficacy of employees of the General Election Commission (KPU) Secretariat of East Kalimantan Province. The population in this study is employees of the Secretariat of the General Elections Commission (KPU) of East Kalimantan Province. The sampling technique used in this study is using saturated samples, which is a sampling technique when all members of the population are used as samples. The research instrument used in this study is a structured questionnaire and uses a Likert scale to measure the variables used as research objects. PLS can simultaneously analyze constructs formed with reflective and formative indicators. The purpose of PLS is to assist researchers for prediction purposes. There are two model evaluations in PLS, namely the measurement model (Outer Model), which is a model that measures the indicator with its variables, and the structural model (Inner Model), which is a model that measures between one variable and another.

An Empirical Analysis of the Nexus between Leadership Styles and Employees’ Performance

The study was conducted to investigate the nexus between leadership styles and employees’ performance. Leadership is the ability to inspire followers to willingly contribute to the success of an endeavor. It takes strong leadership to create a productive culture and atmosphere in any group or company. Managers and leaders play an important part in achieving performance since they are accountable for setting direction and enforcing it on behalf of all employees to achieve company goals. A variety of leadership tenets are examined in this article to determine their impact on employee output. This research looks at the several types of leadership styles, such as authoritarian, democratic, and laissez-faire, and examines how each one influences workers' output, participation, and enthusiasm. A quantitative deductive method was used, and cross-sectional survey was adopted. The staff of Gomal University took part in the research. A preliminary study was conducted to test the validity of the questionnaire included in the main study. The sample size calculation only allowed 123 professors to participate in the study. Except for authoritarian leadership, all other styles have been shown to boost productivity in the workplace. The findings suggest that in order to increase productivity and performance, businesses should employ effective leadership principles. By understanding the connection between a leader's style and employee performance, businesses may create an environment that fosters motivation, engagement, and output. The study is conducted in only one university, there is a need to expand the study by including more universities with larger sample sizes to check the consistency and generalizability of results.

The Influence of Leadership Style on Employee Performance: A Systematic Literature Review

Purpose – This systematic literature review aims to synthesize several studies related to the influence of leadership style on employee performance. Methodology/approach – This study was compiled using Preferred Reporting Items for Systematic Review and Meta-Analysis from research related to the influence of organizational culture on employee performance. The data collection method uses the Population, Intervention, Comparison, and Outcome methods using 2 accesses, namely Google Scholar and Wiley Online Library. A total of 259 data were filtered using data inclusion criteria so that 30 data were obtained that were by the eligibility standards. Findings – it was found that there were forty-five (45) hypotheses related to leadership style and employee performance. Based on the effect and function of the data variables, they are grouped into four (4), namely, a significant positive effect, no influence and mediating variables, and moderating variables. Novelty/value – Leadership style is a very important factor in the organization because as a vehicle leader in achieving organizational goals. organizational goals can be achieved when employee performance is good. From the many types of leadership styles and various types of organizations, it is necessary to classify various studies related to leadership styles and employee performance in the last 5 years starting from 2017 to 2022.

Emotional Intelligence as a Moderator between Micromanagement Leadership and Employee Performance

Today’s businesses work in a fast-paced, uncertain, and intensely competitive environment. In such circumstances, organizations depend on their leaders for better results. Leaders use different leadership styles to accomplish their tasks and achieve success. Micromanagement is one such type of leadership style, wherein leaders are overly focused on results, staff-controlling, issues handling, and making all choices on their own. Such constant observation and supervision of employees create an impact on their performance. On the other side, leaders with high emotional intelligence try to empathize with their team members and facilitate improving their performance by giving them constructive criticism. The present study proposed a theoretical framework by investigating the influence of micromanagement leadership on employee performance, and the moderating effect of emotional intelligence on the relationship between micromanagement leadership towards employee performance. This study also emphasized the implications for leaders, employees, and organizations, thereby formulating propositions that can act as a foundation for future empirical work.

Leadership styles run by nursing leaders’ working in Governmental hospitals of Kurdistan Region of Iraq

Objective: The study aims to evaluate leadership style among nursing leaders were working in the governmental hospitals in Kurdistan region /Iraq. Method: A quantitative design/a purposive sampling was conducted on a sample 55 nurses’ leader after taking their consent. Data collection was performed in governmental hospitals in Kurdistan region. the study tool was conducted questionnaire with method of data collecting all leader nurses of each city separately, Interviewing at the beginning, Email communication, Self-report, By telephone.The study participants were the nurse’s leader working at the governmental hospitals in Kurdistan region (Sulaymaniyah, Erbil, Duhok and Halabja). There were 55 responses from a survey population of 55 (100% response rate). Results: The study has shown that the majority of nursing leaders in their hospitals are running their work in a democratic style of leadership where actually represented (77%) from their point of view. The rate of use of other types of leadership style by nursing leaders was 66% of autocratic style and 70% of delegative that used by the nursing leaders in the governmental hospitals in the Kurdistan region. Conclusions: The study has concluded that nursing leaders in our hospitals preferred the style of democratic leadership in their work environment.

HUBUNGAN GAYA KEPEMIMPINAN TERHADAP PSYCHOLOGICAL WELLBEING PERAWAT

Leadership in the organization is the most important factor that can affect the achievement or failure of the goals and visions of the nursing organization's mission. Various types of leadership styles that change along with the times and the development of science in the field of nursing. The leadership style of nursing managers can affect the psychological well-being of nursing staff. The purpose of this study was to analyze previous research on leadership style on nurses' psychological well-being. This research used literature review study. This literature review starts from searching for articles in several journals, namely Google scholar, ResearchGate, Sciencedirect, pubmed, and proquest using keywords, then selecting articles according to inclusion criteria. Articles that have been selected are analyzed or synthesized data in tabular form. The articles obtained by using internet or online access methods, such as Google scholar, ResearchGate, Sciencedirect, pubmed, proquest with a publishing period of 2007-2021. The article in full text can be accessed with Indonesian and English journal articles. The review Method Conducted by collecting data or from various sources according to keywords and relevant sources. The result of the 9 articles analyzed, there are 4 articles that examine the relationship of leadership style to the psychological well-being of nurses. The application of different leadership styles is adjusted to the circumstances, goals and vision and mission of the nursing organization. The conclusion from 4 articles that examined the relationship of leadership style to the psychological well-being of nurses showed that all leadership styles were related to the psychological well-being of nurses.

Empower to Inspire: A Multi-Level Review of Empowering Leadership, Creativity and Innovation

Empowering leadership, among various types of leadership styles, is widely encouraged in organizational practices to unlock employees’ creativity and innovation. Considerable attention has been paid to the relationship between empowering leadership and employees’ creativity/innovation in more than one decade. In this paper, we aimed to comprehensively review this body of literature and present a full picture about the nature, mechanisms, and boundary conditions of this relationship across multiple levels of analysis. We also propose future research directions that can extend existing work at different levels and recommend potential avenues about research design.

Principals’ Leadership Styles and Teachers’ Job Performances in Secondary Schools of Omdurman locality, Sudan

Leadership style is a particular behavior applied by a leader to motivate subordinates to achieve the objectives of the organization. Therefore, a leader in an institution can take any type of leadership style via the circumstances on the ground to reach the effective and efficient work in an organization. Hence, the aim of this study was to investigate the relationship between principals’ leadership styles and teacher’s job performances in secondary school of Omdurman locality, Sudan. In doing so, a descriptive research was employed. A sample size of 160, (85) male, and (75) female was responded. The data were collected through questionnaires and analyzed quantitatively using SPSS. The study showed that secondary schools principals frequently practice the democratic leadership style. There is strong significant relationship between leadership styles and teachers’ job performance. The researchers recommended that, principals should adopt democratic leadership style in their schools so that can lead to better performance.

THE INFLUENCE OF WORK ENVIRONMENT AND LEADERSHIP STYLE ON EMPLOYEE LOYALTY AT RUMAH KOPI SARINA KAWANGKOAN

An employee is a term for workers and managers working for a company, organization or community. These people are the staff of the organization. Rumah Kopi Sarina become one of the most famous and the oldest coffee shop in Minahasa. Not only because of a loyal customer, but also a loyal employee. Employees with a high level of loyalty are essential for the progress of the company. Loyalty is a mental attitude of employees who are shown to the existence of the company so that employees will remain in the company, even though the company is developing or not. Employee loyalty can be affected by so many factors, include work environment and leadership style. The purpose of this study is to know the simultaneous and partial influence of work environment and leadership style on employee loyalty at Rumah Kopi Sarina Kawangkoan. This research used multiple regression analysis with sample of 60 respondents which are all the employees at Rumah Kopi Sarina Kawangkoan. The result shows that work environment and leadership style are simultaneously and partially influence employee loyalty. Based on the result, as the strongest variable in this research that influence the employee loyalty, it’s mean that leadership plays a critical role in boosting the employee loyalty and they were comfortable with a particular leadership style at Rumah Kopi Sarina Kawangkoan, so it’s better to keep those type of leadership style at workplace. Rumah Kopi Sarina Kawangkoan also have to think about raise the salary for the employee because some of them think that they don't have a proper salary (according to Upah Minimum Regional). As the lowest influenced sub-variable of work environment, Rumah Kopi Sarina can give a more bonus that can increased the employee morale.

The Art of Leadership – An Understanding

Purpose: The purpose of this paper is to give a general overview of the term “leadership” as used and explained by different authors and how it is situated in the context of group or organizational communication. I will attempt to give various definitions of key terms and concepts used in leadership discourse. Key questions like; what is leadership? What does it mean? Who is a leader? What does a leader do? Types of leaders and types of leadership styles or approaches will be explored.
 Methodology: The paper adopted a desktop methodology research design. Key words such as leadership styles, leadership, leader, leadership approaches, and leadership communication skills were used to source published papers from popular search engines such as google and scholar. The published papers were then assessed for quality and those found relevant were used to generate results. The type of data analysis method used was qualitative data analysis. Specifically, content analysis was used to identify key themes and research gaps from papers. 
 Findings: Transformational leadership was found to be a critical fundamental tool, particularly in the concept of getting others to buy into necessary changes in the environment, such as workplaces, communities, and government institutions. Another finding is that leadership is the transformational credibility and capacity of men and women in institutions, communities, regions, nations, and international settings to influence people emotionally, intellectually, relationally, and willfully toward shared vision, purpose, mission, goals, objectives and activities. Therefore, any leader taking up this model must continue to be an inspiring presence, one who leads by example and is responsible for motivating others. It appears to be a form of leadership well-suited to these current times characterized by uncertainty, and societal instability.
 Unique contribution to Theory, Policy and Practice: The paper sheds light on the role that leader’s personal communication skills play in leadership. Transformational leadership is a theoretical dimension to leadership styles and types that merits consideration. Policy makers may prescribe the need for transformational leadership in the various policy documents such as the constitution sections which advocate for leadership and governance among public and private institutions. Leaders in all fora could apply transformational leadership in a bid to improve leader-follower performance outcomes.