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1 – 10 of 428Gary W. Ivey and Theresa J.B. Kline
This study seeks to examine the manifestation and effects of transformational, contingent reward, and active management‐by‐exception leadership across ranks in the Canadian…
Abstract
Purpose
This study seeks to examine the manifestation and effects of transformational, contingent reward, and active management‐by‐exception leadership across ranks in the Canadian military. It also aims to investigate whether or not the relationships between perceived leadership behaviors and effective leadership outcomes are moderated by hierarchical level and followers' expectations.
Design/methodology/approach
A total of 704 military officers and enlisted members rated their leaders' behaviors and the behaviors they expect of their leaders.
Findings
Frequency of transformational leadership behaviors increased with rank, but frequencies of perceived and expected contingent reward and active management‐by‐exception leadership behaviors did not. Transformational and contingent reward leadership effects were not moderated by rank or by followers' expectations. The effects of perceived active management‐by‐exception leadership were moderated by followers' expectations.
Research limitations/implications
When followers do not expect active management‐by‐exception from their supervisors, based on their own implicit beliefs about the types of behaviors their leaders should be exhibiting, but they are subjected to it, their job satisfaction and their attitudes toward their supervisors may be negatively affected.
Practical implications
Transformational leadership is prevalent, expected, and effective at all hierarchical levels. Because of their positive impact on followers' job satisfaction and their attitudes toward their supervisors, the Canadian military should continue to encourage transformational leadership and contingent reward leadership behaviors at all hierarchical levels.
Originality/value
The study highlights the potential importance of congruence between the expectations followers have of their leaders and followers' perceptions of their leaders' actual behaviors.
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Hilde Hetland, Jørn Hetland, Cecilie Schou Andreassen, Ståle Pallesen and Guy Notelaers
The purpose of this paper is to explore the relationship between transformational leadership and a transactional leadership component (management by exception‐active), and…
Abstract
Purpose
The purpose of this paper is to explore the relationship between transformational leadership and a transactional leadership component (management by exception‐active), and fulfillment of the basic needs of autonomy, competence and relatedness.
Design/methodology/approach
The paper is based on cross sectional data from 661 employees who completed validated questionnaires such as the the multifactor leadership questionnaire (MLQ) and the basic need satisfaction at work (BNSW). The data were analysed using structural equation modeling in AMOS 18.0.
Findings
The results show that both transformational leadership and the transactional behavior management by exception active are significantly related to fulfillment of the basic needs. Significant regression weights of 0.50 (p<0.01) 0.46 (p<0.01), and 0.21 (p<0.01) from transformational leadership to relatedness, autonomy and competence were also found. Negative and smaller paths were revealed from management by exception to relatedness (=−0.12, p<0.01), competence (=−0.12, p<0.05), and autonomy (=−0.18, p<0.01). Squared multiple correlations (R2) for relatedness, competence and autonomy were 0.28, 0.06, and 0.27, respectively.
Originality/value
The paper empirically addresses the theoretically suggested link between transformational leadership and need fulfillment.
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Gareth Edwards, Birgit Schyns, Roger Gill and Malcolm Higgs
The purpose of this paper is to investigate the factor structure of the Multifactor Leadership Questionnaire (MLQ) in a UK context. For a number of years studies have failed to…
Abstract
Purpose
The purpose of this paper is to investigate the factor structure of the Multifactor Leadership Questionnaire (MLQ) in a UK context. For a number of years studies have failed to reproduce the original MLQ factor structure. A paper published in Leadership & Organization Development Journal by Alban‐Metcalfe and Alimo‐Metcalfe in 2000 suggested that, in the UK context, contextually different views on leadership could be prevalent. This paper therefore reports a UK‐specific factor structure.
Design/methodology/approach
The paper used a dataset from a recent piece of research on leadership by the first and third authors. The sample consisted of 367 managers from 38 UK‐based manufacturing organisations. The research used multiple ratings that consisted of 366 self‐ratings, 315 superior‐ratings, 238 peer‐ratings and 325 subordinate‐ratings and these ratings covered all levels across participating organisations – CEO, MD, directors, senior, middle and lower level management.
Findings
The findings uncovered a variant of the MLQ model that comprises active constructive leadership, active management‐by‐exception, and passive avoidant leadership. The findings also lend support to those who suggest that passive management‐by‐exception and laissez‐faire leadership are the same, or a similar, concept and support contingent reward as highly positively correlated with transformational leadership. Particularly interesting is the stand‐alone nature of active management‐by‐exception and which supports claims that there is a different view of leadership in the UK from that held in the USA.
Originality/value
The originality of the paper is based around the understanding of the MLQ in the UK and has produced a model of the full range leadership model that relates to the UK manufacturing context.
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Jos Mesu, Maarten Van Riemsdijk and Karin Sanders
The purpose of this paper is to investigate the relationship between transformational and transactional leadership, and labour flexibility within small to medium‐sized enterprises…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between transformational and transactional leadership, and labour flexibility within small to medium‐sized enterprises (SMEs). Using a sample comprising 755 employees, rating 121 supervisors within 50 Dutch small and medium‐sized companies, the authors examined the relationship between transformational and transactional leadership on the one hand, and temporal and functional flexibility on the other. Further, to test whether the expected associations could be perceived as a social exchange between supervisor and employees, this study investigated the mediating role of affective organisational commitment.
Design/methodology/approach
Because data were nested, the authors used multilevel analysis for hypothesis testing.
Findings
Both dimensions of transformational leadership, visionary leadership and coaching, were positively related to temporal flexibility; also two dimensions of transactional leadership, contingent reward and active management by exception, were also positively associated with temporal flexibility. All of these associations were mediated by affective organisational commitment, indicating social exchange relationships. As opposed to expectations, passive management by exception, representing poor transactional leadership, was positively related to temporal and functional flexibility. Affective commitment did not mediate these relationships.
Practical implications
SMEs are therefore advised to improve visionary leadership, coaching skills, contingent reward, and active management by exception.
Originality/value
The paper shows that, remarkably, labour flexibility can be increased by both effective and poor leadership. On the one hand, effective leadership seems to promote temporal flexibility by creating employees’ commitment to the organisation. Poor leadership, on the other hand, does not call for people's affective commitment and thus seems to be forcing employees into demonstrating flexible behaviours, as a way of compensating for bad management.
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Kerry Barnett, John McCormick and Robert Conners
Describes a study, which investigated the relationship between the transformational and transactional leadership behaviours of school principals in selected New South Wales state…
Abstract
Describes a study, which investigated the relationship between the transformational and transactional leadership behaviours of school principals in selected New South Wales state secondary schools with some teacher outcomes and aspects of school learning culture. Analysis suggested that there were two factors which were transformational, two factors which were transactional and one teacher outcome factor. Five school learning culture factors were identified. Furthermore, the transformational leadership behaviour (individual concern) was associated with the teacher outcomes – satisfaction, extra effort and perception of leader effectiveness. Contrary to what might be expected, transformational leadership behaviour (vision/inspiration) had a significant negative association with student learning culture. Significant interactions suggested that this relationship may be more complex than might be expected.
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Muhammad Mustafa Raziq, Felipe Mendes Borini, Omer Farooq Malik, Mansoor Ahmad and Mehwish Shabaz
The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range…
Abstract
Purpose
The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment.
Design/methodology/approach
Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers.
Findings
Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success.
Originality/value
Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.
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This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the…
Abstract
Purpose
This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment.
Design/methodology/approach
A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method.
Findings
The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter.
Practical implications
As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects.
Originality/value
The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.
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In this study the Core4 model is proposed as a new model of leader behaviour.
Abstract
Purpose
In this study the Core4 model is proposed as a new model of leader behaviour.
Design/methodology/approach
Two independent samples were used to test the construct validity of this model in comparison to a seven-factor transformational/transactional leadership model. Next, convergent and discriminant validity of the Core4 model were examined. The Core4 Leadership Questionnaire was also tested for multigroup invariance. Predictive validity of the Core4 model was compared to that of a transformational/transactional model.
Findings
Results showed that the Core4 model better fitted the data than the transformational/transactional model. A seven-factor transformational/transactional model could not be established. The findings supported convergent and discriminant validity. The Core4 Leadership Questionnaire was not completely invariant across manufacturing and service organisations, but seems appropriate for application in different environments. The Core4 model was more strongly related to the criterion variables than a four-factor transformational/transactional leadership model.
Originality/value
This research shows that the Core4 model offers a valid alternative for the transformational/transactional model of leader behaviour.
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Olivier Doucet, Jean Poitras and Denis Chênevert
The purpose of this paper is to evaluate the influence of managers' leadership styles (transformational, transactional and laissez‐faire) on both the level and the nature of…
Abstract
Purpose
The purpose of this paper is to evaluate the influence of managers' leadership styles (transformational, transactional and laissez‐faire) on both the level and the nature of workplace conflicts (cognitive and relational in nature).
Design/methodology/approach
Data are collected from hospital employees in Canada. A total of 1,031 completed questionnaires are received, representing a response rate of 46 percent. The hypothesis is tested using confirmatory factor analyses and multiple regressions.
Findings
The results indicate that the two conflict dimensions do not derive completely from the same mechanisms, since only two out of the eight leadership dimensions evaluated influence both cognitive and relational conflicts. On the one hand, inspirational motivation has a negative impact on cognitive conflicts while intellectual stimulation and passive management by exception seem to foster it. On the other hand, inspirational motivation and individualized consideration negatively influence relational conflicts whereas management by exception‐active and management by exception‐passive impact it positively.
Research limitations/implications
The sample comprises a single organization and the data are collected at one point in time. Also, the model's variables are assessed by the same source (employees).
Practical implications
The results of this research highlight the importance of a supervisor's ability to introduce a common vision and demonstrate individualized consideration to reduce workplace conflict during periods of organizational change.
Originality/value
Although researchers stress that conflict management represents an important role for leaders, very few empirical studies have examined how leadership influences workplace conflicts.
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The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez‐faire leadership and their sub‐scales among physician managers.
Abstract
Purpose
The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez‐faire leadership and their sub‐scales among physician managers.
Design/methodology/approach
A nation‐wide, anonymous mail survey was carried out in the United States, requesting community health center executive directors to provide ratings of their medical director's leadership behaviors (34 items) and effectiveness (nine items), using the Multifactor Leadership Questionnaire 5X‐Short, on a five‐point Likert scale. The survey response rate was 40.9 percent, for a total 269 responses. Exploratory factor analysis was done, using principal factor extraction, followed by promax rotation).
Findings
The data yielded a three‐factor structure, generally aligned with Bass and Avolio's constructs of transformational, transactional and laissez‐faire leadership. Data do not support the factorial independence of their subscales (idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation under transformational leadership; contingent reward, management‐by‐exception active, and management‐by‐exception passive under transactional leadership). Two contingent reward items loaded on transformational leadership, and all items of management‐by‐exception passive loaded on laissez‐faire.
Research limitations/implications
A key limitation is that supervisors were surveyed for ratings of the medical directors' leadership style. Although past research in other fields has shown that supervisor ratings are strongly correlated with subordinate ratings, further research is needed to validate the findings by surveying physician and other clinical subordinates. Such research will also help to develop appropriate content of leadership training for clinical leaders.
Originality/value
This study represents an important step towards establishing the empirical evidence for the full range of leadership constructs among physician leaders.
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