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The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational commitment in two different cultural contexts.

Data were collected from the members of two manufacturing organizations, one in Australia and one in Iran. Questionnaires were distributed to all levels of the two organizations. In total, 189 completed questionnaires were returned from the two countries, representing a response rate of 56.7%. Structural equation modeling (SEM) was employed to test the hypotheses.

The results demonstrated statistically significant relationships between two forms of idealized influence –attributed and behavior – and the employees' organizational commitment in the Iranian sample. However, in the Australian sample, only idealized influence behavior showed a significant impact on employee commitment. Furthermore, the findings showed that identified motivation mediates the relationship between idealized influence behavior and organizational commitment.

The findings of the current research point to additional ways of increasing identified motivation that, in turn, enhances organizational commitment through leadership practices that are culturally informed. These findings are especially salient in culturally diverse and multinational organizations.

This paper has arrived at a deeper explanation of the processes through which leader behavior can produce employee commitment by clarifying the mediation role of identified motivation between idealized influence behavior and organizational commitment.

The purpose of this paper is to investigate idealised influence under transformational leadership and active management-by-exception (MBE-A) under transactional leadership as the predictors of employee safety behaviours among engineers and technicians in the Ghanaian power transmission subsector.

The study employed a cross-sectional survey design and a quantitative approach to gather data from 278 respondents through the use of a structured questionnaire. Covariance-based structural equation modelling was used to analyse the data and test the hypotheses with 264 usable responses.

The analysis revealed that idealised influence had positive significant effects on both safety compliance and safety participation of employees. Surprisingly, MBE-A had a positive influence on safety participation but not on safety compliance.

The findings of this study present useful practical implications for leaders and policy makers in organisations in engendering good safety behaviours of employees and improving overall organisational safety performance.

The variables used in the study together with the study’s Ghanaian bureaucratic context present interesting and fresh insights into the interplay between leadership and employee safety, thereby contributing to the discourse on the safety leadership construct.

The purpose of this paper is to identify the impact of transformational leadership behavior of salespersons on the level of customers' trust and customers' relationship commitment with the salespersons in the Sri Lankan corporate banking sector.

Based on the literature, it was hypothesized that idealized influence behavior and individualized considerate behavior of salespersons positively affect customers' trust and customers' relationship commitment. A survey was undertaken among 47 sales persons in the Sri Lankan corporate banking sector, and the regression analysis was performed to test hypotheses.

It was found that idealized influence behavior of salespersons positively influences customer trust, which, together with individualized consideration of salespersons, in turn influences customer commitment. It was also found that the joint effect of both customers' trust and individualized considerate behavior of the salesperson is greater than each alone on customers' relationship commitment.

The small sample and non‐probabilistic sampling procedure demand further corroboration of the findings. As the relationship marketing literature stresses the coexistence of both relationship and transactional marketing, future researchers may use the full‐range of leadership model.

This study shows how the two facets of transformational leadership behavior of salespersons implicate their customers' relationship marketing behavior, and thus points out how leadership development training can be adapted to improve relationship marketing skills of sales persons.

The present paper illustrates how transformational leadership provides a more appropriate knowledge domain for understanding relationship marketing dynamics at salesperson‐individual customer level.

This cross-disciplinary, empirical study aims to examine the phenomenon of organizational opinion leadership. Extant research concerning social capital and both referent and expert power suggests that informal opinion leaders within an organizational setting have the ability to influence their co-workers. This study focuses on the transformational leadership characteristics of idealized influence-attributed (charisma) and -behavior (role modeling). The social exchange aspects of the opinion leader–seeker relationship process are examined through an application of dyadic concepts found within leader–member exchange (LMX) theory. This study examines potential outcomes of opinion leader influence, specifically, opinion-seeker perceived organizational support (POS), affective commitment and normative commitment.

This study examines the dynamics of organizational opinion leader (OOL)–organizational opinion seeker (OOS) relationship to determine whether OOLs influence OOSs through role modeling and charisma, captured through the idealized influence aspect of transformational leadership. The OOL–OOS relationship is examined through the lens of LMX, commonly used to examine supervisor–subordinate exchange relationships. This study also examines whether OOLs’ idealized influence and OOL–OOS exchange relationships are related to OOSs’ perceived organizational support (POS) and both affective and normative commitment, and whether POS mediates their influence. Hypotheses are offered and survey data collected from a heterogeneous sample of 646 individuals is examined using structural equation modeling.

The results suggest that idealized influence consistently positively influences the outcomes. LMX-affect, -loyalty and -professional respect influence OOS perceptions of POS. Idealized influence and POS influence OOS affective and normative commitment. LMX-affect influences OOS affective and normative commitment, while LMX-loyalty influences normative commitment. LMX-professional respect slightly influenced OOS affective commitment negatively, suggesting that respect does not engender positive feelings and had no influence on normative commitment.

This interdisciplinary study integrates concepts found within marketing, political science and organizational literature works to shed new light on the informal influence organizational members have on one another, which furthers our understanding of both shared leadership and opinion leadership. This research provides another frame for the concept of shared leadership, suggesting that OOL influence occurs horizontally and vertically within organizations. The overall findings suggest that both the characteristics of opinion leaders and the quality of OOL–OOS relationships matter.

This research highlights the importance of recognizing and enabling organizational members whose opinions are sought by their peers. Organizational opinion leadership exists within organization and influences organizational members’ attitudes and perceptions. Therefore, it is a necessity that organizations understand the phenomenon and guide it, much as organizational culture is guided, so that it produces positive organizational outcomes.

Very little research exists concerning organizational opinion leadership. This study breaks new ground by developing theory, applying accepted constructs to the phenomenon and empirically testing the impact of opinion leadership.

Leaders are seen as representatives of their organisations; as such, their actions and behaviours towards their subordinates reflect on the organisations. The purpose of this paper is to investigate the influence of some dimensions under transformational and transactional leadership styles on perceived organisational support (POS) in Ghana.

Data were collected from 264 engineers and technicians from the country’s power transmission subsector through a survey. Covariance-based structural equation modelling was used in analysing the data with the aid of Statistical Package for Social Sciences and AMOS.

The analysis indicated surprisingly that idealised influence predicted POS negatively while intellectual stimulation had no significant influence on employees’ POS. However, inspirational motivation, individualised consideration and contingent rewards predicted employees’ POS positively with contingent reward having the highest influence on POS.

The study’s findings indicate the importance that engineers and technicians in Ghana attach to support from their leaders, specifically inspiration and motivation, consideration for their needs and interests and rewards for their performance; thus, the study recommended that organisations must entreat their leaders to show such supportive behaviours towards their subordinates.

The study findings present fresh knowledge from a developing country perspective with regard to the importance that employees attach to these leadership dimensions.

The study examined the association between four influence tactics known to be effective in generating a target's commitment to a task and perceptions of transformational leadership. Eighty military personnel were rated by 181 peers on four influence tactics and four transformational leadership factors. The influence tactics of rational persuasion, inspirational appeals, consultation and collaboration were expected to differentially predict idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualized consideration. Results show that rational persuasion significantly contributed to the variance in all four transformational leadership factors. Inspirational appeals made significant contributions to the variance in idealized influence and inspirational motivation. Consultation and collaboration did not significantly contribute to explaining the variance in any of the four transformational leadership factors. These results suggest that training in rational persuasion and inspirational appeals may increase perceptions of transformational leadership style.

The purpose of this paper is to examine specifically the impacts of transformational leadership on job‐related learning at the individual level.

A questionnaire survey was conducted. The survey questionnaire contained measurements of job‐related learning (JRL) and the five dimensions of transformational leadership: idealized influence attributed (IIA), idealized influence behavior (IIB), individualized consideration (CON), inspirational motivation (INSPIRE), intellectual stimulation (INTSTIM). Data were collected from 400 individuals of various organizations on a voluntary and anonymous basis.

The research results showed that the dimensions of IIB and CON were two significant predictors to job‐related learning.

All of the data collected in the present study are gathered from a single source through a common method (i.e. a Likert‐scale questionnaire). Also, the use of a cross‐sectional design in the present study restricts inferences being drawn regarding the causal relationships between transformational leadership and job‐related learning.

It seems that leaders are able to enhance job‐related learning among the employees when they recognize the growth needs of their followers and provide them with personal guidance and goal‐directed development. The findings imply that if a high learning orientation in an organisation is desired, transformational leadership would be the type of leadership needed in the organization.

The present study does provide some evidence that some dimensions of transformational leadership are more influential on job‐related learning than the others.

This research examined the relationship between the behaviors associated with transformational, transactional, and laissez‐faire leadership and followers’ success in marketing financial services in a proximal sales unit environment. Although transformational leadership has received significant support in non‐sales settings, empirical research investigating the transformational sales manager/sales follower dyad is limited. Recent research has suggested that a transactional style of sales management may be preferable when attempting to influence follower work outcomes. This examination reports results that support the notion that transformational sales leadership may be advantageous to services sales organizations in settings where sales managers and their followers are in close proximity.

The purpose of this paper is to examine the relationship between ethical leadership and group-level performance outcomes and show that group value congruence and group trust play pivotal mediating roles in the relationship between ethical leadership and work group performance outcomes.

To examine the proposed model, survey data from 116 branches of a baked goods and beverages chain located in Northern Taiwan were analyzed.

The results revealed that ethical leadership was positively and significantly related to group in-role performance and group helping behavior; the relationship was fully mediated by group value congruence and group trust after controlling for idealized influence leadership.

This study features a cross-sectional study design, thus limiting the accuracy of inferences about causality.

The results of the current study revealed that ethical leadership behaviors enhance group trust. Hence, these leadership behaviors could be among the best and most appropriate practices to be implemented in China and Taiwan.

The data suggested that ethical leadership was associated with not only individual-level behavior but also group-level performance. Furthermore, this paper also uncovered the mediation mechanism through which ethical leadership enhances group performance.

The present study aimed to investigate whether the sub-dimensions of transformational leadership are differently influenced by middle-leaders’ personality traits from the Big Five typology, namely, extraversion, conscientiousness, openness to experience, agreeableness, and neuroticism, and whether the sub-dimensions of transformational leadership influence teachers' professional and organizational commitment differentially.

Data were collected from two sources: 114 middle-leaders and 282 teachers randomly chosen from elementary schools in Israel. Hierarchical regression analyses and structural equation modelling were used to test the research hypotheses.

First, the findings indicated that the teachers perceived their middle-leaders as transformational leaders without distinguishing between the sub-dimensions. Second, transformational leadership was positively correlated to teachers' professional and organizational commitment. Finally, positive relationships were found between the middle-leaders personality traits of agreeableness and openness to experience and teachers’ commitment. The study findings point to two paths to facilitate teachers' professional and organizational commitment, either through the middle-leaders transformational leadership or their personality.

Although recent research has shown that leaders' personal traits are critical components in leading a team effectively and promoting employee behaviors, few studies in the educational context have focused on the differential impact of the Big Five typology on middle-leaders’ tendency toward the sub-dimensions of transformational leadership (TL) and its implications for teachers' commitment. By integrating research from both educational and non-educational literature, the goal of the present study, then, is to address these important yet relatively unstudied issues.