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The purpose of the study was to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization.

A quantitative non-experimental design was used to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization. In all, three leadership styles were examined: transactional, transformational, and laissez-faire. Telecommuters responded to a single online survey combining two validated survey instruments, the MLQ 5X Rater Form and the Staying or Leaving Index. Respondents were instructed to consider their current manager when responding to the survey.

Linear regression results indicated a significant relationship between perceived transformational and telecommuter intent to leave an organization (F(1, 111)=34.36, p<0.001) suggesting the more a leader demonstrates a transformational leadership style, the more a telecommuter wants to leave the organization. Results indicated a significant negative relationship between perceived laissez-faire leadership style and intent to leave an organization (F(1, 111)=20.01, p<0.001) suggesting the more a leader demonstrates a laissez-faire leadership style, the less a telecommuter wants to leave the organization. No relationship existed between perceived transactional leadership style and telecommuter intent to leave an organization.

The data collected represents perception of leadership behavior vs actual leadership style. Further research should gather both perceived and actual leadership behavior. Research encompassing perceived and actual behaviors would allow for an assessment of the degree of convergence and assist in judging the accuracy of perceptual data.

A relationship was found to exist between perceived transformational leadership style and telecommuter intent to leave an organization. A significant negative relationship was found to exist between perceived laissez-faire leadership style and telecommuter intent to leave an organization. No relationship was found to exist between perceived transactional leadership style and telecommuter intent to leave an organization. The findings were unexpected for all three leadership styles.

Extending the study to gather actual leadership behavior instead of perceived behavior, expanding the populations to include greater diversity, and conducting the study as a longitudinal study to capture leadership over time are recommended for future research. Organizational leaders may wish to use the results of the study to aid their understanding of which leadership styles affect telecommuter intent to leave an organization.

The purpose of this paper is to investigate the relationship between dimensions of the perceived transformational leadership style and the employees’ workaholism.

The quantitative approach with a cross-sectional research design was adopted in the present study. The study involved 250 employees working in different Lithuanian organisations. The perceived transformational leadership style was assessed with the help of the Transformational Leadership Inventory (Podsakoff et al., 1990). The ten-item Dutch Work Addiction Scale developed by Schaufeli et al. (2009) was used for measuring workaholism.

The results revealed a significant positive correlation between the perceived high expectations of the manager, employees’ excessive work and general workaholism. The perceived individualised support was negatively related to the employees’ excessive, compulsive work and general workaholism. It was also found that high performance expectations could predict the employees’ greater excessive work and general workaholism. Moreover, a higher level of individualised support appears to be the most important factor decreasing the employees’ excessive work and proneness to general workaholism. It was further found that the probability of higher levels of workaholism was stronger among the middle managers than among the non-executive employees.

This study contributes to limited empirical research into the negative effect of the transformational leadership style in determining the employees’ health-damaging work behaviour.

This paper aims to deal with a study aimed at clarifying the relationship between the dimensions of the perceived transformational leadership style and work motivation in a sample of female employees.

A total of 168 Lithuanian employees participated in the empirical study. Work motivation was assessed using the work extrinsic and intrinsic motivation scale (Tremblay et al., 2009). The perceived transformational leadership style was assessed with the help of the transformational leadership inventory (Podsakoff et al., 1990).

The results revealed that both intrinsic and extrinsic work motivation of female employees was enhanced when the leader was perceived as a person articulating the vision of the future, providing an appropriate role model, fostering the acceptance of group goals and applying intellectual stimulation. High-performance expectations of the transformational leader lead to an increased level of women’s extrinsic motivation.

This study contributes to the limited empirical research into the role of discrete dimensions of transformational leadership in determining both intrinsic and extrinsic work motivation of female employees.

This article examines the impact of three leadership styles as a predictor of job satisfaction in a state university system. The Multifactor Leadership Questionnaire was used to identify the leadership style of an administrator as perceived by faculty members. Spector’s Job Satisfaction Survey was used to assess a faculty member’s level of job satisfaction. The population consisted of 567 full-time faculty members, and 104 participants completed the survey. The results of logistic regression analysis revealed that (a) faculty members who identified transformational leadership as dominant had increased job satisfaction, (b) faculty members who identified transactional leadership as dominant had increased job satisfaction, and (c) faculty members who identified passive/avoidant leadership as dominant had decreased job satisfaction. Demographics did not appear to predict satisfaction. Using this model, academic leaders can take further action by refining their leadership styles on the basis of their faculty members’ indicated preferences. The study results may contribute to social change at the departmental level by making academic administrators aware of effective leadership models that promote higher job satisfaction among faculty in universities.

The purpose of this study is to examine critical associations of transformational leadership, Laissez-faire leadership, transactional leadership, and authoritative leadership styles to predict perceived workplace ostracism among frontline employees (FLEs).

A snow-ball sampling technique is employed to collect data from 250 FLEs working in the telecommunication sector of Pakistan. The data are collected by means of a self-reported questionnaire.

All of the hypotheses are supported by the results. The authoritative leadership, transactional leadership, and Laissez-Faire leadership styles are found to positively relate to workplace ostracism while transformational leadership style is found to negatively relate to workplace ostracism.

The managers working in customer service organizations in general and telecom sector in particular should offer leadership training programs to transform supervisors (i.e., in their roles as being the leaders) by re-shaping their thinking as visionary leaders of future. Furthermore, the study has implications to strengthen the communication mechanisms by seeking opinions from FLEs about the leadership styles of their supervisors. This is to ensure that leaders actually transform themselves from being a highly traditional leader to more participative and positive leaders.

The relationships of different leadership styles to study their impact on workplace ostracism and the context of telecommunication service sector of Pakistan are unique to this study.

The primary aim of this study was to determine whether or not leaders' emotional intelligence plays a mediating role in the relationship between leadership styles and voluntary work behaviours among employees of selected banks in Ghana. Specifically, the objective was to determine the mediating effect of leaders' emotional intelligence on the relationship between transactional and transformational leadership styles and organizational citizenship behaviours (OCB) and counterproductive workplace behaviours (CWB).

The quantitative approach to research was adopted to collect data from 234 respondents. More so, both purposive and simple random sampling techniques were used for the selection of respondents for the study.

The findings of the study revealed that amongst the various leadership styles and OCB and CWB relationships, only the relationship between transformational leadership and OCB was mediated by leaders' emotional intelligence.

It was however recommended that transformational leadership style be adopted in the quest to encourage employees to exhibit OCB and mitigate employees' involvement in CWB since such leaders are more prone to exhibiting high levels of emotional intelligence in the dealing with employees.

For the first time in the Ghanaian banking sector, this research explores the leaders' emotional intelligence as mediator on the nexus between leadership styles and voluntary work behaviours of employees of selected banks in Ghana.

The purpose of this paper is to determine the extent to which leadership styles predict the voluntary work behaviors of employees.

The quantitative approach was adopted to collect data from 234 respondents. Both purposive and simple random sampling techniques were used for the selection of the respondents.

The findings of the study revealed that though both the transformational and transactional leadership styles positively predicted the organizational citizenship behavior (OCB) of employees, transformational leadership is more significant. Also, transformational leadership was found to have a significant negative relationship with the counterproductive workplace behavior (CWB) of employees, whereas transactional leadership had an insignificant relationship with CWB.

The research addresses the gap in the literature on how leadership styles influence employees’ tendency to exhibit either OCB or CWB specifically in the Ghanaian context.

The findings suggested that transformational leadership should be used in the quest to encourage OCB and to mitigate CWB.

The study provides an in-depth account on how the leaders’ style influences both employees’ OCB and CWB and how to appropriately manage such voluntary behaviors.

This research aims to examine the indirect relationship between feminine traits and employee contextual performance through transformational leadership. Additionally, it explored the role of leaders’ sex in moderating the relationship between feminine traits and transformational leadership through a moderated mediation model that subsequently influences employee contextual performance.

This study tested and validated the moderated mediation model using a two-wave survey with 295 samples. Bootstrapping was adopted for model testing.

The results indicated that leaders’ sex moderated the relationship between feminine traits and employee contextual performance through transformational leadership, such that the indirect effect was stronger for female leaders than for male leaders.

Female leaders can improve employee contextual performance by demonstrating transformational leadership with feminine traits. Organizations must implement measures (i.e. training) to promote the acceptance and application of leader gender and gender-role trait diversity, reduce the prevalence of gender stereotypes and help leaders benefit from learning and implementing the effective combination of leadership and feminine traits.

The study demonstrated the joint effects of leaders’ sex (difference) and gender-role traits on employee contextual performance through transformational leadership. These results provide female leaders with feminine traits to gain a leadership advantage and an in-depth understanding of role congruity theory from the perspective of leadership effectiveness.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The perceived individualized support, fostering the acceptance of group goals, articulating a vision, intellectual stimulation and providing an appropriate role model were positively related to intrinsic motivation. The perceived high performance expectations of transformational leadership was positively related to extrinsic motivation.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The aim of this paper is to present a research on how – the extremely necessary – systemic rather than one-sided and short-term behavior can enjoy support from (corporate and individual) social responsibility (SR) enhanced by transformational leadership as a source of success.

Based on the previously published empirical research, the authors use qualitative research methodology including desk and informal field research, the Dialectical Systems Theory and its law of requisite holism.

The entire humankind is in big trouble and facing the danger of the Third World War resulting from the “war against terrorism” proclaimed in USA in 2002 and making close to 100 million persons need relief aid; this situation is because of monopolies in the global economy, both business and government monopolies. Application of knowledge that might be able to solve the problem depends on values, culture, ethics and norms that prevail in all/any entities from families via corporations and other organizations, countries, international entities (such as European Union) to the entire world and humankind (and its United Nations Organization). The most influential of all of them are the corporations, hence, their corporate governance and strategic management. Hence, they should urgently implement SR principles and methods supporting its realization instead of the prevailing short-term and one-sided criteria of right and wrong, for clear and proven economic reasons; satisfied and healthy people are causing much less cost and trouble than strikes, medical care, renewal of safe natural environment, wars, unhappy/abused partners, etc.

The hypothesis is researched to the greatest extent possible, with qualitative analysis in desk and field research. Quantitative methodological approach took place in the cited previous publications.

For humankind and managers, the use of the transformational leadership is very important because of its positive impact on health and well-being of employees and, hence, on humankind’s survival in the current global socio-economic crisis.

Good health and well-being of employees reduce many societal troubles and related cost resulting otherwise from the too short-term and narrow-minded behavior of managers and employees, potentially their families as well, all way to tens of millions of homeless migrants, killed and injured people, children with no chance for education, etc.

No similar concept is offered in the available literature.