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1 – 10 of over 5000Aminu Sanda and Nana Ama Dodua Arthur
The purpose of this paper is to explore how authentic leadership and transactional leadership styles in Ghanaian telecom firms influence employees’ creativity, and the effect that…
Abstract
Purpose
The purpose of this paper is to explore how authentic leadership and transactional leadership styles in Ghanaian telecom firms influence employees’ creativity, and the effect that climate for innovation and work-related flow have on such influencing relationship.
Design/methodology/approach
Guided by the implicit theory of leadership, and using questionnaires, data were collected from 335 employees in five mining firms and analyzed descriptively and inferentially.
Findings
It was found that managers in the telecom firms use transactional leadership styles and authentic leadership styles to enhance employees’ creativity. The work climate fostered employees’ creativity and encouraged their innovation. The prevalence of work-related flow enhanced employees’ job performances. The innovative climate mediated the effect of authentic leadership on employees’ creativity, but moderated the effect of transactional leadership on the employees’ creativity. Work-related flow also moderated the effects of both authentic and transactional leadership styles on employee creativity. It is concluded that managers in telecom firms influence their followers’ creativity by altering their leadership styles in accordance with the given situation to achieve organizational goals.
Research limitations/implications
The study sample was drawn from a single sub-sector of the Ghanaian economy. This represents a limitation, for which the findings cannot be generalized. Replications and extensions of the study in different industrial sectors will help test the robustness and generalizability of the findings.
Originality/value
This study has shown that managers of telecom firms in Ghana can cultivate and nurture the creativities of their employees toward increased performances by creating conducive psychosocial work climate that supports innovativeness, and use the requisite authentic and transactional leadership skills in the conduct of their managerial functions.
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Sarra Berraies and Syrine Zine El Abidine
The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations…
Abstract
Purpose
The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.
Design/methodology/approach
The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.
Findings
Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.
Originality/value
While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.
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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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Kwasi Dartey-Baah and Emmanuel Ampofo
The purpose of this paper is to examine the relevance of “carrot and stick” (transactional) leadership style in predicting employees’ job satisfaction in a modern business…
Abstract
Purpose
The purpose of this paper is to examine the relevance of “carrot and stick” (transactional) leadership style in predicting employees’ job satisfaction in a modern business organization.
Design/methodology/approach
The study was cross-sectional in nature and made use of structured questionnaire to collect data. Stratified and simple random sampling techniques were used to select the respondents. In total, 215 questionnaires were returned by respondents out of the 220 administered. Taylor and Bowers (1974) overall job satisfaction questionnaire and Bass and Avolio (2004) multifactor leadership questionnaire, were used to measure job satisfaction (α=0.812) and transactional leadership style (α=0.761), respectively. Simple linear regression was also used to predict the relationship between the constructs.
Findings
Results indicated significant and positive relationship between managers transactional leadership style and employees overall job satisfaction (β=0.292, p<0.001). Moreover, contingent reward (β=0.313, p<0.001) and management by exception (active) (β=0.208, p<0.001) were, respectively, found to be statistically significant and positively related with job satisfaction. However, there was no significant relationship between management by exception (passive) and job satisfaction.
Originality/value
This study adds to research that transactional leadership is broadly ideal for employees of manufacturing firms in Ghana where tasks are routine, objectives are clearly stated and work outputs can easily be measured.
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Albert Puni, Sam Kris Hilton and Benedicta Quao
While substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional-transformational…
Abstract
Purpose
While 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/approach
The 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.
Findings
Transactional 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 implications
The 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/value
This 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.
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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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– The purpose of the study was to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization.
Abstract
Purpose
The purpose of the study was to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Sutan Emir Hidayat, Ahmad Rafiki and Marwa Mohamed Aldoseri
The purpose of this paper is to analyze the excecution of various leadership styles, namely, transactional, transformational and laissez-faire that are being practiced among the…
Abstract
Purpose
The purpose of this paper is to analyze the excecution of various leadership styles, namely, transactional, transformational and laissez-faire that are being practiced among the government organizations in the Kingdom of Bahrain. The study compares and differentiates these three leadership styles with that of the major Islamic leadership concepts.
Design/methodology/approach
The study used a descriptive analytical method. A number of 100 government employees participated in the survey which has been selected as the sample of the study using the snowball sampling technique.
Findings
The study detects that the transactional leadership is the most highly applied leadership style in the government organizations of Bahrain. The finding is identified on the basis of the employees’ attributes based on their gender (male and female); current positions (employee and manager); work experience (less than a year, from one to five years, from 6 to 10 years); and age (less than 20 years, from 20 to 35 years, from 36 to 50 years, more than 50 years). Meanwhile, the second style mostly applied among the employees is the transformational leadership style. It is perceived that this style has been applied by employees with 10 years of work experience and are in the age group of more than 50 years. The least applied leadership style is the laissez-faire.
Originality/value
The study can be used by the Government of Bahrain to set up policies on how to improve efficiency within the government organizations in the Kingdom. This study also fills up the gap in the leadership styles literature, as no prior studies of this manner involving the government organizations of the Island have ever been conducted.
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Nhat Tan Nguyen, Lai Wan Hooi and Mohan V. Avvari
This paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee…
Abstract
Purpose
This paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.
Design/methodology/approach
A cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.
Findings
Transformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.
Practical implications
Results of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.
Originality/value
While there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.
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Michael K. Mickson and Alex Anlesinya
The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to…
Abstract
Purpose
The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana.
Design/methodology/approach
The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data.
Findings
The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender.
Practical implications
These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups.
Originality/value
This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.
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