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The purpose of this study is to investigate the transformational and transactional leadership styles and organizational learning at for-profit and non-profit sports organizations, and the impact of these leadership styles on enhancing organizational learning in these sports organizations.

A quantitative questionnaire survey method was adopted. The data were collected from for-profit and non-profit sports organizations in the UK.

Management by exception-active in transactional leadership and idealized leadership in transformational leadership seem to be equally important for facilitating organizational learning. The results also revealed significant differences between for-profit and non-profit sports organizations in leadership styles and organizational learning.

The generalizability of the results for different sports settings or different countries must be examined, given that only some sports organizations under the umbrellas of non-profit and for-profit sectors were used as the target population. The research is limited to the use of moderating variables, such as motivation, organizational structure, culture and innovation, that might attenuate this effect. This study contributes to the field by investigating the direct relationship between leadership styles and organizational learning in a sports setting.

The originality of this study is its advances of sports leadership research that is linking leadership styles and organizational learning in for-profit and non-profit sports organizations.

This study aims to investigate the influence of transformational and transactional leadership styles and their related dimensions on safety citizenship behaviors (SCBs) in the power distribution sector (PDS) in Ghana.

As a cross-sectional survey approach, questionnaires were used to collect data from managers of power distribution centers. Valid questionnaires were retrieved from 197 managers across four power distribution centers. The hypotheses were tested using Pearson correlation analysis and standard multiple regression analysis.

The results revealed that both transformational and transactional leaders have a positive influence on SCBs. The results also showed that some of the dimensions of transformational and transactional leadership styles cannot strongly predict SCBs in the PDS.

The study was limited by the use of cross-sectional data which did not allow the study to examine any changes in some of the constructs examined with time. The results are occupation-, industry- and country-specific.

Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for SCBs and for mitigating the socioeconomic consequences of unsafe employee behaviors.

The paper’s principal theoretical contribution is the application of social exchange theory toward an understanding of SCBs in a high-risk sector. Energy sector reforms in developing countries are inconceivable without safety consideration.

This study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees' work engagement.

Cross-sectional survey data from 392 employees in 33 hotels in Bangladesh were collected. To analyze the data, structural equation modeling was adopted, and partial least squares (PLS) analysis was used.

Results of PLS analysis revealed that servant leaders and leaders' communication competency positively influence employees' work engagement. In boosting employees' work engagement, communication competency is an important tool for servant leadership but not for transactional leadership.

Hoteliers and managers may want to adopt a servant leadership style and develop effective leadership communication skills to increase employees' engagement at work.

This study introduces communication competency as a mediating mechanism between leadership styles and work engagement in the hospitality industry.

The purpose of this paper is to develop a model in which leadership styles (transformational or transactional leadership) directly and indirectly (through occupation perception) affect teacher performance (in-role performance and organizational citizenship behavior (OCB)).

The research hypothesis holds that the leadership style (transformational or transactional) has a direct and indirect effect on teacher performance (through occupation perception). These hypotheses have been tested on data collected from 630 Arab Israeli teachers.

Teachers’ in-role performance increases as they perceive their principals’ leadership style as more transformational and less transactional. In addition, the results reveal that the effect of transformational principals’ leadership style on OCB is expressed only by indirect effect (through occupational perception).

The results of the study contribute to the understanding of the way leadership style and performance interact in schools, and the importance of teachers’ occupational perception in explaining this relationship. Future research should further investigate the teachers’ occupational perceptions and its effect on their performance as little research has been conducted to date.

The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills.

A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings.

The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results.

The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings.

Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential.

This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

This paper aims to explore the role of leadership in influencing the strategy implementation behaviors of salespeople. This paper also seeks to examine the moderating influence of competitive environment on the leadership style – salesperson implementation of sales strategy relationship.

Data were collected from a sample of 190 business-to-business salespeople in different industries. The study’s hypotheses were tested using partial least squares (PLS).

The results of the study show that a transformational leadership style has stronger effects on the sales strategy implementation behaviors of salespeople when compared to transactional leadership. However, in highly competitive environments, the effects of transactional leadership on the sales strategy implementation behaviors of salespeople become stronger. The results also show when salespeople implement sales strategy, it has a positive impact on their sales performance.

Sales managers should adapt their leadership style depending on the competitive environment that operate in. As transformational leadership and transactional leadership are not mutually exclusive, managers should tailor their use of these styles to improve the strategy implementation behaviors of their salespeople. Managers should also train their salespeople on the use of sales strategy.

This study contributes to the literature by showing that the effectiveness of a particular leadership style is often contingent on the external environment. This research also demonstrates that when salespeople are strategic in their approach to selling, they will improve their sales performance.

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting.

The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis.

The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles.

The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research.

The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training.

This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement.

Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling.

Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership.

The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement.

This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

The purpose of this paper is to analyse how disagreement between supervisors and their subordinates on leadership style (transformational and transactional) is related to employees’ outcomes, considering both work team characteristics (social support and conflict), and employees’ well-being (burnout, work engagement and poor health). The role played by the size of the work team is also analysed.

The sample is composed of 24 supervisors and 468 employees working in grocery stores of a large retail chain; 369 employees worked in 14 medium-size work teams and 99 employees worked in small-size work teams. Disagreement on leadership style between supervisors and their subordinates has been computed as the difference between the score reported by the supervisor and the score reported by the worker on the same items. Linear regression analyses, ANOVA and multilevel analyses have been computed.

Multilevel analyses results showed that, considering the disagreement on transformational and transactional leadership style and the work team size, only disagreement on the transformational leadership style is related to employees’ outcomes. Higher clustering effects, meaning that the between-groups variability was bigger than the variability within groups, have been found in conflict between members and burnout. Furthermore, results showed that work team size moderated the relationship between disagreement on transformational leadership style and burnout.

In order to enhance workers’ well-being and produce a better working climate it could be useful to focus on reducing the disagreement on leadership style between leaders and theirs subordinates.

Disagreement between supervisors and their subordinates, in order to understand the role played by leadership on work team characteristics and workers’ well-being, has rarely been studied before.

While it is well known that leadership can play an important role in engendering effective knowledge management activity, relatively little is known about which styles of leadership are most appropriate for this task. The purpose of this paper is to contribute to theory by exploring dimensions of leadership as presented by Avolio and Bass (Transformational, Transactional and Passive‐Avoidance Leadership) and the dimensions of organisational knowledge management activity as presented by Maier and Mosley through a survey of primary knowledge managers from information and communications technology (ICT) organisations in the UK.

The paper presents the results of a quantitative survey of 111 primary knowledge managers from ICT organisations in the UK.

The key finding is that when primary knowledge managers within organisations adopt the Transformational and Transactional leadership styles, there is a notable increase in knowledge management activity. Given the results, the authors argue that organisations must be cognisant of the leadership style adopted by their knowledge managers and that it is important that both the Transformational and Transactional leadership styles are mastered and can be employed by knowledge managers within organisations.

The paper provides analysis of two well‐known leadership styles and a full range of knowledge management activity, providing insights for practitioners and theorists alike.