Search results

The purpose of this paper is to examine the leadership styles of police chiefs and how these styles related to demographic, personality, and effectiveness.

Participants included 161 police chiefs in Texas who completed the Multifactor Leadership Questionnaire (MLQ 5X-Short) leader form, the NEO Five-Factor Inventory (NEO-FFI), and a background characteristics form.

Results indicate that the police chiefs were fairly evenly classified across leadership styles with the Transformational leaders rated as most effective. Transformational leaders are characterized as confident, energetic, and open-minded. Although few of the demographic variables predicted leadership styles, several of the personality characteristics were significant predictors.

Few previous studies have reported the relationship between police leadership style, personality, and effectiveness. This study adds to the body of knowledge regarding the relationship between these variables by specifically targeting police chiefs.

Leadership development has been viewed as a foundational component of agriculture education and the FFA since the early 20^th century (Hoover, Scholl, Dunnigan, & Mamontova, 2007). To contribute to previous research in the field of leadership, this study lays the framework for future studies on the leadership styles of those individuals who lead today’s youth in FFA programs across the State of Texas. This study describes FFA advisors of successful FFA programs in terms of their leadership styles, leadership training/educational background, and suggests how FFA advisors could use their leadership styles to improve their programs. Participants reported engaging in behaviors related to transformational leadership, M = 3.15, more often than those related to transactional, M = 2.45, or laissez-faire leadership styles, M = 0.86

Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities.

Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions.

Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership.

Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research.

The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates.

One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

This paper seeks to investigate the relationship between managers' beliefs and goal orientation and the self‐perception of transformational and transactional leadership styles and how this relationship is moderated by the level of formal education.

A sample of 76 top executive officers reported their managerial values and beliefs by completing measures of McGregor's Theory XY philosophy of management and Dweck's learning and performance goal orientations. They also reported their use of transactional versus transformational leadership styles with their direct reports and their degree of formal education.

Regression analyses revealed that ratings of transformational leadership are associated with theory Y philosophy of management and a learning goal orientation; whereas ratings of transactional leadership were found to be associated with performance goal orientation. In addition, executives with higher levels of education reported greater behavioral integrity, that is, greater alignment between their managerial beliefs and their corresponding self‐ratings of leadership behaviors.

This paper contributes to the transformational leadership literature by adding a cognitive perspective to the well‐studied behavioral patterns of transformational leaders.

The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders.

A total of 459 part‐time (evening) MBA students, most of whom worked full‐time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior.

Female‐transformational leaders received more favorable evaluations than male‐transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently.

Evaluators were enrolled in a part‐time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended.

The results suggest the continued presence of sex‐related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases.

Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders.

This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry.

Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling.

The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs.

The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations.

This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

International relations and security studies suffer from an inadequate understanding of established theories in organizational leadership and management studies. This chapter contributes to these disciplines by drawing upon such models to analyze the changes in political leadership approaches of China and the United States in their interactions over maritime territorial disputes in the South China Sea (SCS). Using the transactional–transformational and directive–participative leadership paradigms as its foundation, the analysis argues (1) that contextual factors unique to the each country shape its political leadership styles and (2) the leadership styles within each case study have changed dramatically over the past decades in terms of their rhetoric and policies for managing the SCS disputes. Empirical evidence is based on the policies, leaders’ statements, and official documents of China, a claimant to SCS maritime territory, and the United States, an influential stakeholder in the disputes. In the two case studies, the chapter discusses the implications of the changing leadership styles for the understanding of political interaction in the region and the future of the SCS disputes.

The article integrates three lines of research with regard to leadership, decision making, and organizational justice. First the theoretical perspective, it is argued that transformational and transactional leaders adopt different approaches to decision making. Transformational leaders appear to prefer a comprehensive style of decision making that uses many input sources and considers many optional pathways. Transactional leaders, by contrast, are more prone to use a more limited information base, and consider fewer alternative routes. The study reported on here concludes that transformational and transactional leaders focus on different aspects of organizational justice. Transformational leaders tend to emphasize the social dimensions of fairness in the workplace. Transactional leaders are oriented toward the structural features of workplace justice. Some practical issues are addressed, such as what should be considered when managers are selected for specific assignments with leadership requirements, and issues pertaining to changing leadership styles.

The research reported in this paper aims to examine the newer leadership styles and their implication for implementing knowledge management in Jordanian organizations. The research seeks to investigate Jordanian managers' leadership styles and then compare them with managers in other organizations with different cultures, such as the International Air Transport Association (IATA).

A survey of 120 managers from Jordan and IATA was undertaken using an established measurement instrument.

Results revealed that meanwhile IATA managers preferred transformational rather than transactional leadership style, in Jordan, there was no clear preference for transactional or transformational style as both were being used. But when compared with IATA managers Jordanian managers showed more inclination towards transactional than transformational behaviors.

Like other comparative research this study shares the limitation of likely sampling bias. Moreover, it did not take into account the political realities of conducting social science research in countries with long authoritarian histories, such as Jordan, which present the likelihood of further response bias.

The paper investigates the leadership styles of Jordanian managers. This has important implications for local as well as international corporations.

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.