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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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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 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.

The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data.

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.

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.

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.

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.

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.

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.

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.

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.

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 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.