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Article

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on…

Abstract

Purpose

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on employee positivity in reacting to change. Secondly, it aims to investigate whether the extent of change moderates the relationship between transformational leadership, self-efficacy and reactions to change. This study also explores the possibility that when the extent of change is higher, the effectiveness of transformational leadership may be lower.

Design/methodology/approach

This study used a sample of employees where the organization was going through significant change. Employee ratings on specific scales were used to measure transformational leadership, self-efficacy, affective commitment to organizational change, and intention to support change. A cumulative change index was used to assess the number of changes employees had experienced during the change process.

Findings

The results confirmed hypothesis 1 that transformational leadership was related to affective commitment and intention to support change and this was to a high level of statistical significance. Testing hypothesis 2 that self-efficacy mediated the effect of transformational leadership on commitment and intention to support change indicated that self-efficacy did mediate in this relationship confirming both hypothesis 2a and 2 b. The results did not support hypothesis 3a, with no significant interaction effect showing that the interaction between transformational leadership and self-efficacy did not differ between low versus high extent of change. However, the results did support hypothesis 3 b with the strength of the positive relationship between self-efficacy and reactions to change differing across high versus low extent of change. For both affective commitment and intention to support change, the interaction of self-efficacy and change index was significant.

Research limitations/implications

Current weaknesses in the transformational leadership research include: a bias towards heroic leadership and away from collective and shared process of leadership, the underlying processes have not been clearly identified, lack of precision about situational variables that may impact on these processes. This paper does not address the first weakness.

Practical implications

Self-efficacy gains importance when the extent of change is high. The results suggest that change managers should adopt a transformational style of leadership to enhance recipients’ self-efficacy to generate positive attitudes and behaviours during change. They also suggest the selection and training of managers in transformational leadership attributes and also the inclusion of this in the monitoring of managers’ behaviours in post. The research outlined in this paper makes a significant contribution to an organization’s capacity to achieve change, particularly when the extent of change is high.

Social implications

This research provides ways in which organizations can better achieve change through positive processes.

Originality/value

Transformational leadership can create a vision of the future and inspire followers to work to achieve it and to build hope and confidence for the future. This can prevent or overcome resistance to or reluctance about change. Lack of alignment of values between employees and the organization can result in change failure. This paper provides original insight into how change can be achieved by transformational leadership building self-efficacy.

Details

Development and Learning in Organizations: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7282

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Article

Subash Chandra Pattnaik and Rashmita Sahoo

This study aims to examine the relationship between transformational leadership, organizational citizenship behaviour (OCB), job autonomy and supportive management with…

Abstract

Purpose

This study aims to examine the relationship between transformational leadership, organizational citizenship behaviour (OCB), job autonomy and supportive management with job autonomy and supportive management as mediating variables.

Design/methodology/approach

Primary data was collected through a survey of employees from business organizations in India. Data from 422 valid responses were analysed using structural equation modelling. Confirmatory factor analysis was run for assessment of the measurement model. Then the mediation effects of job autonomy and supportive management were tested for the hypothesized model.

Findings

Findings of the analyses indicate that transformational leadership directly and positively influences OCB, job autonomy and supportive management. Job autonomy and supportive management directly and positively influence OCB and mediate the relationship between transformational leadership and OCB partially.

Originality/value

Contribution of the study comes from advancement of literature by supporting the mediating effects of job autonomy and supportive management in the relationship between transformational leadership and OCB. Thus, the study provides a basis for the mechanism of how transformational leadership is related to OCB.

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

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Article

Slađana Savović and Verica Babić

The purpose of this paper is to increase understanding of the influence of behaviour factors (corporate cultural differences and transformational leadership) on…

Abstract

Purpose

The purpose of this paper is to increase understanding of the influence of behaviour factors (corporate cultural differences and transformational leadership) on acquisition performance, through the mediating role of speed of post-acquisition change (as a process factor), in the specific context of a transitional economy.

Design/methodology/approach

A model was tested on a sample of acquisitions in Serbia carried out by domestic and European companies. In total, 208 valid questionnaires were collected from 10 acquired companies. Linear regression analysis was used to test the research hypotheses. To test the mediator hypothesis, Baron and Kenny's (1986) procedure was used. Statistical significance of indirect or mediated effect was calculated with Statistical Product and Service Solutions (SPSS) macro provided by Preacher and Hayes (2004).

Findings

Mediator analysis shows that corporate cultural differences and transformational leadership have direct and indirect impacts on acquisition performance.

Practical implications

The results may be significant for managers involved in the processes of acquisitions, in terms of helping them to make appropriate decisions in different phases of an acquisition process, so as to obtain sufficient levels of employee commitment and trust to improve acquisition performance.

Originality/value

This research contributes to a better understanding of the relationships between behaviour factors and acquisition performance. In particular, no research into the speed of post-acquisition changes as a mediator variable between behaviour factors and acquisition performance has previously been conducted, to the best of the authors' knowledge. Thus, this research offers a unique understanding in the transitional economy context of Serbia.

Details

Journal of Organizational Change Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0953-4814

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Article

George Shava and Jan Heystek

The purpose of this study was to examine the integration of instructional and transformational leadership models of leadership in sustaining quality teaching and learning…

Abstract

Purpose

The purpose of this study was to examine the integration of instructional and transformational leadership models of leadership in sustaining quality teaching and learning in schools. The study sought to establish how principals integrate instructional and transformational leadership in enhancing learner performance.

Design/methodology/approach

The study employed qualitative methods of collecting and analysing data. The principal sources of data were six face-to-face semi-structured interview questions with school principals from selected schools in rural South Africa. Qualitative evidence was collected from six principals selected through purposive sampling. The selection of participants was based on the criteria that there was evidence of employing instructional and transformational leadership.

Findings

Findings from the study provided evidence that instructional and transformational leadership approaches were used to change under performing schools. There was evidence of individualised consideration and principals supporting teachers through providing rewards and motivation. It was established that principals build a school culture that promotes successful academic improvement. The study showed that the integration of instructional and transformational models of leadership leads to a climate that promotes a culture of teaching and learning.

Research limitations/implications

The study covered six schools in South Africa. Findings from the study have implications that principals are cornerstones to achieving quality teaching and learning in schools.

Practical implications

The study was conducted in schools that were seen to adopt instructional and transformational leadership. This study is among the most important studies that were conducted in South Africa on the role of leadership in enhancing a culture of teaching and learning.

Social implications

The study has critical implications for policy making and influences on school leadership in general and the adoption of strategies, policies and models that can improve teaching and learning. The study highlights the importance of integrating leadership models.

Originality/value

This is an original study conducted in South Africa and data was conducted through face-to-face interviews to seek for opinions from participants in their original settings.

Details

International Journal of Educational Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0951-354X

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Article

Venkat R. Krishnan

This study attempts to draw a value profile of a transformational leader – the leader who transforms people and organizations. It compares the terminal and instrumental…

Abstract

This study attempts to draw a value profile of a transformational leader – the leader who transforms people and organizations. It compares the terminal and instrumental value systems of leaders who are more transformational with those of leaders who are less transformational, using a sample of 95 pairs of leaders and subordinates of a non‐profit organization in the United States. Findings reveal that transformational leaders do have some identifiable patterns in their value systems. They give relatively high priority to “a world at peace” and “responsible”, and relatively low priority to “a world of beauty”, “national security”, “intellectual”, and “cheerful”. Results also suggest that transformational leaders might give greater importance to values pertaining to others than to values concerning only themselves.

Details

Leadership & Organization Development Journal, vol. 22 no. 3
Type: Research Article
ISSN: 0143-7739

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Article

F. William Brown and Nancy G. Dodd

The positive association between transformational leadership and organizational and affective outcomes is well established in the literature. The relationship of…

Abstract

The positive association between transformational leadership and organizational and affective outcomes is well established in the literature. The relationship of contingent reward, a component of transactional leadership, to those outcomes and its additive and interactive relationship to transformational leadership is less well understood. In a study of 660 manufacturing workers working in 25 shop areas, transformational leadership and contingent reward had positive individual and additive impacts on supervisory and general satisfaction at both the individual and group level of analysis and on productivity at the group level. At the individual level of analysis, both satisfaction with supervision and overall satisfaction were enhanced by the interaction of contingent reward and transformational leadership operating together at certain levels. The operationalization of transformational leadership has contributed to the understanding of the inspirational and relationship aspects of leadership and contingent reward explains some, but not all, of the additional elements of successful leadership.

Details

Leadership & Organization Development Journal, vol. 20 no. 6
Type: Research Article
ISSN: 0143-7739

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Article

Nandan Prabhu, Badrinarayan Srirangam Ramaprasad, Krishna Prasad and Roopa Modem

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Abstract

Purpose

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Design/methodology/approach

Adopting the cross-sectional research design, this study collected data from 130 ongoing teams working in India's information technology (IT) sector. The study collected data on shared transformational leadership by adopting the referent-shift consensus method while collecting data on team performance from managers. Thus, the study explored the relationships among the constructs of this research by using multi-source data.

Findings

This study has shown that shared transformational leadership induces workplace spirituality and team reflexivity among team members. This research's results show that workplace spirituality mediates the shared transformational leadership-team performance and shared transformational leadership-team reflexivity relationships. This research has also demonstrated that team reflexivity mediates the shared transformational leadership-team performance relationship.

Practical implications

Necessity to facilitate relational job design changes, knowledge sharing, intellectual stimulation is the primary managerial implication of this study. This study also articulates the need to pay attention to create organizational conditions for the emergence of workplace spirituality.

Originality/value

This is the first study that has positioned shared transformational leadership and workplace spirituality as the antecedents of team reflexivity. This research has shown the value and limitation of team reflexivity in ongoing teams.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

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Article

Janine Bosak, Steven Kilroy, Denis Chênevert and Patrick C Flood

The present study contributes to our understanding of how to curb burnout among hospital staff over time. The authors extend existing research by examining the mediating…

Abstract

Purpose

The present study contributes to our understanding of how to curb burnout among hospital staff over time. The authors extend existing research by examining the mediating role of mission valence in the link between transformational leadership and burnout.

Design/methodology/approach

Self-administered questionnaire data from employees in a Canadian general hospital (N = 185) were analyzed using a time-lagged research design to examine whether transformational leaders can increase employees' attraction to the organization's mission (i.e. mission valence) and in turn alleviate long-term burnout.

Findings

Structural equation modeling analysis demonstrated that transformational leadership (time 1) was negatively related to the burnout components of emotional exhaustion and depersonalization (time 2). Further, the results showed that mission valence mediated these relationships.

Practical implications

The study findings are important for managers and professionals as they identify transformational leadership as a potent strategy to alleviate employee burnout and clarify the process through which this is achieved, namely, by increasing mission valence.

Originality/value

To date, surprisingly little research has explored how transformational leadership influences followers' burnout. To address this issue, the present study examined the role of transformational leadership on staff burnout through the mechanism of increasing mission valence. Understanding how to mitigate burnout is particularly critical in health care organizations given that burnout not only negatively impacts employee wellbeing but also the wellbeing and quality of care provided to patients.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 8 no. 2
Type: Research Article
ISSN: 2051-6614

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Article

Somnoma Edouard Kabore, Seydou Sane and Pascaline Abo

The aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international…

Abstract

Purpose

The aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.

Design/methodology/approach

The research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equation method based on the PLS approach was used to test our hypotheses.

Findings

First, the preliminary results reveal that, in the context of IDP, projects managers are much more sensitive to the “management” and “visibility” dimensions than to the “impact” dimension of project success. Then, following the hypothesis test, the results show that transformational leadership has a direct positive influence on the success of IDP. Project team size does not play a moderating role in the relationship between transformational leadership and project success. Also, considering the effect of the specific dimensions of transformational leadership on IDP success, only the “idealized influence” dimension influences directly and positively on the latter.

Originality/value

Research calls for examining the role of team size vis-à-vis transformational leadership style and project success and calls in general for studying project manager's leadership styles. This study contributes to literature by answering such calls. In addition, the originality of this study lies in the evaluation of the influence of the specific dimensions because the exclusive use of leadership forms provides an imperfect and oversimplified picture of reality.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

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Article

Ataus Samad, Michael Muchiri and Sehrish Shahid

This article aims to understand the underlying mechanisms through which transformational leadership influences employee job satisfaction and turnover intentions…

Abstract

Purpose

This article aims to understand the underlying mechanisms through which transformational leadership influences employee job satisfaction and turnover intentions. Specifically, the study explores the mediation role of employee well-being on the relationships between leadership and both employee job satisfaction and turnover intentions.

Design/methodology/approach

Employing a quantitative research method, data were collected from 280 academics and professional staff from an Australian regional university. The Mplus software was used for data analysis.

Findings

The results showed that transformational leadership had significant positive impact on employee well-being and job satisfaction while it alleviated employee turnover intentions. Furthermore, employee well-being mediated the effect of transformational leadership on employee job satisfaction and turnover intentions.

Research limitations/implications

The research was cross-sectional, and data were collected from a convenient sample and therefore minimises our ability to generalise the findings to other contexts.

Practical implications

Effective leadership, employee well-being, job satisfaction and employee turnover are of strategic importance in the higher education sector in Australia and internationally. These findings will therefore provide a basis for university policy makers to craft relevant policies that promote effective leader behaviours and enhance employee well-being as they facilitate employee job satisfaction and minimise turnover intentions among higher education sector employees (i.e. academics and professional staff).

Originality/value

Our study provides a unique contribution to knowledge as it explains the mediation effect of employee well-being on the relation between transformational leadership a, job satisfaction and turnover intentions.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

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