Search results

1 – 10 of over 3000
To view the access options for this content please click here
Article
Publication date: 17 October 2020

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

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.

Details

Management Research Review, vol. 44 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

To view the access options for this content please click here
Article
Publication date: 3 September 2019

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…

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.

Details

International Journal of Public Leadership, vol. 16 no. 1
Type: Research Article
ISSN: 2056-4929

Keywords

To view the access options for this content please click here
Article
Publication date: 15 August 2016

Bhaskar Prasad and Paulina Junni

Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation…

Abstract

Purpose

Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation. The purpose of this paper is to examine the influence of chief executive officer (CEO) transformational and transactional leadership on organizational innovation. The authors examine the moderating role of environmental dynamism.

Design/methodology/approach

The authors collected survey-based data from top management team members in 163 companies in services, construction, manufacturing and other industries in the USA. The authors used multiple regression analyses to test the study hypotheses.

Findings

The empirical findings indicate that CEO transformational and transactional leadership behaviors positively influence organizational innovation. However, organizations benefit more from transformational leadership in dynamic environments.

Originality/value

This study highlights the role of CEO leadership behavior in the pursuit of organizational innovation. Significantly, the study shows that both transformational and transactional leadership can enhance organizational innovation. However, their effectiveness is contingent on environmental dynamism. This contributes to the firm innovation literature by clarifying how specific types of CEO leadership influence organizational innovation in different environmental conditions.

Details

Management Decision, vol. 54 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 1 December 1997

Patreese D. Ingram

Reveals the results of a study which investigated the principal’s leadership behaviour in schools which educate moderately and severely disabled students in regular…

Abstract

Reveals the results of a study which investigated the principal’s leadership behaviour in schools which educate moderately and severely disabled students in regular education classrooms on a full‐time basis. More specifically, notes that the purposes of this study were to determine whether the leadership behaviours of principals, as perceived by teachers, tended to be more transformational or more transactional; and whether there was a difference in the leadership behaviours of principals and the extent to which principals motivated teachers to exert effort beyond the ordinary. Forty‐four teachers from five school districts responded to the Multifactor Leadership Questionnaire (MLQ) developed by Bass (1985). The independent variable was leadership behaviours of principals, defined as varying degrees of transformational and transactional leadership. The dependent variable was defined as principals’ ability to affect teacher motivation. Shows that the results of the study indicated that principals were perceived by teachers to exhibit more transformational leadership behaviours than they exhibited transactional leadership behaviours. Also, teachers tended to be more highly motivated under the leadership of principals who they perceived to be more transformational than transactional.

Details

Journal of Educational Administration, vol. 35 no. 5
Type: Research Article
ISSN: 0957-8234

Keywords

To view the access options for this content please click here
Article
Publication date: 11 May 2015

Kwasi Dartey-Baah

This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformationaltransactional leadership theories. It does this…

Abstract

Purpose

This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformationaltransactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformationaltransactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same.

Design/methodology/approach

It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional.

Findings

A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformationaltransactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach.

Originality/value

The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformationaltransactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

Details

Journal of Global Responsibility, vol. 6 no. 1
Type: Research Article
ISSN: 2041-2568

Keywords

To view the access options for this content please click here
Article
Publication date: 30 May 2019

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…

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.

To view the access options for this content please click here
Article
Publication date: 19 May 2020

Michael K. Mickson, Alex Anlesinya and Ebenezer Malcalm

This study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the…

Abstract

Purpose

This study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.

Design/methodology/approach

The study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.

Findings

The results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.

Practical implications

This means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.

Originality/value

Although studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

Details

World Journal of Entrepreneurship, Management and Sustainable Development, vol. 17 no. 2
Type: Research Article
ISSN: 2042-5961

Keywords

To view the access options for this content please click here
Article
Publication date: 4 September 2017

Majd Megheirkouni

The purpose of this study is to investigate the transformational and transactional leadership styles and organizational learning at for-profit and non-profit sports…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

International Journal of Organizational Analysis, vol. 25 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

To view the access options for this content please click here
Article
Publication date: 13 June 2008

Juan Carlos Pastor and Margarita Mayo

This paper seeks to investigate the relationship between managers' beliefs and goal orientation and the self‐perception of transformational and transactional leadership

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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

Details

Leadership & Organization Development Journal, vol. 29 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article
Publication date: 7 March 2016

Rusliza Yahaya and Fawzy Ebrahim

The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several…

Abstract

Purpose

The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment.

Design/methodology/approach

This is a systematic literature review.

Findings

This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment.

Originality/value

Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

Details

Journal of Management Development, vol. 35 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 10 of over 3000