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1 – 10 of over 18000F. 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 contingent…
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.
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The relationships between moral leadership, transformational, transactional, and laissez‐faire leaderships, and certain outcomes were studied using a sample of 116 managers of a…
Abstract
The relationships between moral leadership, transformational, transactional, and laissez‐faire leaderships, and certain outcomes were studied using a sample of 116 managers of a large manufacturing organization in eastern India. Results reveal that transformational leadership partially mediates moral leadership’s relationship with follower’s extra effort and satisfaction, and leader’s effectiveness, and it fully mediates moral leadership’s relationship with leader’s power. Based on whether leader’s self‐rating was more than, same as, or less than follower’s rating of leader’s transformational leadership, leader‐follower dyads were classified into three categories – overestimation, agreement, and underestimation. Findings show that moral leadership is lower in overestimation than in agreement, and is lower in agreement than in underestimation. Correlation between moral leadership and power is also the highest in the case of underestimation. Leader’s power, however, does not differ across categories.
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Achakorn Wongpreedee and Tatchalerm Sudhipongpracha
Village health volunteers are community health volunteers in Thailand that have helped the government deliver public health services for many years, particularly during the…
Abstract
Purpose
Village health volunteers are community health volunteers in Thailand that have helped the government deliver public health services for many years, particularly during the coronavirus disease 2019 (COVID-19) pandemic. Though labeled as “volunteers,” the village health volunteers are recruited, trained and supervised in a manner similar to how a government agency recruits, trains and supervises its street-level bureaucrats (SLBs). This study examines the two factors that affect how these street-level quasi-bureaucrats use their professional discretion: transformational leadership and public service motivation (PSM). Transformational leadership means a leadership style that develops, shares and sustains a vision to elevate SLBs to higher levels of performance, while PSM is defined as an SLB’s predisposition to make a difference by working in the public sector with a sense of calling. This study attempts to analyze the mediating role of psychological empowerment in the relationship between transformational leadership, PSM and professional discretion.
Design/methodology/approach
The paper uses a three-wave survey-based quantitative method to avoid common method biases. This method provides evidence gathered from 105 subdistrict health promotion hospitals and 798 village health volunteers (VHVs) in five provinces in Thailand.
Findings
PSM and transformational leadership influence the village health volunteers' use of professional discretion indirectly through the psychological empowerment mechanisms that make them feel positive toward their village health volunteer role and responsibility. The authors' findings suggest that the hospital directors' transformational leadership induces the village health volunteers' use of professional discretion by making them feel competent to do their work and feel fulfilled and valuable about their work. Similarly, the village health volunteers' PSM leads them to use professional discretion by making them feel fulfilled and valuable and by convincing them of the social and community impact of their work.
Research limitations/implications
While existing research focuses on VHVs' role in alleviating capacity constraints on the health care system, this study revealed an equally important role played by hospital directors. These directors' transformational leadership was instrumental in enhancing VHVs' psychological empowerment – particularly their perceptions of the meaning of their work and their competence – that ultimately enabled them to use professional discretion in their work. This study also highlighted the importance of VHVs' PSM, which leads to their use of professional discretion via the meaning and impact dimensions of psychological empowerment. Based on this study, PSM should also be incorporated into the community health volunteers' recruitment criteria. Also, public health agencies should consider including transformational leadership in the hospital directors' training programs and their promotion criteria.
Practical implications
As VHVs' high-PSM level was found to enhance their professional discretion, the process of recruiting ordinary citizens to serve as community health volunteers should incorporate assessment of the candidates' PSM. Also, the Ministry of Public Health should design and assign tasks that citizen volunteers, particularly VHVs, consider meaningful and at which they feel competent.
Social implications
Aside from technical training, directors of the subdistrict health promotion hospitals should regularly receive soft skill training (i.e. leadership training) and transformational leadership characteristics should be included in the government criteria for promotion.
Originality/value
While past research has examined the impact of other leadership styles on psychological empowerment, this study took a further step by examining the mediating effects of psychological empowerment on the relationship between transformational leadership and professional discretion among VHVs. The authors analyzed the mechanism linking PSM to the VHVs' professional discretion. In addition, by examining the relative importance of different dimensions of psychological empowerment, this study offers a nuanced understanding of the psychological processes by which transformational leadership and PSM shape the SLBs' use of professional discretion in their work.
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Nelly Nelly, Harjanto Prabowo, Agustinus Bandur and Elidjen Elidjen
The major purpose of this paper is to examine the mediating role of job competency in the effect of transformational leadership to performance of university lecturers. This…
Abstract
Purpose
The major purpose of this paper is to examine the mediating role of job competency in the effect of transformational leadership to performance of university lecturers. This article also attempts to examine the direct effect of transformational leadership on job competency and lecturer performance.
Design/methodology/approach
For the purpose of the study, quantitative research was applied by conducting an empirical survey with the active participation of 223 lecturers. The survey was conducted in ten high-ranked private universities in Jakarta, Indonesia. Structural equation modeling (SEM) was employed for the measurement and structural model analyses.
Findings
The results reveal that the effect of transformational leadership on lecturer performance is expressed only by indirect effect (through lecturer competency). Even though transformational leadership has a positive direct effect on lecturer performance, it is not statistically significant. This paper highlights the crucial role of lecturer competency in the performance of academic scholars. The findings suggest transformational leadership is fundamental in fostering competencies, which, in turn, improve the work performance of university lecturers.
Originality/value
This study makes significant contributions to the understanding of the interaction between transformational leadership and performance in higher education, and the statistical significance of lecturer work competency in mediating this relationship. The results of this study provide a snapshot of the contextual mechanism linking transformational leadership and lecturer performance.
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Üzeyir Kement, Bihter Zeybek, Sinem Soylu, Gül Erkol Bayram and Ali Raza
This study aims to investigate the impact of the transformational leadership style on the behaviour of restaurant employees. Also, it was aimed to investigate the effect of…
Abstract
Purpose
This study aims to investigate the impact of the transformational leadership style on the behaviour of restaurant employees. Also, it was aimed to investigate the effect of transformational leadership on trust and the effect of trust on altruistic intention and organizational commitment.
Design/methodology/approach
The study integrates insights from transformational leadership to provide a fresh perspective to advance comparative organizational behaviour research. To test the hypotheses, the authors conduct a multiple analysis with observations from Turkey getting staff in culinary department with a quantitative survey.
Findings
This study equips different professional entities in the food and beverage industry with useful, contextualized links between transformational leadership. According to results, the perspective of transformational leadership style affects the concepts of trust, altruistic value and organizational commitment positively. Charisma, moral modelling and individualized consideration had a significant effect on trust. Also, trust has a significant effect on altruistic intention and organizational commitment.
Research limitations/implications
The present study incorporated confidence as a mediating variable; however, it is recommended that alternative scales be used in subsequent research endeavours. Future research endeavours may incorporate theoretical frameworks such as theory of planned behaviour or stimulus-organism-response.
Practical implications
Transformational leadership style is a good acquisition for restaurant employees. There is a healthier and safer job sharing in these restaurants. This can be interpreted as a more satisfied customer. A good leader has a great contribution to the future and sustainability of the business.
Social implications
This research created a new model and examined employees’ views on the company and its management. As a result of the analysis, it was determined that charisma, moral modelling and individualized consideration had a significant effect on trust.
Originality/value
This assists in learning better service quality developing and business practices to augment culinary staff, thereby maximizing their valuable contributions to tourism growth. This research created a new model and examined employees’ views on the company and its management.
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Zheng Zhang, Wenru Liu and Wei He
Based on the conservation of resource theory, this paper explores the impact of differentiated transformational leadership on employees' taking charge in the context of Chinese…
Abstract
Purpose
Based on the conservation of resource theory, this paper explores the impact of differentiated transformational leadership on employees' taking charge in the context of Chinese organizations, with psychological availability as a mediator and collectivism orientation as a moderator.
Design/methodology/approach
The authors distributed paired questionnaires to 67 team managers and 219 team members to obtain research data and established a hierarchical linear model for the hypothesis testing.
Findings
The results show that team-focus transformational leadership has a significant positive impact on employees' taking charge, and individual-focus transformational leadership has a significant negative impact on employees' taking charge. Specifically, psychological availability plays a partial mediating role between differentiated transformational leadership and employees' taking charge. Moreover, collectivism orientation has no significant moderating effect between team-focus transformational leadership and psychological availability. But it has a significant moderating effect between individual-focus transformational leadership and psychological availability, i.e. the higher the level of collectivism orientation, the stronger the negative effect of individual-focus transformational leadership on psychological availability.
Originality/value
The paper notes the hierarchy of differentiated transformational leadership and divides it into team-focus transformational leadership and individual-focus transformational leadership. It also provides a new mechanism and boundary condition, i.e. differentiated transformational leadership has an impact on employees' taking charge through psychological availability and collectivism orientation is a moderator.
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In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for understanding the…
Abstract
In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for understanding the exceptional and diverse effects transformational leaders may have on their followers. We propose that transformational leaders may influence two levels of followers’ self-concept: the relational and the collective self thus fostering personal identification with the leader and social identification with the organizational unit. Specific leader behaviors that prime different aspects of followers’ self-concepts are identified, and their possible effects on different aspects of followers’ perceptions and behaviors are discussed.
Pragya Singh and Karishma Chaudhary
A leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational…
Abstract
Purpose
A leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational leader (TL). TL focuses on innovative methods and processes to improve the efficiency of subordinates. Experts believe that transformational leadership management is more effective than pragmatic leadership. This study focuses on the traits of a TL. Mr. Dhirendra Kumar, Managing Director of Jharcraft, who set out on a mission to lead people to revive the lost art and craft in the state of Jharkhand, India. The case highlights how Kumar's leadership style aligns with the four components of transformational leadership suggested by Bass (1985), i.e. idealized influence, intellectual stimulation, inspirational motivation and individual considerations.
Design/methodology/approach
The study employs a qualitative approach to comprehend the theory of transformational leadership. First of all, an in-depth analysis of transformational leadership theory was conducted using secondary data. The findings of several researchers on the basis of their contribution to the development of transformational leadership theory were analyzed. Based on this, the Bass transformational theory framework was selected. Primary data were collected by conducting interviews with Mr. Dhirendra Kumar, Managing Director of Jharcraft.
Findings
Transformational leadership is a leadership style that can inspire positive changes in those who follow. TLs are generally energetic, enthusiastic and passionate. As per Bass's transformational leadership components, Kumar challenged the status quo and imbibed creativity and skill into local artisans. Artisans were imparted training by experts from the National Institute of Fashion and Technology and provided intellectual stimulation. Kumar offered support and encouragement to individual followers. In order to foster supportive relationships, Kumar articulated a clear vision to the followers. Kumar served as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize the individual's ideals.
Research limitations/implications
This study only considered the traits portrayed by Dhirendra Kumar during Kumar's tenure as the Managing Director of Warcraft, and the data were collected at one single point in time. Future research may consider Kumar's entire service journey and study factors that influenced his role as a TL.
Practical implications
Students will be able to learn and understand how a TL can bring positive change at the grassroots level.
Social implications
This case focuses on how a TL's efforts led to the societal upliftment of poor people and made them capable.
Originality/value
Given the importance of transformational leadership in today's organizational context, this study builds a knowledge base to understand factors for transformational leadership and traits exhibited by TLs.
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Pamala J. Dillon and Charles C. Manz
We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.
Abstract
Purpose
We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.
Methodology/approach
This work is conceptual in nature and develops theory surrounding emotion in organizations by integrating theories on transformational leadership, emotion management, and organizational identity.
Findings
Transformational leaders utilize interpersonal emotion management strategies to influence and respond to emotions arising from the self-evaluative processes of organizational members during times of organizational identity change.
Research limitations/implications
The conceptual model detailed provides insight on the intersubjective emotional processes grounded in social identity that influence transformational leadership. Future research into transformational leadership behaviors will benefit from a multilevel perspective which includes both interpersonal emotion management and intrapersonal emotion generation related to social identity at both the within-person and between-person levels.
Originality/value
The proposed model expands on the role of emotions in transformational leadership by theoretically linking the specific transformational behaviors to discrete emotions displayed by followers. While previous empirical research has indicated the positive outcomes of transformational leadership and the role of emotion recognition, work has yet to be presented which explicates the role of discrete emotions in the transformational leadership process.
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Xiaomeng Zhang and Henry P. Sims
Based on a four-factor leadership typology, this theoretical chapter proposes four alternative models to investigate how collaborative capital moderates the relationships between…
Abstract
Based on a four-factor leadership typology, this theoretical chapter proposes four alternative models to investigate how collaborative capital moderates the relationships between leadership and innovation. Beyerlein, Beyerlein, and Kennedy (2004) define collaborative capital as “how well people work together toward shared goals and outcomes.” In this chapter, we focus on empowerment as an important manifestation of collaborative capital. That is, first, empowerment enhances collaboration across vertical hierarchical lines through sharing of decision-making authority. Also, since empowerment is typically implemented as a team form of organizational structure, empowered teams enhance collaboration through the process of decentralized team decision-making. Thus, the accumulation of successful empowerment and the qualities of empowered team member represent the collaborative capital. Specifically, the models suggest that empowerment may function as a partial mediator, or as a moderator, or as both, in the basic relationship between transformational leadership and innovation. In addition, although transformational leadership and empowering leadership elicit different attitudes and behaviors of team members that may facilitate innovation, the interactions between these outcomes will maximize the effects of leadership on innovation. The implications of these observations and the possible directions for future research are discussed.