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Article
Publication date: 25 February 2021

Leila Afshari

The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational…

Abstract

Purpose

The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational commitment in two different cultural contexts.

Design/methodology/approach

Data were collected from the members of two manufacturing organizations, one in Australia and one in Iran. Questionnaires were distributed to all levels of the two organizations. In total, 189 completed questionnaires were returned from the two countries, representing a response rate of 56.7%. Structural equation modeling (SEM) was employed to test the hypotheses.

Findings

The results demonstrated statistically significant relationships between two forms of idealized influence –attributed and behavior – and the employees' organizational commitment in the Iranian sample. However, in the Australian sample, only idealized influence behavior showed a significant impact on employee commitment. Furthermore, the findings showed that identified motivation mediates the relationship between idealized influence behavior and organizational commitment.

Practical implications

The findings of the current research point to additional ways of increasing identified motivation that, in turn, enhances organizational commitment through leadership practices that are culturally informed. These findings are especially salient in culturally diverse and multinational organizations.

Originality/value

This paper has arrived at a deeper explanation of the processes through which leader behavior can produce employee commitment by clarifying the mediation role of identified motivation between idealized influence behavior and organizational commitment.

Details

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

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Article
Publication date: 1 December 2006

J.A.S.K. Jayakody and W.M.A. Sanjeewani

The purpose of this paper is to identify the impact of transformational leadership behavior of salespersons on the level of customers' trust and customers' relationship…

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3706

Abstract

Purpose

The purpose of this paper is to identify the impact of transformational leadership behavior of salespersons on the level of customers' trust and customers' relationship commitment with the salespersons in the Sri Lankan corporate banking sector.

Design/methodology/approach

Based on the literature, it was hypothesized that idealized influence behavior and individualized considerate behavior of salespersons positively affect customers' trust and customers' relationship commitment. A survey was undertaken among 47 sales persons in the Sri Lankan corporate banking sector, and the regression analysis was performed to test hypotheses.

Findings

It was found that idealized influence behavior of salespersons positively influences customer trust, which, together with individualized consideration of salespersons, in turn influences customer commitment. It was also found that the joint effect of both customers' trust and individualized considerate behavior of the salesperson is greater than each alone on customers' relationship commitment.

Research limitations/implications

The small sample and non‐probabilistic sampling procedure demand further corroboration of the findings. As the relationship marketing literature stresses the coexistence of both relationship and transactional marketing, future researchers may use the full‐range of leadership model.

Practical implications/implications

This study shows how the two facets of transformational leadership behavior of salespersons implicate their customers' relationship marketing behavior, and thus points out how leadership development training can be adapted to improve relationship marketing skills of sales persons.

Originality/value

The present paper illustrates how transformational leadership provides a more appropriate knowledge domain for understanding relationship marketing dynamics at salesperson‐individual customer level.

Details

International Journal of Bank Marketing, vol. 24 no. 7
Type: Research Article
ISSN: 0265-2323

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Article
Publication date: 1 October 2004

Danielle Charbonneau

The study examined the association between four influence tactics known to be effective in generating a target's commitment to a task and perceptions of transformational…

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12617

Abstract

The study examined the association between four influence tactics known to be effective in generating a target's commitment to a task and perceptions of transformational leadership. Eighty military personnel were rated by 181 peers on four influence tactics and four transformational leadership factors. The influence tactics of rational persuasion, inspirational appeals, consultation and collaboration were expected to differentially predict idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualized consideration. Results show that rational persuasion significantly contributed to the variance in all four transformational leadership factors. Inspirational appeals made significant contributions to the variance in idealized influence and inspirational motivation. Consultation and collaboration did not significantly contribute to explaining the variance in any of the four transformational leadership factors. These results suggest that training in rational persuasion and inspirational appeals may increase perceptions of transformational leadership style.

Details

Leadership & Organization Development Journal, vol. 25 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 23 March 2012

Mark Loon, Yet Mee Lim, Teck Heang Lee and Cai Lian Tam

The purpose of this paper is to examine specifically the impacts of transformational leadership on job‐related learning at the individual level.

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3457

Abstract

Purpose

The purpose of this paper is to examine specifically the impacts of transformational leadership on job‐related learning at the individual level.

Design/methodology/approach

A questionnaire survey was conducted. The survey questionnaire contained measurements of job‐related learning (JRL) and the five dimensions of transformational leadership: idealized influence attributed (IIA), idealized influence behavior (IIB), individualized consideration (CON), inspirational motivation (INSPIRE), intellectual stimulation (INTSTIM). Data were collected from 400 individuals of various organizations on a voluntary and anonymous basis.

Findings

The research results showed that the dimensions of IIB and CON were two significant predictors to job‐related learning.

Research limitations/implications

All of the data collected in the present study are gathered from a single source through a common method (i.e. a Likert‐scale questionnaire). Also, the use of a cross‐sectional design in the present study restricts inferences being drawn regarding the causal relationships between transformational leadership and job‐related learning.

Practical implications

It seems that leaders are able to enhance job‐related learning among the employees when they recognize the growth needs of their followers and provide them with personal guidance and goal‐directed development. The findings imply that if a high learning orientation in an organisation is desired, transformational leadership would be the type of leadership needed in the organization.

Originality/value

The present study does provide some evidence that some dimensions of transformational leadership are more influential on job‐related learning than the others.

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Article
Publication date: 31 December 2018

Kwasi Dartey-Baah and Seth Ayisi Addo

Leaders are seen as representatives of their organisations; as such, their actions and behaviours towards their subordinates reflect on the organisations. The purpose of…

Abstract

Purpose

Leaders are seen as representatives of their organisations; as such, their actions and behaviours towards their subordinates reflect on the organisations. The purpose of this paper is to investigate the influence of some dimensions under transformational and transactional leadership styles on perceived organisational support (POS) in Ghana.

Design/methodology/approach

Data were collected from 264 engineers and technicians from the country’s power transmission subsector through a survey. Covariance-based structural equation modelling was used in analysing the data with the aid of Statistical Package for Social Sciences and AMOS.

Findings

The analysis indicated surprisingly that idealised influence predicted POS negatively while intellectual stimulation had no significant influence on employees’ POS. However, inspirational motivation, individualised consideration and contingent rewards predicted employees’ POS positively with contingent reward having the highest influence on POS.

Practical implications

The study’s findings indicate the importance that engineers and technicians in Ghana attach to support from their leaders, specifically inspiration and motivation, consideration for their needs and interests and rewards for their performance; thus, the study recommended that organisations must entreat their leaders to show such supportive behaviours towards their subordinates.

Originality/value

The study findings present fresh knowledge from a developing country perspective with regard to the importance that employees attach to these leadership dimensions.

Details

African Journal of Economic and Management Studies, vol. 10 no. 2
Type: Research Article
ISSN: 2040-0705

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Article
Publication date: 8 November 2019

Jielin Yin, Zhenzhong Ma, Haiyun Yu, Muxiao Jia and Ganli Liao

This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different…

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1809

Abstract

Purpose

This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different leadership dimensions of transformational leadership on knowledge sharing and further to explore the mechanism through which transformational leadership affects employee knowledge sharing in China.

Design/methodology/approach

Based on the transformational leadership theory and the team learning theory, it is proposed that all four dimensions of transformational leadership, including intellectual stimulation, individualized consideration, inspirational motivation and idealized influence, have unique impact on employee knowledge sharing. It is further proposed that psychology safety and team efficacy mediate these relationships. Then data were collected from over 400 employees from knowledge-based companies in China to empirically test the proposed relationships with the method of structural equation modeling.

Findings

The results show that psychological safety fully mediated the impact of intellectual stimulation on knowledge sharing, and team efficacy fully mediated the impact of inspirational motivation on knowledge sharing. Both factors also mediated the impact of individualized consideration on knowledge sharing. The results thus provide empirical support for the impact of transformational leadership on employee knowledge sharing in an international context.

Originality/value

The past years have seen increasing interest in leadership and knowledge sharing in emerging markets, yet the mechanism through which leadership affects employee knowledge sharing remains understudied. This study explores the impact of different dimensions of transformational leadership on employee knowledge sharing, and further shows that psychological safety and team efficacy mediate these relationships in a collectivistic society where knowledge sharing is consistent with cultural norms. The findings help develop more robust knowledge sharing theories in the international context and provide insightful suggestions for management practitioners in emerging markets.

Details

Journal of Knowledge Management, vol. 24 no. 2
Type: Research Article
ISSN: 1367-3270

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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…

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30040

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

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Article
Publication date: 1 November 2002

John H. Humphreys

This research examined the relationship between the behaviors associated with transformational, transactional, and laissez‐faire leadership and followers’ success in…

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5511

Abstract

This research examined the relationship between the behaviors associated with transformational, transactional, and laissez‐faire leadership and followers’ success in marketing financial services in a proximal sales unit environment. Although transformational leadership has received significant support in non‐sales settings, empirical research investigating the transformational sales manager/sales follower dyad is limited. Recent research has suggested that a transactional style of sales management may be preferable when attempting to influence follower work outcomes. This examination reports results that support the notion that transformational sales leadership may be advantageous to services sales organizations in settings where sales managers and their followers are in close proximity.

Details

Journal of Services Marketing, vol. 16 no. 6
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 12 February 2019

Morris Mendelson, Jasmine Alam, Chris Cunningham, Adam Totton and Carrie Smith

Transformational leadership has been shown to have a positive impact on a host of employee level and organizational performance indicators. However, little research has…

Abstract

Purpose

Transformational leadership has been shown to have a positive impact on a host of employee level and organizational performance indicators. However, little research has sought to understand some of the antecedents of this style of leadership. The purpose of this paper is to examine the link between having a post-secondary education and perceptions of transformational leadership.

Design/methodology/approach

Data were collected from two surveys issued in a mid-sized energy company located on the eastern seaboard of North America. One-way ANOVA comparing employees’ perceptions of transformational leadership exhibited by their supervisors that either did or did not have a post-graduate degree demonstrated a strong, positive relationship between the attainment of a Master’s degree and perceived levels of transformational leadership qualities.

Findings

The findings of this quasi-experimental field study demonstrated a strong, positive relationship between the attainment of a Master’s degree and perceived levels of transformational leadership qualities.

Originality/value

This study is the first of its kind to demonstrate that more educated managers are generally perceived to be more transformational in their leadership style.

Details

Leadership & Organization Development Journal, vol. 40 no. 2
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 29 November 2019

Somchanok Passakonjaras and Yanki Hartijasti

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…

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1206

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Management Research Review, vol. 43 no. 6
Type: Research Article
ISSN: 2040-8269

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