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This study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees' work engagement.

Cross-sectional survey data from 392 employees in 33 hotels in Bangladesh were collected. To analyze the data, structural equation modeling was adopted, and partial least squares (PLS) analysis was used.

Results of PLS analysis revealed that servant leaders and leaders' communication competency positively influence employees' work engagement. In boosting employees' work engagement, communication competency is an important tool for servant leadership but not for transactional leadership.

Hoteliers and managers may want to adopt a servant leadership style and develop effective leadership communication skills to increase employees' engagement at work.

This study introduces communication competency as a mediating mechanism between leadership styles and work engagement in the hospitality industry.

The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership.

Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling.

The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours.

Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature.

The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.

This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions. In particular, it aims to investigate the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions.

Participants were 208 National Collegiate Athletic Association (NCAA) Division I softball and volleyball assistant coaches in the USA. Using the multifactor leadership questionnaire (MLQ – Form 5X) and an organizational turnover intent questionnaire, participants evaluated their head coach's leadership behavior, satisfaction with the leader, and their own organizational turnover intent.

Results revealed a direct negative relationship between leadership behaviors (transformational and transactional) and voluntary organizational turnover intentions. Also, satisfaction with the leader mediated the negative relationship between leadership behaviors (transformational and transactional) and voluntary turnover intentions.

The study was limited by the use of professional associations to contact participants, the timing of the data collection, and the exploration of only one of numerous possible mediating variables. Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for effective leadership of work teams and for mitigating voluntary turnover intentions.

The paper's principal theoretical contribution is the addition of satisfaction with the leader as a mediating variable between transformational and transactional leadership behavior and voluntary organizational turnover intentions.

The purpose of this paper is to develop a model in which leadership styles (transformational or transactional leadership) directly and indirectly (through occupation perception) affect teacher performance (in-role performance and organizational citizenship behavior (OCB)).

The research hypothesis holds that the leadership style (transformational or transactional) has a direct and indirect effect on teacher performance (through occupation perception). These hypotheses have been tested on data collected from 630 Arab Israeli teachers.

Teachers’ in-role performance increases as they perceive their principals’ leadership style as more transformational and less transactional. In addition, the results reveal that the effect of transformational principals’ leadership style on OCB is expressed only by indirect effect (through occupational perception).

The results of the study contribute to the understanding of the way leadership style and performance interact in schools, and the importance of teachers’ occupational perception in explaining this relationship. Future research should further investigate the teachers’ occupational perceptions and its effect on their performance as little research has been conducted to date.

This study aims to examine the effects of leadership behaviors on quality management (QM) practices and their effects on quality performance of manufacturing companies in Thailand. The hypotheses were that leadership leads to infrastructure practices, which in turn support quality practices. These quality practices improve quality performance. This was tested using a structural equation model. In general, the model was supported although all of the individual practices examined here were not statistically significant.

A survey of quality managers of firms located within Thailand was conducted and analyzed using structural equation modeling (SEM) to determine how leadership affected quality practices which in turn affected quality performance. The interactions of leadership with infrastructure and core variables were tested and found to be insignificant.

The SEM established that leadership behaviors supported one infrastructure practice – human resource management, which in turn supported one core QM practice – statistical process control. While six dimensions of transformational and two dimensions of transactional analysis were tested, only two dimensions of transformational and one dimension of transactional leadership were retained. However, these did load onto one leadership second‐order factor. The interactions of leadership with infrastructure and core practices were not significant. The core practices significantly affected three quality performance measures – product returns, product rework and scrap levels.

Further investigation is needed to understand how the Thai culture affects the use of quality practices. Since there was only one respondent per company, the study needs additional validation. Further investigation of the transformational and transactional leadership constructs is necessary.

This suggests to international managers that many of the quality techniques are useful in both developing countries and developed countries. It also suggests that transactional leadership was more effective than prior literature expected it be.

This paper demonstrates that leadership in Thailand is important to the implementation of quality practices. The findings indicate that leadership is an important component of QM and affects infrastructure practices which in turn affect core quality practices. Finally, these core practices affect quality performance. This confirms prior QM models. A major finding is the importance of the contingent punishment dimension of transactional leadership. The confirmatory factor analysis suggests that the individual dimensions of transformational and transactional leadership are not reliable as currently operationalized and further work is needed to develop reliable leadership scales.

The purpose of this paper is to investigate transformational, ambidextrous, and transactional leadership and their relationship to employee creativity and the extent to which psychological empowerment and promotion focus are consistent with previous studies that identify their significant impact on employee creativity. In addition, employee psychological empowerment and promotion focus are used as mediators in the research model to ascertain whether or not there is a significant mediating effect between transformational leadership, ambidextrous leadership, transactional leadership and employee creativity.

In the study, 500 questionnaires were mailed to 50 electronics companies in China; 427 valid questionnaires were eventually collected. A structural equation model was then used for data analysis to study the causalities between all the parameters.

The research findings indicate that transformational and ambidextrous leadership styles have a significant effect on employee creativity. In addition, the study found that employee psychological empowerment and promotion focus has a significant mediating effect for transformational leadership, ambidextrous leadership, transactional leadership and employee creativity.

Executives who adopt a transformational or ambidextrous leadership style tend to have employees with greater psychological empowerment, while transformational or ambidextrous leaders tend to have employees with a stronger promotion focus. Further, the study discovered that when executives adopt a transformational or ambidextrous leadership style, they can use their employees’ psychological empowerment and promotion focus to improve employee creativity.

Transformational and transactional leadership have become a fascinating issue for research since the work of Burns (1978) and Bass (1990). The purpose of this paper is to evaluate the usefulness of the concept of transformational leadership using examples of political leadership from South Asia. It is argued that the construct of transformational leadership is practically non-existent. And, if the concept of transformational leadership exists, it cannot be specifically applied to the leaders who gain popularity and achieve their goals. It is also argued that positive and negative connotation with transformational and transactional leadership, respectively, is false. The popular leadership may be good for “one-point agenda,” but not necessarily transform the system.

Qualitative methods, historical analysis, and discourse analysis have been employed to understand the leaders’ actions and behaviors.

The discussion around the empirical examples show that the popular-successful leadership does not necessarily a transformational leadership even though the leadership achieves the goals.

The popular or so-called transformational leadership may be good to achieve one-point agenda, but it may not bring the required change and fruitful results to all stakeholders if it is not backed by a transactional strategy. Future research may turn the attention in three directions: whether or not the achieved goals were transformational or transactional; evaluation of leaders’ behavior from the perspective of consequential leadership; and the role of transactional leaders in the growth and strengthening of micro and macro organizations.

The field of educational systems has witnessed an increase in studies of organizational citizenship behavior (OCB) as it contributes to the effectiveness and success of schools and achieving their objectives and goals. The purpose of this paper is to examine the relationships between principals’ leadership style, occupational perceptions and OCB.

The research hypothesis holds that the leadership style (transformational or transactional) have a direct and indirect effect on OCB (through occupation perception). These hypotheses have been tested on data collected from 620 Arab Israeli teachers.

The results reveal that: transformational and transactional leadership have no direct effect on OCB, an indirect effect of occupational perception on the relationship between transformational leadership and OCB, occupational perception did not mediate the effect between transactional leadership and OCB.

The results of the study contribute to the understanding of the way leadership style and OCB interact in schools, and the importance of teachers’ occupational perception in explaining this relationship. Future research should further investigate the teachers’ occupational perceptions and its effect on their performance as little research has been conducted to date.

The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills.

A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings.

The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results.

The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings.

Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential.

This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

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.