Search results

1 – 10 of over 13000
To view the access options for this content please click here
Article
Publication date: 1 November 1999

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

Keywords

To view the access options for this content please click here
Article
Publication date: 1 September 2003

Venkat R. Krishnan

The relationships between moral leadership, transformational, transactional, and laissez‐faire leaderships, and certain outcomes were studied using a sample of 116…

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.

Details

Leadership & Organization Development Journal, vol. 24 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article
Publication date: 30 July 2021

Shujie Zhang, Wei Sun, Haochen Ji and Junyun Jia

The primary purpose of this paper is to identify the antecedent (i.e. leader's self-transcendent value) and outcomes (i.e. follower's environmental commitment and…

Abstract

Purpose

The primary purpose of this paper is to identify the antecedent (i.e. leader's self-transcendent value) and outcomes (i.e. follower's environmental commitment and behavior) of transformational leadership. The second purpose is to examine the mediating role of transformational leadership plays in the relationship between leader's self-transcendent value and follower's environmental commitment and behavior.

Design/methodology/approach

Multi-source data were collected at multiple times in China. A total of 262 employees and their 64 supervisors completed the survey. The authors conducted a series of confirmatory factor analyses (CFAs) to verify the validity of the constructs and adopted the SPSS PROCESS macro with bootstrapping techniques to test the hypotheses.

Findings

The authors find that leader's self-transcendent value is an important antecedent of transformational leadership, and transformational leadership can enhance followers' environmental commitment and foster their environmental behavior. Besides, transformational leadership plays a significant mediating role between leader's self-transcendent value and follower's environmental commitment and behavior.

Originality/value

This study has developed an integrated model of the antecedents and outcomes of transformational leadership in the Chinese context. It also confirmed that transformational leadership mediates the process through which leader's self-transcendent value has a positive impact on follower's environmental commitment and behavior.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 5 July 2021

Jiwon Park, Soo Jeoung Han, Jiyoung Kim and Woocheol Kim

The purpose of this paper is to investigate the structural relationships among transformational leadership, affective organizational commitment and job performance, as…

Abstract

Purpose

The purpose of this paper is to investigate the structural relationships among transformational leadership, affective organizational commitment and job performance, as well as the mediating effect of employee engagement on their relationships.

Design/methodology/approach

To examine the structural relationships among the research variables, structural equation modeling analysis and bootstrap estimates were performed using the data of 600 full-time employees working in Korean private organizations.

Findings

The results of the data analysis suggest that transformational leadership had a significant impact on employee affective organizational commitment and job performance through employee engagement as a mediator. Specifically, employee engagement partially mediated the mechanism in which transformational leadership affects employee affective organizational commitment, whereas there existed a full mediation of the association between transformational leadership and job performance.

Practical implications

The study finding suggested that transformational leadership was the key catalyst in both encouraging affective organizational commitment and task performance of employees throughout the mediator, employee engagement. Thus, organizations need to create a safe and positive environment that promotes employee engagement and should offer interventions for leaders to build skill sets of transformational leadership.

Originality/value

Because previous studies had explored the impacts of transformational leadership on employee positive attitude and job performance separately, there is little known about how these three constructs correlate. By investigating the impacts of transformational leadership on attitude and performance simultaneously in this study, this study expanded to the extant literature by providing better understanding of transformational leadership. Moreover, given that articles on transformational leadership have been limited in the HRD literature, findings of this study can offer trustworthy information for HRD practice and encourage HRD scholars to explore transformational leadership-related research.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

To view the access options for this content please click here
Article
Publication date: 17 May 2021

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

Keywords

To view the access options for this content please click here
Article
Publication date: 7 June 2021

Peter Phomane Khaola and Douglas Musiiwa

The effects of transformational leadership, affective commitment and organisational justice on innovative work behaviours (IWBs) have been widely published in extant…

Abstract

Purpose

The effects of transformational leadership, affective commitment and organisational justice on innovative work behaviours (IWBs) have been widely published in extant literature. Yet, despite extensive scholarly publications in these areas, little is known about the joint effects of these factors on IWBs. The purpose of this study is to examine if the effects of transformational leadership on IWBs are moderated by affective commitment and organisational justice.

Design/methodology/approach

Based on data collected from 263 respondents, this paper uses social exchange, job demands-resources, information processing and broaden-and-build theories to explore these relationships. This study further deploys Hayes’s (2013) PROCESS Macro to analyse data.

Findings

Of the three independent variables in this study, the results suggest that only transformational leadership has the main effects on IWB. More importantly, the results further suggest that transformational leadership has the largest impact on IWB when both affective commitment and organisational justice are high rather than low. The impact of transformational leadership is also significant when affective commitment is high and organisational justice is low.

Practical implications

This paper submits that organisations can boost IWBs through engendering employee affective commitment and concomitantly assisting supervisors to acquire transformational leadership and fairness skills.

Originality/value

To our knowledge, this is the first study to analyse the effects on IWBs, of a three-way interaction between transformational leadership, affective commitment and organisational justice; with substantial potential to advance theory and practice in leadership and innovation sciences.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

Keywords

To view the access options for this content please click here
Article
Publication date: 11 May 2021

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. 35 no. 5
Type: Research Article
ISSN: 0951-354X

Keywords

Content available
Article
Publication date: 26 March 2021

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

Keywords

To view the access options for this content please click here
Article
Publication date: 13 January 2021

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

To view the access options for this content please click here
Book part
Publication date: 27 June 2013

Ronit Kark and Boas Shamir

In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for…

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.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

1 – 10 of over 13000