ABSTRACT Abstrak: Tujuan utama kajian ini ialah untuk mengenal pasti kesan kepimpinan transformasi pengetua dalam konteks penggantian kepimpinan. Data guru dan pengetua daripada 151 buah sekolah dikumpul dengan menggunakan kaedah split sampling dan diproses melalui unit analisis peringkat sekolah. Hasil analisis hierachical moderated reggression procedures menunjukkan bahawa terdapat beberapa faktor penggantian kepimpinan yang mempunyai kesan moderasi terhadap kepimpinan transformasi dalam komitmen dan perlakuan warga organisasi pendidikan. Di samping itu, keputusan juga menunjukkan bahawa: (1) kepimpinan transformasi dan penggantian kepimpinan mempunyai kesan secara unik ke atas variabel kriterion, dan (2) jumlah varians yang diperoleh daripada kepimpinan transformasi dan penggantian kepimpinan ke atas variabel kriterion adalah meyakinkan. Implikasi kajian berkaitan kefahaman terhadap kesan kepimpinan transformasi dan penggantian kepimpinan turut dibentangkan. Abstract: The aim of this study was to examine the effects of principals' transformational leadership behaviors, within the context of substitutes for leadership. Data were collected using split sampling method from teachers and principals from 151 schools and were analyzed at school level. Hierarchical moderated regression analysis procedures showed that few of the substitutes variables moderated the effects of the transformational leaders behaviors on commitment and educational organizational citizenship behaviors. The results also indicated that: (1) the transformational leadership behaviors and substitutes for leadership each had unique effects on criterion variables, and (2) the total amount of variance accounted for the substitutes for leadership and the transformational leadership behaviors was substantially convincing. Implications of these findings for our understanding of the effects of transformational leadership behavior and substitutes for leadership are then discussed.

314 Reads
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study examines the viability of a construct, Substitutes for Leadership, for understanding and explaining principal influence potential. Leadership substitutes act in place of leader behaviors, specifically initiating structure and/or consideration. Interview data were collected to determine whether substitutes exist in the school setting. These data indicated that substitutes may potentially limit principal influence on teachers' work agendas, attitudes, and behavior.
    Educational Administration Quarterly 05/1986; 22(2):23-42. DOI:10.1177/0013161X86022002003 · 0.75 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: Confirmatory factor analysis in 2 large samples ( N = 411 and N = 1,235) was conducted to examine the convergent and discriminant validity of the 74-item (revised) and 41-item (reduced) versions of the substitutes for leadership scales recently developed by P. M. Podsakoff et al (see PA, Vols 80:27703 and 81:3713). Following this, the liabilities and subscale intercorrelations of the 2 versions of the scale were compared in order to determine how faithfully the 41-item version represents the 74-item scale. Next, the reliabilities of both versions were compared with the reliability of S. Kerr and J. M. Jermier's (see record 1980-10792-001) original scale, and their nomological validity was evaluated. The overall pattern of results indicated that both versions were reasonably reliable and valid, and both were better than Kerr and Jermier's original scale. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    Journal of Applied Psychology 09/1994; 79(5):702-713. DOI:10.1037/0021-9010.79.5.702 · 4.31 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: Whether you're a manager, company psychologist, quality control specialist, or involved with motivating people to work harder in any capacity—Locke and Latham's guide will hand you the keen insight and practical advice you need to reach even your toughest cases. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    The Academy of Management Review 04/1991; DOI:10.2307/258875 · 6.17 Impact Factor
Show more


314 Reads
Available from