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Impact of Leadership Style on Performance: A Study of Six Sigma Professionals in Thailand
Abstract
Superior performance requires a fundamental paradigm shift in managerial approach and leadership style to address the impact of rapidly evolving technology accompanied by increasing competition and market globalization. Six Sigma is one of the quality and productivity improvement initiatives employed by many successful enterprises to address these new challenges. Six Sigma requires management attention and clear leadership to provide a highly focused management-sponsored project approach to the rapid improvement and cost control of selected processes. This study sought to examine the leadership styles among Six Sigma professionals and their impact on performance. A total of 146 Six Sigma professionals working in Thailand were surveyed using the Multifactor Leadership Questionnaire (MLQ). The findings reveal that there are significant differences among the transformational, transactional and laissez-faire leadership styles. Among these 3 styles, Six Sigma professionals tend to exhibit the transformational leadership style most of the time. Furthermore, both transformational and transactional leadership styles are found to have a positive impact on follower performance, perception of leader effectiveness and job satisfaction. However, there is a negative relationship between laissez-faire leadership and the performance variables.
... Leadership behaviors and school effectiveness. As pointed out by previous literature, leadership behaviors have a significant impact on school effectiveness (Prasertwattanakul & Chan, 2007). Markulis, Jassawalla, and Sashittal (2006) also supported the correlation between leadership and effectiveness. ...
... In terms of the relevance between leadership behavior and school effectiveness, previous studies showed that leadership behavior has significant effects on organizational effectiveness (Markulis et al., 2006;Prasertwattanakul & Chan, 2007). According to this study, different leadership behaviors in both Taiwan and Japan indeed have appreciable effects on school effectiveness, whereas different leadership behaviors have different effects in different countries. ...
This study is a cross-national research in school leadership behaviors. Research subjects in this study include primary and secondary school teachers in Taiwan and northeastern Japan. By referring to “School leadership of the future,” this study summarized that school leadership is working toward a team approach to instruction leadership, compound leadership, and diverse leadership. By referring to relevant literature, the researcher also determined pertinent criterion variables, including school effectiveness, teachers’ job performance, and teachers’ organizational commitment. The results obtained through collecting questionnaire copies and performing statistical analyses are as shown below. Firstly, in terms of the same leadership behavior’s contribution to school effectiveness, the two countries revealed some differences. A team approach to instructional leadership is conducive to students’ performance in Taiwan and teachers’ professionalism in Japan. The two countries also showed differences in different leadership styles’ effects in facilitating teachers’ commitment. School principals in Taiwan should employ structure and symbol-oriented leadership; whereas, school principals in Japan should employ a team approach to instructional leadership. As indicated by these results, Japan has a stronger team approach to leadership characteristic in comparison to Taiwan. As Japanese culture values team honor, employing a team approach to leadership could facilitate teachers’ professionalism and commitment. Due to Taiwanese society’s diverse cultures and difficulty in reaching a consensus, setting a clear goal and employing structure and symbol-oriented leadership with an established paradigm or a heroic story may better facilitate teachers’ commitment.
... Contingency leadership theory posits that the effectiveness of transformational leadership can differ and is impacted by contextual and situational factors, [26], [27], [28], [29]. The contingency theory explains the correlation between leadership style and employee performance, according to the theory. ...
This study aims to examine the impact of transformational leadership on employee performance in Oman's telecoms industry. This research is driven by the necessity for companies to enhance staff productivity in order to gain a competitive advantage. The study conducts a thorough examination of previous literature to explore the influence of employee motivation, engagement, and emotional intelligence on performance. Moreover, it assesses the ability of transformational leadership to serve as a vital link in improving employee outcomes. The research will offer managers and executives in the telecom industry useful suggestions to help them create strategies that will boost productivity and accomplish organizational objectives. The study provides specific goals and research questions to direct further studies in this area.
... Leadership is acknowledged for its compelling and clear vision; institutionalization of organizational change, increasing followers' awareness of what is right and important; and motivating them to perform beyond expectation (Nyachanchu et al., 2017). Leadership is, therefore, a critical factor that a firm should consider to successfully adapt to changes in the environment (Saowalux & Peng, 2007), to attain a competitive advantage. In this regard, leadership is vital for a company/firm because it is the backbone of every organization (Bass et al., 2003) and induces the understanding that leadership plays the main role for an organization in gaining a competitive advantage leading to an organization's success in the market (Oliveira, 2018), since the main source for potential competition is competitive advantage. ...
Competitive Advantage plays a significant role in developing and accomplishing organizational goals. However, some of the organizations are struggling to attain a competitive cutting edge against competitors. Previous studies have been done on the effect of different leadership styles on Competitive Advantage with mixed findings, therefore, requiring the inclusion of moderating or mediating variables. The purpose of this study is to establish the serial mediating effect of Firm Size (FSZ) and Dynamic Capability (DC) on the relationship between Leadership Style (LS) and Competitive Advantage (CA). The specific objectives were to assess the effect of Leadership Style and Dynamic Capabilities on Competitive Advantage, to establish the effect of Leadership Style on Firm Size, and to establish the mediating effect of Firm Size on the relationship between Leadership Style and Competitive Advantage. The study was guided by; the Resource Based View, Porter’s Generic Strategy of Competitive Advantage, Five Forces of Competitive Position and Capability Based View Theories. A positivism paradigm and explanatory research design were used. A sample size of 400 out of 795 manufacturing firms registered by Kenya Association of Manufacturers (KAM) and operating in Nairobi County, Kenya was obtained using Yamane’s formula. Data was collected using a close-ended questionnaire and analyzed using descriptive statistics including mean, standard deviations and inferential that is correlation and Hierarchical Regression analysis. Further, Hayes Model 6 was used to test the mediations and mediation hypotheses: The results showed that LS (β=.419 and LLCI = .323, ULCI = .516), FSZ (β=.23 and LLC I = .138, ULCI = .330) significantly influenced CA. Additionally, LS (β=.635 and LLCI = .554, ULCI = .716) has a significant effect on FSZ. The results further showed that FSZ mediated the relationship between LS and CA (β=.148, Boot LLCL =. 073 and Boot ULCI= .218). In conclusion, the study established that Firm Size mediated the relationship between Leadership and Competitive Advantage. The findings clarify the alignment of Firm Size with CA for manufacturing firms in Kenya. Therefore, managers should be cognizant of the size of the firm which influences the abilities of the firms to attain Competitive Advantage.
... Moreover, CIPD has embarked on inquiries to ascertain the impact of coaching as a developmental tool in leadership and project management. A survey encompassing 729 HR managers and representatives revealed the positive influence of coaching as a developmental technique in achieving project management success (CIPD, 2010;Saowalux & Peng, 2007). ...
This inquiry emphasizes executive coaching as an indispensable leadership development tool in cybersecurity project management, encompassing cyber engineering and offensive operations. Effective cybersecurity project management is crucial in today's digital landscape, characterized by ever-evolving cyber threats and vulnerabilities. It extends beyond administrative tasks, serving as the linchpin for resource allocation, risk mitigation, and aligning security measures with organizational objectives. With the evolving cyber threat landscape, cybersecurity project management leaders require technical expertise, effective leadership skills, and a commitment to continuous professional development. This chapter underscores the pivotal role of executive coaching in developing leaders capable of navigating the cybersecurity landscape effectively and ensuring the resilience of critical organizational assets against sophisticated cyber threats.
... The consequence of transactional leadership was also found to be positive but somewhat weaker. What makes a transformational leader extraordinary is his capability to sway the attitudes of the organisational associates and motivate the cohorts to surpass their own "immediate self-interest for the sake of the mission and vision of the organization" (Burns, 1978;Chelladurai, 2001;Saowalux and Peng, 2007). The literature stated above sustains that "organizational learning can be promoted by transformational leadership which support to follower's creativity" (Tushman and Nadler, 1986;Weisberg, 1999;García-Morales et al., 2012). ...
... Contingent theories aid in gaining experienced freedom in leadership (Northouse, 2001). According to Prasertwattanakul and Chan (2007); Northouse (2000), Fiedler's contingency theory arose from the lack of trait and behavioral theories to deliver dependable results, which led to a focus on a contingency or environmental factors that govern behavior (Yukl, 2002). ...
Purpose: This is to look into the impact of leadership on employee output in the local governance sector during the COVID – 19 Era. Research Methodology: A quantitative and descriptive approach, as well as a census method, were used to sample 220 employees. A structured questionnaire was used to gather data, multiple linear regression was used to test hypotheses, and SPSS version 20 was used to input, process, and analyze data. Result: The findings demonstrate that visionary, laissez-faire, and servant leadership styles have a considerable impact on staff output. Furthermore, employees' output is unaffected by autocratic and charismatic leadership styles. Limitation: The research only investigated five different types of leadership styles. Within the central region, it was similarly limited to only one metropolitan assembly. Contribution: It was demonstrated by the theory that under the local government, some various forces and situations drive the organization's activities; thus, leadership should be ready to change and dynamically position themselves to handle issues that arise. Keywords: 1. Employees’ output 2. Leadership 3. Leadership styles 4. Local government
... The mentioned role on leadership behavior on organizational performance may not be achieved by transactional leaders. For instance, Saowalux and Peng (2007) call transactional leadership as an ordinary leadership style which focuses on followers' compliance and expected rewards. Furthermore, Obiwuru et al. (2011) opine that leadership style is not likely to generate enthusiasm and commitment to organizational objectives. ...
... Effective leadership within an organization is often viewed as the foundation of organizational performance and growth (Saowalux & Peng, 2007) hence, organizations that fail to have effective leadership may likely fail to meet performance expectation. ...
This study investigated the relationship between
the self-efficacy of basic school headteachers in Effutu
municipality and their leadership effectiveness. The
purpose of the study was to determine whether the self�efficacy of Basic School Heads in Effutu Municipality
affects their leadership effectiveness. The quantitative
method was used for the study. A population of 85
headteachers and 145 teachers were drawn from the 85
basic schools in Effutu municipality via total/whole
enumeration and random sampling techniques
respectively. The structured questionnaires were used to
collect the data. The quantitative survey data was analysed
with SPSS, specifically, frequencies and correlation. One
research question and two hypotheses were formulated to
guide the study. The major finding of the study was that the
basic school headteachers self-efficacy affects their
leadership effectiveness and that there is a positive
relationship between self-efficacy and leadership
effectiveness. G.E.S. should consider the self-efficacy of
teachers before selecting them as heads for Basic Schools
for effective academic performance or should invest in
stimulating the self-efficacy of heads so as to work
effectively. Other organizations should consider building
the self-efficacy of their leadership so as to improve their
effectiveness in performing their duties and also, rate self�efficacy high on recruitment requirements of applicants at
recruitment interviews.
... Intheliteratureinvestigatingtheinterrelationbetweencoachingandthesuccessofprojectmanagement andincreasingbusinessperformance,thecoachingillustratedasatoolthatservesstrategicallythe interestofprojectmanagerstoachieveprojectssuccessandincreasetheemployees'performance (Walker-Fraser,2011).However,despitethepopularityofcoachingasaninterventiontoincreasethe businessproductivity,yet,theempiricalstudiedconcerningthevalidityofcoachingasapracticeis scarce(CIPD,2010).TheCharteredInstituteofPersonnelandDevelopment(CIPD)investigatedthe dimensionsofcoachingasalearningtodeveloptheperformancethatleadstoamajorfactorofthe successofprojectmanagementsuccess (CIPD,2010).Moreover,CIPDestablishedaninvestigation toverifytheimpactofcoachingadevelopmentaltoolforleadershipandprojectmanagement.The surveyimplementedaninvestigationof729HRmanagersandrepresentativesthatreportedthepositive impactofcoachingadevelopmentaltechniquetoachieveprojectmanagementsuccess (CIPD,2010;Saowalux,&Peng(2007). ...
With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.
... Transformational-transactional theory, great man theory, traits theory of leadership etc. As explained in (Prasertwattanakul andChan 2007, Burns 2016), conceptualizes two factors to differentiate "ordinary" from "extraordinary" leadership: Transformational Leadership Individuals as followers are been motivated in performance and moral grounds through different kinds of media. Leadership can be explained as an influential procedure where leaders alert their subordinates' attention to the important things, direct and enable them recognize the opportunities and challenges in the society today from a different perspectives. ...
... Moreover, CIPD established an investigation to verify the impact of coaching a developmental tool for leadership and project management. The survey implemented an investigation of 729 HR managers and representatives that reported the positive impact of coaching a developmental technique to achieve project management success (CIPD, 2010; Saowalux, & Peng (2007). ...
According to recent research 55 percent of information technology (IT) projects are deemed unsuccessful. In 2016, globally, organizations waste an average of 1 billion invested information technology projects. These numbers should be of tremendous concern when these projects often focus on critical operational aspects like knowledge management, data analytics, intellectual property, cybersecurity, and information management. These numbers also point the critical need to develop leadership skills for information technology project managers. This paper explores the need and viability for organizations to invest in leadership coaching as employee development tools for their IT project managers and cybersecurity technical staffers.
... On the other hand, Mandiya, Machera, and Karodia (2014) added that Supportive Leadership Style (which is also referred to as the coaching style by certain scholars), focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways ( Saowalux & Peng, 2007, p. 45). The supportive style of leadership has therefore, a rational approach and presupposes that the top level manager of the company has a vision and all it takes to realise it but, at the long run, developing a www.scholink.org/ojs/index.php/wjer ...
p> This paper, analyses Leadership Styles on School Administration in Public Secondary Schools in Delta Central Senatorial Districts. The study consented to use the descriptive survey research design, with t wo research questions and one hypothesis. The population size for the study was all the teachers from 179 public secondary school in Delta Central Senatorial District. Selecting five male teachers and five female teachers at random from each school, the sample size used for the study was 1,790 public secondary school teachers. Fifty copies of the questionnaire were administered to teachers in public secondary schools in Delta North Senatorial District outside the study area, and the data obtained were analysed with Cronbach alpha yielding a coefficient of 0.86. Frequency and mean were also used. The Pearson Correlation was further used to test for the statistical significance between variables at a 0.05 significance level. The study showed that to an average extent, the level of school administration in public secondary schools in Delta State is effective, and that that as leadership style increases, the effectiveness of school administration decreases and vers-a-visa, therefore exemplifying that with the introduction of more autocratic leadership style the effectiveness of school administration tends to dwindle, but however there exists a significant relationship between leadership styles and school administration in public secondary school in Delta State. The researcher recommends care should however be taken on the measure or mix of the leadership style used by school administrators. </p
... For a firm to successfully adapt to changes in the environment, its leadership is a critical factor. Saowalux and Peng (2007), and Burns (1978), state two factors that distinguish ordinary from extraordinary leadership (Obiwuru et al., 2011). Burns (1978) and Avolio and Bass (2004) proposed a continuum composed of three major leadership behaviours. ...
The advent of globalization is forcing firms in the manufacturing sector to deploy dynamic capabilities so as sustain competitive advantage. Strategic choices and decisions made on when, where and how to deploy dynamic capabilities; depend on the transformational leadership behaviour of the top leadership, the Chief Executive Officers (CEOs). However no empirical evidence exists to indicate the role of transformational leadership behaviour on the relationship between dynamic capabilities and firm performance. The study therefore set to examine this moderating role, using explanatory research design in a cross-sectional survey; guided by the Resource-Based View theory. Primary data was obtained from 271 out of 369 firms sampled from a population of 1,496 manufacturing firms, using a structured questionnaire instrument through drop and pick. Reliability and validity tests were carried out on the research instrument and study measures. SPSS software was used to analyze and interpret the data. Regression analysis results, which were used to test hypotheses revealed, among other © Nyachanchu, Bonuke & Chepkwony Licensed under Creative Common Page 344 aspects, that the interaction of two of the dimensions of dynamic capabilities, namely:-sensing capabilities (B=-0.061; P<0.05) and seizing capabilities (B=-0.068; P<0.05), with transformational leadership behaviour, led to significant influence on firm performance.
... Among the various theories of leadership and motivation relating to effective organizational change management, perhaps the most prominent is the transformational-transactional theory of leadership. As explained in Saowalux and Peng (2007), Burns (1978), conceptualizes two factors to differentiate "ordinary" from "extraordinary" leadership: transactional and transformational leadership. Transactional leadership is based on conventional exchange relationship in which followers" compliance (effort, productivity, and loyalty) is exchanged for expected rewards. ...
This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.
Executive leadership coaching can have significant benefits for police officers and law enforcement agencies in addressing critical issues such as race relations, misconduct, and professionalism. Leadership coaches can help police officers develop a deeper understanding of their own biases and improve their cultural competence. This increased self-awareness enables leaders to foster a more inclusive and respectful work environment, promoting better relationships between officers and diverse communities. Additionally, coaching can help officers enhance their decision-making skills, encouraging them to implement fair and just policies that prioritize accountability and transparency. Ultimately, executive leadership coaching empowers police officers and their superiors to create a more equitable and trustworthy law enforcement system, benefiting both the officers and the communities they serve. This chapter uses theories and research from the literature to argue for the viability of the deployment of executive coaching as a tool to develop better police leaders at every level.
Project management failure is a broad term that encompasses many different areas of mismanagement, from lack of resources to missed deadlines and budgets. According to a 2018 Project Management Institute (PMI) report, the average global success rate for projects was only 53%, meaning that 47% failed to meet their objectives. This statistic is further supported by a 2020 report from the Standish Group, which found that only 28.3% of projects were successful, meaning that the majority (71.7%) of projects failed to meet their objectives. Project management failure can negatively impact organizations, from decreased productivity to decreased customer satisfaction. Leadership skills are a critical aspect of project success. This chapter explores leadership skill development through executive coaching.
An organization is a system of relating resources that make possible the accomplishment of specific objectives. In public administration, objectives are statements of what an agency or office is officially expected to perform. This aim bends the organizational operation to their accomplishment thus providing the motive for an effective leadership. Leadership has been identified as an important subject in the field of organizational behaviour. Leadership is one with the most dynamic effects during individual and organizational interaction. In other words, ability of management to execute "collaborated effort" depends on leadership capability. Leadership style is the manner and approach of providing direction, implementing plans and motivating people. As seen by the subordinates, it includes the total pattern of explicit and implicit actions performed by the leader. Lee and Chuang (2009), explain that the excellent leader not only inspires subordinate's potential to enhance efficiency but also meets their requirements in the process of achieving organizational goals. Stodgily (1957), defined leadership as the individual behaviour to guide a group to achieve the common target. Fry (2003), explains leadership as use of leading strategy to offer inspiring motive and to enhance the staff's potential for growth and development. This undertaking was made to ascertain the present leadership styles of the Chief of Police utilizing his subordinates as respondents. A descriptive design was utilized. Utilizing the data gathered from respondents through the use of a questionnaire, results show that police-respondents are young perceived that the Chief of Police always possesses the leadership qualities of a democratic leader though need to enhance his leadership qualities in areas where subordinates feel some shortfalls.
Sekolah merupakan salah satu lembaga alternatif pelayanan pendidikan. Sekolah sebagai suatu lembaga yang memiliki visi, misi, tujuan dan fungsi sehingga memerlukan tenaga profesional, tata kerja organisasi dan sumber-sumber yang mendukung baik finansial maupun non finansial salah satunya adalah guru. Peningkatan kualitas pembelajaran dipengaruhi oleh kinerja guru. Kinerja guru yang optimal jika diintegrasikan dengan komponen-komponen yang ada di sekolah, diantaranya kepala sekolah dan lingkungan sekolah. Tujuan penelitian ini adalah untuk mengetahui pengaruh kepemimpinan kepala sekolah terhadap kinerja guru, lingkungan kerja terhadap kinerja guru, dan pengaruh kepemimpinan kepala sekolah bersama-sama dengan lingkungan kerja terhadap kinerja guru di SD Negeri Se-Kabupaten Bintan. Teknik pengumpulan data dengan menggunakan angket, wawancara, dan observasi. Item angket yang diberikan telah dianalisis validitas dan reliabilitas. Hasil penelitian ini menunjukkan bahwa (1) kepemimpinan kepala sekolah berpengaruh signifikan terhadap kinerja guru (2) lingkungan kerja berpengaruh signifikan terhadap kinerja guru (3) kepemimpinan kepala sekolah dan lingkungan kerja sama-sama berpengaruh signifikan terhadap kinerja guru.
With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.
The style of leadership is important to organizational job performance. This study intends to investigate the leading style of leadership, which has a greater impacts on organizational job performance. It also studies the relationship between four common leadership styles including democratic, autocratic, charismatic, and transformational leadership on the organizational job performance in public sector organizations. The data was collected by using quantitative methods and the result was obtained upon 90 respondents. The findings indicate a significant relationship between charismatic leadership, transformational leadership, and organizational job performance. However, democratic leadership was found to have an insignificant but positive relationship with organizational performance. Autocratic leadership is also found to have a negative and insignificant relationship with organizational job performance as employees have the least saying and leaders using coercion and enforce their decision on employees without their participation. The study also indicated that charismatic leadership has the most effective effects on organizational job performance followed by the transformational leadership style. Democratic leadership has the least contribution to organizational job performance. This study helps public sector organizations in Kurdistan Region to enhance productivity, satisfaction, and commitment of the employees that together maintain organizational job performances.
This study aims to measure the effect of transformational and transactional leadership on employee performance in the HVAC industry in Tangerang mediated by readiness for change. The data was collected by using simple random sampling technique and the results of the questionnaire that returned and were valid as many as 224 samples. Data processing using SEM method with SmartPLS 3.0 software. The results of this study concluded that transformational leadership has a significant effect on employee performance and readiness to change. In contrast to transactional leadership which does not have a significant effect on both performance and readiness to change. This study also concludes that readiness to change has a positive and significant effect on the relationship between transformational leadership and employee performance. This new research proposes a model for building employee performance among employees of the HVAC industry in Tangerang through enhancing transformational leadership practices with readiness to change as a mediator. This research can pave the way to improve employee readiness in the face of the industrial revolution 4.0 era.
The goal of this study was to examine the effects of transformational leadership behaviors, within the context of Kerr and Jermier’s (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hierarchical moderated regression analysis procedures generally showed that few of the substitutes variables moderated the effects of the transformational leader behaviors on followers’ attitudes, role perceptions, and “in-role” and “citizenship” behaviors in a manner consistent with the predictions of Howell, Dorfman and Kerr (1986). However, the results did show that: (a) the transformational leader behaviors and substitutes for leadership each had unique effects on follower criterion variables; (b) the total amount of variance accounted for by the substitutes for leadership and the transformational leader behaviors was substantially greater than that reported in prior leadership research; and (c) several of the transformational behaviors were significantly related to several of the substitutes for leadership variables. Implications of these findings for our understanding of the effects of transformational leader behaviors and substitutes for leadership are then discussed.
Two key problems hamper the study of charismatic/transformational leadership. First, the field lacks a generally accepted conceptual framework to guide research and practice. Second, only limited efforts have been made to operationalize key constructs. The authors report on an effort to remedy both problems here. They present a model that captures many of the major points common to existing models of charismatic/transformational leadership, that describes the development of instruments to measure attributes of the behaviors of charismatic/transformational leaders as well as key follower beliefs, and that hypothesizes the relationships between charismatic leadership behaviors, follower beliefs, and follower behavior.
Success in the global marketplace depends on a manager’s ability to provide leadership. Exceptional success depends on sustaining extraordinary performance. Are there universal behaviours which are consistent around the world? Are there subtle differences of emphasis which vary across different nationalities or corporate environments? Senior executives were polled in two major divisions of a global petroleum company and from its major subsidiaries around the world. They were asked to describe examples of exceptional organizational performance and to identify the key leadership behaviours which they saw as explaining or accounting for the extraordinary outcomes. Content analysis led to a few key leadership behaviours being identified. The major finding was that the main dimensions of leadership for extraordinary performance are universal. Only a few variations in emphasis existed among six different regions of the world. Also there were some clear leadership differences, long established in the folklore of the company, associated with different corporate cultures in the two major divisions.
“New leadership” studies often suggest that transformational leadership in particular produces desirable leadership outcomes. However, few studies have demonstrated a direct link between the exercise of a particular type of leadership and organisational effectiveness. Efforts to establish such a link are hampered by the absence of a generally agreed definition of organisational effectiveness. This is particularly true in higher education where attempts to develop models of organisational effectiveness applicable to universities have been sparse despite worldwide calls for universities to demonstrate “value for money” performance. This paper examines the relationship between transformational/transactional leadership and university organisational effectiveness. In the course of the examination, the paper indicates possible modifications to the original conceptualisation of transformational leadership. The paper also argues for university leadership that is self-reflective and capable of utilising the array of leadership characteristics subsumed under the transformational and transactional leadership notions.
Transformational leaders are postulated to be responsible for performance beyond ordinary expectations as they transmit a sense of mission, stimulate learning experiences, and arouse new ways of thinking. Transactional leaders achieve performance as merely required by the use of contingent rewards or negative feedback. Previous research has shown that subordinates' perceptions of transformational leadership add to the prediction of subordinates' satisfaction and effectiveness ratings beyond that of perceptions of transactional leadership. The present study replicates the previous augmentation effects using subordinates' effectiveness ratings but was unable to confirm the augmentation hypothesis with independently attained superiors' evaluations as the criteria because of smaller sample size, although trends in the correlations were in the hypothesized direction. Transformational leadership obtained from their subordinates' ratings significantly differentiated top performing managers (identified as such through other sources) from ordinary managers as hypothesized. Results are discussed as they relate to a domestic work force that is becoming better educated and is more concerned about interesting work and self-development. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors examined the linkages between leader-member exchange (LMX), transformational and transactional leadership, and physical distance in predicting performance of 317 followers over a 1-year period. Results from a partial least squares analysis revealed that LMX was related positively to transformational and contingent reward leadership and negatively to management-by-exception. LMX and active management-by-exception positively predicted follower performance, and physical distance moderated leadership-performance relationships. Transformational leadership produced significantly higher follower performance in close versus distant situations, whereas LMX produced high follower performance irrespective of physical distance between leaders and followers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results reveal that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-yr interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the unit's level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.
A practical guide to leadership development based on the world's most thoroughly researched leadership development model Conversational and accessible, this Second Edition of Bruce J. Avolio's groundbreaking book uses the full range leadership development model as an organizing framework and shows how it can be directly applied to improving leadership at the individual, team, and organizational levels. Filled with examples that show how the full range model comes to life in today's global world, Full Range Leadership Development, Second Edition, demonstrates how people, timing, resources, the context of interaction, and expected results in performance and motivation all contribute to effective leadership. Over the last decade, the full range model has become the most researched model in the leadership literature—and the most validated—and has been proven to be an accurate guide for developing exemplary leadership in diverse cultures, organizations, and leadership positions. The new edition shows how the process of leadership development is linked to validation and how the process of validation informs accelerated leadership development.
The authors used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results revealed that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-year interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit.
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
Numerous conceptual and empirical articles in sales management emphasize the influence sales managers can have on various job-related responses of sales personnel, such as job satisfaction, motivation, and performance. When examining this issue, the preponderance of literature has considered a leadership style where sales managers clarify for and communicate to salespeople the selling role and indicate to them how they can receive valued organizational rewards in exchange for successful performance (i.e., “transactional leadership”). Recent research in organizational behavior has found that an alternate leadership approach—”transformational leadership”—can engender improved work-related responses of employees over those produced through transactional leadership. This paper reports results of a study, however, which found that a transactional approach may be preferable to a transformational style for enhancing salespeople's affective and behavioral responses.
Transformational leadership theory is a relatively recent entrant into the realm of management thought. In fact, the majority of this literature has been published in the past 15 years. That being said, the ideas that are central to transformational leadership are not necessarily new. Many of these constructs can be found in the writings of earlier management theorists. The literature indicates that transformational leadership can positively impact on organizational outcomes and employee satisfaction. Without an understanding of its historical roots, however, transformational leadership risks becoming nothing more than the latest “buzzword” for enhancing organizational performance. To fully understand and appreciate the paradigm, one must trace the development of the transformational factors from a historical perspective.
In this article we present a model of the processes whereby social actors use impression management behaviors to create and maintain identities as charismatic leaders. Using a dramaturgical and interactive perspective, we examine the roles that the environment, actor (leader), and audience (followers) play in defining the situation and in jointly constructing a "charismatic relationship." We assert that charismatic leaders' self-systems and situational assessments guide their efforts to manage follower impressions of them, their vision, and their organization. Framing, scripting, staging, and performing constitute the basic phases in this dramaturgical process. Exemplification and promotion are identified as the primary strategies invoked by leaders during the performing phase to construct a charismatic image; facework is employed to protect this image when it is threatened. We also consider how and why followers come to attribute charisma to, identify strongly with, and direct high levels of positive affect toward the leader. We advance research propositions along with methodological recommendations for testing them, and we conclude by considering the model's practical implications for developing charismatic relationships that empower followers and facilitate the attainment of socially beneficial goals.
The paper reviews the path-goal theory of leadership. This theory states that a leader's behavior is important for good performance as a function of its impact on subordinates' perceptions of paths to goals and the attractiveness of the goals. When leader behavior clarifies these goals or makes them more attractive the satisfaction, performance, and the leader acceptance is expected to increase. The specific relationship between leader behavior and these criteria will depend upon the personality of the subordinate and the existing task environment. The paper discusses these complex relationships in some detail.
purpose in this chapter . . . is to build upon existing models of leadership
present a new paradigm of leadership, and preliminary evidence, to account for variance in subordinate effort and performance that goes beyond the boundaries or predictions of current leadership theories
model that attempts to explain how leaders draw the attention of their subordinates to an idealized goal and inspire them to reach beyond their grasp to achieve that goal
transactional leadership
transformational leadership and organizational effectiveness (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.
Typescript. Thesis (D.B.A.)--Nova Southeastern University, 2002. Includes bibliographical references (leaves 88-99).
Typescript. Thesis (DBA)--Nova Southeastern University, 1996. Includes bibliographical references (leaves 129-136). Photocopy.
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