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Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment
Abstract
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.
... By balancing between transactional and transformational approaches to maintain control over the change, transformational leaders help followers transcend their immediate self-interests by increasing their awareness of the larger issues and shifting goals away from defensive pseudosolutions, personal safety, and security toward achievement, self-actualization, and the greater good (Bass & Riggio, 2005). A framework that also comprises three main domains of follower development includes motivation-arousing and satisfying followers' dormant needs (selfactualization); morality-internalization of the organization's moral values and collectivistic orientation; and empowerment-critical-independent approach, active engagement, and selfefficacy (see, e.g., Burns, 1978;Bass, 1985;Dvir et al., 2002;Mulla & Krishnan, 2009). However, it is suggested that future research should focus on the specific aspects of transformational leadership that contributed to the effects produced (Dvir et al., 2002), and there is a gap in the study of followers' responses to leaders' attempts to develop them. ...
... A framework that also comprises three main domains of follower development includes motivation-arousing and satisfying followers' dormant needs (selfactualization); morality-internalization of the organization's moral values and collectivistic orientation; and empowerment-critical-independent approach, active engagement, and selfefficacy (see, e.g., Burns, 1978;Bass, 1985;Dvir et al., 2002;Mulla & Krishnan, 2009). However, it is suggested that future research should focus on the specific aspects of transformational leadership that contributed to the effects produced (Dvir et al., 2002), and there is a gap in the study of followers' responses to leaders' attempts to develop them. ...
... In examining the impact of transformational leadership on follower development and performance, researchers note a gap in the study of follower responses to leaders' endeavors to develop them (Dvir et al., 2002). According to this study, these attempts in practice are met with misunderstanding and resistance. ...
This research explores the relationship between the discovered phenomenon of critical vulnerability in leadership during organizational change and its successful outcome. The phenomenon under study is fundamentally distinguished from vulnerable leadership, which is covered in literature as a deliberate tactic leaders use to improve interpersonal relationships and performance. This study concentrates on challenging and uncontrollable leader vulnerability manifested as a decline in the authority and influence of the leader among stakeholders. The main reason for the observed critical leader vulnerability is hypothesized to be the gap in leadership mindset levels between the leader and stakeholders at the onset of the organizational change. It is also hypothesized that the change communication of an authentic leader, predetermined by a high level of leadership mindset, triggers the leader's vulnerability and, at the same time, paradoxically contributes to the evolution of stakeholders' leadership mindset. This, in turn, is a prerequisite for achieving remarkable prosocial results. Relying on the described assumptions, we executed preliminary research, aiming to identify the change communication patterns of leaders in the state of vulnerability (hereinafter referred to as "vulnerable change communication") and to explore how they catalyze the stakeholder mindset evolution. The final sample group involved 9 top managers who faced vulnerability while leading the change process and made significant contributions to the development of their organizations. The research methodology relied on qualitative methods—in-depth interviews on which narrative and thematic analysis was based. Leaders were asked questions to discover goals of change, the presence of periods of vulnerability, the causes and consequences of its occurrence, their communication patterns, and results achieved. The obtained data were analyzed by applying recognized frameworks such as the Michigan Model of Leadership with its Competing Values Framework (CVF), the Approach of Management of Organizational Change Paradoxes, Programmed and Adaptive Approaches to Change, and Stakeholder Communication Model of Change. The present study has taken the first steps towards confirming the existence of an unambiguous connection between certain patterns of leadership change communication, embracing vulnerability by leaders, and remarkable prosocial outcomes. We found that change communication strategy based on embracing personal vulnerability and a high level of leadership mindset characterized by a value-based position, commitment to outstanding prosocial results, and synthetic decision-making ensures the leader the following: 1) Construction of Shared Leadership. The leader creates an organizational culture that transforms stakeholder resistance based on self and group interests into the evolution of a stakeholder leadership mindset and consolidation of the company. The formula for combining the best of both programmed and adaptive approaches to change includes preserving the integrity of the vision and managing meaning and outcome on the one hand, and supporting the strategy by the deployment of communication and bottom-up initiative on the other. 2) Managing Organizational Change Paradoxes. The leader addresses institutional contradictions and stakeholder divergent interests that naturally arise during the change process and creates the basis for subsequent institutionalization on a much stronger and healthier foundation. The paradoxical effect of a leader's personal vulnerability on organizational vulnerability is that the leader helps to reduce the organization's risks by taking them on themselves. Further exploration of the phenomenon of vulnerability will allow us to consider the inclusion of this component in the framework of change management models, to identify vulnerable leaders, specify the vulnerable communication model of change, and develop a list of recommendations for leaders to more consciously navigate the difficult stage of vulnerability as a systemic and inevitable attribute of achieving remarkable prosocial results.
... La iic fue la característica con calificación más alta en la muestra registrada. Este estilo asegura a sus seguidores que vencerán obstáculos y los ayuda consistente, ética y profesionalmente (Dvir et al., 2002), cualidades de los líderes, requeridas durante el confinamiento ya que la pandemia por la covid-19 impactó masivamente el contexto social, cultural y educativo en México y en todo el mundo (Pautt 2011;Maureira et al., 2013;Murillo & Hernández, 2015;Schmelkes, 2020). ...
... A su vez, los seguidores les otorgan habilidades excepcionales, persistencia y determinación (Dvir et al., 2002), cualidades requeridas por los docentes y administrativos de las ies, ya que todos los niveles se afectaron con la pandemia de alguna manera, que creó un gran reto para las instituciones y los líderes que las manejan (Schmelkes, 2020). Este estilo es particularmente crítico en las escuelas rurales, debido a que cuentan con una brecha sustancial que limita las oportunidades de los estudiantes menos favorecidos que no cuentan con herramientas tecnológicas (Schmelkes, 2020, p. 82). ...
... ). El liderazgo transformacional tiene 4 comportamientos(Dvir et al., 2002):Influencia idealizada o carisma. Esta puede ser atribuida (iia), cuando es el comportamiento real del líder, o conductual (iic), cuando el líder asegura a sus seguidores que vencerán obstáculos y los ayuda consistente, ética y profesionalmente. ...
Objetivo: En este artículo de investigación científica se buscó identificar los estilos de liderazgo de los directores de las instituciones educativas mexicanas en su tarea como promotores del éxito y la excelenciaacadémica en sus organizaciones. Se utilizó como eje la teoría del liderazgo de rango completo de Bass y Avolio, en sus tres estilos: transformacional, transaccional y no liderazgo. Metodología: A partir de sesiones con 30 directores de instituciones educativas mexicanas de nivel básico, medio y superior, y el soporte del cuestionario multifactorial de liderazgo (MLQ) se identificaron los tiposde liderazgo de los participantes. Resultados principales: Se identificó que los directores tienen un estilo de liderazgo mixto: transaccional y transformacional. En lo particular se destaca el estilo de influencia idealizada conductual. Conclusiones: Con una adecuada orientación se propone desarrollar los talentos de liderazgo transformacional de los directores de instituciones educativas y su equipo. Estos resultados pueden ser un punto de partida para investigaciones futuras.
... In a study designed to elucidate the influence of leadership styles on unit performance, Bass along with Avolio, Jung and Berson [2] investigated the effects of transformational and transactional leadership. Focusing on the positive correlations between leadership styles and unit effectiveness, the research team tested four hypotheses centered on the leadership behaviors exhibited by both platoon leaders and sergeants [4,5]. The study utilized a sample of 72 platoons, each subsequently evaluated through a two-week combat simulation. ...
... The MLQ-5X is a prominent tool for evaluating transformational, transactional, and passiveavoidant leadership styles [8]. Its extensive use in thousands of military and civilian studies underscores its versatility [2,5]. Ozaralli (2003) even considers it "the best validated measure of transformational and transactional leadership" [10]. ...
... In such an environment, contingent reward (providing clear expectations and recognition) may be less critical compared to combat simulations where clear structures and immediate feedback are paramount. Additionally, our results align with previous research [2,5] as both passive-avoidant leadership styles (management-by-exception passive and laissez-faire) yielded negative correlations. This reinforces the notion that uninvolved leaders who wait for problems to arise are ineffective, particularly within military contexts where subordinates rely heavily on their superiors' guidance. ...
Leadership styles play a critical role in maximizing military effectiveness. This article delves into the connection between leadership styles and commander performance evaluations. Utilizing the well-established internationally validated instrument MLQ-5X, we aim to highlight the value of transformational leaders within the Army.
... According to transformational leadership theory, transformational leaders empower followers to recognize the importance of their work and develop their competencies (Bass, 1985). This view of Bass implies that transformational leaders could stretch high-potential subordinates to reach their maximum capacity, whether in job performance or in demonstrating leadership competencies (Dvir et al., 2002). In the case of high-potentials who need to be groomed as future leaders, transformational leaders envision expanding their current responsibilities and developing their leadership capacity. ...
... At a time when the number of research articles reported using new leadership theories (e.g., transformational leadership, transactional leadership, authentic leadership) is minimal, the propositions in this paper are mainly established using transformational leadership theory, which belongs to the genre of new leadership theories. Based on the view presented by Dvir et al (2002), that transformational leaders contribute to followers' performance and development and reach their full potential, this article argues that transformational leaders develop global leadership competencies of high-potential employees. By establishing a relationship between line managers' transformational leadership and global leadership competencies of high-potential subordinates, this paper goes beyond the traditional notion of leader development through training to emphasize the less-noticed role of the line manager in follower leadership development. ...
This concept paper aims to provide a theory-based integrative framework for global leadership development in MNCs, which operate in intensively competitive and progressively expanding markets. Two key management theories and related published literature are extended to the contemporary field of global leadership to develop the proposed conceptual model. Accordingly, based on the transformational leadership theory, it is proposed that the global leadership competencies of high-potential employees in MNCs can be developed by line managers who manifest transformational leadership, which is a. Furthermore, it is suggested that this development of global leadership competencies in high-potentials occurs as a result of psychological empowerment experienced by the high-potential subordinates of transformational leaders, with the support of the psychological empowerment theory. The conceptual model based on the arguments proposed is presented in the paper. The paper's originality lies in the fact that two theoretical lenses not previously used in the context of global leadership development are used to propose a model for global leadership development in multinational corporations.
... (2) Through empirical analysis and verification of relevant hypotheses, this paper discusses the relationship among transformational leadership, employee procrastination behavior, job exuberance and psychological capital in Chinese financial enterprises, and verifies the mediating role of transformational leadership in reducing employee procrastination behavior through job exuberance and the important moderating role of psychological capital in financial enterprises. [14][15][16][17][18][19] (3) Explain the research conclusions based on relevant theories, and put forward reasonable countermeasures and suggestions.According to the results of empirical analysis and research, practical countermeasures and suggestions and paths are proposed for the management of financial enterprises, so that employees of financial enterprises can maintain active working status and behaviors, and thus improve the competitiveness of financial enterprises. ...
... Employees infected by this vitality tend to have stronger energy and are more likely to achieve outstanding performance goals (Shin & Zhou, 2003).In addition, by providing intellectual stimulation, this leadership style can effectively stimulate employees' creative thinking, while encouraging employees to accept new ideas and methods (Qu et al., 2015), all of which can significantly affect employees' work vitality.In addition, transformational leadership also focuses on personalized care for employees, thereby improving employees' perceived support for the organization and internal motivation level, thereby increasing employees' sense of self-efficacy and making them more engaged and enthusiastic in their work (Mittal & Dhar, 2015). Transformational leadership style has many influences on learning.First, it can promote learning and thus influence the learning experience of employees (Garcia-Morales et al., 2012).This leadership style tends to create a proactive learning atmosphere that promotes learning by infecting and guiding employees, which in turn influences employees' commitment to learning and stimulates their pursuit of personal growth.In an uncertain external environment, a clear and exciting organizational vision can provide motivation and direction for employees to learn.In fact, whether employees can commit to and agree with the development direction set by the organization is directly related to their willingness to learn.Secondly, transformational leadership style helps to guide employees to work together for common organizational goals, promote extensive cooperation, and form a learning team, thus enhancing employees' learning motivation (Han et al., 2016).This leadership style contains high creativity expectations, encourages employees to constantly innovate and challenge themselves, including the transmission of new ideas, changes the way of thinking of employees, stimulates them to adopt new methods to solve problems, and thus encourages employees to take the initiative to learn.In addition, transformational leadership is characterized by granting employees greater autonomy and supporting employees to use acquired knowledge and experience to improve themselves (Dvir et al., 2002).Based on the above discussion, this paper proposes the following hypotheses: Hypothesis 2: Transformational leadership style has a positive impact on employees' sense of job satisfaction. ...
This study aims to explore the impact of transformational leadership on procrastination behavior among new-generation employees in financial enterprises. The study also investigates the mediating role of work vigor and the moderating role of psychological capital in this relationship. Targeting new-generation employees in financial enterprises, the analysis of 591 valid survey responses yields the following conclusions: Transformational leadership style in financial enterprises has a negative impact on procrastination behavior among new-generation employees. Transformational leadership style in financial enterprises has a positive impact on the work vigor of new-generation employees. The work vigor of new-generation employees has a significant negative impact on procrastination behavior. The work vigor of new-generation employees plays a mediating role between transformational leadership and procrastination behavior. The psychological capital of new generation employees serves as a positive moderator in the relationship between work vigor and procrastination behavior.
... Previous studies also indicate that interventions are effective in increasing the autonomy-supportive motivating style of managers (Hardr e and Reeve, 2009). Transformational leadership trainings are also effective in increasing financial indicators and followers' performance (Barling et al., 1996;Dvir et al., 2002). If engaging leadership has incremental validity over transformational leadership, a combined intervention may lead to better results. ...
... The present study has practical implications for leadership development. Existing data support the effectiveness of training programs for both leadership styles (Barling et al., 1996;Dvir et al., 2002;van Tuin et al., 2020). Despite the strong correlation between the two leadership styles, a combined intervention may have superior results. ...
Purpose
The present study examines the incremental validity of engaging leadership in predicting five fundamental organizational outcomes (followers’ organizational commitment, work engagement, task performance, organizational citizenship behaviour and counterproductive work behaviour) over transformational leadership.
Design/methodology/approach
The study is cross-sectional in nature and a survey questionnaire was used for data collection. Data were collected from 402 workers in different fields. Hierarchical multiple regression was used in order to determine the incremental validity of engaging leadership.
Findings
Our results indicated that engaging leadership contributes additional variance over and above transformational leadership in predicting the five organizational outcomes.
Practical implications
The results of the study suggest that combining engaging leadership interventions with transformational leadership interventions may lead to better results.
Originality/value
The present study supports the empirical distinction of engaging leadership from transformational leadership, addressing possible concerns regarding construct redundancy.
... Transformational leadership focuses not only on achieving organizational goals, but also on encouraging and inspiring employees to reach their full potential. Transformational leadership style creates an environment where employees feel supported, inspired, and motivated to achieve superior performance (Dvir et al., 2002;Liang & Steve Chi, 2013;Ng, 2017;Buil et al., 2019;Shang, 2023). ...
... The results of the study analysis can be stated that transformational leadership affects employee performance. These results are in line with studies from Dvir et al. (2002); Liang and Steve Chi (2013); Ng (2017); Buil et al. (2019);Shang (2023). The application of transformational leadership in higher education institutions can have a significant impact on staff performance. ...
Leadership and organizational culture include elements that shape and support individuals in achieving set goals, which in turn affect the overall success of the organization. This study intends to identify the impact of transformational leadership and organizational culture on employee performance. For this study, the sample was 120 staff from three universities and the results were obtained through SPSS (26). The research instrument uses quantitative methods, while data analysis techniques include validity, reliability, classical assumption tests, normality, heteroscedasticity, autocorrelation, multicollinearity, t test and multiple regression. The results showed that with the acceptance of the first hypothesis results, it means that transformational leadership (X1) has an effect on staff performance (Y), indicating that this leadership style has a positive impact on the ability of staff to achieve organizational goals. Acceptance of the second hypothesis shows that organizational culture (X2) significantly affects staff performance (Y) positively. This indicates that the values, norms, and practices contained in the organizational culture have an important role in shaping the performance of the staff.
... Previous scholars (Bass, 1997;Bass et al., 2003;Dvir, Eden, Avolio, & Shamir, 2002) acknowledged that Transformational leadership emphasizes higher motive development and spirits up their followers' motivation and positive emotions and feelings by creating an inspiring vision of the future (Dvir et al., 2002). Bass et al. (2003) argue that transformational leaders are pertinent, especially during turbulent times. ...
... Previous scholars (Bass, 1997;Bass et al., 2003;Dvir, Eden, Avolio, & Shamir, 2002) acknowledged that Transformational leadership emphasizes higher motive development and spirits up their followers' motivation and positive emotions and feelings by creating an inspiring vision of the future (Dvir et al., 2002). Bass et al. (2003) argue that transformational leaders are pertinent, especially during turbulent times. ...
The aim of this research was to examine the mediation effect of Organizational Capabilities and High-Performance Work System on the relationship between Transformational Leadership and Kenya's selected manufacturing firms' competitive advantage. Data from 400 senior management staff of sampled firms with an employment level of between fifty-one (51) and five hundred persons (500) were collected using a descriptive research design. By adding together all of the codes from all 400 respondents, the mean responses on a Likert scale ranging from 1 to 5 for each of the tested items were determined. The researcher equated the firms' competitive advantage with a reality phenomenon that prevails in Kenya, particularly in the manufacturing sector. Hence, in the spirit of accuracy, the researcher examined its prevalence and predicators by reviewing relevant empirical literature that concerned theories. It is from this that a conceptual framework was constructed with a set of variables: Transformational Leadership (TL) as an independent Variable (IV), Organizational Capabilities (OCs) as the first mediator (M1), High-Performance Work System (HPWS) as the second mediator (M2) and Competitive Advantage (CA) as the dependent Variable (DV). According to the study's findings, manufacturing companies face difficulties in gaining a competitive advantage. As a result, managers should develop a high-performance work system that can influence the firms' organizational capabilities and help them attain a competitive advantage. The study's findings add to the body of knowledge regarding Human Resource Practices, specifically HPWS and extend the literature on the relationship between Transformational Leadership, Organizational Capabilities, and Competitive Advantage. Ultimately, the study established that Organizational Capabilities mediated the relationship between Transformational Leadership and Competitive Advantage for manufacturing firms in Kenya. Additionally, the findings clarified the alignment of Organizational Capabilities and HPWS with CA for manufacturing firms in Kenya.
... By elucidating the mechanisms through which adaptive leadership contributes to organizational resilience, this research can inform leadership development initiatives, strategic planning processes, and institutional policies aimed at enhancing the resilience of higher education institutions. Ultimately, the findings of this study have the potential to contribute to the sustainability and effectiveness of higher education in an increasingly uncertain and complex world [17][18][19][20][21][22]. ...
This research investigates the impact of adaptive leadership on organizational resilience within higher education institutions. While the significance of both concepts is acknowledged, empirical research on their interplay in this context is limited. Utilizing a descriptive research design and structured questionnaire, data were collected from decision-making authorities in Karnataka's higher education institutions. Findings reveal a strong understanding of adaptive leadership's importance, particularly in navigating uncertainty. Collaboration and integration of adaptive leadership into decision-making processes were highlighted, alongside challenges in fostering innovation and communication. The study underscores the critical role of adaptive leadership in promoting resilience, recommending the implementation of training programs to enhance organizational resilience. Overall, the research highlights the importance of addressing communication gaps and fostering collaboration to leverage adaptive leadership effectively in higher education institutions.
... Researches have shown that leaders with transformational leadership often possess a strong sense of workplace well-being, 12 which fills them with confidence and enthusiasm for their work. In addition, leaders with transformational leadership play a pivotal role in diverse aspects encompassing organizational performance, 13 organizational innovation, 14 organizational commitment, 15 and employee development, 16,17 thereby rendering it an indispensable competency for core hospital leaders and serve as the pivotal factor in sustaining hospital's competitiveness within the rapidly evolving medical environment. 18,19 It is thus evident that developing transformational leadership among core hospital leaders is of paramount importance. ...
Purpose
Transformational leadership among core hospital leaders boosts medical organizations’ competitiveness, adaptability, and sustainability, which is jointly affected by individual, organizational and environmental factors. This study aims to unpack its configurational framework and propose strategies to strengthen core hospital leaders’ transformational leadership.
Patients and Methods
Data were collected from an online questionnaire among 31 core hospital leaders. The fuzzy-set qualitative comparative analysis (fsQCA) was used to explore the causal mechanism of high-level transformational leadership. We enrich this mechanism by professional background, critical thinking, initiative spirit, family-work conflict, job satisfaction, subordinates’ followership, and work pressure.
Results
Result shows initiative spirit is the only necessary condition (consistency=0.911) for the formation of high-level transformational leadership among core hospital leaders. Three configurations are the sufficient conditions that lead to high-level transformational leadership among core hospital leaders with two different professional backgrounds (overall solution consistency= 0.952).
Conclusion
Core hospital leaders’ initiative spirit is an indispensable condition for improving high-level transformational leadership, emphasizing the necessity for core leaders to be proactive in order to develop such leadership. Besides, the study also uncovered three configurations are the sufficient conditions for core hospital leaders with diverse professional backgrounds to achieve high-level transformational leadership. This finding offers significant insights into hospital management practices, suggesting that core hospital leaders’ work should be managed in a personalized manner based on their professional backgrounds, thereby fostering favorable conditions conducive to the development of their high-level transformational leadership capabilities. Furthermore, the central insight of this study is that the formation of high-level transformational leadership contingent upon the collaboration of professional background, critical thinking, initiative spirit, family-work conflict, job satisfaction, subordinates’ followership, and work pressure, contributing to a holistic and more rigorous view for the development of transformational leadership.
... Transformational leaders boost SE by offering support, encouraging intellectual stimulation, and establishing challenging goals (Alwahhabi et al., 2023;Li et al., 2019;Uppathampracha & Liu, 2022). Consistent research findings indicate that SE mediates the link between TL and IWB (Dvir et al., 2002;Pieterse et al., 2010), underscoring its role in promoting innovation (Mohammed & Al-Abrrow, 2024;Stanescu et al., 2021). ...
... Research has consistently shown that transformational leadership positively correlates with team performance. For example, a study by Dvir et al. (2002) found that transformational leadership enhances follower development and performance by promoting higher levels of motivation and creativity. Similarly, Braun et al. (2013) demonstrated that transformational leaders effectively foster team cohesion and job satisfaction, which are crucial for project success. ...
Leadership styles play a pivotal role in shaping the dynamics and performance of project teams, directly influencing the success of projects across various industries. This study explores the impact of different leadership styles—transformational, transactional, laissez-faire, servant, situational, and distributed—on project team performance. Utilizing a mixed-methods approach, including quantitative surveys and qualitative interviews, the research provides a comprehensive analysis of how these leadership styles affect team outcomes. The findings reveal that transformational leadership significantly enhances team motivation, cohesion, and performance, particularly in environments requiring innovation and adaptability. Transactional leadership, while effective in structured settings, may limit creativity and flexibility. The study also highlights the challenges of laissez-faire leadership and underscores the value of servant and situational leadership in fostering team collaboration and addressing diverse needs. The implications for project managers and organizations include the importance of selecting and cultivating the appropriate leadership style to align with the specific demands of the project and team. Future research directions include examining the integration of multiple leadership styles and their long-term effects on team performance.
... Definisi Kepimpinan Transformasional melibatkan usaha-usaha oleh pemimpin untuk mempengaruhi subordinat ke arah mencapai matlamat yang dikehendaki dan pemimpin yang mengamalkan kepimpinan Transformasional akan terus memberi motivasi kepada subordinat bagi meningkatkan usaha tambahan mereka dan supaya subordinat lebih yakin dalam mencapai segala misi dan visi organisasi (Dvir et al., 2002). Pemimpin Transformasional juga mementingkan personaliti diri supaya dapat bertindak balas dengan baik ke atas persekitaran dan dapat melakukan pertimbangan yang baik ke atas diri sendiri dan juga orang di sekelilingnya, di mana pendekatan seperti ini adalah merupakan proses perubahan atau transformasi (Bass dan Stogdill, 1990). ...
Kajian ini dilakukan bertujuan untuk mengenal pasti hubungan kepimpinan transformasional pengetua dengan prestasi kerja guru dalam kalangan guru sekolah menengah harian biasa bantuan penuh kerajaan di negeri Sarawak, Malaysia. Kajian bukan eksperimental ini mengaplikasikan kaedah tinjauan dengan menggabungkan beberapa teknik persampelan kebarangkalian bagi mendapatkan sampel. Data dikumpul menggunakan satu set borang soal selidik adaptasi yang ditadbir ke atas 363 orang guru. Data dianalisis menggunakan perisian IBM SPSS Statistics 24.0. Statistik deskriptif dan inferensi seperti peratus, min, sisihan piawai, Ujian-t, dan korelasi Pearson digunakan untuk menganalisis data bagi menjawab soalan kajian. Analisis deskriptif menunjukkan kepimpinan transformasional pengetua dan prestasi kerja guru diamalkan pada tahap yang tinggi. Hasil kajian juga mendapati terdapat perbezaan skor min yang signifikan kepimpinan transformasional pengetua dan prestasi kerja guru berdasarkan jantina. Ujian korelasi Pearson pula menunjukkan terdapat hubungan linear positif yang sederhana bagi kepimpinan transformasional pengetua dengan prestasi kerja guru. Implikasi dan cadangan kajian lanjut turut dibincangkan.
... They vary greatly in settings and concepts, but some early important contributions seem to be Atwater et al.'s (1999) demonstration that military leader emergence and leader effectiveness can be predicted by individual differences such as cognitive ability, physical fitness, and prior influence experience. Focused on the followers instead of the leaders, Dvir et al. (2002) suggest that transformational leadership training leads to followers' development and performance. Also, executives' competence, judged by self and others, significantly improves after multi-rater multi-source feedback (Bailey & Fletcher, 2002). ...
Although various reviews about leadership development (LD) have been published in recent years, no one has attempted to systematically review longitudinal LD studies, which is arguably the most appropriate way to study LD (Day, Leadership Quarterly, 22(3), 561–571, 2011). In this way, the focus of the present scoping review is to understand how true longitudinal LD studies have been investigated and what inconsistencies exist, primarily from a methodological perspective. Only business contexts and leadership-associated outcomes are considered. To achieve this, ample searches were performed in five online databases from 1900 to 2021 that returned 1023 articles after the removal of duplicates. Additionally, subject experts were consulted, reference lists of key studies were cross-checked, and handsearch of leading leadership journals was performed. A subsequent and rigorous inclusion process narrowed the sample down to 19 articles. The combined sample contains 2,776 participants (67% male) and 88 waves of data (average of 4.2). Evidence is mapped according to participants, setting, procedures, outcomes, analytical approach, and key findings. Despite many strengths, a lack of context diversity and qualitative designs are noticed. A thematic analysis indicates that LD authors are focused on measuring status, behavioral, and cognitive aspects. Implications for knowledge and future research paths are discussed.
... According to Bass and Avolio (1994), when applying any one of these transformational elements, leaders are more successful because followers become satisfied and committed to achieve more, become supportive and help the organisation to attain its goals. This has been confirmed by several studies on the effects of transformational leaders on their followers, notably in times of change (Blayney and Blotnicky, 2010;Chiang and Wang, 2012;Dvir, Eden, Avolio, and Shamir, 2002;Gillet and Vandenberghe, 2014;Jena et al., 2018;Jeong et al. 2016;Karakitapoglu-Aygun and Gumusluoglu, 2012;Kim, 2014;Malik, Javed, and Hassan, 2017;Penava and Sehic, 2014;Sun and Henderson, 2016;Yildiz and Simsek, 2016;Walker and Kuznin, 2018;Wang, Tsai and Tsai, 2014). ...
Organisational change consists of organisational actions aimed at changing organisational aspects such as culture, processes, delivery of service and so on. Such change can be incremental, aimed at fine tuning certain aspects of an organisation, or transformative, consisting of attempts to revolutionise one or more parts. Successful change, whether incremental or transformative, is critical for organisations to renew themselves and remain valid. Yet, many change initiatives fail. As a result, a lot of work has been done in the field of organisational change to understand what contributes to change success or failure. Change leadership was one of the areas that attracted most interest, yet most work has been leader centric, focusing on the positive aspects of leadership. However, researchers are increasingly focusing on the dark side of leadership to try and understand the effects on organisational change when leaders behave badly. This study aims to address some of this imbalance.
This research studies the influence of transformational and destructive leadership behaviours on affective commitment to change. It also looks at the mechanisms through which these two differing leadership behaviours exert such influence and explores the relationship between voice and affective commitment to change. To do so, the study uses a cross-sectional approach and collects data from two independent samples, followers and leaders of a Maltese public service organisation that experienced change. Transformational leadership behaviours were found to be positively related to affective commitment to change, whilst destructive leadership behaviours were found to relate negatively to affective commitment to change. Also, readiness for change was found to mediate the relationship between transformational leadership behaviours and affective commitment to change. Evidence of partial mediation was also found for resistance to change in the negative relationship between destructive leadership behaviours and affective commitment to change. A positive relationship between promotive voice and affective commitment to change was also found, though prohibitive voice was not found to be a significant predictor of affective commitment to change. As such, this study delivers several important findings with implications for both organisational change and change leadership literature.
... One of the most well-known concepts of the new theories in leadership research over the past 20 years is charismatic leadership (Dvir et al. 2002). According to Waldman et al. (2001), charismatic leaders exhibit a clear sense of purpose and vision, exhibit tenacity, and set high standards for themselves and others. ...
This study investigates how charismatic leadership influences organizational innovation at a deposit money bank in Rivers State. The study supports the idea that organizational creativity in a cutthroat corporate climate is influenced by charismatic leadership. The sample size for this study consists of 143 employees from the nine institutions. Data for this study project were gathered using the questionnaire. The relationship between the variables under examination was tested using the Sperman rank-order correlation coefficient, and the moderating influence of knowledge-sharing culture on the relationship between charismatic leadership and organizational innovation was assessed using partial correlation. Quasi-experimental research design is the methodology employed. Based on the findings, it is concluded that charismatic leadership has a significant influence on organizational innovation, and some of the recommendations are that management should reward employees for being innovative and should encourage and reward creativity. Also, management should have beliefs, values, and management practices that foster the development of new ideas into products, processes, objects, and services.
... Transformational leaders, through their motivational and supportive behaviors, foster a work environment that promotes higher levels of engagement and commitment (Kirkpatrick & Locke, 1996). This increased engagement, in turn, translates into improved performance outcomes (Dvir, Eden, Avolio, & Shamir, 2002). ...
This study investigated the impact of transformational leadership on employee performance in small and medium-sized enterprises (SMEs) across Malaysia, Singapore, and Thailand. It explored the mediating role of job satisfaction and the moderating effect of organizational culture on the relationship between transformational leadership and employee performance. Data were collected from 450 employees across various SME sectors using validated scales for transformational leadership (MLQ), job satisfaction (JSS), employee performance (Borman and Motowidlo's scale), and organizational culture (OCAI). Structural equation modeling revealed a significant positive relationship between transformational leadership and employee performance (β = 0.30, p < 0.001), with job satisfaction partially mediating this relationship (indirect effect = 0.25, p < 0.001). Additionally, organizational culture significantly moderated the relationships among transformational leadership, job satisfaction, and employee performance (β = 0.18, p < 0.001). However, multigroup analysis showed that the strength of these relationships did not significantly differ across the three countries. The findings underscore the importance of transformational leadership in enhancing employee performance in Southeast Asian SMEs, with job satisfaction and organizational culture playing crucial roles. Practical recommendations for SME leaders include cultivating transformational leadership behaviors, fostering a positive organizational culture, prioritizing job satisfaction, and tailoring leadership practices to cultural nuances.
... Transformational leaders are influential due to helping followers perform beyond expectations. 26 Our participants conveyed that this was a particularly important characteristic amongst NATA Hall of Fame members and noted that they felt a great deal of pride in seeing followers develop their abilities and succeed in their endeavors. Transformational leadership results from meaningful social exchanges between a leader and follower and strengthens the common identity of a workgroup which leads to helping behaviors. ...
Purpose The purpose of this study was to explore how athletic trainers describe their leadership and how the profession can develop future leaders. Methods: Eight participants (four females, four males) completed a phone interview. Interview data were transcribed, coded, and analyzed utilizing a grounded theory approach. The trustworthiness of the data was established by using member checks and triangulation. Results: Characteristics of Leadership theme was defined as 1) Interpersonal Skills, 2) Vision, 3) Pride in Others’ Success, 4) Ethical Decision Making, and 5) Self-Reflective. The Leadership Development theme was characterized by 1) Role Models Professional and Personal, 2) Involvement and Networking, and 3) Workshops. Conclusions: Leaders in athletic training self-report that they possess strong personal attributes, take pride in the success of others, and demonstrate sound decision-making, which is described as honorable. Future leaders should emulate these attributes as they mature in the profession. Engaging in professional development and role modeling of past mentors helps leaders develop their skills.
... Inspirational leaders foster creativity and innovation within organizations. Inspirational leaders create a supportive and empowering environment that encourages employees to think outside the box and take risks (Dvir et al., 2002). This can lead to the development of new and innovative ideas, which can drive organisational growth and success (Bryman & Bull, 2017). ...
Efficiency of Universities are seen as critical to knowledge advancement and progress of nations and the global community. Despite concerted efforts to strengthen their efficiency, Federal Universities have been greatly challenged due to poor teaching efficiency, graduate employability, research output, and institutional ranking. Existing literature has suggested that this could be as a result of transformational leadership. therefore, examined the effect of transformational leadership on the teaching efficiency of Federal Universities in South West, Nigeria. The study adopted survey research design. The population of this study comprised 5,430 Academic Staff members from four selected federal universities in SouthWest , Nigeria. A sample size of 464 was determined using the research advisor's sample size table. A structured and validated questionnaire was used for data collection. The Cronbach's alpha reliability coefficients of constructs ranged from 0.70 to 0.81. A response rate of 98.3% was recorded. Data were analyzed using descriptive and inferential (multiple linear regression) statistics. The findings revealed that transformational leadership had significant effect on the teaching efficiency of selected federal universities in Southwest Nigeria (Adj. R 2 = 0.429; F (5,450) = 69.287, p < 0.05). The study concluded that transformational leadership significantly influenced teaching efficiency. Given the result of this study, it is recommended that educational policymakers and university administrators prioritize leadership development programs focused on cultivating these qualities among academic leaders to improve teaching efficiency. How to cite this paper: Ozopelide, P. M. | Binuyo, A. O. | Akpa, V. O.
... Given the social assault that stigma presents, perhaps the most potent tactics are the occupational ideologies. As the literature on transformational leadership has suggested, managers are well positioned to recast the meaning of dirty work in more edifying terms (e.g., Dvir, Eden, Avolio, & Shamir, 2002;Sparks & Schenk, 2001). Moreover, managers can encourage social buffering among members to provide a bulwark against stigma. ...
Dirty work refers to occupations that are viewed by society as physically, socially, or morally tainted. Using exploratory, semistructured interviews with managers from 18 dirty work occupations, we investigated the challenges of being a manager in tainted work and how managers normalize taint-that is, actively counter it or render it less salient. Managers reported experiencing role complexity and stigma awareness. Four types of practices for countering taint were revealed: occupational ideologies, social buffers, confronting clients and the public, and defensive tactics. We discuss links between these practices.
... Servant leadership tends to serve the needs of the followers rather than the personal interests of the leader [7]. Transformational leadership builds commitment to organizational goals and helps followers achieve these goals [8]. These concepts have several elements in common, including influence, vision, trust, respect, and delegation [9]. ...
This study analyzed supervisor factors that affect employee attitudes, and adds two new aspects to these. We applied structural equation modeling to an online survey of 1,000 full-time employees across 10 Japanese industries. We found that the supervisor's innovative personality had a positive effect on the subordinates' job satisfaction, and the traditional drinking culture of Japanese companies had a positive effect on the subordinates' turnover intention. Therefore, it is necessary to convey the importance of expressing innovation on a daily basis in training managers, and to not force the drinking culture into the 360-degree evaluation feedback of supervisors.
Employee engagement is one of the precious key in the hand of employer which can be used to open the lock of organization’s success. This success is achieved in the sense that the employer can do branding for its own organization. The objective of this paper is to study the concept of employee engagement, to understand why it is important and to identify factors that are critical to the effective implementation of employee engagement in the organization. The present paper depends on the secondary data and information. In this study it was found that different approaches can be used to build employee engagement such as strong induction programs for new employees, training and development programs – in-house or outside the organizations, certification programme and a genuine job preview. The factors identified in the paper can of much help to the managers in designing or redesigning the policy to build employee engagement which will also makes the workforce happy and satisfied with the organization.
This study delves into the innovative leadership strategies employed in Benin to drive social impact and economic growth. Despite global economic challenges, Benin has emerged as a model for leveraging innovative leadership to address socioeconomic issues. Through a combination of surveys and semi-structured interviews with policymakers, business leaders, and community stakeholders, this research explores the core elements of Benin’s accounting and economic strategy. The study employed qualitative analysis methods to process the data, identifying transformative policies and initiatives that have spurred sustainable development and social progress. The findings reveal that Benin’s success is attributed to robust leadership frameworks, inclusive decision-making processes, and strategic implementations. Specifically, the research highlights how visionary leadership has effectively contributed to accounting and economic resilience, poverty reduction, and improved quality of life for citizens. Additionally, the study underscores the critical role of accounting leadership in fostering inclusive growth and provides actionable insights for policymakers and leaders aiming to replicate Benin’s success in other contexts. By adding to the academic discourse on accounting leadership and economic development, this study offers practical implications for enhancing accounting socioeconomic outcomes through innovative accounting leadership strategies.
The objectives of the research study were to find out the effect of demographic factors on the spiritual leadership relationship for workplace well-being of teaches at secondary level. All public and private secondary schools of district Muzaffargarh were the population of the study and it was 2292. The sample of teachers from tehsil Muzaffargarh was 285, from tehsil Alipur was 223 and from tehsil Jatoi was 173. Moreover, the demographic information like school regions /tehsil, school location, gender. Sector. Designation of teacher, teaching experiences, age group, academic qualification and professional qualification were taken as to find out the effect of these factors on the spiritual leadership and workplace well-being of teachers at secondary level and it was significant also. Similarly, it was concluded that these demographic factors are significant for the participants especially for teachers to enhance the spiritual leadership and workplace well-being at secondary level. Moreover, it was suggested that this study cannot analyzed overall teacher’s views about the spiritual leadership and workplace wellbeing at Secondary level. Future researchers may focus on analyzing views of teachers based on their specific subject of teaching or area/discipline at any level.
Although research has shown that leadership is a critical aspect of managing crises, little research has explored managing creativity and crisis simultaneously. Despite outperformance by companies that invest in creativity and innovation during a crisis, many leaders tend to divest and deprioritize innovation for the sake of maintaining stability and handling uncertainty. To address this contradiction and lack of research, this chapter integrates both streams of research to develop best practices for leaders looking to lead for creativity during crisis. We do this by framing the creativity and crisis management research through various leadership theories, including transformational leadership, the charismatic, ideological, and pragmatic (CIP) model of leadership, leader-member exchange, value-based (authentic and ethical) leadership, and shared leadership. Themes include the need for leaders to understand their values and leadership styles, developing high-quality exchanges with their subordinates, centralizing team-based and organizational leadership (when possible), emphasizing knowledge sharing through communication and role modeling, and promoting employee motivation. Gaps in the literature and suggestions for future research are also discussed.
This study delves into the innovative leadership strategies employed in Benin to drive social impact and economic growth. Despite global economic challenges, Benin has emerged as a model for leveraging innovative leadership to address socioeconomic issues. Through a combination of surveys and semi-structured interviews with policymakers, business leaders, and community stakeholders, this research explores the core elements of Benin’s accounting and economic strategy. The study employed qualitative analysis methods to process the data, identifying transformative policies and initiatives that have spurred sustainable development and social progress. The findings reveal that Benin’s success is attributed to robust leadership frameworks, inclusive decision-making processes, and strategic implementations. Specifically, the research highlights how visionary leadership has effectively contributed to accounting and economic resilience, poverty reduction, and improved quality of life for citizens. Additionally, the study underscores the critical role of accounting leadership in fostering inclusive growth and provides actionable insights for policymakers and leaders aiming to replicate Benin’s success in other contexts. By adding to the academic discourse on accounting leadership and economic development, this study offers practical implications for enhancing accounting socioeconomic outcomes through innovative accounting leadership strategies.
Purpose
Firms strive to find new ways of boosting value creation through integrating knowledge for innovation. Open innovation has altered this quest for excellence and, accordingly, this study aims to investigate the antecedents and enablers of innovation performance in firms belonging to a knowledge-intensive service sector of a developing country.
Design/methodology/approach
As such, data were gathered through a survey approach, targeting telecom service firms in Pakistan. Hypotheses were tested using the partial least squares technique. Measurement and structural models were assessed following the recommended two-stage procedure.
Findings
Results showed that knowledge sourcing and customer engagement impact the innovation performance of firms, whereas transformational leadership, knowledge sourcing and customer engagement are linked to innovation with the mediating effect of absorptive capacity.
Practical implications
This research helps to improve the innovation management practices of the firms belonging to this important sector and thus enables them to achieve sustainable competitive advantage through building their absorptive capabilities.
Originality/value
Knowledge-intensive business services are largely excluded from the great debate on open innovation so far, with a few exceptions. This research proposes and tests a model of enablers of open innovation that contributes toward improving the innovation performance of telecom firms in a developing country.
In the contemporary organizational landscape, effective leadership is essential for fostering employee enthusiasm, engagement, and performance. This research aims to investigate the dynamic relationship between transformational leadership and job performance from the employees' perspective. Transformational leadership, characterized by its ability to inspire and empower employees towards shared goals, contrasts with transactional styles by emphasizing idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Using a quantitative approach, data was collected through questionnaires distributed to employees across various departments in a company located in Bandar Baru Bangi. The survey focused on the four key dimensions of transformational leadership and their impact on employee performance. The results were analyzed using Pearson correlation, indicate significant positive correlations between all dimensions of transformational leadership and employee performance. The findings emphasize the importance of transformational leadership in enhancing employee performance. Leaders who demonstrate charismatic behavior, inspire with a compelling vision, provide personalized support, and stimulate creativity can significantly improve employee performance. This study provides valuable insights for human resource practitioners seeking to leverage transformational leadership to boost employee performance and achieve organizational success. By adopting transformational practices, leaders can foster a motivated, engaged, and high-performing workforce, thereby driving organizational growth and sustainability.
Tujuan yang ingin dicapai dalam penelitian ini adalah untuk mengetahui tingkat pengaruh gaya kepemimpinan, dukungan organisasi, dan kepuasan kerja terhadap motivasi kerja dan kinerja karyawan di Biro Pemerintahan dan Otonomi Daerah Sekretaris Daerah Provinsi Jawa Timur. Dan untuk mengetahui tingkat pengaruh motivasi kerja terhadap kinerja pegawai. Serta untuk mengetahui tingkat pengaruh gaya kepemimpinan, dukungan organisasi, dan kepuasan kerja terhadap kinerja pegawai melalui motivasi kerja di Biro Pemerintahan dan Otonomi Daerah Sekretaris Daerah Provinsi Jawa Timur. Metode yang digunakan adalah explanatory research. Metode yang digunakan dalam penelitian ini adalah metode deskriptif verifikatif dengan pendekatan kuantitatif. Populasi sampel adalah 52 Pegawai Negeri Sipil (PNS) di Lingkungan Biro Pemerintahan dan Otonomi Daerah Setda Provinsi Jawa Timur. Teknik pengumpulan data yang dilakukan dalam penelitian ini adalah dengan menggunakan kuesioner. Analisis data dalam penelitian ini menggunakan pendekatan Partial Least Square (PLS). Hasil analisis dapat disimpulkan bahwa Gaya Kepemimpinan, Dukungan Perusahaan, dan Kepuasan Kerja berpengaruh signifikan positif terhadap Motivasi Kerja dan Kinerja Pegawai Biro Pemerintahan dan Otonomi Daerah Sekretariat Daerah Provinsi Jawa Timur. Dan Motivasi Kerja berpengaruh signifikan positif terhadap Kinerja Pegawai; serta variabel Gaya Kepemimpinan, Dukungan Organisasi dan Kepuasan Kerja berpengaruh signifikan positif terhadap Kinerja Pegawai Biro Pemerintahan dan Otonomi Daerah Sekretariat Daerah Provinsi Jawa Timur melalui Motivasi Kerja.
Leaders at lower levels do not lead in a vacuum; they must lead within the context of the leadership they experience themselves from their next higher-level leader. We propose that lower-level leaders’ thoughts and attitudes and thereby their behaviors are influenced by the level of compatibility of their own style of leadership with that of their senior leader. Drawing from person-environment fit theory, we propose the concept of hierarchical leader-leader fit by assessing the level of congruence between the authentic leadership style of senior and junior leader dyads, and the resulting effects of levels of (mis)fit on the junior leader's behaviors in the form of performance and deviance. In two samples inclusive of both business and military leaders, using polynomial regression and response surface analysis, we find that fit (misfit) between the senior leader's and junior leader's respective levels of authentic leadership in the dyad is positively (negatively) associated with the junior leader's performance and is negatively (positively) associated with the junior leader's deviance. Surprisingly, when two leaders have high levels of fit, we find similar desirable effects on performance and deviance regardless of whether both leaders practice low (low-low) or high (high-high) levels of authentic leadership. Theoretical and practical implications of the degree of fit between leaders operating at different organizational levels, and of leadership as a contextually embedded relationship are discussed.
112 年 07 月 25 日；第一次修正：113 年 02 月 03 日； 接受刊登：113 年 05 月 29 日) 摘要 主管的領導行為對組織運作的影響，多年來一直是組織行為學的重要研究方向之一，優秀 的領導者會引領員工，激發其工作投入。但除了領導者之外，員工的工作投入程度似乎也受到 對組織認同影響。本研究以新北市地區現職員工為對象，探討領導類型(交易型領導與轉換型領 導)、組織認同與工作投入的關聯性，透過問卷調查方式蒐集資料，再以結構方程模式驗證其脈 絡關係。 本研究藉由對主管之交易型領導、轉換型領導與工作投入中，探討組織認同扮演之中介角 色，提供建議作為強化個體工作投入之動機，提升組織競爭優勢之參考。研究結果發現：交易 型領導對員工的工作投入有正向影響，但轉換型領導卻無顯著影響；組織認同分別在交易型領 導、轉換型領導與工作投入的關係上具有中介效果。此結果可提供組織作為領導策略的參考依 據，並作為實務政策制訂參考。 關鍵詞彙：交易型領導、轉換型領導、工作投入、組織認同 壹‧前言 一間大型的科技公司面臨市場競爭壓力和創新需求時，公司高層決定實 施一系列管理變革。其中，為了確保短期目標的達成，公司設定了明確的績效 指標和獎勵機制，領導者與員工建立了基於目標達成的獎勵協議；同時公司領 導者開始更多地關注員工的個人成長和激勵，透過分享願景、激發熱情來鼓勵 員工參與長期與創新的專案項目。隨著員工對公司目標的深入理解和參與，他 們對公司的認同感也逐漸增強，不僅僅是為了獎勵而工作，更是因為認同公司 的願景和價值觀而與公司努力奮鬥。透過這些領導策略和公司文化的改變，員 工的工作投入明顯提高，變得更加熱情和專注工作。在這個案例中，交易型和 轉換型領導相結合，既滿足短期績效目標，又促進員工長期投入與創新行為。 作者簡介：王則閔，健行科技大學推廣教育中心主任(通訊作者)；丁學勤，國立臺南大學 教育系教授。
Transformational leadership plays an important role in realizing sovereign food independence in Indonesia. With a focus on innovation, a strong vision, and human resource capacity building, this leadership is able to drive significant change in the food sector. This article discusses transformational leadership strategies implemented to increase local food production, reduce dependence on imports, and ensure equitable food distribution across Indonesia. Transformational leaders not only drive the adoption of efficient agricultural technologies, but also play a role in inspiring cross-sector collaborations that strengthen national food security. By integrating social, economic, and technological aspects, this strategy aims to achieve sustainable and sovereign food independence.
This empirical study investigates the role of transformational leadership in propelling organizational innovation within the dynamic landscape of the Information Technology (IT) industry. Recognizing the imperative for organizations to innovate in response to rapid technological advancements, this research delves into the leadership behaviors that stimulate and sustain innovation. The study employs a mixed-methods approach, combining surveys and interviews to gather comprehensive insights. Survey data is collected from a diverse sample of IT industry professionals, assessing their perceptions of leadership styles and organizational innovation. In-depth interviews with organizational leaders provide qualitative perspectives on the mechanisms through which transformational leadership influences innovation. Findings reveal a positive correlation between transformational leadership and organizational innovation in the IT sector. Transformational leaders, characterized by their vision, inspiration, and intellectual stimulation, play a pivotal role in fostering a culture of creativity and adaptability. The study identifies specific leadership behaviors, such as encouraging risk-taking and promoting a shared vision, as critical drivers of innovation. This research contributes to the understanding of leadership dynamics in the context of technological innovation. Practically, it provides insights for organizations seeking to enhance their innovative capabilities by cultivating transformational leadership traits. The study concludes with implications for leadership development programs and suggestions for future research directions in the intersection of leadership and innovation within the IT industry.
Individuals who have more ambition—a persistent striving for success, attainment, and accomplishment—are more likely to become leaders. But are these ambitious individuals also more effective in leadership roles? We hypothesize that leader ambition is related to positive self-views of leader effectiveness that remain uncorroborated by relevant third-party actors. In a multiwave, preregistered study, we find evidence for this hypothesis using a sample of executives (N = 3,830 ratings of 472 leaders) who were rated by peers, subordinates, managers, and themselves on ten leadership competencies, including their ability to motivate others, manage collaborative work, coach and develop people, and present and communicate ideas. We consider the implications of our findings for both scholars and practitioners interested in leadership selection and development.
The principal is the spearhead of the implementation of education in schools. However, in the field it was found that there was still inadequate understanding in the implementation of the Merdeka curriculum and the monitoring and evaluation system was less effective. The aim of this research is to explore the principal's leadership model in implementing the project-based Merdeka curriculum at SDN Sungai Gampa 2, implementation, and identify inhibiting factors and the solutions offered. This research uses qualitative methods with data collection techniques including observation, interviews and documentation. The results of the research show that the leadership model used by the Principal of SDN Sungai Gampa 2, namely: a) implementing transformational leadership, b) opening good communication with parents ensuring the availability of learning resources and encouraging teachers to improve their competence, and d) establishing needs-based policies. Meanwhile, the implementation of the leadership model carried out by the school principal, namely: a) improving the quality of service, b) to teachers, providing support in professional development and providing learning resources, and c) to parents, encouraging teachers to provide information related to child development and efforts to support the Merdeka curriculum. Meanwhile, the solutions taken by the school principal if there are challenges and obstacles are: a) identifying obstacles, b) providing advice and direction, c) evaluating the procurement of needed resources
Previous research attests to the benefits of transformational leadership (as a unitary construct) for various employee outcomes. Less is known about how specific dimensions of transformational leadership relate to outcomes during crisis. In the present paper, we investigate how each dimension of transformational leadership, namely, intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence relate to employees' psychological capital in a crisis, specifically the COVID-19 pandemic. A cross-sectional study was conducted where employees from 301 small and medium sized enterprises in Kenya completed a survey containing the variables of interest. Quantitative data analysis using partial least squares structural equation modelling was utilized to test the study hypotheses using Smart PLS 4 software. Results showed that only two of the four transformational leadership dimensions had a positive and significant impact on employees' psychological capital: Intellectual stimulation and individualized consideration. In terms of the theorized hypotheses, fear of COVID-19 moderated the relationship between (a) idealized influence, (b) intellectual, and (c) individualized consideration, and employees’ psychological capital. However, only intellectual stimulation reached a significant effect size. The present study reveals the varied relevance of transformation leadership dimensions to psychological capital in a crisis. A new condition (emotional assessment of a crisis) for assessing this relationship was proposed. We discuss theoretical and practical implications, strengths, limitations, and suggestions for future studies.
استهدفت الدراسة تحديد اثر تمكين في أدارة الأزمة التسويقية, وأجريت الدراسة على عينة من العاملين في معمل السجاد اليدوي في الحلة ,وقد بلغت العينة (30)عامل وهي تمثل مجتمع الدراسة واستخدمت بغض الوسائل الإحصائية في اختبار فرضيات الدراسة ,وكان من نتائج الدراسة توجد فروق معنوية بين العاملين نحو عوامل تمكين العاملين ترجع لأسباب متعددة منها تباين ثقافة كل منظمة ونوع النشاط الذي تمارسه ,وتوصلت الدراسة إلى إن أهم عوامل التمكين في ممارسات العاملين: الاتصالات الفعالة والمشاركة ووضوح الغرض, وان اقلها أهمية في التطبيق تتمثل في العمل الجماعي والاعتراف والتقدير, واختتمت الدراسة بتوصيات أهمها يجب على الادارة ان تسعى لتحقيق درجات عالية من الرضا الوظيفي وان يشعر العاملين أنهم محل ثقة ,وان ارتكاب الأخطاء ممكن في حالات معينة.
Purpose
The purpose of this paper is to examine mediating role of individual performance between the association of organizational politics and organizational performance in Jordanian public sector.
Design/methodology/approach
The partial least squares–structural equation modeling was conducted to test the suggested hypotheses.
Findings
The findings revealed that organizational performance is significantly and negatively influenced by organizational politics and positively influenced by individual performance. In addition, the results also revealed that individual performance is significantly and negatively influenced by organizational politics. Finally, the results show that individual performance has mediated the association between organizational politics and organizational performance, and hence last hypothesis was accepted.
Originality/value
The current study provides several recommendations to the decision-makers in the Jordanian public sector, including enhancing transparency and publishing policies and regulations in a general and easily accessible manner.
The evidence of the effect of leadership on creativity of research and development (R&D) employees has been both limited and debated. Some research indicates that leadership is unnecessary in an R&D setting, whereas other studies argue that it remains essential even in such environments. Thus, this study seeks to examine the relationship between transformational leadership and creativity of scientists, as well as the mediating role of psychological empowerment between transformational leadership and scientists’ creativity. The research is based on a sample of 357 scientists employed in various public sector R&D laboratories in India. Structural equation modelling techniques, utilising SmartPLS software, were employed to evaluate the relationships among the different constructs. The results indicate that both transformational leadership and psychological empowerment have a significant positive effect on scientists’ creativity. Scientists’ psychological empowerment has a significant positive impact on their creativity. Furthermore, psychological empowerment was found to mediate the relationship between transformational leadership and scientists’ creativity. This study provides valuable insights for public sector R&D leadership, highlights the role of psychological empowerment, and discusses implications for fostering creativity among R&D scientists.
المستخلص :يهدف هذا البحث إلى التعرف على اثر أبعاد تمكين العاملين بأبعاده الثلاثة (المشاركة بالمعلومات, والثقافة، والهيكل التنظيمي), والدعم القيادي المدرك بأبعاده الثلاثة (المكافئات المنظمية, والدعم القيادي, والعدالة الإجرائية), في تعزيز الكفاءة التنظيمية, وقد استخدمت الباحثة المنهج الوصفي التحليلي, وتم اختيار مجتمع البحث من العاملين في مديرية اتصالات وبريد النجف الاشرف, كما استخدمت الاستبانة كأداة رئيسية لجمع البيانات. اذ تم توزيع (300) استبانه على المهندسين والفنيين تم اختيارهم عشوائيا, تم استرجاع (295) استبانه كانت منها (289) استبانه صالحة للتحليل الإحصائي, وتم تحليل واختبار العلاقات عن طريق تحليل علاقات الارتباط والتأثير بين المتغيرات بأستخدام برنامج الحزمة الإحصائية للعلوم الاجتماعية (spss) . وتوصل البحث إلى مجموعة من الاستنتاجات أهمها : ان هنالك مستويات مقبولة في تمكين العاملين (ضمن عينة البحث), وجماعات العمل فيها تشعر بمستوى من الدعم القيادي يساهم في تعزيز الكفاءة التنظيمية. وفي ضوء الاستنتاجات التي تم التوصل إليها طرحت بعض التوصيات ذات العلاقة بطبيعة المنظمة المبحوثة. Abstract The aims of this research is to explore the impact of employee empowerment with its four dimensions (knowledge sharing, culture, and organizational structure), And the perceived leadership support with its three dimensions (organizational rewards, leadership support, procedural justice) in enhancing organizational efficiency. Directorate analytical approach was used where random sample was selected from the study population of the employees of the Descriptive of telecommunicate and post in najaf, the main tool for data collection is the survey were(300) questionnaires were distributed randomly to the engineers and technicians, and (289) questionnaires were returned hypothesis has been tested by statistical package for social sciences (spssv.18) . The research found aset of conclusions: that there are levels in employee empowerment and the working groups feel the level of leadership support that contributes to enhance organizational efficiency.
The efficiency of decision‐making in public organizations is a key area of interest for public administration scholars. Drawing on upper echelons theory, this study examines how top managers' empowering leadership affects decision‐making speed and comprehensiveness in public organizations. Through a three‐wave questionnaire survey involving 1149 TMT members from 133 public organizations in China, we tested the proposed theoretical model and hypotheses. Our findings reveal that top manager empowering leadership positively and indirectly influences decision‐making speed and comprehensiveness in public organizations, and through its effects on TMT behavioral integration. Furthermore, TMT work style similarity and TMT cognitive diversity can enhance and weaken the mediating relationships, respectively.
Chinese Abstract
如何进行高质高效的战略决策是公共管理学者关注的重要话题。然而，从高层视角探讨公共组织有效决策过程的影响因素研究仍极度匮乏。基于高层梯队理论，本研究对来自中国教育部门高层管理团队的调查问卷进行数据分析，探讨了最高领导者授权型领导对公共组织决策速度和全面性的影响机制。结果表明，最高领导者授权型领导通过高管团队行动整合的中介作用对公共组织决策速度和全面性具有积极的间接影响，高管团队的工作方式相似性和认知多样性分别作为边界条件增强和削弱了上述中介关系。本研究为公共部门高层梯队理论与战略领导力研究做出了重要贡献。
Cooperation between employees in a company is an important input to firm performance. This study examines how a manager’s cooperative behavior and the visibility of this behavior affect the cooperation amongst employees, and subsequently firm performance. To do so, we conducted a field experiment with managers and their employees from 320 Vietnamese small and micro firms to determine the impact of a manager’s leading by example (LBE) on employees’ behavior, corporate culture, and firm performance. Both managers and employees participated in a Public Good experiment which aimed to elicit an individual cooperative behavior. Noteworthy is that the decision made by a manager in the experiment was given as an example to employees before they made decision in that same experiment. We considered that the example of cooperation by managers in the Public Good experiment communicated a powerful signal to the employees regarding the importance of fostering cooperation in the workplace. Such a signal by the manager, who is at the top in the organizational hierarchy, would impact their employees’ behavior in the workplace and firm’s outcomes beyond the experiment. Interestingly, we found that concealing a manager’s identity from their employees enhances the impacts of LBE.
This chapter explores the proposition of self-views of leaders as proximal indicators of leader development. Doing so acknowledges that time plays an important role in development. Knowing what develops more proximally and what develops more distally allows researchers to propose and test more specific hypotheses, better research questions, and a wider range of theories. At a more proximal level, developing leaders acquire knowledge, skills, and abilities (KSAs) related to leadership, and these are complemented and reinforced by self-views. One such self-view involves a leader identity. Internalizing an identity as a leader—along with other valued self-identities that individuals hold—helps to motivate the kinds of practice needed to develop over the long term. People allocate their most valuable resource (i.e., time) to what they value the most. What is highly valued becomes an integral part of one’s self-construal (i.e., identity). Other relevant self-views in leader development include self-awareness and self-efficacy, especially regarding leadership KSAs. This chapter reviews the role of self-views in leader development focusing on leader identity, self-awareness, and self-efficacy. It also elaborates on how self-views and skill development are mutually reinforcing processes in leader development.
The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers' values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.
On the basis of 7 charismatic and transformational leadership theories, 3 core components (vision, vision implementation through task cues, and communication style) were identified. A laboratory simulation manipulated the 3 components in a completely crossed experimental design, where 2 trained actors portrayed the leader. Participants were 282 students in upper level business classes who performed a simulated production task. The vision of high quality weakly affected performance quality but significantly affected many attitudes. Vision implementation, in the form of task cues, affected performance quality and quantity. Charismatic communication style affected only the perception of charisma. Mediation was not found; rather, an exploratory path analysis found a 2-part causal sequence, where the vision of quality and vision implementation each affected self-set goals and self-efficacy, which, in turn, affected performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Introduces the binomial effect size display, which displays the change in success rate (e.g., survival and improvement rates) attributable to a new treatment procedure. An example of the use of this method is presented. (11 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
B. M. Bass (1985) proposed that the Multifactor Leadership Questionnaire consists of 5 factors: 2 facets of transactional leadership (Contingent Reward and Management-by-Exception) and 3 facets of transformational leadership (Charismatic Leadership, Individualized Consideration, and Intellectual Stimulation). A confirmatory factor analysis involving hospital nurses revealed some support for this 5-factor representation, but a 2-factor Active–Passive model was also tenable, because the transformational components and Contingent Reward were all highly correlated. Alternatively, differential relationships to a series of outcomes, including intent to leave and J. P. Meyer and N. J. Allen's (1991) facets of organizational commitment, were observed as a function of the leader behaviors involved.
A pretest-posttest control-group design (
N = 20) was used to assess the effects of transformational leadership training, with 9 and 11 managers assigned randomly to training and control groups, respectively. Training consisted of a 1-day group session and 4 individual booster sessions thereafter on a monthly basis. Multivariate analyses of covariance, with pretest scores as the covariate, showed that the training resulted in significant effects on subordinates' perceptions of leaders' transformational leadership, subordinates' own organizational commitment, and 2 aspects of branch-level financial performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Charisma is a fire that ignites followers' energy, commitment, and performance. Charisma resides not in a leader, nor in a follower, but in the relationship between a leader who has charismatic qualities and a follower who is open to charisma, within a charisma-conducive environment. When a leader shares charismatic relationships with all of his or her subordinates, charisma is homogeneous—a raging fire. When a leader shares charismatic relationships with one or a limited number of his or her subordinates, charisma is not homogeneous but variable—pockets of fire. We explore the determinants and consequences of the extent of homogeneity of charisma within a group of followers, discuss the practical implications of our theoretical propositions, and pose new questions for research.
To date, all published confirmations of the Pygmalion hypothesis among adults have involved men. The few studies among women have had methodological ambiguities. The authors conducted 2 experiments in the Israel Defense Forces to test the Pygmalion hypothesis among women. In both studies, the leaders were led to believe that the trainees randomly assigned to the Pygmalion condition had higher than usual potential. Experiment 1 tested the Pygmalion hypothesis among female officer cadets led by women. Although the treatment did raise expectations, none of the performance measures and none of the mediators or the moderators evidenced any expectancy effects. Experiment 2 tested the Pygmalion hypothesis among women and men taking the same course in gender-segregated platoons. The Pygmalion hypothesis was confirmed among men led by a man and among women led by a man but not among women led by a woman. The authors concluded that the Pygmalion effect can be produced among women but perhaps not by women. Pygmalion research among women leading men is now needed.
A longitudinal study was conducted of transformational leadership and the performance of project groups in three industrial research and development organizations. As hypothesized, transformational leadership predicted higher project quality and budget/schedule performance ratings at time I and one-year later at time 2. A moderator effect was hypothesized and found for type of research and development work. Here, transformational leadership was a stronger predictor of project quality ratings for research projects than for development projects. Initiating structure, however was a stronger predictor of project quality ratings for development projects than for research projects. Theoretical and methodological issues for transformational leadership research in professional organizations are discussed.
Data from 492 college students indicated that group size and individuals' identifiability, sense of shared responsibility, and levels of individualism or collectivism influenced peer-rated cooperation in classroom groups. Levels of individualism or collectivism moderated the effects of size and identifiability on cooperation but not those of shared responsibility. These findings suggest that models of free riding and social loafing provide insights into individualistic cooperation in groups but are limited in their ability to explain the cooperation of collectivists.
In this article, we review the history of the social scientific study of leadership and the prevailing theories of leadership that enjoy empirical support. We demonstrate that the development of knowledge concerning leadership phenomena has been truly cumulative and that much is currently known about leadership. We identify the contributions of the trait, behavioral, contingency and neocharismatic paradigms and the results of empirical research on prevailing theories. Issues that warrant research in each of the paradigms and theories are described. Ten additional topics for further investigation are discussed and specific recommendations are made with regard to future research on each of these topics.
We present a model of CEO charismatic leadership in organizations and show how such leadership can, through levels of management and analysis, impact organizational performance. We integrate levels issues relevant to the conceptualization of theoretical constructs and their relationships, measurement, and echelons, and develop the concept of close versus distant leadership as a means of understanding the dynamics of CEO leadership. We also include a consideration of possible alternative levels of analysis at which the constructs in our model may be operating.
This investigation examined the practices of transformational and transactional leadership in a management simulation game that spanned a 3-month period. Transformational and transactional leadership were measured by using Bass's (1985) Multifactor Leadership Questionnaire (Form 4). Participants were second-year, part- time and full-time MBA students who worked in teams, each composed of seven to nine members. Each team represented the senior management of a hypothetical manufacturing organization. Data were collected from 27 teams on the perceived leadership of team presidents and the financial performance of their respective teams. Financial performance was based on five traditional indicators of organi zational effectiveness,that is, market share, stock price, earnings per share, return on assets, and debt-to-equity ratio. Analyses of leadership data collected independently of financial performance demonstrated significant and positive relationships be tween active transactional leadership, transformational leadership, and organi zational effectiveness.
After a brief review of the origins of the .05 criterion for judging statistical significance, this article challenges the management discipline's rigid adherence to conventional levels of significancefor differentiating reliable from unreliable results. Arguing instead that there is no right or wrong level of significance, it contends that the selection of a significance level should be treated as one more research parameter. In this respect, the appropriateness of a specific level of significance should be based on such considerations as sample size and research design rather than a priori declarations of .05, .01, or whatever.
A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader. Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey. The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples. Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher-order factors.
present an integration of a number of contemporary leadership theories labeled charismatic, transformational, or visionary / argue that it is the leader's ability to tie a follower's self-concept, and ultimately self-esteem, to the actualization of the leader's goals that comprises the essence of charismatic leadership effects / show how integrating aspects of self-theory with traditional models of motivation provides a basis for understanding the power effects that some leaders have on followers (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper reviews and compares six theoretical explanations of the effects of charismatic leaders on their followers. Of the six explanations two are based on psychoanalytic theory, two on attribution theory, one on a sociological theory of symbolic centers, and one on the social psychology of the self-concept. The review exposes differences among the explanations in their motivational assumptions, their predictions regarding leader behaviors and effects on followers, and the mediating mechanisms they posit between leader behaviors and effects on followers. The most critical differences are highlighted and suggested as foci of future research on charismatic leadership.
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.
The article addresses the relationship between social distance and charismatic leadership. Current theories of charismatic leadership in organizations have borrowed ideas from the literature on socially distant charismatic leaders and applied them to leadership situations that involve direct contacts between leaders and their immediate subordinates. This article argues that while social distance is not a necessary condition for charismatic leadership, there are fundamental differences between distant charismatic leadership and close charismatic leadership. The article attempts to identify these differences through a theoretical analysis of the two leadership situations and through an exploratory content analysis of interviews about close and distant charismatic leaders.
In this article, we review the history of the social scientific study of leadership and the prevailing theories of leadership that enjoy empirical support. We demonstrate that the development of knowledge concerning leadership phenomena has been truly cumulative and that much is currently known about leadership. We identify the contributions of the trait, behavioral, contingency and neocharismatic paradigms and the results of empirical research on prevailing theories. Issues that warrant research in each of the paradigms and theories are described. Ten additional topics for further investigation are discussed and specific recommendations are made with regard to future research on each of these topics.
After reviewing the properties of the cognitive-developmental stage concept which, heretofore, has been restricted in its
use to child and adolescent development, adulthood stages for moral development are considered. In addition to discussing
aspects of adult development in regard to moral Stages 5 and 6, an attempt is made to delineate a new Stage 7 which is unique
to advanced adulthood and involves adoption of a religious and cosmic perspective. This new stage is related to Erikson's
theory and suggests novel lines of “positive” adult and gerontological inquiries in a life-span developmental and philosophical
perspective.
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