Transformational leadership: Second edition
Abstract
Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership--or as a primary text in a course or seminar focusing on transformational leadership. New in the Second Edition: New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings. New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness. The discussion of both predicators and effects of transformational leadership is greatly expanded. Much more emphasis is given to authentic vs. inauthentic transformational leadership. Suggestions are made for guiding the future of research and applications of transformational leadership. © 2006 by Lawrence Erlbaum Associates, Inc. All rights reserved.
... Inspiring and motivating followers to accomplish extraordinary achievements is the central focus of transformational leadership theory, which has been a foundational work in leadership research (Siangchokyoo et al., 2020). Such leaders typically possess inspiring long-term goals and are able to articulate and convey them to their teams in a way that inspires them to work together toward a common objective (Bass & Riggio, 2006). Transformational leaders encourage their followers to think creatively and pursue ongoing growth and development. ...
... Transformational leaders emphasize cooperation in teamwork to improve team members' skill, kindness, integrity, information exchange, and group performance, according to Avolio et al. (2001). Idealized influence, inspiring motivation, intellectual stimulation, and personalized consideration are the four pillars upon which transformative leadership rests (Bass & Riggio, 2006). All of these things come together to make a compelling story that motivates people to follow the leader and reach their greatest potential. ...
... For the best results in encouraging adult entrepreneurship and improving student learning outcomes, a transformational leadership style defined by these ideals is essential. According to transformational leadership theory, which states that leaders should inspire and motivate their followers to achieve a common goal, the educators' goal of establishing a welcoming setting is in line with this philosophy (Bass & Riggio, 2006). Gibb (2002) also strongly emphasizes the function a supportive institutional culture plays in educating entrepreneurs. ...
It is now well known that entrepreneurial activity is crucial to any nation's economic development. The results of this study provide robust proof of a connection between transformational leadership style, the entrepreneurial performance of young adults, and the effectiveness of entrepreneurial education programs in higher education institutions.
This paper's primary aim is to thoroughly examine the influence of transformational leadership on the development of entrepreneurial ventures among young adults in Nepal. The study revealed that a) creating a welcoming environment, b) encouraging the creation of strategic plans, c) using an experimental learning approach, d) navigating social and cultural obstacles can enable young adults’ entrepreneurial journey. The study adopting transformative leadership theory explores participants’ engagement through interviews, document reviews, and observation of colleges’ entrepreneurship activities along with the venture of the students. The qualitative interpretative studies done at two of Nepal's premier colleges illuminate the critical role of leaders’ support in shaping entrepreneurial attitudes and fostering youth-led enterprises. Studies show that initiatives led by leaders, mentorship programs, and chances to learn by doing all play a big role in building entrepreneurship. This study highlights the pressing need for a cohesive strategy in entrepreneurial education and offers educators, legislators, and community leaders actionable solutions to cultivate a new generation of business owners. This study's findings underscore the transformative influence of leadership in aligning educational practices with the socio-economic objectives of youth in Nepal.
... Therefore, exploring TF's mediating role between TFL and PS contributes to a deeper understanding of how TFL facilitates successful project delivery. Furthermore, the complexity and dynamism of construction projects suggests TF and TA may play sequential mediating roles from TFL to PS. Transformational leaders develop organizational capacity for flexibility by empowering teams, encouraging innovative thinking, and pushing boundaries (Bass and Riggio, 2006). This flexibility enhances the ability to rapidly reconfigure and adapt when needed, laying the foundations for TA (Santos Bernardes and Hanna, 2009). ...
... TFL may positively influence TF in three ways. Firstly, transformational leaders empower team members to be adaptable and flexible (Bass and Riggio, 2006). Empirical studies have underlined that empowerment plays a key role in driving flexibility (He et al., 2014). ...
... The mediating role of TA between TFL and PS TFL helps to develop a formal, continuous climate that fosters information exchange and two-way communication (Piccolo and Colquitt, 2006). Transformational leaders stimulate innovation and foster adaptability in teams (Bass and Riggio, 2006). In this scenario, team members are more willing to openly discuss the problems that they encounter and engage in positive interactions. ...
The construction sector is known for its dynamic nature, and numerous construction projects have failed to reach completion due to inadequate development of leadership. As a widely recognized leadership, transformational leadership has shown the positive relationship with project success. However, the mechanisms driving this relationship remain unclear in the context of construction projects. In response to this topic, by adopting the Input-Mediator-Outcome model, this study seeks to investigate the mediating effect of team flexibility and team agility between transformational leadership and project success in the context of construction projects. Data were collected through a survey from 306 construction project members. The Structural Equation Modeling method was employed to test the proposed model. The findings demonstrate that (1) transformational leadership positively impacts team flexibility and team agility; (2) team flexibility and team agility positively impact project success; (3) team flexibility shows a positive mediating effect between transformational leadership and project success; (4) team agility shows no mediating effect between transformational leadership and project success; and (5) team flexibility and team agility play serial mediating roles between transformational leadership and project success.
... This research is expected to make a theoretical and practical contribution to the development of superior human resources, as well as create a productive and adaptive work culture in the midst of modern organizational dynamics. Based on the description, the formulation of the problem in this study is (1) what is the transformational leadership effect on organizational commitment?; (2) what is the organizational culture effect on organizational commitment?; (3) what is the organizational commitment effect on employee performance?; (4) what is the transformational leadership effect on employee performance?; (5) what is the organizational culture effects employee performance; (6) what is the transformational leadership effect employee performance mediated by organizational commitment?; (7) and what is the organizational culture effect on employee performance mediated by organizational commitment?. ...
... A healthy organizational culture creates a conducive work environment and supports emotional attachment and employee loyalty to the company. 3. ...
The purpose of this study is to examine that transformational leadership has a significant influence on organizational commitment; organizational culture has a significant influence on organizational commitment; organizational commitment has a significant effect on employee performance; transformational leadership has a significant effect on employee performance; organizational culture has a significant effect on employee performance; leadership transformational has a significant influence on employee performance; transformational leadership has a significant effect on employee performance mediated by organizational commitment; and organizational culture has a significant influence on employee performance mediated by organizational commitment. The population in this study is employees at PT. Wika Realty in Jakarta with a sample size of 250 respondents. Data analysis using SEM with a CB-SEM approach with the help of the IBM SPSS AMOS 26 program in data processing. These findings suggest that transformational leadership has an immediate and significant positive effect on organizational commitment; organizational culture has a direct and significant positive effect on organizational commitment; organizational commitment has a positive and significant effect on employee performance; transformational leadership has a direct and significant negative effect on employee performance; organizational culture has a direct and significant positive effect on employee performance; Transformational leadership has an indirect and significant positive effect on employee performance mediated by organizational commitment; and organizational culture has an indirect and significant positive effect on employee performance mediated by organizational commitment.
... Later in life, Hughes showed his genius for business. His style of business leadership was a mixture of the transactional and transformative (Bass & Riggio, 2006, Burns 1979. He often ignored his underlings' personal feelings, and while he demanded total devotion and commitment, a set salary was the only compensation (Dietrich & Thomas 1972). ...
... The chapter will contribute to business leadership studies by showing, through a single case study of a significant figure, how the foundational theoretical dichotomies in the field (i.e., transactional leadership versus transformative leadership [Bass & Riggio 2006, Burns 1979, corrupt power versus everyday power [Kipnis 1976, Keltner 2016) are not either/or propositions, but rather are at some level conjunctive. Though Howard Hughes often treated, not just business associates, but also everyone around him, as pawns to be pushed around on his gameboard, he also spent long stretches of time shoulder-to-shoulder with collaborators (Dietrich & Thomas 1972, Barlett & Steele 2003, Brown & Broeske 1997. ...
Howard Robard Hughes, Jr. (1905-1976) became a millionaire
at age nineteen, when he inherited his father’s tool company (Hack 2001).
However, he did not rest on his father’s achievements, but rather used his
business savvy, flair for publicity, and engineering genius to increase his net
worth to 1.5 billion dollars. Indeed, Howard Hughes was the richest man in
America from the 1960s until his mysterious death in 1976 (Financhill 2025).
The subject was chosen because of his success in multiple areas of business
(film industry, aviation, corporate world), and because of his idiosyncratic
psychological profile (impulsive and fame-seeking, yet reclusive and
paranoid). Moreover, there are a plethora of book-length studies of the subject,
including eye-witness accounts set down in memoirs (Dietrich & Thomas
1972, Thain, Wadsworth, & Whetton 2012). The chapter will demonstrate that
Howard Hughes embodies both the corrupt and the everyday varieties of
power in his leadership style. From an early age, Hughes stated his goals quite
starkly: To be the greatest golfer, the greatest aviator, and the greatest
Hollywood producer, all at the same time (Hack 2001). Money was never an
end-in-itself, but it was certainly prerequisite to becoming the
unprecedentedly successful person Hughes wished to be. Hughes had no
problem driving competitors from the playing field (Barlett & Steele 2003),
that being the name of the business game. However, his establishment of
multiple foundations for medical research (Dietrich & Thomas 1972), his
concern to advance technologies that will likely improve living conditions
worldwide (Richardson 2011), and his seemingly genuine concern to better
the living conditions of the average Las Vegan during his years in the Desert
Inn (Brown & Broeske 1997, Schumacher 2008) all evince Hughes’ sense of
responsibility to use his power for more than breaking speed records or
accumulating ever-more acres and dollars.
... It is about setting an example through actions and fostering a culture of accountability and excellence. Effective leadership is the catalyst for success in any organization (Bass & Riggio, 2006). ...
... Transformational leaders drive change by encouraging innovation and creativity. They focus on transforming the organization by improving processes, products, and strategies and developing the leadership potential of their followers (Bass & Riggio, 2006). ...
The introduction to the comprehensive study on sustainable leadership elucidates the pivotal role of leadership in the nexus of organizational success and sustainability. It delves into the complex art and science of leadership, emphasizing its criticality not merely as a hierarchical position but as a dynamic force capable of influencing, inspiring, and mobilizing individuals toward a shared vision of improvement and innovation. Leadership, in this context, transcends conventional boundaries, encapsulating a spectrum of skills and qualities essential for steering organizations through the rapidly evolving landscapes of global business and societal challenges.
Central to this discourse is the recognition of leadership as a multifaceted endeavor, requiring a profound understanding of communication, adaptability, strategic visioning, and the nurturing of an environment conducive to creative and innovative thought processes. The text highlights the imperative for leaders to embody a balance of decisiveness and empathy, ensuring that decision-making processes are anchored in both confidence and integrity, thereby fostering a culture of trust, respect, and collective commitment to the organization's long-term sustainability goals.
Moreover, the course underscores the evolving nature of leadership in response to the shifting paradigms of the global economy, technological advancements, and societal expectations. It posits that contemporary leaders must be visionary in their approach, adept at navigating the complexities of the modern economic and social terrains, and committed to lifelong learning and self-enhancement. This adaptive leadership paradigm is essential for driving forward-thinking strategies that not only promote organizational resilience and competitiveness but also align with broader sustainability and ethical standards.
In essence, the course sets a comprehensive foundation for exploring sustainable leadership within a global context, advocating for a leadership model that integrates visionary foresight, strategic adaptability, ethical decision-making, and a commitment to fostering an organizational culture of accountability, innovation, and excellence. Through this lens, the study aims to provide a deep dive into the critical dimensions, styles, practices, and impacts of leadership on the trajectory of business sustainability, offering insights and frameworks that can guide organizations in cultivating leadership capabilities that are responsive to the demands of a rapidly changing world.
... Digitalization has transformed the working environment and needs of enterprises. Leaders no longer merely assign tasks to subordinates and monitor their completion; they also create space for employees to realize their creative potential through collaboration and continuous learning (Bass and Riggio, 2006). Digital leaders should empower employees to engage in innovative activities and create an innovative atmosphere (Zhu et al., 2022) to promote the implementation of innovative ideas for achieve innovative outcomes, thereby enhancing employee innovative performance. ...
With the development of the digital economy and digital technology, innovation-driven growth has become the key to the digital transformation of various organizations. Employee behavior and digital leadership affect the innovative performance of a company significantly. Using the proactive motivation model, this study constructed a moderated mediation model with job crafting as the mediating variable and person–job fit as the moderating variable. Through statistical analysis of 306 valid questionnaires answered by employees in manufacturing firms, this study determined how digital leadership affects innovative performance by promoting employees to carry out job crafting. The study conducted structure equation modeling to examine the hypotheses. The findings indicate the following: (1) Digital leadership has a positive effect on employee innovative performance. (2) Two of the three job crafting strategies (task crafting and cognitive crafting) mediate the relationship between digital leadership and employee innovation performance. (3) Person–job fit positively moderates the relationship between cognitive crafting and employee innovation performance. (4) Person–job fit positively moderates the indirect effect of digital leadership on employee innovation performance through cognitive crafting.
... Antonakis and House (2014) mentioned, that estimates of the other full range factors may be overestimated in previous studies because of omitted leadership behaviours. The present study gives reason to assume that the impact of the change-oriented transformational leadership (Bass and Riggio 2006) may have been overestimated in earlier change studies, too (e.g. Abrell-Vogel and Rowold 2014;Carter et al. 2013;Herold et al. 2008;Michaelis et al. 2010;Seo et al. 2012). ...
This article in the journal „Gruppe. Interaktion. Organisation. (GIO)“ explored the potential of instrumental leadership in times of change. The instrumental leader seeks opportunities in the environment and uses them strategically, while helping employees to adapt in their day-to-day work. These behaviours are becoming increasingly important in a continuously and more and more unpredictably changing work environment. To investigate whether, how and when instrumental leadership can promote individual change support, a multilevel moderated mediation model is developed. Affective change commitment is considered as the central mechanism to explain the influence of the leaders’ behaviour. To examine the conditions under which instrumental leadership enhances the affective change commitment of the employees, the moderating effect of the leaders’ affective change commitment is analysed. The sample consists of 125 teams composed of one leader, at least two employees (in total 375), and the leader’s supervisor. The results indicate that instrumental leadership is positively related to individual change support via affective change commitment in the team. The indirect effects are strengthened by the leader’s affective change commitment. Implications for leadership and change management literature as well as for practice are discussed.
... Applying Bass and Riggio's transformational leadership theory to Sarma's governance approach reveals a leader who exhibits all four components of the framework: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration [15]. Analysis of his governance approach reveals a leader who applies dimensions of the transformational leadership framework: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. ...
Dr. Himanta Biswa Sarma, currently serving as the Chief Minister of Assam, has emerged as India's most dynamic and transformative political leader whose extraordinary journey from grassroots student activism to regional power broker represents a paradigmatic case study in visionary leadership and governance innovation. This comprehensive scholarly analysis examines Sarma's multifaceted career through theoretical frameworks of transformational leadership, policy entrepreneurship, adaptive governance, and Amartya Sen's capability approach, situating his rise within the broader context of India's evolving federal system and development challenges. The analysis reveals his distinctive capacity for institutional transformation, demonstrated through significant achievements in healthcare delivery, digital governance, economic development, and security management in Northeast India. We introduce the integrated frameworks of the "3E Framework" (Efficiency, Equity, and Empathy) and "Transformative Federal Leadership" that capture his capacity to simultaneously demonstrate transformational leadership, adaptive governance, policy entrepreneurship, institutional development, collaborative governance, capability expansion, and conflict transformation capabilities (Pallathadka & Deb Roy, 2025). Drawing on extensive academic research, empirical data, comparative analysis, and primary source material including speeches and policy documents, this paper concludes that Dr. Sarma's theoretically-grounded and empirically-validated leadership approach positions him as a qualified candidate for national leadership roles, offering valuable lessons for governance in complex federal systems as India approaches its centenary of independence.
... According to Ausar, Kang, and Kim (2016) who support this claim, leadership is an essential management tool because, when utilized effectively, it can improve employee relations, beneficially impact the workplace environment, boost service quality, and change behavioral outcomes. The discipline of leadership study has been the subject of numerous publications created by researchers throughout the years (Avolio, Gardner, Walumbwa, Luthans, & May, 2004;Bass & Riggio, 2006;Tse, 2008;Chi & Pan, 2012). According to Yukl (1989), leadership is a process that enables individuals and groups to work together to achieve common goals. ...
Purpose
This study investigates the influence of authentic leadership on employee turnover intentions within the IT sector and focuses specifically on the mediating role of knowledge-sharing. The research addresses the growing need for leadership practices that enhance retention in the dynamic IT industry of Southeast Europe, particularly in Bosnia, Croatia, Serbia and Montenegro.
Design/methodology/approach
We employed a quantitative research design utilizing an online survey to gather data from IT professionals across the selected countries. We measured authentic leadership, knowledge sharing, and turnover intentions using a five-point Likert scale. We conducted data analysis using structural equation modeling (SEM), with both confirmatory factor analysis (CFA) and reliability assessments (Cronbach’s alpha). We evaluated key model fit indices, i.e. χ ² /df, RMSEA, GFI and CFI, to ensure robustness despite a p -value anomaly.
Findings
The results reveal that authentic leadership significantly reduces employee turnover by promoting knowledge-sharing within organizations. Although the direct relationship between knowledge-sharing and turnover was not statistically significant, authentic leadership emerged as a critical factor influencing retention. The SEM analysis confirmed the model’s validity with adequate fit indices, highlighting the relevance of leadership practices in reducing turnover in the IT sector.
Research limitations/implications
The study encourages IT organizations to integrate authentic leadership practices to improve retention rates. Leaders who exhibit transparency, relational integrity and balanced decision-making foster trust and knowledge-sharing among employees, which in turn supports organizational stability. Policymakers and HR practitioners should develop programs that promote authentic leadership, emphasizing leadership development tailored to the needs of the IT workforce in emerging economies.
Originality/value
This study contributes to the growing body of literature on leadership and employee retention by focusing on authentic leadership to mitigate turnover. It offers practical insights relevant to the IT sector, addressing a research gap by providing evidence from Southeast Europe. By examining how leadership influences knowledge-sharing and employee retention, the study bridges the gap between theory and practice, offering actionable recommendations for IT managers and policymakers.
... To understand the role of leadership in conflict resolution, several theoretical models provide insight into how different leadership styles influence organizational conflict management. Transformational Leadership Theory, introduced by Burns (1978) and expanded by Bass & Riggio (2006), suggests that leaders inspire and motivate employees through vision, ethical behavior, and strong communication. This fosters collaborative problem-solving and reduces workplace conflicts by ensuring that disputes are managed through engagement rather than authority. ...
Conflicts are a common occurrence in the workplace as employees within organizations often differ in perceptions, values, and approaches to work-related tasks. When left unaddressed, these conflicts can significantly impact employee performance and overall organizational productivity. However, when effectively managed, workplace disputes can serve as opportunities for growth and innovation, leading to organizational development. Despite the importance of leadership in conflict resolution, few studies have explored the extent to which conflict resolution is influenced by various leadership perspectives and their combined impact. To bridge this research gap, this study aims to examine the role of ethical leadership in conflict resolution and its integration with other leadership paradigms. Specifically, the research objectives are (i) to analyze how ethical leadership influences conflict resolution processes, (ii) to assess the integration of ethical leadership with other leadership paradigms, including transformational, transactional, and servant leadership, and (iii) to develop a multidimensional framework for conflict management. This study adopts a conceptual approach by synthesizing existing literature to establish ethical leadership as a central theoretical perspective in conflict resolution. Ethical leadership is characterized by integrity, fairness, and empathy, fostering a culture of trust and transparency where conflicts are managed constructively rather than escalating into prolonged disputes. The findings indicate that ethical leadership reduces workplace conflict by enhancing transparency and fairness in decision-making while also ensuring that employees feel valued and heard in conflict resolution processes. Furthermore, when combined with transformational, transactional, and servant leadership styles, ethical leadership enhances both short-term dispute resolution and long-term organizational harmony. The study's findings hold theoretical and practical significance. Theoretically, the research contributes to leadership and conflict resolution literature by integrating multiple leadership paradigms into a unified framework that enhances the understanding of their combined influence on workplace conflict. Practically, the study guides organizational leaders in selecting and developing ethical leaders with high emotional intelligence (EI) to foster a collaborative and trust-driven work culture. By applying the proposed multidimensional conflict resolution framework, organizations can effectively address workplace conflicts, leading to higher employee satisfaction and improved organizational performance. While this study presents a comprehensive conceptual model, the proposed framework requires empirical validation across various organizational contexts to further assess its applicability and effectiveness in workplace conflict management.
... A study by Bass and Riggio [5] highlighted that transformational leadership enhances organizational innovation by fostering a culture of trust, risk-taking, and commitment among employees. This leadership style has been particularly effective in dynamic business environments, where rapid changes require adaptability and proactive leadership [6]. ...
The Indonesian Chamber of Commerce and Industry (KADIN) is an independent organization that serves as a forum for Indonesian entrepreneurs in various sectors, including trade, industry, and services. The function and role of KADIN as a forum for entrepreneurs brings together entrepreneurs from small to large scales to encourage collaboration. Then, as a partnership with the government, KADIN plays a role as a strategic partner of the government in formulating economic, trade, and industry policies. As for the development of MSMEs, KADIN plays a role in helping the development of Micro, Small, and Medium Enterprises (MSMEs) through training, funding, and market access. KADIN has national, provincial, and district/city management levels, managed by a Board of Directors consisting of entrepreneurs and professionals in various sectors, with training and workshop programs and activities that provide education to increase the capacity of entrepreneurs. Furthermore, investment promotion activities attract foreign investment to Indonesia and expand business networks to the global market, and business forums hold trade exhibitions, conferences, and business dialogues to bring together business actors. With its vision, KADIN supports inclusive and sustainable Indonesian economic growth, and with KADIN's mission to develop a conducive business ecosystem, increase the competitiveness of the business world, and encourage innovation in the economic sector. KADIN collaborates with international business organizations to expand the market and increase the competitiveness of Indonesian products. This study aims to determine the effect of transformational leadership and knowledge management on the performance of KADIN members in East Kalimantan Province. This study describes the causal relationship between variables, or what is called explanatory research, namely a study to determine and explain the influence between existing variables, and is continued with testing of 7 (seven) hypotheses. In this study, the population was 270 KADIN members in East Kalimantan Province. Using WarpPLS 7.0, the author tested 7 (seven) hypotheses in this study. The results found that all variables of transformational leadership, knowledge management, and organizational culture had a positive and significant influence on performance, and organizational culture could mediate transformational leadership and knowledge management. This means that all variables have an important role in improving the performance of KADIN members in East Kalimantan Province.
... Corporate Social Responsibility and HR AlignmentAguinis and Glavas (2012) discovered that CSR, if implemented through the application of HR tools like training and performance management to enhance employee identification with the company and commitment.Bloom et al. (2015) showed in their landmark Ctrip study that telework increased productivity by 13%, with greater job satisfaction and reduced attrition.3.11 Transformational Leadership and SustainabilityBass and Riggio (2006) propose that transformational leaders supported by HR can lead sustainable efforts through value-based commitment and motivation.Kramar (2014) proposes that sustainable HRM promotes OCBdiscretionary employee behavior above and beyond their job requirements, hence improving team cohesiveness and productivity.3.13 High-Performance Work Systems (HPWS) and Well-beingBoxall and Macky (2009) establish that HPWS is capable of driving performance but only HPWS that have well-being practices embedded fail to result in burnout in employees and bring long-term success.3.14 ...
Now with rapid business growth, the companies are under constant threat from globalization, technology, and economic and social change. The threats make it difficult for the firm to devise new strategies that not only grow the company in a competitive way but also make the company sustainable. And at the core of it all, with the welfare of the workers at the top of the agenda, is the understanding that a high-performing cohort of employees is the source of sustaining innovation, productivity, and overall organizational performance. This paper addresses the level of the understanding of the connection between revolutionary sustainable human resource practices and their twin impact towards organizational resilience formation and employee growth. Utilizing a review of the new general literature and new empirical studies, the current study accounts for and discusses the main sustainable human resource practices. These include flexibility practices, work arrangements, a comprehensive mental health care system, a continuous professional development option, and inflexible diversity and inclusion practices. All of these in total offer a systematic picture and businesses happily applying such policies make them undergo increased worker involvement, increased job satisfaction, and increased overall job performance of an employee. For example, companies that implement the flexible work styles not only satisfy the changing needs of its members but also enjoy lower rates of absenteeism and are on higher retaining levels. Companies investing in mental wellness software also stand to gain a stronger and healthier workforce that can better deal with workplace issues. Aside from that, the paper also refers to the widespread influence of such HR practices on organizational resilience. With uncertainty and ambiguity now plaguing the world, the issue of how a company learns to survive and thrive in spite of disruption is more important than ever.s-2-The study confirms that such sustainable human resource practices are such pillars, as in the case of building up this resilience. Through employee growth and a well-being culture, organizations build not only their internal capacity but also place themselves in the competition market space. Internal resilience equals having spare capacity to innovate, to learn to change against market change, and even to sustain long-term stable growth. In general, the essay assumes that it is not an ancillary organizational agenda but a necessity imperative to impose change-transformational sustainable human resource practices on a modern business looking for longevity and profitability. By focusing on the employees' well-being, the organizations can establish a moral but healthy and motivated workforce. This assists the organizations in weathering the external pressure and re-fashioning the new business environment. The study's results acknowledge the synergetic interdependence between organizational resilience and employee flourishing that necessitates transformational and sustainable human resource practices.
... This study integrates three complementary theoretical perspectives to explain how transformational leadership influences knowledge distribution in banking services: transformational leadership theory, social exchange theory, and self-determination theory. Transformational leadership theo r y provides the foundation fo r understanding how leaders influence organizational knowledge processes (Bass & Riggio, 2012). This theory posits that transformational leaders inspire followers to transcend self-interest and commit to organizational goals through four mechanisms: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Kim & Park, 2020). ...
This study investigated the critical internal factors influencing knowledge distribution in banking services, addressing a significant gap in understanding how leadership influences knowledge distribution practices across financial service delivery networks. The research examined how transformational leadership affected knowledge distribution in banking services both directly and indirectly through organizational culture and intrinsic motivation, with implications for optimizing multi-channel distribution systems. Data was collected from 102 banking managers across various distribution channels using a structured questionnaire based on established scales. Partial least squares structural equation modeling (PLS-SEM) was employed to test the hypothesized relationships in the integrated theoretical model. Results revealed that transformational leadership significantly impacted organizational culture, intrinsic motivation, and knowledge sharing. Both organizational culture, and intrinsic motivation positively influenced knowledge sharing practices. These findings highlight the crucial interplay between leadership practices, cultural values, and motivational factors in facilitating effective knowledge distribution within banking institutions. The research provides significant distribution science implications by demonstrating how enhanced internal knowledge flows improve service delivery across multiple distribution channels, enabling banks to optimize their distribution networks and strengthen market competitiveness through more consistent service delivery and faster adaptation to changing market conditions.
... Moreover, the study extends the Job Characteristics Model (Hackman et al., 2015), particularly in demonstrating that job satisfaction is influenced not only by task variety and autonomy but also by organizational climate and inclusiveness. The presence of GAD mechanisms and supportive leadership practices aligns with transformational leadership theory (Bass & Riggio, 2005), reinforcing the idea that visionary, empathetic leadership significantly influences job satisfaction and OCB. This view is supported by Mousa et al. (2020), who emphasized the importance of holistic leadership approaches in promoting positive employee behavior in public administration. ...
This study explored the relationship between gender and development (GAD) awareness, job satisfaction, and organizational citizenship behavior (OCB) among 300 employees of the Provincial Government Unit of the Philippines. The objective was to determine whether job satisfaction mediates the relationship between GAD awareness and OCB. A descriptive-correlational research design was employed to assess levels of GAD awareness, job satisfaction, and OCB while focusing on factors like compliance with national mandates, compensation, and interpersonal dynamics. Regression analysis and the Sobel z-test were used to evaluate the relationships among variables. Findings indicated high levels of GAD awareness and job satisfaction, with a strong association between job satisfaction and OCB; however, job satisfaction did not mediate the relationship between GAD awareness and OCB. This study underscored the necessity of addressing GAD awareness directly to enhance citizenship behavior and supported the United Nations Sustainable Development Goal (SDG) #5 on gender equality. The conclusions suggest that local government units should implement targeted gender-sensitivity programmes and employee engagement strategies to foster inclusive and productive work environments
... Ine Sinthia, Pauzan Haryono, Diyah Yuli Sugiarti Transformational leadership is the right leadership style to answer the challenges of education today in an era where educational institutions face the challenges of a dynamically changing world. Transformational leadership focuses on inspiring, motivating, and encouraging individual innovation to cross the boundaries of self-interest for the good of the organization and to encourage improved organizational performance (Bass & Riggio, 2005). Transformational leadership emphasizes five dimensions: vision, inspirational communication, leadership support, intellectual stimulation, and personal recognition (Rafferty & Griffin, 2004). ...
This study investigates the impact of transformational leadership on organizational performance through a bibliometric analysis. The aim is to understand how transformational leadership can address challenges faced by educational institutions, enhance innovation, and align practices with global trends while respecting the cultural values of Islamic education. Using VOSviewer software and data from Scopus and Google Scholar, this research systematically evaluates 77 articles published from 2014 to 2024. The findings highlight a significant increase in the literature on transformational leadership, with a focus on key leadership behaviours such as vision articulation, inspirational communication, and intellectual stimulation. These behaviours are strongly linked to improved organizational outcomes, including higher student enrolment in universities and greater institutional commitment. The study underscores the role of transformational leadership in fostering a positive, collaborative culture that encourages innovation and continuous improvement. The implications for educational leaders include the adoption of transformational leadership to improve organizational performance in response to evolving educational demands. Further research is recommended to explore the applicability of these findings in different educational contexts.
... From the above research analysis, it can be seen that scholars from various countries have a lot of research results on leadership styles, psychological empowerment and job performance. Although a lot of achievements have been made in this field and there are more and more researches on the influence of various leadership styles on job performance, especially on the job performance of knowledge employees, the researches in recent years are mainly focused on transactional leadership style, and few comprehensive and comparative studies on various (Bass & Riggio, 2006;Sun, 2016). At present, the research conclusions on the association between psychological empowerment and job performance are not completely analyzed, especially on the structure of psychological empowerment. ...
This research focuses on the impact of "Transactional leader’s behaviour on job performance of knowledge employees". Taking enterprise knowledge employees as the research object and by introducing the psychological empowerment as the mediating variable, this research explores the impact of transactional leadership style on the job performance of knowledge employees. The first part is the introduction, which introduces the background of the study, research gap, problem statement, research questions, research objectives, and significance of the study, assumptions and delimitations, definition of key words. The second part is the literature review, which reviews the previous researches on the concepts, affecting factors and dimensions of research variables such as transactional leadership style, employee work performance and psychological empowerment. These laid a solid theoretical foundation for this research. The third part is the research design. On the basis of the previous research, the research model of this paper is constructed, there search hypothesis proposed and the research questionnaire designed by referring to the mature scale studied by the previous researchers. The fourth part is empirical research, which takes knowledge employees of state-owned enterprises in Pakistan as the research object. A total of 662 respondents data were obtained by means of questionnaire survey, and the reliability and validity analysis, difference analysis, correlation analysis, main hypothesis test and adjustment effect test were conducted on the collected data using SmartPLS V.3 and SPSS 25.0, partly verifying the theoretical model and research hypothesis. The fifth part is conclusion and prospect. This study draws research conclusions through the empirical research data results. 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... Psychologists' expertise in team science and leadership equips them with invaluable insights into leading and optimizing the effectiveness of QI teams. The application of leadership theories such as transformational and servant leadership can encourage innovation and collaboration and prioritize team members' needs to garner buy-in from the team and work toward achieving a shared goal (Bass & Riggio, 2006;Eva et al., 2019). Drawing from psychology's team science literature, psychologists can identify the necessary knowledge, skills, and attitudes needed to implement a QI initiative, identify appropriate individuals, and assign individuals roles and responsibilities that leverage their strengths and optimize the team (Gregory et al., 2021;Salas et al., 2015Salas et al., , 2018. ...
Improving health care is complex and challenging and requires robust interventions to create change. Quality improvement (QI) interventions represent the current state of the art for improving care practices. QI as a field of research and practice has five key areas: (a) generalizable scientific evidence, (b) contextual awareness, (c) performance measurement, (d) plans for change, and (e) execution of planned changes. Applied psychology is ideally situated to lead and inform health care change and engage in QI approaches. Applied psychologists share training in scientific and empirical methods and maintain expertise in diverse domains including clinical health and human behavior change, industrial and organizational systems, human performance, education and training, and other related domains of skill and knowledge with significant potential to strengthen QI programs in health care. Collectively, psychology has an opportunity to assemble expert teams that can drive empirically informed impactful programs to improve health and health care practices. Unfortunately, QI approaches are not comprehensively addressed in training and professional development programs for psychologists. This article reviews opportunities for the field of psychology to improve its engagement in QI in health care settings.
... Transformational leadership is a leadership style that has been extensively studied in the last three decades and consists of four positive behaviors (Bass and Riggio 2006) -(1) idealized influence (favoring ethical behavior): According to Avolio and Yammarino (2013), it is a fundamental component of transformational leadership as it establishes trust and confidence between leaders and followers. (2) Inspirational motivation (inspiring employees through optimism, passion, and motivation): Judge and Piccolo (2004) emphasized that one of the critical elements of transformational leadership is the capacity to inspire motivation, which is closely linked to follower outcomes such as job satisfaction and organizational commitment. ...
Grounded in the ability-motivation-opportunity (AMO) theory and the resource-based view (RBV), this study argues that environmental transformational leadership (ETL) enhances both economic and environmental performance through green human resource management (GHRM). It also examines the moderating role of environmental knowledge in the relationship between ETL and GHRM. Additionally, this study posits that big data analytical capabilities (BDAC) strengthen the impact of GHRM on economic and environmental performance. Using a random sampling approach, we collected multi-respondent data from 355 manufacturing firms, incorporating insights from first-level managers and top executives. Structural equation modeling was employed as the analytical technique. The findings confirm that GHRM significantly mediates the effect of ETL on both economic and environmental performance. However, contrary to expectations, environmental knowledge does not moderate the ETL–GHRM relationship. In contrast, BDAC strengthens the influence of GHRM on both economic and environmental performance. This study contributes to the leadership literature by identifying the underlying mechanism (how) and boundary conditions (when) through which ETL influences firms' performance outcomes.
Small states and middle powers suffer from a “power deficit” that leaves them with limited means and opportunities to exercise coercive power in international relations. Nevertheless, a growing number of studies has documented the success of these states in influencing international affairs. This study examines how different leadership styles matter for small-state and middle-power agenda-setting in international affairs. Drawing on recent advances in management theory and foreign policy analysis, we construct a typology of foreign policy leadership styles. Rather than viewing leadership as the personal style or characteristic of an individual leader, we understand leadership as positional, relational, and processual styles. We apply our typology to Canadian, Swedish, and Danish diplomatic activities to promote and influence the Responsibility to Protect agenda in the UN. We find all three leadership styles, but a dominance of processual leadership, especially enabling leadership, which supports the creation of emergent fora in which ideas and concepts can develop among different kinds of actors and the transmission of insights from these fora back into a more formalized context.
Esta investigación explora la interacción entre la brecha generacional, el liderazgo y la cultura organizacional, promoviendo un modelo dinámico de compromiso en el contexto de un grupo corporativo y sus unidades estratégicas de negocio. En un entorno empresarial caracterizado por la diversidad generacional, la alineación de valores, la efectividad del liderazgo y la consistencia cultural adquieren especial relevancia para la sustentabilidad y el desempeño organizacional. A partir de una metodología de investigación mixta, integrando análisis cualitativos y cuantitativos, se examinan las percepciones y actitudes de las diferentes generaciones y las acciones implementadas para gestionar las diferencias. Los hallazgos destacan que el efecto catalizador de un estilo de liderazgo que fomente un entorno en el que las personas se sientan valoradas, respetadas y motivadas a contribuir plenamente, combinado con una cultura organizacional dinámica y adaptable, minimiza la brecha generacional, fomenta un entorno colaborativo y consolida el sentido de pertenencia compartido. La investigación contribuye al conocimiento de la gestión organizacional aportando un enfoque teórico y objetivo para abordar los desafíos intergeneracionales en grandes organizaciones, promoviendo un liderazgo holístico e integral, cimentado en principios cristianos y una cultura organizacional que favorezca la sostenibilidad, la eficiencia operativa y el compromiso en la fuerza laboral que compone sus diversas unidades estratégicas de negocio.
Change has been a constant challenge for organizations over the past few years. An employee with mindfulness will be able to cope with unpredictable events and develop situational awareness, both factors that help them perform better. Our study is designed to examine the relationship between ethical and charismatic leaders' mindfulness levels and employee performance. The study was conducted using mixed methods. According to the conceptual model developed in the first stage, mindfulness is directly related to employee performance. The qualitative method was used to assess mindfulness in the organization. Business practitioners as well as academic scholars and researchers have always been interested in employee performance. Despite numerous previous studies identifying antecedents of employee performance, research has yet to examine whether leaders' mindfulness can influence employee performance. Consequently, the current study intends to find out if employee trust in leaders can mediate the impact of leadership mindfulness on employee performance. 325 respondents completed a survey involving mindfulness, ethical competence, and charismatic leadership. Three hypotheses were tested on the relationship between mindfulness, ethical competence, and charismatic leadership. According to our research, there is a correlation between ethical and charismatic leadership and employee performance moderated by mindfulness, such that when the mindfulness is organic, the relationship will be stronger than when it is mechanistic. In addition to providing new insights into the outcomes of mindfulness, the findings increase our understanding of ethical decision-making processes.
This study examines the influence of leadership style, organizational environment, and good governance on employee motivation and performance at the Southeast Sulawesi Provincial Plantation and Horticulture Office. Using a quantitative approach and Partial Least Squares (PLS) analysis, data were collected from employees within the same institution. The results reveal that leadership, governance, and a conducive organizational environment significantly enhance employee motivation. However, the direct impact of the organizational environment on performance appears limited, suggesting that employees may not prioritize environmental factors when evaluating their performance. The study highlights that effective leadership and strong governance structures play a crucial role in fostering motivation, leading to improved performance. These findings emphasize integrating governance and leadership strategies to support sustainable institutional success.
This study evaluated the effectiveness of SK Mandatory Training as conducted in the city of Maasin. Further, this investigates other training programs attended by the SK chairpersons and the different programs implemented by them. Employing a descriptive design, the study utilizes a survey to fulfill its objectives, which is to assess the understanding of the mandatory training and its effectiveness. Sixty-three out of the seventy chairpersons participated in the study, which consisted of 30 females and 33 males. Results showed that the level of understanding of the SK chairpersons on the five areas has a total composite mean of 3.55 interpreted as “highly understood”. They have agreed that they were well educated of the training. Moreover, the findings showed in the level of effectiveness of the SK Mandatory Training that the SK chairpersons find the training to be highly effective. The composite mean of 3.65 with an interpretation as “highly effective,” would imply that SK chairpersons find the training to be relevant, especially in the implementation of different programs in their barangays. Thus, it is strongly recommended that the said training will be sustained with constant monitoring to gain relevant feedback for adjustment. Regular forum for inter-barangay collaboration is also highly encouraged to promote program diversification and customize efforts to meet the wide range of interests of the youth. This study evaluated the effectiveness of SK mandatory training concerning the SK’s level of understanding. Additionally, it investigates the implementation of SK programs within the barangay and evaluates the training's impact on the effectiveness of these programs. Employing a descriptive methodology, the research utilizes custom survey questionnaires to fulfill its objectives. Sixty-three (63) out of seventy (70) SK Chairman have participated in the survey, which consists of 30 females and 33 males. Results showed that the level of understanding of the SK Chairperson in the 5 areas has a total weighted mean of 3.55, which means the respondents agree that they were well educated during the discussion of the different areas of the mandatory training. In the programs implemented, the data revealed that sports and recreation activities emerged as the primary focus, garnering 100% of the answers. Moreover, the findings showed in the level of effectiveness of mandatory training in SK program implementation that most people have positive opinions about how well the required training worked to make the barangay's SK programs easier to implement, with an average mean of 3.28, which means "effective." From the results, some recommendations have been formulated to sustain the SK Mandatory Training and the Sangguniang Kabataan such as regular forums for inter-barangay collaboration to promote program diversification and customize efforts to meet the wide range of interests of the youth and investigate successful program diversification models within the SK framework, considering the preferences and local settings of young people.
This chapter looks at how business cultures and workplace policies affect women entrepreneurs' ability to maintain a work-life balance. It demonstrates the significance of family-friendly policies in supporting female entrepreneurs, who particularly struggle with juggling work and personal commitments. Through an analysis of case studies of businesses that have successfully implemented these ideas, this study also demonstrates the benefits of developing an inclusive culture. Companies that place a strong focus on employee flexibility and well-being have shown increases in productivity, retention, and satisfaction—especially among women entrepreneurs who face more challenges in juggling many responsibilities.
To make a sustained social impact in changing contexts, nonprofit organizations (NPO) must innovate their organizational practices, processes, and structures. These innovations can enhance their social innovation capacity.
This scoping study synthesized key elements of the capacity to engage in social innovation.
Four databases were scanned, and 110 peer-reviewed studies were selected for content analysis, and thematic analysis.
The findings show how internal factors, such as leadership, procedures, structures, values, and organizational culture, influence organizational innovation in NPOs and how inclusive processes are important for innovating.
This study informs which factors to address when conducting organizational innovation, and it shows how organizational innovation has been conducted. By engaging in organizational innovation, NPOs can enhance social innovation capacity. However, more research is needed – especially in non-Western
contexts – on the complex efforts and dynamics related to conducting innovations at the organizational level and their significance for NPO performance and long-term viability.
PRACTICE POINTS
● Internal factors can be reworked to favor innovation rather than hinder it.
● Developing an external focus to observe, learn, and relate to contextual factors and changes is crucial for innovation.
● New ideas cannot be forcefully extracted, so it is vital to establish psychological safety and a structure in which diverse voices are encouraged to express ideas.
● By building trust, modeling values, and creating structures that facilitate innovation, the managers in NPOs can create the conditions that support social innovation.
Technical and Vocational Education and Training (TVET) institutions are pivotal in equipping students, including those with disabilities, with skills for a dynamic global economy. However, effective leadership is crucial for fostering inclusivity and enhancing academic outcomes. This systematic review examines the impact of transformational leadership practices on the academic performance of students with diverse disabilities in TVET settings. Using a systematic approach, electronic searches were conducted on Scopus, Web of Science, and Google Scholar, identifying 28 studies, of which 7 met the inclusion criteria (2010-2024, English-language, empirical studies in TVET contexts). Data were synthesized qualitatively, focusing on the four dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Findings reveal that transformational leadership significantly enhances academic performance by promoting inclusive environments, motivating teachers, and addressing diverse needs, though challenges like resource constraints and inadequate leadership training persist. The review recommends targeted leadership development, increased resource allocation, and stakeholder collaboration to strengthen inclusive education in TVET institutions. This study highlights the transformative potential of leadership in improving educational equity for students with disabilities, offering insights for policymakers and educators while identifying gaps for future research in diverse cultural and resource contexts.
This qualitative exploratory study investigates the challenges encountered by university administrators, lecturers, and students during the COVID-19 pandemic in Ghana, with a focus on educational leadership flaws and their implications for online learning. Semi-structured interviews were conducted with 20 participants from IJKL University (pseudonym), revealing key themes from the findings namely: Fear of education disruption, managerial leadership failure, and technological and technical infrastructure challenges. The findings highlight the need for effective managerial leadership and policy reforms to address the constraints hindering successful online teaching, learning, and examinations in higher education institutions. The study's implications emphasize the importance of proactive leadership, infrastructure development, and faculty training to ensure quality online education in the 21st century. Successful e-learning Education Model has been developed from the empirical data of the current study aimed at providing guidance to school leaders to run schools with absolute competence taking into consideration sudden eruption of emergency situations.
The main aim of this research was to investigate the factors that affect the efficiency of financial management among school leaders in the Meru District Council. Financial management in education involves planning, organizing, controlling, and monitoring financial resources to enhance educational activities and institutions. This study was guided by transformative leadership theory. This theory serves as a driving force for change in financial management practices by motivating and inspiring followers to exceed standard expectations and actively support the organization’s objectives. This research applied a quantitative methodology with a descriptive design, while a simple random sampling method was used to choose 15 participants from a total of 29 public secondary school heads. Data were collected through structured questionnaires featuring closed-ended questions, which were analyzed using descriptive statistics, particularly percentages. The results reveal that while certain school heads demonstrate strong financial management abilities, others do not possess the required skills, leading to inefficiencies in allocating and using resources. Moreover, the study discovered that school heads participate in the budgeting process. Significant factors affecting their financial management skills include professional training, experience, and support from district education authorities. The research underscores the importance of targeted professional development initiatives to improve the financial management abilities of school heads. Recommendations include establishing ongoing training sessions, opportunities for peer learning, and enhanced support systems from district education offices. By enhancing the financial management expertise of school heads, public secondary schools in Tanzania can more effectively allocate resources, thereby improving educational results and ensuring sustainable funding mechanisms.
Entrepreneurship drives economic growth by creating jobs, fostering innovation, and introducing new products and services to the market. It also empowers individuals to pursue their ideas, solve societal challenges, and contribute to overall economic and social development. Grounded in leadership and entrepreneurship theories, particularly Conger's Charismatic Leadership Theory and Path Goal Theory, this study explores the relationship between government policy, charismatic leadership, and entrepreneurship in the Kurdistan Region of Iraq. A quantitative research design was employed, collecting 390 responses from 1,190 SMEs. PLS (SEM) was used as an estimation method to attain the study's objectives. The findings show a significant positive relationship between Charismatic Leadership and Entrepreneurship. Moreover, there is a significant positive relationship between government policy and Entrepreneurship. However, government policy in the Kurdistan Region exhibits a significant moderating effect with negative implications, suggesting potential policy inefficiencies or regulatory constraints. This study contributes to the literature by offering empirical insights into the interplay between leadership, policy, and entrepreneurial activity in a developing economy. The findings hold important implications for policymakers seeking to enhance entrepreneurship through more effective regulations, investors aiming to expand SME portfolios, and business leaders reconsidering leadership styles to foster innovation and growth.
Employee engagement has become a critical business priority for senior executives. Engaged employees are inclined to contribute more to organizational output and sustain greater commitment toward their organizations. Individualized consideration is a component of transformational leadership that involves offering personalized support to employees, understanding their unique needs and aspirations, and fostering their career development through mentorship and coaching. This study aimed to examine the influence of individualized consideration on employee engagement. The article is guided by three objectives: the influence of supportive leadership on employee engagement, mentorship and coaching on employee engagement, and career development and training on employee engagement. This study targeted the 10 parastatals within the energy sector in Kenya, with a population of 315 middle-level managers. The study adopted a positivist research philosophy to examine the influence of individualized consideration on employee engagement, and data was collected using structured questionnaires. A correlational research design was conducted to determine the extent to which constructs of individualized consideration influence employee engagement. The findings showed that employee engagement has a statistically significant relationship with supportive leadership, r(161) = 0.413, p < 0.01; mentorship and coaching, r(161) = 0.480, p < 0.01; and career development and training, r(161) = 0.454, p < 0.01. Multiple linear regression analysis showed that supportive leadership, mentorship and coaching, and career development and training positively and significantly influence employee engagement, respectively, ? = 0.141, p < .01, ? = 0.252, p < .01, ? = 0.207, p < .01. The study concluded that supportive leadership, mentorship and coaching, and career development and training positively and significantly enhance employee engagement.
Background. Although previous studies have revealed the relationship between transformational leadership and employee creativity, the role of recently conceptualized phenomena, such as STARA (smart technologies, artificial intelligence, robotics, and algorithms) awareness in this process should be investigated. AYZERA awareness has the potential to be a negative phenomenon for the medical services management sector as it refers to the occupational anxiety felt by employees due to smart technologies.
Aim. This research aimed to examine the relationship between transformational leadership and employee creativity and investigated the moderating role of STARA awareness.
Method. Data were collected from 307 employees in the medical services management sector in Istanbul and Ankara using a questionnaire technique. The hypotheses were tested employing linear regression and moderation effect analysis.
Findings. The findings indicated that all four dimensions of transformational leadership, known as idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, positively influenced employee creativity. However, STARA awareness moderated this relationship by weakening the effects of idealized influence, inspirational motivation, and intellectual stimulation on creativity, while the relationship between individualized consideration and creativity remained unaffected.
Conclusion. The findings are expected to provide new perspectives on how transformational leadership interacts with employees' perceptions of technology and contribute to increasing employee creativity.
Leadership and well-being are deeply intertwined, influencing individuals and organizational dynamics in profound ways. This study explores the bidirectional relationship between leadership styles, emotional intelligence, organizational culture, and well-being. By examining frameworks such as transformational, democratic, and ethical leadership, the research highlights the importance of adaptive, inclusive, and emotionally intelligent leadership in fostering employee satisfaction, mental health, and work-life balance. Additionally, the role of positive organizational culture and the evolving challenges of remote and hybrid leadership are analyzed. Findings suggest that leaders who emphasize empathy, ethics, and inclusivity create environments conducive to personal and collective growth. This comprehensive review provides actionable insights for leaders, policymakers, and organizations striving for effective leadership and enhanced employee well-being.
Hybrid and virtual events are transforming corporate gatherings by combining in-person and digital elements to enhance accessibility, engagement, and sustainability. This study examines their adoption in Georgia, focusing on economic benefits, environmental impact, and technological advancements such as AI-driven networking and gamification. Highlighting case studies and global trends, the findings underscore their role in fostering innovation, cross-border collaborations, and resilience amid evolving business needs.
Succession management has been a crucial strategic endeavor for monarchies, dictatorships, modern democracies, and governments since human societies and institutions began. The reason for succession management is that people holding different leadership positions will leave the organization at a specific point in time. There could be a lapse where the chosen successor is not well prepared to take over a higher position when necessary. A gap may exist where the designated successor may not be appropriately trained and ready to assume power when needed. The Kenyan Public Sector has been experiencing succession management issues that need to be resolved. The study investigated whether there is a connection between intellectual stimulation and succession management of staff working in the Kenyan public sector. Full Range Leadership theory was used to guide the study. In Kenya, twenty-two ministries represent the public sector hence they formed the basis for the study. Different Public Service Commission reports indicated that the sector is grappling with succession management challenges which affects the quality of service being offered to Kenyan citizens. Using a descriptive research design, the researcher integrated both qualitative and quantitative approaches to collect and analyze data. Out of 597 senior directors and human resource managers who constituted the sampling frame, the researcher purposively chose a sample size of 240. The researcher distributed 240 questionnaires to the respondents to collect data. With the use of an interview guide, the researcher interviewed human resource managers. The descriptive analysis results revealed that the respondents were neutral to the statements regarding intellectual stimulation Correlation analysis was performed to demonstrate the direction and strength of the association between the variables. The results showed that intellectual stimulation has a strong positive relationship with succession management. Analysis of Variance results indicated that intellectual stimulation significantly and positively predicts effective succession management.
The study explored the lived experiences and perspectives of school principals in the City Schools Division of Koronadal, focusing on their roles in implementing Programs, Projects, and Activities (PPAs). Using Transcendental Phenomenology, the research examined leadership practices, stakeholder collaboration, and contextual factors influencing PPA implementation. Data were gathered through semi-structured interviews with five principals selected purposively from diverse school types. The findings highlighted key themes such as leadership pathways, motivational drivers, resource challenges, stakeholder engagement, and the impact of cultural and contextual factors on program success. The study underscored the importance of strategic leadership, professional development, and cultural sensitivity in overcoming barriers to implementation. Recommendations were provided to strengthen principal support systems and create sustainable strategies to enhance educational outcomes within the division.
Penelitian ini bertujuan untuk mengevaluasi peran strategis manajemen sumber daya manusia (SDM) dalam meningkatkan kinerja organisasi di Sekolah Tinggi Ilmu Ekonomi (STIE) Port Numbay Jayapura. Dengan menggunakan pendekatan kuantitatif dan desain penelitian deskriptif korelasional, studi ini mengkaji bagaimana praktik-praktik SDM, termasuk rekrutmen, pelatihan, pengembangan, serta pengelolaan kinerja, berpengaruh terhadap kualitas akademik dan administrasi institusi. Hasil penelitian menunjukkan bahwa pengelolaan SDM yang optimal secara signifikan berkontribusi terhadap peningkatan kualitas pengajaran, penelitian, serta layanan administrasi. Tantangan seperti keterbatasan sumber daya lokal dan perubahan lingkungan eksternal diatasi melalui penerapan strategi adaptif berbasis kebutuhan lokal dan penggunaan blended learning. Implementasi teori Resource-Based View (RBV) dan penguatan peran strategis SDM terbukti mampu meningkatkan daya saing institusi di tingkat regional. Temuan ini diharapkan dapat memperkaya praktik manajemen pendidikan tinggi, khususnya di kawasan Indonesia timur.
This study explores character-centric leadership, focusing on Pancasila and Astha Brata principles, to address global challenges like climate change. Using Kevin Cashman’s "Inside Out" approach, it examines how nature-inspired qualities—adaptability, cooperation, wisdom, and environmental respect—shape ethical leadership. Qualitative interviews with four experts highlight the integration of these values into leadership practices. Findings emphasize the importance of self-awareness, spiritual wisdom, and environmental ethics in fostering sustainable leadership. The research underscores the need for education systems to instill these values early, nurturing future leaders who prioritize humanity, diversity, and sustainability. This holistic approach aligns cultural values with modern leadership demands, offering solutions for complex global issues. The study also highlights the role of green policies and technological adaptation in addressing climate change. By combining Pancasila’s ethical framework, Astha Brata’s cultural guidance, and Cashman’s psychological insights, this research provides a comprehensive model for effective, value-driven leadership. These insights aim to inspire leaders to balance innovation with ecological responsibility, promoting long-term societal well-being.
In exploring the tenure duration of British Prime Ministers, this study finds that leadership traits play a significant role in extending political longevity. Using Leadership Trait Analysis, this work examines parliamentary remarks to assess traits such as task focus, conceptual complexity, and need for power while controlling for systemic factors such as economic conditions and inter-state conflict. Findings from a Cox proportional hazards model show that task focused leadership is a significant predictor of longer tenure. Structured, goal-oriented decision-making may help leaders handle challenges that could otherwise shorten their tenure. These findings contribute to an understanding of how both psychological and systemic factors shape leadership duration.
This chapter examines the complex interplay between emotion and motivation in human behavior. It begins by exploring theories of emotion—from the James–Lange and Cannon-Bard theories to the Schachter-Singer and Cognitive Appraisal models—highlighting the challenges of measuring subjective emotional experiences and the influence of cultural and linguistic factors. The chapter distinguishes between emotion and affect, noting their roles in shaping cognition, memory, and decision-making. It also discusses how animals display emotional behavior, suggesting evolutionary continuities. The discussion then shifts to emotional regulation strategies, including cognitive reappraisal, expressive suppression, distraction, and mindfulness. With respect to motivation, key theories such as drive theory, Maslow’s hierarchy of needs, expectancy-value theory, and goal-setting theory are reviewed. The chapter differentiates between intrinsic and extrinsic motivation and explores factors such as self-efficacy and attribution processes that influence achievement motivation. Finally, it addresses the impact of social support, cultural values, and workplace dynamics on emotional experiences and motivational outcomes, underscoring the importance of these factors in personal well-being and organizational performance.
This interpretive phenomenological analysis investigated the role of transformational leadership and the challenges that senior international officers (SIOs) face in internationalizing regional comprehensive universities (RCUs) in the United States. Twelve in-depth interviews were conducted with SIOs from five regions: the West, Midwest, South, Southeast, and Northwest. The findings indicate that the transformational leadership approach is the primary leadership style utilized by senior international officers for the effective and successful internationalization of their institutions. The findings highlight a wide range of challenges that a senior international officer may encounter at a regional comprehensive university in the United States. The study outlines implications for practice for aspiring SIOs and current senior leaders in the United States.
The principal who implements instructional leadership practices has been shown to enhance teachers' commitment to their careers, which subsequently serves as a catalyst for student achievement, providing key indicators of excellence in education. This article aims to validate the instruments measuring Instructional Leadership, Teacher Commitment, and Student Achievement using Exploratory Factor Analysis (EFA). The instructional leadership instrument comprises 20 items, the teacher commitment instrument consists of 18 items, and the student achievement instrument contains 22 items. The study employs a quantitative analysis, with data collected through questionnaires. The sampling method utilized includes stratified random sampling and simple random sampling. A total of 374 respondents, all teachers from daily secondary schools in the state of Kedah, Darul Aman, Malaysia, participated in the study. Data were analyzed using the Statistical Package for the Social Sciences (SPSS) Version 27.0. The results of the EFA analysis revealed that the instructional leadership variable is represented by 20 items (no items were excluded), teacher commitment is represented by 18 items (no items were excluded), and student achievement is represented by 22 items (no items were excluded). Overall, the EFA results demonstrate that these instruments are appropriate for the primary research within the context of daily secondary school teachers in Kedah, Darul Aman. Additionally, the article provides evidence-based statistical guidelines for conducting EFA to ensure the validity of research instruments, ensuring their relevance to the specific context of the study.
The advancement of digital technologies and increased connectivity have transformed work dynamics, making them more collaborative but also more demanding and challenging. The integration of advanced technologies, such as artificial intelligence (AI), fosters value co-creation but may also heighten psychosocial risks like burnout, particularly when not accompanied by effective leadership practices. This chapter analyzes the interactions between co-creation, burnout, leadership, and job satisfaction within the contemporary context of the digital era. Through a theoretical review and recent empirical evidence, it is argued that leadership, combined with the ethical and strategic use of AI, plays a key role in fostering collaborative environments, enhancing job satisfaction, and mitigating burnout. An integrative conceptual model is proposed as a foundation for future research and interventions in the digital era, along with evidence-based strategies for organizations to create healthy work environments.
This chapter examines the evolving role of women in the transport sector, offering a comprehensive analysis of current research and future directions. Despite progress in recent decades, women remain underrepresented in many areas of transportation, particularly in leadership positions. Through a critical review of literature and an examination of empirical studies, we explore the complex interplay of factors influencing women's participation, advancement, and impact in this field. The chapter begins by contextualizing women's involvement in transport within relevant theoretical frameworks, including gender role theory and feminist organizational theory. The chapter begins by contextualizing women's involvement in transport within relevant theoretical frameworks, including withdrawal theory, feminist theory, leadership theory and institutional theory. We propose a research agenda that emphasizes intersectional approaches, longitudinal studies, and policy-oriented investigations to address these knowledge gaps. The chapter concludes by outlining strategic recommendations for policymakers, industry leaders, and educational institutions to foster a more inclusive and diverse transport sector.
This study investigates the impact of transformational leadership style and work motivation on employee performance at PT Bank Danamon Bandung Timur. The quantitative method was used by distributing 1–5 Likert scale questionnaires to 62 permanent employees. Data analysis used SPSS version 27 with the classical assumption test, multiple linear regression, F test, t test, correlation coefficient, and determination. The results show that transformational leadership style has no significant influence on employee performance, while work motivation has a positive and significant influence. However, simultaneously, transformational leadership style and work motivation have a positive and significant impact on employee performance. The results of this study emphasize the importance of strong work motivation factors in improving employee performance in the banking environment.
The study proposes the concept of resilient pivot by studying the actions of 20 Indian startups as a representative sample of the Indian start-ups. The Indian start-up world has been challenged heavily by the Covid-19 pandemic and few of them applied innovative strategies to stay afloat. These strategic management policies have been mostly based on the core values of an organization and were instrumental in driving change management within an organizational context after following certain actions. During this 218 study, these actions have been categorized in 4 broad areas and based on some probable outcomes expected from these innovative actions, a model has been proposed for further research in this area. The proposed model can be strategized or executed whenever an organization is going for a pivot. The resilient pivot concept has a wider scope and applicability in a range of organizations and is not restricted to start-ups only.
Systems of national importance like national health care systems, even if historically and culturally diverse, are today facing similar problems. One way to address them is through responsible leadership orientations and practices that promote complex problem solving and multiple stakeholder relations. Here, we focus on challenges facing leaders in two historically distinct public health care systems, that of the UK (NHS) and the Republic of Slovenia (JZS), in terms of (a) costs versus care; (b) navigating regulations and bureaucracy; and (c) meeting the needs of staff versus patients. Then, we compare how responsible leadership, expressed in the form of the strategist versus integrator orientation of leader, could help to mitigate these problems. Analysing these two forms of responsible leadership, which successively express more mental maturity and practical acumen, illustrates their relative strengths in reconciling multiple economic and social interests, operational challenges, and public concerns in different national health system contexts. This highlights responsible leadership as a means to inform policy making and practice in public health care systems and opens up a vital discussion on the importance of leadership to ensure the human right to a healthy and fulfilling life.
งานวิจัยนี้มีวัตถุประสงค์เพื่อศึกษาตัวแบบความยั่งยืนในการดำเนินงานของผู้ประกอบการวิสาหกิจขนาดกลางและขนาดย่อมในประเทศไทย ตัวอย่างจากการสุ่มตัวอย่างแบบแบ่งชั้นเป็นผู้ประกอบการวิสาหกิจขนาดกลางและขนาดย่อมในประเทศไทย จำนวน 300 ราย เครื่องมือที่ใช้ ประกอบด้วย แบบสอบถาม การวิเคราะห์ข้อมูลใช้สถิติเชิงพรรณนาและการวิเคราะห์ตัวแบบสมการโครงสร้างแบบ Composite-based SEM ผลการวิจัย พบว่า 1. องค์กรแห่งการเรียนรู้ (β=.27) เครือข่าย (β=.25) และผู้นำการเปลี่ยนแปลง (β=.37) มีอิทธิพลต่อนวัตกรรมองค์กรอย่างมีนัยสำคัญทางสถิติ (R2=.65) 2. เครือข่าย (β=.20) และผู้นำการเปลี่ยนแปลง (β=.55) มีอิทธิพลต่อความยั่งยืนในการดำเนินงานอย่างมีนัยสำคัญทางสถิติ ส่วนองค์กรแห่งการเรียนรู้ (β=.01) และนวัตกรรมองค์กร (β=.10) มีอิทธิพลต่อความยั่งยืนในการดำเนินงานอย่างไม่มีนัยสำคัญทางสถิติ (R2=.63) งานวิจัยนี้มีข้อเสนอว่า ผู้ประกอบการควรส่งเสริมการเรียนรู้ของบุคลากร สนับสนุนนวัตกรรม สร้างเครือข่ายภายในและภายนอกองค์กร และพัฒนาทักษะผู้นำที่สร้างแรงบันดาลใจ เพื่อเสริมสร้างความยั่งยืนและความสามารถในการแข่งขันในระยะยาว
This study assessed the role and significance of employee code of conduct in steering ethical behavior and improving organizational outcomes, particularly in public educational institutions. The questions of the study were: what are the main barriers to the effective implementation of the Employee Code of Conduct in public secondary schools in Lusaka District? What mechanisms are currently in place to enforce the Employee Code of Conduct in these learning institutions? And how do these barriers affect the integrity and performance of the public schools? The study employed a mixed-methods approach with random and purposive as sampling techniques while pragmatism was the underpinning philosophy. By integrating both quantitative and qualitative methods, this research aimed to provide a comprehensive understanding of the roles of leadership, reward systems, and organizational culture in ensuring adherence to ethical behavioural standards by educators. The study population included teachers, regulators, sub-sector unions, and educational administrators of the schools. The sample size was Three Hundred and Fifty-three (353) with an 85% (300) return rate. The secondary data was from documents, written records, research publications, annual publications from the MoE, and any other readily available information that the researcher(s) came across including legislative, strategic plans, and policy documents, performance metrics, ethical codes etc., while primary data was collected using questionnaires, interview schedules and focus group discussions. Findings revealed a high level of awareness among employees though understanding and adherence varied across staff categories, with inconsistent enforcement being a noted challenge. Employees acknowledged the positive impact of the code of conduct on school culture and professionalism but suggested improvements in policy clarity. To address these challenges, it was strongly recommended that refinement of the code of conduct be done, enhancing training on ethical decision-making, and establishing regular monitoring and evaluation mechanisms.
The association between the “five-factor model” of personality and the prototypical image of the effective leader, and the extent to which that image was linked to the features of transformational leadership were examined in a questionnaire study that involved a sample of 101 Chinese origin individuals in Hong Kong. High levels of extraversion, conscientiousness, agreeableness, emotional stability and openness were perceived as characterizing effective leaders. In line with research on leader emergence in the Anglo-Saxon culture but contrary to expectations, extraversion was the trait most potently associated with the prototypical notion of the effective leader. And that notion was linked to the features of transformational leadership. The findings also suggested that men and women may partly differ in the criteria they utilize to evaluate leaders. Additional research is necessary, but the findings imply that most of the conclusions on the relationship between personality traits and leader emergence drawn with Anglo-Saxon samples are generalizable in Confucian societies.
The management of aggression and dependency are presented in terms of the psychology of humans. Stress is considered as the increase in the distance between the ego ideal (a picture, only partly conscious, of oneself at one's future best) and the self-image (a picture of oneself in the present). The emphasis is on personality dynamics in relation to group dynamics and organizational factors. The function of leadership is central to the anticipation, alleviation, and amelioration of stress. Leaders, like parents, cannot abdicate power, for when they do, they are no longer in leadership roles. Leaders must understand that they must deal with ministration, maturation, and mastery needs. (47 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
An investigation of individual differences in psychological androgyny showed that they interacted with situational variables to alter the balance of leadership between 107 men and 107 women undergraduates in small-group discussions, as predicted. Each group was composed of either all androgynous or all sex-typed members. The 9 leadership measures represented process (e.g., minutes of speaking time), content (e.g., number of substantive suggestions), and peer impressions (e.g., leadership ratings). Results indicate that when dyads were reminded about their gender role beliefs before the discussion, androgynous men and women shared leadership more and sex-typed partners less than comparable dyads without reminder, in which men dominated regardless of androgyny. Providing social support by increasing group size from dyads to tetrads (2 men, 2 women) also increased leadership sharing between androgynous men and women and increased male dominance in sex-typed groups. Androgynous and sex-typed friends were more active than strangers but did not differ from comparable strangers in leadership-sharing patterns. Peer recognition of leadership followed behavior only roughly. Some behavioral differences were unrecognized; some differences that did not exist were reported. (37 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Correlated lifespace measures with the discrepancies between original test battery forecasts (Miller Analogies Test, Nonverbal Reasoning Ability Test, Guilford-Zimmerman Temperment Survey, and Management Judgment Test) and subsequent managerial success on the job. Variables included the manager's perceived task challenge on his entry job (Modified Task Characteristics Questionnaire), his life change between test and criterion measurement (Schedule of Recent Experiences), his personality match with his first supervisor, and the success of his first supervisor. These served in combination for 140 Exxon managers (average age, 31 yrs) to account for an additional 22.7% of the variance in success after 5 to 7 yrs on the job when added to the validity of prediction (.63) by the Exxon Early Identification of Management Program battery of aptitude and personality assessments administered during the 1st 18 mo of employment. The equivalent of a multiple correlation of .79 was attained. (29 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study looked at the relationship between transformational leadership and three types of value system congruence – leader-organization congruence, leader-follower congruence,and follower-organization congruence, separately for terminal and instrumental values. Findings indicate that follower's terminal value system congruence with leader is positively related to transformational leadership, and this relationship remains significant even after controlling for leader-organization or follower-organization terminal value system congruence. Leader-organization congruence does not also moderate the relationship between transformational leadership and leader-follower congruence, in the case of both terminal and instrumental values. Leader-organization instrumental value system congruence is positively related to leader-follower instrumental value system congruence. No relationship is seen between transformational leadership and follower-organization congruence in the case of both terminal and instrumental values. Leader-follower congruence does not mediate the relationship between transformational leadership and follower-organization congruence.
Research by Mintz and Kelley, Condry, Dahke, and Hill left unresolved the question of what level of personal threat leads to group incoordination of "panic behavior." The present study set out to resolve this issue and to explore the additional relationship between leadership and behavior in the panic situation. The dependent variables were Likert-type questionnaire items designed to investigate the level of responsibility attributed to a leader by members of a group as a function of four variables: (a) two levels of stress (threat of shock or of small monetary loss); (b) two levels of leadership authority (elected or appointed); (c) two conditions of leadership ("me-last" or "me-first"); and (d) group success or failure. The specific questions were adapted from earlier pilot work by Sulzer and Sisti. One hundred and forty-four males were run in this 2 X 2 X 2 X 2 factorial design with a nonfactorial control group. The task setting, which required subjects to retrieve their wooden cones through the same hole, was designed to be analogous to the kind of situation that would occur in a theater fire where only one narrow exit existed. The results support the contention of Kelley that group incoordination (panic) increases under personal threat. Additional results were: (a) Leaders facilitated achieving the goal of safe exit; (b) elected leaders were given more responsibility and were seen as more competent than appointed leaders, but only when the stress is comparatively low, as otherwise the difference in evaluation narrows and reverses; and (c) success or failure seems to have had little effect on the leader's evaluation by the group.
REVIEWS RESEARCH BETWEEN 1959 AND 1967 RELATING ORIENTATION INVENTORY (ORI) SCORES TO OTHER SELF-REPORTS AND TO PERFORMANCE IN CONTROLLED EXPERIMENTS. ALTHOUGH MANY OF THE STUDIES ARE BASED ON SMALL SAMPLES AND ORI SCORES ARE RELATIVELY LOW IN RETEST RELIABILITY, THE OVERALL PATTERNS OF RESULTS SUGGEST THE UTILITY OF ASSESSING ORIENTATION AS A WAY OF INCREASING UNDERSTANDING OF PERFORMANCE IN A VARIETY OF SOCIAL SITUATIONS. IN MANY SUCH SITUATIONS, THE GREATEST SOURCE OF VARIANCE MAY BE THE INTERACTION OF INDIVIDUAL ORIENTATION AND THE NATURE OF THE TASK. WHAT IS PUNISHING FOR THE SELF-ORIENTED MAY BE OF NO CONSEQUENCE TO THE INTERACTION-ORIENTED AND POSITIVELY REINFORCING TO THE TASK-ORIENTED. (3 P. REF.)
38 randomly selected New Zealand company managers completed the revised version of the Multifactor Leadership Questionnaire of Bass. Two ratings were obtained, a rating of an ideal leader and a rating of the real immediate superior. For ratings of the real leader, the mean ratings on the transformational factors were more highly correlated than those on the transactional factors with perceived leader's effectiveness and job satisfaction. The discrepancy scores between the ratings of real and ideal leaders were negatively correlated with the measures of effectiveness and satisfaction. In addition, the ratings of ideal leader showed that managers in this study preferred working with leaders who are more transformational than transactional.
Social psychologists generally have rejected the notion that leadership can be explained by divine inspiration, inherited characteristics, or by a fortuitous combination of personal traits. Some modern theorists have proposed instead a situational theory of leadership, arguing that persons who emerge as leaders do so because their special talents are essential to the group at the moment. The same person, therefore, is unlikely to persist in a position of leadership from one group setting to another unless the conditions are similar.
Over five decades, leadership research has examined whether personal characteristics, situational factors, or some combination explains behaviors, attitudes, and perceptions about leadership. To integrate and clarify this vast literature, a multiple levels of analysis approach is used. In particular, person, situation, and person-situation views of leadership are conceptualized in terms of different perspectives at the person, group, and collective levels of analysis. Implications of the multiple-level approach for future leadership research and managerial practice are discussed.
A model was developed showing how certain situational forces develop to produce shifts between democratic and authoritarian forms of leadership. It was established that where group goals assume greater importance than do individual goals and there are ambiguities obscuring the path to attaining these goals, an authoritarian leadership will be sought to reduce these ambiguities. Where ambiguities are not of a stress-creating nature, that is, not standing in the way of goal attainment, and the attainment of group goals is not seen as a necessary prior event to the attainment of individual goals, a more democratic leadership will be sought.
Despite widespread coverage of and acclaim for Johnson & Johnson's handling of the Tylenol crisis that began Sept. 29, 1982, when the first of seven persons died after taking cyanide-laced Tylenol capsules, the author of this article gives Johnson & Johnson's public relations effort a less than good rating. At the same, time, however, the author confers an “A” on the work of Johnson & Johnson's marketing apparatus.
The purpose of this study was to experimentally manipulate the relationship of (a) four transformational leadership >characteristics (charisma, inspiration, intellectual stimulation, and individual >consideration); (b) two transactional leadership characteristics (contingent reward and management-by-exception); and (c) laissez faire leadership with soft, hard, and rational subordinate influencing behavior. It was predicted that subordinates would most often report using a soft (charisma and inspiration) and rational (individual consideration and intellectual stimulation) approach with transformational leaders, a hard approach with laissez faire leaders, and a rational (contingent reward) as well as hard (management-by-exception) approach with transactional leaders. Four hundred and fifty-one subjects of a graduate and evening undergraduate business school randomly received a scenario depicting a male or female leader exhibiting either one of the four transformational leadership characteristics, one of the...
The importance of emotional engagement in motivation of followers by transformational/charismatic leaders has often been emphasized by leadership scholars. Despite such consideration, little has been espoused regarding the theoretical mechanisms by which emotions and leadership behaviors are related. By presenting a theoretical bridge between the concept of emotional intelligence (Goleman, 1995) and Bass and Avolio's (1994) components of transformational leadership (i.e., idealized influence, inspirational motivation, intellectual stimulation, individualized consideration), this paper provides a focus on such theoretical issues with the hope of stimulating more systematic research efforts. Implications for future research and organizational management are also discussed.
The Bales Group Space Questionnaire, which measures perceptions of dominance, friendliness, and orientation toward task accomplishment, was given to the members of six-person anatomy dissection groups containing one, two, or three women. The medical students were asked to characterize themselves and other group members once at the start of the term and again at its conclusion. Male medical students ranked women relatively low on dominance, regardless of the number of women in a group, both at the start and at the end of the term. Women were ranked as neither highly friendly nor highly unfriendly. There was no effect of time or of group composition on ratings offriendliness. Group composition did affect male perception of women's task orientation. In groups with one woman, women were ranked relatively low on task orientation. In groups with more than one woman, women were equally distributed along the ranks in task orientation. The results suggest that males tend to stereotype women's behavior and exclude them from leadership positions.
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A laboratory experiment was conducted to test relationships between leadership style, feedback on subordinate performance within the context of either the vision or goals of the organization, and leader cognitions representing a modified version of Wofford and Goodwin's (1994) cognitive processing model of leadership. The results indicated that: (1) positive feedback leads to the access of transformational cognitions, whereas negative feedback leads to the access of transactional cognitions; (2) negative feedback about subordinate performance causes transformational leaders to access transactional cognitions in response to subordinates; (3) the relationship between transformational leadership behavior and transformational cognitions is strengthened when feedback received about subordinates is vision-related compared to feedback that is goal-related; and (4) the relationship between transactional leadership behavior and transactional cognitions is strengthened when feedback received is goal-related compared to feedback that is vision-related. Limitations and future research directions are discussed. Copyright © 2000 John Wiley & Sons, Ltd.
The transformational leadership concept differentiates between
instrumental motivation and normative commitment. The high motivation
levels, the relative freedom given to junior officers, and the
esprit de corps in infantry units in the Israeli Defence Forces
(IDF) have made the concept of transformational leadership highly
suitable for junior commanders. Reports on a three-day transformational
leadership workshop for officer cadets designed and conducted by
civilian psychologists at the IDF School for Leadership Development.
Found qualitative and quantitative attitudinal data collected for six
consecutive training cycles over a period of 18 months to be very
favourable. A further programme attempts to integrate the
transformational leadership model as an ongoing effort throughout the
infantry cadets' six-month training programme.
Executives today face many difficult, potentially explosive situations in which they must make decisions that can help or harm their firms, themselves, and others. How can they improve the ethical quality of their decisions? How can they ensure that their decisions will not backfire? The authors discuss three types of theories - theories about the world, theories about other people, and theories about ourselves - that will help executives understand how they make the judgments on which they base their decisions. By understanding those theories, they can learn how to make better, more ethical decisions.
The health care industry involves the continual introduction of new clinical interventions and technologies designed to improve patient and business outcomes. This article argues for the integration of two possible improvement strategies, namely the use of work groups to generate and implement new ideas and the development of leadership capacity to promote innovativeness in others. A longitudinal study of 45 groups of employees at a specialist metropolitan teaching hospital revealed that the adoption of transformational styles of leadership in the workplace influences innovation by producing high levels of group morale that, in turn, results in work group interventions having measurable benefit to patients.
The social influence processes of leadership were investigated within the substantive context of turbulent change in selected local government authorities. The grounded theory method was used to analyze qualitative data. It was found that the basic social process of “enhancing adaptability” emerged from the analysis. This basic social process integrated a range of lower level concepts and explained variation between those concepts. The subsidiary social process of resolving uncertainty also emerged from the analysis. The theory of enhancing adaptability is posited to explain the phenomenon of leadership within the substantive context of change in local government. A number of leadership strategies are presented.
The purposes of this investigation were twofold. First, I examined the relative importance of transactional versus transformational naval officer leadership to three perceived outcomes: leader effectiveness, subordinate extra effort, and subordinate satisfaction. Second, I studied the comparative importance among rational, soft, and hard upward subordinate officer influence ap- proaches to the same three outcomes. Advanced United States Navy officers (N = 157) confidentially completed the Multifactor Officer Questionnaire- Form R (MOQ-R; Bass, Yamrnarino, & Kowalewski, 1987), assessing their most recent superior's degree of transformational and transactional leader- ship. One week later, the same 157 officers completed the Profiles of Organizational Influence Strategies-Form M (POIS-M; Kipnis & Schmidt, 1982). Analyses testing the significance of the difference among correlations generally revealed that transformational leadership and subordinate use of a rational approach were the influencing behaviors most strongly associated with perceived higher levels of leader effectiveness and subordinate satisfac- tion with the leader. No such relation was observed with subordinate extra effort. The implications of these findings and the primary role of leader charisma and subordinate rational influencing behavior are discussed.
Preparing for a major organizational restructuring of a large metropolitan service provider, a selection system was developed for "reconceptualized" first-line supervisory positions within its customer contact division. Because the job in question was "new," strategic job analysis interviews were used to determine the skills, abilities and personal characteristics to be assessed. An assessment center and a structured interview were content validated and administered as part of the selection process. Subjects were 169 candidates who applied for these supervisory positions. Results of the one-day assessment center (in-basket, team, and coaching exercises) yielded significant concurrent and predictive validities, without having adverse impact against protected groups. The structured interview, however, did not contribute to predicting job performance. The utility and return on investment of the selection procedure are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper explores the relationship between leadership style as operationalized by trans-formational/transactional leadership (Bass, 1985) and feedback-seeking behavior. Participants (n= 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher feedback-seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher feedback-seeking intentions. These findings suggest that not only does exposure to a certain leader affect feedback-seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.
The present study investigated the effects of a specific union socialization program on union attitudes and loyalty. Seventy-one apprentices undergoing a union-management training program were surveyed. Using linear structural relations modelling, the research found that union attitudes and training satisfaction were the most important predictors of loyalty to the union. Furthermore, attitudes to unions were related to the union socialization process and the transformational leadership characteristics of the socializing agents.
This paper examines the phenomenon of strategic leadership of organizations, and presents a taxonomy through which it can be studied. The taxonomy is developed empirically using data from 27 business cases. Four strategic leadership patterns are identified through facet analysis using the smallest space analysis technique. These patterns labeled, (a) entrepreneurial, (b) bureaucratic, (c) political, and (d) professional, are discussed. Suggestions for the development of top management teams, decision-making support systems, and further development of the taxonomy are made.
The study of leadership suffers from too many definitions, not too few. Much of this confusion springs from the fact that there are two fundamentally different perspectives on leadership. From these arise three common usages of the word. This article suggests that we recognise this diversity and abandon the search for a unique definition. The first perspective views leadership as "influence on individuals" without using power or authority. This "meta" leadership relates individuals to their environment through "visioning" -- a complex interaction of perception, articulation, conviction and empathy (PACE). The second perspective views leadership as the "shaking and moving" of an organisation to face the future, cope with change and achieve results. It includes both the creation of a successful organisation, through "macro" leadership, and the accomplishment of specific jobs or tasks, through "micro" leadership. These three types of leadership -- meta, macro and micro -- are examined from the two perspectives. It is suggested that all three should be exercised by managers at all levels - no matter how junior.
In a survey of the crisis experiences of 30 child care workers in a variety of settings, three general types of child care crisis emerged: life and death, control, and role crises. Supervisory reactions to each of these were analyzed, and it was found that during both the period of actual crisis and in the period that immediately followed it, five effective supervisory behaviors and five ineffective supervisory behaviors became evident.
This article reports on a two-case comparative study of college presidential leadership during times of financial stress, and it focuses on how presidents interpret financial hardship to their faculties rather than on how they address it instrumentally. The study concludes that a college budget, like many administrative tools and processes, is simultaneously an instrument and a symbol, and that feelings of financial stress (often induced by a president) may heighten the budget's symbolic meaning for faculty and other members of a college community. College leaders who are not sensitive to this kind of interpretive variability may fail to meet their faculty's expectations for leadership during pressured times.
Two fundamentally different approaches to theory, research, and to the practice of leadership point in opposite and mutually contradictory directions. Because both cannot be valid, a controversy has arisen as to whether leadership should be conceived of as being contingent upon the situation or whether there is one most effective style for all situations. In the first case, the leader changes behavior to fit the situation. In the second, the leader changes the situation to bring it into line with sound principles of behavior as these are emerging in the behavioral sciences.
Detailed biographies describing the work and training experiences of 84 U.S. Army captains were used to rate those subjects' level of experience with respect to their current positions. In addition, several other measures of leadership experience were obtained. Rated experience and one other measure, relevance of previous positions, were significant predictors of leadership performance. Rated experience was regressed on several predictors to determine the components of leadership experience. The relevance of a leader's previously held positions was found to be the most important determinant. Other measures that have been used as measures of experience, specifically time in service and number of previous positions, did not predict either rated experience or performance. The implications of these findings for organizations and for leadership research are discussed.
One recent direction for leadership research has been the use of purely qualitative data and qualitative analysis. One analytical method used in this phenomenological research has been the full grounded theory method. That method has generated social process theories about leadership in organizational settings. The present research operationalizes those theories into questionnaire format. This operationalized work gives support to a one-factor model for social processes of leadership (SPL) in organizations. It also identifies four lower-order social processes of leadership. Concurrent validity is concluded from a high correlation with Bass & Avolio’s and Podsakoff’s transformational leadership constructs. The correlations are so high that the SPL scale might be tapping the same underlying construct as transformational leadership. The augmentation effect of transformational leadership over (transactional) management is also supported. Support has been obtained for ongoing grounded theory-based research into the social processes of leadership and influence, and related phenomena, in organizations.
The present study demonstrates clearly that lack of social support, little or no identification with a unit or team, no trust in leadership, displacement, rotation, and replacement all have a marked contributory effect on the development of combat reactions. In contrast, positive social support may help in preventing traumatic neurosis of war, even under the most severe stress situations.
This article asserts that in light of changing conditions in the healthcare environment, transformational leadership is the most appropriate leadership style for the hospice registered nurse case manager. The author defines transformational leadership and, tracing from early leadership theories, demonstrates how the transformational-transactional leadership paradigm emerged from preceding leadership theories. The components of transformational leadership--transformational behavior and transformational characteristics--are linked to hospice theory and hospice-specific nursing practices. The expanding role of the hospice R.N. case manager is addressed in light of transformational leadership and culture building. Specific actions are proposed in the arenas of research, education, and community, corporate, and legislative involvement.
In this article, the authors discuss their research on similarities and differences between professionals and nonprofessionals in their responses to managerial leadership behaviors and substitutes for leadership. Their study sample comprised workers at many organizational levels in several hospital and contract research organizations in the Southwest, and they used a multidimensional measure of professionalism to create subsamples of professionals and nonprofessionals. The authors used questionnaire data to test hypotheses regarding instrumental and supportive leadership behaviors and their substitutes. They found that role clarification and support from leaders were important predictors of worker's job satisfaction and organizational commitment for both subsamples, and that formal rules and procedures were an important supplement for instrumental leadership behaviors. Professionals differed from nonprofessionals in that intrinsically satisfying work tasks and importance place on organizational rewards were strong substitutes for leaders' support. The authors conclude that worker professionalism is an important moderator variable for research on leadership and substitutes for leadership.
We extend leadership research by examining the effect of an instructor's transformational leadership on university students. 120 undergraduate students provided ratings for their instructors on Charisma, Intellectual Stimulation, and Individual Consideration as well as the Instructors' Performance and the Students' Involvement in class. Multiple regression analyses indicated that Intellectual Stimulation and Charisma together accounted for 66.3% of the variance in the prediction of Instructor's Performance ratings. In turn, Intellectual Stimulation and Individual Consideration combined to account for 55.1% of the variance in predicting Student Involvement.
In this comprehensive review the leaderless group discussion (LGD) is considered from the point of view of its usefulness as an instrument for assessing leadership potential rather than as a means for studying leadership development. Basically, in an LGD examiners observe and rate examinee performance, where a group of examinees is instructed to engage in a temporarily fixed discussion and no examinee is designated as a leader. The review includes a history of the LGD, an enumeration of the professions and occupations to which it has been applied, a description of the technique, and considerations of its reliability and validity. 72-item bibliography. (PsycINFO Database Record (c) 2006 APA, all rights reserved).