ArticlePDF Available

LEADERSHIP STYLES AND JOB SATISFACTION

  • June 2018
Authors:
Saima Asghar at University of Wales Trinity Saint David
Saima Asghar
Isaiah Oino at Coventry University
Isaiah Oino
Download full-text PDF
Read full-text
Download citation

Abstract and Figures

Low compensation in the retail sector is adversely affecting employee satisfaction and turnover. Leadership style is important for motivating employees and increasing their satisfaction level. This study has examined the effect of transformational and transactional leadership styles on job satisfaction in selected retail outlets of Slough, United Kingdom. The adapted questionnaire was administered to the employees of the retail outlets. The sample size was 270 and the response rate was 85%. The study found that transformational leadership style has a positive effect on job satisfaction, whereas transactional leadership style has an insignificant effect on job satisfaction. Therefore, it can be argued that the transformational leadership style is more effective in the retail sector of Slough, United Kingdom .
Figures - uploaded by Saima Asghar
Author content
All figure content in this area was uploaded by Saima Asghar
Content may be subject to copyright.
Content uploaded by Saima Asghar
Author content
All content in this area was uploaded by Saima Asghar on Jun 09, 2018
Content may be subject to copyright.
Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
1
Abstract
Low compensation in the retail sector is adversely a ecting employee satisfaction and
turnover. Leadership style is important for motivating employees and increasing their satis-
faction level. This study has examined the e ect of transformational and transactional lead-
ership styles on job satisfaction in selected retail outlets of Slough, United Kingdom. The
adapted questionnaire was administered to the employees of the retail outlets. The sample
size was 270 and the response rate was 85%. The study found that transformational lead-
ership style has a positive e ect on job satisfaction, whereas transactional leadership style
has an insigni cant e ect on job satisfaction. Therefore, it can be argued that the transfor-
mational leadership style is more e ective in the retail sector of Slough, United Kingdom .
Keywords: Transformational leadership; transactional leadership; job satisfaction.
Saima Asghar1
University of Wales Trinity Saint David, United Kingdom
Isaiah Oino
University of Wales Trinity Saint David, United Kingdom
Leadership Styles and Job
Satisfaction
Introduction
The retail industry is rapidly evolving all over the world. An e ective hiring process, training
strategies, retention of employees along with e ective leadership style is essential for an
organization (Chaudhuri, 2015). Leadership theories emphasize on improving relationships
between leaders and employees. In comparison to other leadership styles, transformational
leadership is more e ective in increasing employee commitment, performance and job
satisfaction (Banks, McCauley, Gardner & Guler, 2016).
Employees in the retail sector have long working hours and low compensation as
compared to other sectors. This is causing low employee satisfaction and high turnover
(Haque et al., 2015). Thus, an e ective leadership style is necessary for improving
organizational performance (Haque et al., 2015). This paper examines the in uence of two
leadership styles (i.e. transformational and transactional leadership) on job satisfaction of
the employees working in retail outlets of the United Kingdom.
1Corresponding author: Saima Asghar; Email: diyyakhan@yahoo.co.uk
2Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
Literature Review
Leadership is critical for organizational success (Bryant, 2003). Leadership styles vary
between industries and organizations (Zahari & Shurbagi, 2012). Leadership styles also vary
from situation to situation (Lok and Crawford, 2004). Most leaders adapt their leadership
style in accordance with the demand and working environment of an organization (Zahari
& Shurbagi, 2012). The two prominent leadership styles are discussed in the next section.
Transformational Leadership
Transformational leader are a source of inspiration and vision for subordinates and
bringing change in an organization (Burns, 1978; Weber, 2009). Past research suggests that
this leadership style enhances organizational performance, motivation and employees
morale in an organization (Weber, 2009).
This study has measured transformational leadership style based on the “Four I’s”
developed by Bass and Riggio (2006). The discussion on the four dimensions related
to transformational leadership styles follows. The inspirational motivation dimension
suggests that transformational leaders motivate and inspire their subordinates to complete
challenging assignments by sharing their vision and strategies with employees (Bass &
Riggio, 2006). The idealized in uence dimension suggests that transformational leaders
in uence their subordinates by being role models (Bass & Riggio, 2006; Weber, 2009). The
intellectual stimulation dimension implies that transformational leaders intellectually
stimulate employees to solve challenging problems in a creative manner. Moreover, the
individual consideration dimension implies that transformational leaders act as mentors
and facilitators for subordinates (Bass & Riggio, 2006).
Transactional Leadership
Transactional leaders motivate their subordinates through an exchange process.
Subordinates that accomplish their job requirements are rewarded while others are
punished. Therefore, transactional leaders focus on motivating employees through the
punishment and reward mechanism.
Past studies have concluded that employees tend to endure the transactional leadership
style for a short duration due to the reward and punishment aspects associated with it
(Naidu & Van der Walt, 2005; Saleem, 2015). This study has measured the transactional
leadership style based on contingent rewards, management by exception and laissez-
faire leadership. The contingent rewards dimension implies that transactional leaders set
targets for their subordinates and reward them for achieved goals (Judge & Piccolo, 2004).
In management by exception, transaction leaders evaluate employees on the basis of
achieved and expected goals (Judge & Piccolo, 2004). Moreover, the laissez-faire leadership
dimension suggests that transactional leaders delegate powers to their employees and
3
Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
only intervene if required.
Job Satisfaction
Job satisfaction refers to the pleasure derived while doing a job. Supervisors face a major
challenge in ensuring that their subordinates are satis ed with their jobs. A satis ed worker
is more e cient and e ective in an organization (Haque & Aston, 2016; Haque et al., 2015).
Subordinates will be more satis ed if they are treated well (Aziri, 2011; Haque, Faizan &
Cockrill, 2017). Individuals’ job satisfaction level is visible from their attitude towards their
work. Highly satis ed employees have a positive and favorable attitude towards their work
while unsatis ed workers have a negative attitude towards their job (Armstrong, 2006).
Retail Sector
An e ective transformational leadership style is important for smooth store operations.
The retail sector gives preference to managers with such leadership qualities (Brown et
al., 2016). Transformational leaders have con dence and are trusted by employees. This
leads to high productivity and performance (Carless & De Paola, 2000). Retail operations
are complex and highly demanding which requires managers with e ective leadership
qualities (Barling, Loughlin, & Kelloway, 2002).
Research Framework
Based on previous discussion a conceptual framework has been developed which is
depicted in Figure 1.
Figure 1: Research Framework
Transformational
Leadership
Transactional
Leadership
Job
H1
H2
Satisfaction
Transformational Leadership and Job Satisfaction
Prior studies indicate that job satisfaction signi cantly depends on the leadership
style (Barling et al., 2002). Flexible organizations have a participative management style
with an interactive environment and a satis ed workforce (Gong, Huang, & Farh, 2009).
The transformational leadership style is highly e ective in enhancing job satisfaction (Lok
& Crawford, 2004; Medley & Larochelle, 1995). Research indicates that transformational
leadership also improves employee perception and commitment towards the organization
(Ojokuku, Odetayo, & Sajuyigbe, 2012; Barling, Weber, & Kelloway, 1996).
It has been argued that both transactional and transformational leadership e ect the
satisfaction level of employees (Lok & Crawford, 2004). However, transformational leadership
has a greater impact on job satisfaction as compared to transactional leadership (Awamleh
& Al-Dmour, 2004).
Prior research has concluded that transformational leaders believe in empowering
employees which enhances their motivation and satisfaction level (Herman & Chiu, 2014;
Top, Akdere, & Tarcan, 2015).
H1: Transformational leadership is positively associated with job satisfaction.
Transactional Leadership and Job Satisfaction
The transactional leadership style involves rewards and punishments. The transactional
leader rewards workers that have achieved the desired targets (Saleem, 2015). On the
contrary, workers that under perform are punished. Rewards can be in the form of promotion
and salary increments. Punishments may be in the form of termination and a cut in salary
increments (Jansen, Vera, & Crossan, 2009). Past research has argued that this leadership
style may not be e ective in all situations (Bryant, 2003). Under transactional leadership,
employee motivation depends on transactions (i.e. rewards and punishments). Therefore,
transactional leadership will adversely a ect performance and satisfaction in the long run
(Hartog, Muijen, & Koopman, 1997; Hater & Bass, 1988).
Some studies have argued that neither transactional nor transformational leadership
styles are capable of improving employee motivation and satisfaction level. Epitropaki &
Martin (2005b) suggests that employees prefer the inspiration and consideration aspects
of transformational leadership. Moreover, employees also favor the contingent rewards
aspect of transactional leadership. On the contrary, some studies have found that both the
leadership styles positively a ect employees job and career satisfaction (Jansen, Vera, &
Crossan, 2009). Epitropaki & Martin (2005a) found that e ectiveness of transactional and
transformational leadership styles vary from one situation and industry to another.
4Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
5
Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
Prior studies have found that transactional leadership tends to be more e ective in the
short term as compared to the long term (Medley & Larochelle, 1995). Moreover, individual
consideration (a trait of transformational leadership) has a similar e ect. Leaders who are
more considerate tend to enhance employee performance in the short term (Epitropaki &
Martin, 2005b).
H2: Transactional leadership positively in uences job satisfaction.
Research Methodology
This study has adopted a quantitative research approach and a positivist stance.
The primary data was collected through an adapted questionnaire distributed among
employees working in the retail sector of Slough, United Kingdom. The valid sample size
was 270 and the non-response rate was 15%.
Instrument development
The questionnaire for this study was adapted from Bass & Riggio (2006). The questionnaire
contains 10 items related to transformational leadership, seven items related to transactional
leadership and three items related to job satisfaction. The constructs and items used in the
questionnaire are attached in Appendix 1.
Results
Respondents Pro le
Table 1 contains the age, marital status, gender, education, ethnicity and job level of the
respondents.
6Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
Table 1: Respondents Pro le
Variable Number Percentage (%)
18 to 24 Years 50 19
25 to 34 Years 70 26
Age 35 to 44 Years 90 33
45 to 54 Years 50 19
55 Years or older 10 4
Single 150 55
Marital Status Married 110 41
Did not Responded 10 4
Gender Male 100 37
Female 170 63
Below High School 40 15
Education High School 180 66
Bachelor 40 15
Master 10 4
White/European 110 41
Ethnicity Asian 120 45
Black 20 7
Prefer not to answer 20 7
Team Leaders 30 11
Job level Managers 20 7
Cashiers 130 49
Others 90 33
Descriptive Analysis
Skewness and kurtosis analyses were used to analyze univariate normality. In addition,
Cronbach’s alpha values measure the internal consistency of the adapted constructs.
In addition, correlation analysis was used to measure the distinctiveness of the adapted
constructs. The summary of results is presented in Table 2.
7
Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
Table 2: Descriptive Analysis
Mean Standard Cronbach 1 2 3
Deviation Alpha
Transformational. L(1) 4.251 1.090 .83 1
Transactional. L (2) 4.100 1.030 .74 -.27 1
Job Satisfaction (3) 3.950 1.220 .75 .86 -.89 1
Table 2 shows that transformational leadership (Mean= 4.251, SD= 1.09, SK=-1.10) has
the highest Skewness followed by transactional leadership (Mean= 4.10, SD= 1.03, SK=-
1.01) and job satisfaction (Mean = 3.95, SD=1.22, SK=-0.99). Similarly, job satisfaction has
the highest Kurtosis (Mean = 3.95, SD=1.22, KT=-1.09) followed by transactional leadership
(Mean= 4.10, SD= 1.03, KT=-1.05) and transformational leadership (Mean = 4.25, SD=1.09,
KT=0.78). Since all the values of Skewness and Kurtosis ranged between ± 3.5, therefore, the
adapted constructs ful ll the requirements of univariate normality (Mardia, 1970).
The Cronbach’s alpha of transformational leadership (α=0.83, Mean= 4.251, SD= 1.09) is
the highest followed by job satisfaction (α=0.75, Mean = 3.95, SD=1.22) and transactional
leadership (α=0.74, Mean= 4.10, SD= 1.03). Since these values are greater than 0.70,
therefore, they have acceptable internal consistency (Coakes & Steed, 2009).
The highest correlation coe cient is -0.89 between transactional leadership (Mean=
4.10, SD= 1.03) and job satisfaction (Mean = 3.95, SD=1.22). Moreover, the lowest
correlation coe cient is between transformational leadership (Mean= 4.251, SD= 1.09) and
transactional leadership (Mean = 4.10, SD=1.030) is -0.27. The correlation values suggest
that the adapted constructs are unique and distinct (Coakes & Steed, 2009).
Multiple Regression Analysis
Multiple regression analysis was used to estimate the model. The summarized results are
presented in Table 3.
8Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
Table 3: Multiple Regression Results
Unstandardized Standardized
Coe cients Coe cients
Model B Std.Error Beta T Sig
Constant 0.580 1.474 0.393 0.698
Transformational Lead 0.267 0.024 0.911 10.990 0.00
Transactional Lead 0.030 0.059 0.043 0.519 0.608
Dependent Variable: Job Satisfaction, R2= .835, Adjusted R2=.821, F = 60.770, p< 0.05.
The results suggest that the predictor variables (i.e. transactional and transformational
leadership) explain 82.1% of the variance in job satisfaction. Moreover, the adjusted R2=.821,
F = 60.770, p<0.05. While transformational leadership (ß = .991, p<.05) has a positive and
statistically signi cant impact on job satisfaction, the coe cient of transactional leadership
was insigni cant (ß = .043, p>.05).
Discussion
The following sections contain the discussion of results and their relevance to the
previous literature.
Transformational Leadership and Job Satisfaction
The  rst hypothesis states that transformational leadership positively e ects job
satisfaction. The regression results suggest that the hypothesis was accepted (refer to
Table 3). The  nding is consistent with the previous literature. The inspirational motivation
dimension of transformational leadership suggests that transformational leaders motivate
and inspire their subordinates to complete challenging assignments by sharing their vision
and strategies with employees (Bass & Riggio, 2006). The idealized in uence dimension
of transformational leadership suggests that transformational leaders in uence their
subordinates by being role models (Bass & Riggio, 2006; Weber, 2009). The intellectual
stimulation dimension of transformation leadership implies that transformational leaders
intellectually stimulate employees to solve challenging problems in a creative manner.
Moreover, the individual consideration dimension implies that transformational leaders act
as mentors and facilitators for subordinates (Bass & Riggio, 2006).
Transactional Leadership and Job satisfaction
The second hypothesis states that transactional leadership positively e ects job
satisfaction. The regression results suggest that the hypothesis was not accepted (refer
9
Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
to Table 3). Past research has argued that this leadership style may not be e ective in all
situations (Bryant, 2003). Under transactional leadership, employees motivation depend
on transactions (i.e. rewards and punishments). Therefore, transactional leadership will
adversely a ects employee performance and satisfaction in the long run (Hartog, Muijen, &
Koopman, 1997; Hater & Bass, 1988).
Some studies have argued that neither transactional nor transformational leadership
style is capable of improving employee motivation and satisfaction level. Epitropaki &
Martin (2005b) suggests that employees prefer the inspiration and consideration aspects
of transformational leadership. Moreover, employees also favor the contingent rewards
aspect of transactional leadership. On the contrary, some studies have found that both the
leadership styles positively a ect employees job and career satisfaction (Jansen, Vera, &
Crossan, 2009). Epitropaki & Martin (2005a) found that e ectiveness of transactional and
transformational leadership styles vary from one situation and industry to another.
Prior studies have found that transactional leadership tends to be more e ective in the
short term as compared to the long term (Medley & Larochelle, 1995). Moreover, individual
consideration (a trait of transformational leadership) has a similar e ect. Leaders who are
more considerate tend to enhance employees performance in the short term (Epitropaki &
Martin, 2005b).
Conclusion
This study has measured the e ect of transformational and transactional leadership
style on job satisfaction in selected retail outlets of Slough, United Kingdom. We found
that transformational leadership positively e ects employees job satisfaction. In addition,
it was also found that the transactional leadership style has an insigni cant e ect on job
satisfaction. Thus, it was concluded that transformational leaders are more e ective in
the retail sector of Slough, United Kingdom. The study has several limitations. It has only
examined a few retail outlets. Future studies may be based on other cities in the United
Kingdom. While we have not measured the in uence of leadership styles on the level of
management future studies may examine the same. In addition, future research may also
explore how sub-dimensions of leadership e ect job satisfaction.
Appendix 1: Constructs and Items used in the Questionnaire
Transformational Leadership
Inspirational motivation (2 Items)
1. My manager encourages employees to become good team players.
2. My manager has clear understanding and inspires with his/her future plans
Idealized in uence (3 Items)
1. My manager leads by example.
2. My manager talks about his values and beliefs.
3. My manager is a facilitator.
Intellectual stimulation (2 Items)
1. My manager has stimulated me to look at things in new ways.
2. My manager thinks about old problems in new ways.
Individual consideration (3 Items)
1. My manager considers my personal feelings.
2. My manager communicates freely.
3. My manager is aware and pays attention to my needs and concerns.
Transactional Leadership
Contingent reward (3 Items)
1. My manager tells us what to do if we want to be rewarded for our work.
2. My manager gives me special recognition at my good performance.
3. My manager is a teacher.
Management by exception (2 Items)
1. My manager expects best performance and will not settle for second best.
2. My manager tells us the standards we need to know to carry out our work.
Laissez-faire leadership (2 Items)
1. My manager does not care much what others do unless the work is absolutely essential
2. My manager does not challenge status quo.
Job Satisfaction (3 Items)
1. Considering everything, I am satis ed with my job.
2. I am happy with the opportunity to get a better job in this company.
3. I am happy to recommend job to my friends or family.
10 Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
References
Armstrong, M. (2006). A Handbook of Human Resource Management Practice. London: Kogan
Page Publishers.
Awamleh, R., & Al-Dmour, H. (2004). The impact of transformational leadership on job
satisfaction and self-perceived performance of banking employees: The case of Jordan.
International Business and Economics Research Journal 3(11), 29-41.
Aziri, B. (2011). Job Satisfaction: A literature Review. Management Research & Practice, 3(4),
77-86.
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review
of authentic and transformational leadership: A test for redundancy. The Leadership
Quarterly, 27(4), 634-652.
Barling, J., Loughlin, C., & Kelloway, E. K. (2002). Development and test of a model linking
safety-speci c transformational leadership and occupational safety. Journal of Applied
Psychology, 87(3), 488-496.
Barling, J., Weber, T., & Kelloway, E. K. (1996). E ects of transformational leadership training
on attitudinal and  nancial outcomes: A  eld experiment. Journal of Applied Psychology,
81(6), 827-832.
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. London: Psychology Press.
Brown, A., Halliday, J. S., Swadling, L., Madden, R. G., Bendall, R., Hunter, J. G., Vine, L. (2016).
Characterization of the Speci city, Functionality, and Durability of Host T-Cell Responses
Against the Full‐Length Hepatitis E Virus. Hepatology, 64(6), 1934-1950.
Bryant, S. E. (2003). The role of transformational and transactional leadership in creating,
sharing and exploiting organizational knowledge. Journal of Leadership & Organizational
Studies, 9(4), 32-44.
Burns, J. M. (1978). Leadership. New York: Harper Torch Books.
Carless, S. A., & De Paola, C. (2000). The measurement of cohesion in work teams. Small
Group Research, 31(1), 71-88.
Chaudhuri, S. (2015). A Study on the Impact of Hedonic Shopping Value on Impulse Buying
among Consumers in Kolkata. Researchers World, 6(2), 159-166.
11
Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
12 Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
Coakes, S. J., & Steed, L. (2009). SPSS: Analysis Without Anguish Using SPSS Version 14.0 for
Windows. New Jersey: John Wiley & Sons, Inc.
Epitropaki, O., & Martin, R. (2005a). From ideal to real: a longitudinal study of the role of
implicit leadership theories on leader-member exchanges and employee outcomes.
Journal of Applied Psychology, 90(4), 659-676.
Epitropaki, O., & Martin, R. (2005b). The moderating role of individual di erences in
the relation between transformational/transactional leadership perceptions and
organizational identi cation. The Leadership Quarterly, 16(4), 569-589.
Gong, Y., Huang, J.-C., & Farh, J.-L. (2009). Employee learning orientation, transformational
leadership, and employee creativity: The mediating role of employee creative self-
e cacy. Academy of Management Journal, 52(4), 765-778.
Haque, A., & Aston, J. (2016). A relationship between occupational stress and organizational
commitment of IT sector’s employees in contrasting economies. Polish Journal of
Management Studies, 14(1), 95-105.
Haque, A., Faizan, R., & Cockrill, A. (2017). The relationship between female representation at
strategic level and  rm’s competitiveness: evidences from cargo logistic  rms of Pakistan
and Canada. Polish Journal of Management Studies, 15(2), 69-81.
Haque, A. U., Faizan, R., Zehra, N., Baloch, A., Nadda, V., & Riaz, F. (2015). Leading Leadership
Style to Motivate Cultural-Oriented Female Employees in IT Sector of Developing
Country: IT Sectors’ Responses from Pakistan. International Journal of Academic Research
in Business and Social Sciences, 5(9), 280-302.
Hartog, D. N., Muijen, J. J., & Koopman, P. L. (1997). Transactional versus transformational
leadership: An analysis of the MLQ. Journal of O ccupational and Organizational Psychology,
70(1), 19-34.
Hater, J. J., & Bass, B. M. (1988). Superiors’ evaluations and subordinates’ perceptions of
transformational and transactional leadership. Journal of Applied Psychology, 73(4), 695-
715.
Herman, H., & Chiu, W. C. (2014). Transformational leadership and job performance: A social
identity perspective. Journal of Business Research, 67(1), 2827-2835.
13
Research
Market Forces
College of Management Sciences
Vol. XIII, Issue. 1
June 2018
Jansen, J. J., Vera, D., & Crossan, M. (2009). Strategic leadership for exploration and
exploitation: The moderating role of environmental dynamism. The Leadership Quarterly,
20(1), 5-18.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-
analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768.
Lok, P., & Crawford, J. (2004). The e ect of organizational culture and leadership style on
job satisfaction and organizational commitment: A cross-national comparison. Journal
of Management Development, 23(4), 321-338.
Mardia, K. V. (1970). Measures of multivariate skewness and kurtosis with applications.
Biometrika, 57(3), 519-530.
Medley, F., & Larochelle, D. R. (1995). Transformational leadership and job satisfaction.
Nursing Management, 26(9), 64JJ-64NN.
Naidu, J., & Van der Walt, M. (2005). An exploration of the relationship between leadership
styles and the implementation of transformation interventions. SA Journal of Human
Resource Management, 3(2), 1-10.
Ojokuku, R., Odetayo, T., & Sajuyigbe, A. (2012). Impact of leadership style on organizational
performance: a case study of Nigerian banks. American Journal of Business and
Management, 1(4), 202-207.
Saleem, H. (2015). The impact of leadership styles on job satisfaction and mediating role of
perceived organizational politics. Procedia-Social and Behavioral Sciences, 172, 563-569.
Top, M., Akdere, M., & Tarcan, M. (2015). Examining transformational leadership, job
satisfaction, organizational commitment and organizational trust in Turkish hospitals:
public servants versus private sector employees. The International Journal of Human
Resource Management, 26(9), 1259-1282.
Weber, M. (2009). The Theory of Social and Economic Organization. New York: Simon and
Schuster.
Zahari , I. B., & Shurbagi, A. M. A. (2012). The e ect of organizational culture and the
relationship between transformational leadership and job satisfaction in petroleum
sector of Libya. International Business Research, 5(9), 89-97.
... Employee job satisfaction seems to be enhanced by transformational leadership. (Albagawi, 2019;Asghar & Oino, 2018;Barnett, 2018;Budiasih et al., 2020;Kebede & Demeke, 2017;Musinguzi et al., 2018;Mwesigwa, Tusiime & Ssekiziyivu, 2020). Prior studies found that transformation leadership in retail outlets in the UK helps stimulate staff to solve challenging problems creatively, thus developing positive relationships toward job satisfaction (Asghar & Oino, 2018). ...
... (Albagawi, 2019;Asghar & Oino, 2018;Barnett, 2018;Budiasih et al., 2020;Kebede & Demeke, 2017;Musinguzi et al., 2018;Mwesigwa, Tusiime & Ssekiziyivu, 2020). Prior studies found that transformation leadership in retail outlets in the UK helps stimulate staff to solve challenging problems creatively, thus developing positive relationships toward job satisfaction (Asghar & Oino, 2018). By maximizing academic staff autonomy, transformational leadership styles positively link with staff job satisfaction in Ethiopian public universities (Musinguzi et al., 2018). ...
Effects of Leadership Types on Job Satisfaction Among Malaysian Higher Education Institutions
Article
Full-text available
  • Jun 2022
Employee job satisfaction is an important component of any job and could be influenced by different types of leadership. Keeping employees happy and satisfied while at the same time being a great leader is an extremely difficult balance, especially in educational leadership, where there are two different types of employees, mainly administrators, and educators. It requires a leader who can balance between the lines and choose the proper leadership style to motivate different types of employees. This study looks at three different leadership types: laissez-faire, transformational and transactional leadership. A purposeful sampling of 393 participants was utilized to sample educators from Malaysia's private and governmental education institutions. Data were collected using questionnaires. The findings indicated that transformational leadership and laissez-faire have a significant relationship to job satisfaction where laissez-faire (β = 0.608, t = 16.576, p = 0.000) and transformational leadership (β = 0.865, t = 8.498; p = 0.000), while transactional leadership has an insignificant relationship with job satisfaction (β = -0.019, t = 0.747, p = 0.227).
... Employee motivation and performance are considerably affected by the leadership in the organization (Riaz et al., 2011). As a result, leadership is imperative for motivating employees and improving their satisfaction levels (Asghar & Oino, 2017). ...
... Prior research also showed that leadership has distinct control over employees' job satisfaction (Nidadhavolu, 2018). Thus, leadership is significant for motivating employees and improving their work satisfaction levels (Asghar & Oino, 2017). The leadership theory proposes that leadership and job satisfaction are significantly related (Mester et al., 2003). ...
Moderating role of leadership on factors influencing tax administration efficiency
Article
Full-text available
  • Jun 2022
The current study targets to examine the relations between motivation, attitude, job satisfaction, and tax administration efficiency with leadership as a moderator from the tax employee’s perspective using the Yemeni environment. The questionnaires were distributed among 505 employees of the Yemeni Tax Authority as part of the survey technique, exactly from six governorates. As a result, 306 questionnaires were appropriated for further analysis. Respondent data were analyzed using SPSS.23 and PLS software. The analysis results manifest that motivation, attitude, and job satisfaction significantly influence tax administration efficiency. Whereas motivation presents about 40% of the influence, attitude is about 31% of the influence, and job satisfaction is about 15% of the influence on the efficiency of tax administration. Furthermore, for the influence of leadership as a moderating variable, it was found to moderate the impact of job satisfaction and attitude on tax administration efficiency (β = 0.157; P < .001; β = 0.105; P < .01). On the contrary, the findings also show that leadership cannot moderate the correlation between motivation and tax administration efficiency (β = –0.061; P > .05). The findings of this study are helpful for the tax administration in the context of Yemen. AcknowledgmentsIt is our pleasure to thank Seiyun University and Universiti Utara Malaysia for their continuous support in the completion of this work. Appreciation also goes out to the anonymous reviewers, who had supplied excellent advice and comments.
... This instrument consists of 5 subscales of transformational leadership, but in this study, only 3 subscales (idealized influence, intellectual stimulation, and individualized consideration) (n ¼ 12 items), were highly related to the research purpose of this study and were therefore adopted to examine transformational leadership. In addition, for the assessment of transactional leadership, this study selected 2 subscales (contingent reward and management-by-exception) (n ¼ 8 items) of the Multifactor Leadership Questionnaire to measure participants' perception on Transactional leadership (Asghar and Oino, 2017;Franco and Matos, 2015). ...
Psychological Capital’s Impact on the Leadership-Organizational Climate Preference Relationship in Potential Leaders ∼ A Study Comparing Teachers and Sportsmen
Article
Full-text available
  • Apr 2022
Previous studies have demonstrated to some extent that the psychological capital of employees affects how they respond differently to leadership and organizational climate, but research has yet to investigate this in leaders, whether existing or potential. Studies in this area have also not made comparisons across occupational contexts. Hence, this research was initiated. The participants of our study consisted of 42 pre-tertiary teachers and 112 sportsmen nominated as potential future leaders, with the small group size of teachers being due to the more reserved tendency of their current leaders to elect fewer potential future leaders. The results of the study's survey confirmed the moderating influence of perceived psychological capital on the relationship between leadership style preference and organizational climate preference. However, under the moderating influence of perceived psychological capital, leadership style preference tended to influence organizational climate preference for the teachers while the opposite was the case for the sportsmen, indicating the possible influence of occupational culture.
... Executive style is an evolution of the broad-based contingency suit analysis performed by Håkonsson et al. (2012). This management style affects decisions made every day by an executive, whether knowingly or unknowingly implemented in the process (Asghar and Oino, 2017;Heller and Yukl, 1969). Mangan and Christopher (2005, p.179) acknowledge its significance, recognising the increased awareness that 'information, expertise, and talent' is essential to the success of a supply chain. ...
A systematic review and research direction on the interaction between organisational factors, supply chain risk management, and biodegradable plastics
Article
Full-text available
Supply chains have become more dynamic, intertwined, and interdependent due to this process of globalisation. These supply chains are also marked by external uncertainties, such as fluctuations in the currency exchange rate, adjustments in the import tax rate and so on. Thus, a business needs to achieve a strategic edge to handle global supply chain uncertainty and related risks. This study focused on the link between organisational factors and the management of biodegradable plastics supply chain risk management to sustainability, as well as the role of coercive pressure as a moderating variable. The use of intelligent supply chain risk management of biodegradable plastics is critical to focus on environmental challenges while also managing economic and social advantages. This research will also determine the level of biodegradable plastics risk management in the supply chain and build a risk management supply chain system to help Malaysia's biodegradable plastics increase substantially.
... Por outro lado, Haque e Aston (2016) definiram a satisfação como o nível de prazer em que os membros da equipa realizam as tarefas e que representa um fator importante porque prevê o uso repetido do sistema e a longevidade do grupo. No qual os líderes são responsáveis por assegurar estes dois critérios (Asghar & Oino, 2018), em que a satisfação é o nível de prazer em que os membros da equipa realizam as tarefas (Haque & Aston, 2016) Ao rever a literatura sobre modelos de competências em contexto de emergência e proteção civil, quer a nível dos artigos científicos, quer a nível dos sites das instituições de bombeiros e outras organizações internacionais facilmente se verifica que não existe muita literatura. Neste momento, os vários estudos sobre modelos de competências de liderança neste contexto são apresentados como investigações iniciais e relacionados com a liderança em geral. ...
2021 PROCEDIMIENTO PARA EL MEJORAMIENTO DE LA GESTIÓN
Article
Full-text available
  • Feb 2022
La necesidad de establecer un procedimiento general con sus respectivos procedimientos específicos que permita medir y mejorar el desempeño integral de los procesos logísticos en una cadena de suministro de los residuos sólidos urbanos fue lo que originó la presente investigación. Este procedimiento permite la determinación del indicador Nivel de Desempeño Integral de los Procesos Logísticos (NDIPL). Para el logro de este objetivo se conjugaron una serie de técnicas como entrevistas, trabajo en grupo, método de expertos, comparaciones pareadas, técnicas estadísticas, observación directa, análisis de registros y el método Proceso Analítico Sistémico (ANP). Una vez aplicado el procedimiento y determinado el nivel de desempeño integral de los procesos seleccionados, se detectaron las oportunidades de mejora de mayor impacto sobre su desempeño, referidas a la organización de los mismos. También, quedó demostrada la posibilidad de utilizar dicho procedimiento como instrumento de evaluación de los procesos de la cadena de suministros
... In the era of globalisation, leadership studies have gauged the attention of research in the contemporary working environment (Al Khajeh, 2018;Asghar & Oino, 2018;Basit, Sebastian, & Hassan 2017;Eva, Robin, Sendjaya, van Dierendonckd, & Liden, 2019). Eva, Sendjaya, Prajogo, Cavanagh, and Robin (2018) argued that effective leadership is one of the main factors that contribute to the enhancement of employee's performance; thus, resulting in an increase of the overall organisational performance. ...
Servant Leadership Attributes and Employee Performance among Support Staff in A Malaysian Private University
Article
Full-text available
  • Feb 2021
This study aims to examine the influence of servant leadership dimensions (Empowerment, Trust, Healing, Integrity, Service, and Communication) and employee performance among the support staff in one of the Malaysian private universities. The study utilised Leader-Member Exchange (LMX) and Social Exchange Theories to guide the study. Purposive sampling was employed in this study, where a quantitative (survey) method was used, in which questionnaires were distributed with only 51 valid responses received. The data were then analysed using Partial Least Squares Structural Equation Modelling through Smart-PLS 3.0. The results revealed that two (2) dimensions of servant leadership attributes (Communication and Empowerment) have a positive and significant relationship with employee performance; however, Healing found to have a negative but significant relationship with employee performance. In addition, Integrity, Service and Trust were found not significant to employee performance. Conclusion, implications, and suggestions for future study were also discussed.
... In turn, this process motivates subordinates to give back their appreciation, loyalty, obedience and trust to their leaders and do the assigned tasks without any hesitation (Shrestha, 2019). Transformational leaders show confidence and respect in their subordinates and have the ability to influence their behavior in a way that results in more work fulfillment and positive organizational outcomes (Saima, 2018). Such leaders help their subordinates become productive, innovative, and creative; inspire them to acquire skills in adapting to various environmental conditions within the organization (Reid, 2018); and try to prevent the occurrence of work-related problems . ...
The Role Of Leadership Styles On Staffs Job Satisfaction In Public Organizations
Article
Full-text available
  • Feb 2021
Job satisfaction is a very important factor among the employees of Public Universities. Job satisfaction is considered an internal principle created by various elements found within a work environment. Due to the influence of various items on job satisfaction, educational organizations should be conscious of implementing the right leadership styles. However, the lack of attention given to this organizational behavior has led to the rise of abnormal reactions among employees. Thus, the current paper focused on the essential role of leadership styles in improving job satisfaction among the employees of Public Universities. Substantial attention should be dedicated to the precise leadership style practiced in an organization. In the same way, specific leadership styles, as external factors, have an important impact on the job satisfaction of employees at Public Universities, because these styles can improve the employees' commitment to the organizations. This initiative involves enhancing satisfaction among employees and finding an effective leadership style, which is one of the main components of improving educational organizations.
... In turn, this process motivates subordinates to give back their appreciation, loyalty, obedience and trust to their leaders and do the assigned tasks without any hesitation (Shrestha, 2019). Transformational leaders show confidence and respect in their subordinates and have the ability to influence their behavior in a way that results in more work fulfillment and positive organizational outcomes (Saima, 2018). Such leaders help their subordinates become productive, innovative, and creative; inspire them to acquire skills in adapting to various environmental conditions within the organization (Reid, 2018); and try to prevent the occurrence of work-related problems . ...
The Role Of Leadership Styles On Staffs Job Satisfaction In Public Organizations
Article
Full-text available
  • Feb 2021
Job satisfaction is a very important factor among the employees of Public Universities. Job satisfaction is considered an internal principle created by various elements found within a work environment. Due to the influence of various items on job satisfaction, educational organizations should be conscious of implementing the right leadership styles. However, the lack of attention given to this organizational behavior has led to the rise of abnormal reactions among employees. Thus, the current paper focused on the essential role of leadership styles in improving job satisfaction among the employees of Public Universities. Substantial attention should be dedicated to the precise leadership style practiced in an organization. In the same way, specific leadership styles, as external factors, have an important impact on the job satisfaction of employees at Public Universities, because these styles can improve the employees' commitment to the organizations. This initiative involves enhancing satisfaction among employees and finding an effective leadership style, which is one of the main components of improving educational organizations.
أثر إدراك العدالة التعاملية كمتغير وسيط في العلاقة بين نمط القيادة الأوتوقراطية وعدم الرضا الوظيفي
Article
Full-text available
  • Jan 2022
Leadership influence on job satisfaction and communication satisfaction in SMES under computer-mediated-communication environments*
Article
Full-text available
  • Apr 2021
Organizational investments in ICTs have made computer-mediated communication an active agent in organizations that impact how employees perceive leadership's influence on job satisfaction and communication satisfaction. This study aims to determine whether there is a significant and positive relationship between transactional, transformational, and level 5 leadership styles on job satisfaction and communication satisfaction. The sample included 103 employees from Colombian small and medium-sized enterprises (SMEs) in the tertiary sector. Linear regressions evidenced a significant and positive influence of the three leadership styles on job satisfaction and communication satisfaction. These regressions also showed a more substantial level 5 leadership effect on communication satisfaction when the three variables interact within the organization. Similarly, transformational leadership positively impacted job satisfaction. In conclusion, leadership has a positive impact on SMEs under computer-mediated communication (CMC) environments.
The relationship between female representation at strategic level and firm’s competitiveness: Evidences from cargo logistic firms of Pakistan and Canada
Article
Full-text available
  • Jul 2017
The comparative study investigates the impact of various attributes such as feminine leadership style, gender diversity, and autonomy linked with the female representation at strategic level on the performance and competitiveness of the Cargo Logistic Firms in the contrasting economies; Pakistan and Canada. Previous studies offered limited insight due to unidimensional while this study takes multivariate approach, considering; variable of interest examined in terms of economies and gender. Cross-sectional research design following semi-structured questionnaire circulated among targeted audience by combining of stratified (probability) and convenience, purposive, and snowball (non-probability) sampling technique at layers of management. The combined sample size is 631 employees. The results showed that females prefer more flexible leadership style in comparison to males. Organisations having high gender diversity and female representation at strategic level are more progressive and innovative. Interestingly, in developing economies, rapid career growth chances are higher for females. Females are more people oriented while male are more task-oriented. Males have high desire for autonomy at workplace.
POLISH JOURNAL OF MANAGEMENT STUDIES A RELATIONSHIP BETWEEN OCCUPATIONAL STRESS AND ORGANISATIONAL COMMITMENT OF IT SECTOR'S EMPLOYEES IN CONTRASTING ECONOMIES
Article
Full-text available
  • Dec 2016
Aim is to examine the relationship between occupational stress and organisational commitment of employees at middle and operational level. Additionally, the occupational therapists role is examined through self-developed 'stress model' containing perceived job satisfaction, organisational commitment, and distinctive stressors. Using purposive, snowball and convenience sampling 825 responses (403 from UK and 422 from Pakistan) gathered through on-line matrix based survey questionnaire to gain quantitative perspective. Findings showed female workers are less stress than male workers. Due to low social support, non-managerial employees are vulnerable to stress than their counterpart managerial position employees. Furthermore, Pakistani workforce experience greater stress than UK workforce does. Moreover, personal factors stressed females while organisational factors affect males. Personality often hinders females' organisational commitment while role demand and organisational leadership mainly affect male employees in both countries. Females use support more often than males for overcoming stress. Managerial position males have higher affective commitment whereas managerial level females have high normative commitment and continuance commitment. Although, degree of stress is higher in Pakistan comparing to UK but causes and effects are not significantly different.
Leading Leadership Style to Motivate CulturalOriented Female Employees in I.T Sector of Developing Country: I.T Sectors' Responses from Pakistan
Article
Full-text available
  • Oct 2015
This empirical study explores different Leadership styles' dimensions influencing culturaloriented female employees' motivation in rapidly improving Pakistan's I.T sector. HypotheticoInductive-Deductive model was adapted to construct theoretical framework by opting mixed method under realism philosophy. Sample size is 357 female employees working in software houses of Pakistan's 10 cities selected by combining convenience sampling and stratified sampling techniques. Survey questionnaire contained close-ended questions based on Bass and Avolio (1994) Full Range MLQ Model and WMS. Moreover, 36 female employees were interviewed selected from top five business cities' of Pakistan's software houses through convenience sampling. Results indicate transformational leadership style's dimensions are dominant in motivating female employees scoring overall 0.75. Moreover, transactional has moderate positive relation (0.38) with sub-motivational variables. Though, 'Management-By-Expectation (Passive)' along with Laissez-faire leadership style has no relationship with sub-variables of motivation. In I.T sector of Pakistan, female employees are mainly motivated by interpersonal relations with supervisors, peers, and subordinate, friendly environment, flexibility, socialization, recognition, responsibility, social rewards, and most importantly improved working conditions. It is essential to motivate female workers through 'walk-the-talk' approach along with coerce and accurate vision.
The Impact of Leadership Styles on Job Satisfaction and Mediating Role of Perceived Organizational Politics
Article
Full-text available
  • Jan 2015
The present study aims to investigate the impact of leadership styles on job satisfaction and to see if perceived organizational politics has a mediating role or not. In this study descriptive research design was used and a quantitative research was conducted. The sample of this study was selected through non-probability convenience sampling. Research finding revealed that transformational leadership has a positive impact on job satisfaction and transactional leadership has a negative impact on job satisfaction. Findings also suggest that, perceived organizational politics partially mediate the relationship between both leadership styles and job satisfaction.
The Effect of Organizational Culture and the Relationship between Transformational Leadership and Job Satisfaction in Petroleum Sector of Libya
Article
Full-text available
  • Jul 2012
The purpose of this study is to investigate the effect of organizational culture on the relationship between transformational leadership and job satisfaction in petroleum sector with a focus on the National Oil Corporation of Libya (NOC). This research was carried out by measuring the data gathered from the five point Likert scale. The Multifactor Leadership Questionnaire (MLQ), Organizational Culture Assessment Instrument (OCAI) and Job Satisfaction Survey (JSS) were used. Quantitative survey method was applied and a sample of 50 employees from the National Oil Corporation of Libya was selected as a sample random sampling to answer the instrument of the study. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, T-test, and Pearson Correlation Coeffiecient). The findings indicate that the leaders of National Oil Corporation of Libya follow transformational leadership style to manage their organization and the dominant culture in NOC of Libya is Hierarchy culture while the relationship between transformational leadership style, job satisfaction and organizational culture is positive significant relationship.
The Impact Of Transformational Leadership On Job Satisfaction And Self-Perceived Performance Of Banking Employees: The Case Of Jordan
Article
Full-text available
  • Feb 2011
This study tested the transformational leadership theory among managers at functional level in Jordanian banks. It examined the effects of both transformational and transactional leadership styles of bank mangers/supervisors on employees' satisfaction and self-perceived performance. Self-efficacy, self-esteem and leadership disposition (Romance of Leadership) of employees were hypothesized to act as moderators. Data was collected from employees working in Jordanian banks. A multiple regression analysis indicated that transformational leadership style, transactional leadership style, and self-efficacy were all related to job satisfaction. On the other hand, self-efficacy, Romance of Leadership (RLS), and self-esteem were related to self-perceived performance. Furthermore, a MANCOVA analysis indicated significant effects of self-efficacy, RLS, and self-esteem as covariates. Results showed that to elicit higher levels of satisfaction among bank employees, managers/supervisors need to demonstrate transformational and transactional attributes at the same time.
Impact of Leadership Style on Organizational Performance: A Case Study of Nigerian Banks
Article
  • May 2013
The study examined the impact of leadership style on organizational performance in selected Banks, in Ibadan Nigeria. Purposive sampling technique was adopted in selecting a total of sixty (60) respondents as sample for the study, while relevant data was gathered with the aid of a structured questionnaire. One hypothesis was formulated and inferential statistical tool was used to analyze the data specifically Pearson product moment correlation was used to examine the relationship between leadership style dimensions and organizational performance, while Regression analysis was used to examine the significant effect of leadership style dimensions on followers and performance. Findings showed positive and negative correlation between leadership style dimensions and organizational performance. It was also found that leadership style dimensions jointly predict organizational performance, which counted for 23% variance of performance. The study concluded that transformational and democratic leadership style should be employed by the Banks’ management in order to wax stronger in a global competitive environment.
A meta-analytic review of authentic and transformational leadership: A test for redundancy
Article
While authentic leadership (AL) has seen a dramatic increase in scholarly attention over the last decade, its contribution relative to more established leadership constructs merits investigation. We employ meta-analytic techniques to compare AL and transformational leadership theories using 100 independent samples and 25,452 individuals. The findings reveal that (1) the relationship between authentic and transformational leadership is large in magnitude, suggesting construct redundancy (ρ = .72); (2) neither AL nor transformational leadership add noticeable incremental validity beyond the other construct; (3) AL has a lower relative weight than transformational leadership for the outcomes of follower satisfaction, follower satisfaction with the leader, task performance, and leader effectiveness; and (4) AL demonstrates dominance over transformational leadership when predicting group or organization performance and organizational citizenship behaviors. We recommend future research examine AL at the component level and its relationships with related ethical constructs to potentially differentiate it from transformational leadership.
Examining transformational leadership, job satisfaction, organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees
Article
  • Dec 2014
Leadership, job satisfaction, organizational commitment and trust have become important processes for healthcare management in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. Considering the rapidly changing healthcare technology and higher levels of occupational complexity, healthcare organizations are increasingly in need of engaging in leadership development in any given area of expertise to address ever-changing nature of the industry and the delivery of quality of care while remaining cost-effective and competitive. This paper investigates the perceptions of both public servants and private sector employees (outsourcing) on transformational leadership, organizational commitment, organizational trust and job satisfaction in Turkish healthcare industry. Additionally, the paper analyzes the predictability of organizational commitment based on employee – both public servants (physicians, nurses, administrative personnel and other healthcare professionals) and private sector employees (outsourcing) (auxiliary services such as administrative assistants, security personnel, kitchen, laundry and housekeeping employees) – perceptions of transformational leadership, job satisfaction and organizational trust. Using a survey instrument with items adopted from the transformational leadership inventory (TLI) [Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142], the organizational commitment questionnaire [Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage], the organizational trust inventory (OTI) [Cummings, L. L., & Bromiley, P. (1996). The occupational trust inventory (OTI): Development and validation. In R. Kramer & T. Tyler (Eds.), Trust in organizations: Frontiers of Theory and Research (pp. 302–330). Thousand Oaks, CA: Sage] and job satisfaction survey (JSS) [Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, 693–731], this quantitative study was conducted among 2108 healthcare employees (public servants and private employees) in two large government hospitals in Turkey. The study findings indicate a significant difference between the public servants and private sector employees in terms of their perceptions on two dimensions of transformational leadership (being an appropriate model, providing individualized support), overall transformational leadership and one dimension of job satisfaction (communication). The two dimensions of job satisfaction – operating procedures and communication – as well as organizational trust were the significant predictors of organizational commitment of public servants, whereas the two dimensions of leadership – individualized support and fostering the acceptance – as well as the two dimensions of job satisfaction – promotion and contingent rewards – and organizational trust were the significant regressors of organizational commitment of private sector employees. In addition, there is a significant difference between the predictors of the dimensions of organizational commitment (transformational leadership, job satisfaction and organizational trust) in terms of public servants versus private sector employees. Finally, organizational trust has a significant effect on overall organizational commitment as well as its three dimensions for public servants and private employees.
Transformational leadership and job performance: A social identity perspective
Article
Drawing on social identity theory, this study provides a model explaining the underlying process through which transformational leadership influences creative behavior and organizational citizenship behaviors. Individual differentiation and group identification are proposed as social identity mechanisms reflecting the characteristics of personal and collective identity orientations that underpin the differential effects of transformational leadership behaviors on performance outcomes. The model is tested with data from a sample of 250 front-line employees and their immediate managers working in five banks in the People's Republic of China. Results of hierarchical linear modeling provide support for the model whereby group-focused and individual-focused transformational leadership behaviors exert differential impacts on individual differentiation and group identification. Furthermore, individual differentiation mediates the relationship between individual-focused transformational leadership and creative behavior, whereas group identification mediates the relationships between group-focused transformational leadership and OCBs toward individuals and groups. Implications for theory and practice are discussed and future research directions are outlined.