The Relationship Between Transformational Leadership and Engagement: Self-Efficacy as a Mediator

2017 ◽  
Vol 11 (2) ◽  
pp. 22-33 ◽  
Author(s):  
Jakub Prochazka ◽  
Helena Gilova ◽  
Martin Vaculik
Keyword(s):  
Transformational Leadership ◽  
Self Efficacy ◽  
The Relationship

scholarly journals Transformational Leadership Style and Self-Efficacy among Teaching Professionals

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Rajnee Sharma ◽  
Dr. Shalini Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Multifactor Leadership Questionnaire ◽  
Total Sample ◽  
School Teachers ◽  
Idealized Influence ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

Our education system has been remoulding rapidly because of modernization. Transformational leadership style leads to favourable changes in those who follow. These leaders put in maximum efforts to increase the level of follower’s awareness for valued outcomes by expanding and elevating their needs and encouraging them to transcend their self-interests. Transformational leadership plays pivotal role in promoting and managing school development by influencing the self-efficacy of teachers. Self-efficacy is one of the four major components of positive psychological capital .School is the first and foremost important platform of education. The present paper makes an attempt to study the relationship between transformational leadership style of principal and self-efficacy of school teachers. For this, a total sample of 120 (n=20 school principals having minimum 7-8yrs. experience and n= 100 school teachers having minimum 5yrs.experience of senior classes) were taken. The ratio was 1:5 (1 principal and 5 teacher from the same school). The scores of 1 principal were assigned to 5 teachers. Teacher self-efficacy scale by Schwarzer, Schmitz and Daytner and Multifactor Leadership Questionnaire by Bass and Avolio were used to measure the above variables. The data were analysed with the help of Correlation and Regression technique. Obtained findings revealed the positive correlation of idealized influence, individualized consideration, contingent reward, management-by-exception and laissez-faire leadership with self-efficacy.

Self-efficacy: A key mediator between transformational leadership and volunteers’ performance?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Personal Development ◽  
Voluntary Sector ◽  
Service Organizations ◽  
Voluntary Service ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between transformational leadership and volunteers' performance and the role of self-efficacy as a mediator in this relationship. Design/methodology/approach This is a study based on responses to a questionnaire completed by a sample of volunteers in a voluntary sector organization in Hong Kong. This was an application of intrinsic motivation theory. Findings 1. Transformational leadership is positively associated with volunteers' performance, both in-role and extra-role. 2. The positive relationships between transformational leadership and volunteers' performance, both in-role and extra-role, are mediated by self-efficacy. Research limitations/implications This research has originality in that it studies these relationships in a voluntary sector organization. It uses questionnaire responses for data and hence there is no direct observation or measurement of volunteer performance. Practical implications Voluntary service organizations need to focus on issues of intrinsic motivation and personal development for volunteers. Originality/value This study has originality in enhancing the understanding of mechanisms mediating the relationship between transformational leadership and volunteers' performance.

Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship Between the Transformational Leadership Dimensions and Well-Being

2019 ◽  
Vol 27 (3) ◽  
pp. 256-270 ◽  
Author(s):  
Nia Plamenova Djourova ◽  
Isabel Rodríguez Molina ◽  
Nuria Tordera Santamatilde ◽  
Gebeyehu Abate
Keyword(s):  
Transformational Leadership ◽  
Social Services ◽  
Indirect Effects ◽  
Self Efficacy ◽  
Time Lag ◽  
Well Being ◽  
Negative Effect ◽  
Mediating Mechanisms ◽  
The Relationship ◽  
Leadership Dimensions

The objective of this article is to test the roles of self-efficacy and resilience as consecutive mediators in the relationship between the four dimensions of transformational leadership and well-being (operationalized as psychosomatic complaints and psychological distress). The sample consists of 225 social services employees in Spain. Data were gathered at two time points with a time-lag of 6 months. We used path analysis to test the hypothesized model and Monte Carlo confidence intervals to check the significance of the indirect effects. Our results showed that only two of the four transformational leadership dimensions have a direct impact on self-efficacy: inspirational motivation and individualized consideration, although contrary to our hypothesis, the latter had a negative effect on self-efficacy. As for the indirect effects, self-efficacy did not mediate between the leadership dimensions and well-being, whereas resilience mediated between self-efficacy and well-being. Self-efficacy and resilience consecutively mediated between the leadership dimensions and well-being. Our findings contribute to understanding the underlying mechanisms connecting different dimensions of transformational leadership and well-being, and they highlight the importance of developing employees’ personal resources.

THE ENHANCEMENT OF ORGANIZATION CITIZENSHIP BEHAVIOR OF A TEACHER BY STRENGTHENING TRANSFORMATIONAL LEADERSHIP AND SELF-EFFICATION

2020 ◽  
Vol 4 (2) ◽  
pp. 170-175
Author(s):  
Sri Setyaningsih ◽  
Naziroh .
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Significant Relationship ◽  
Self Efficacy ◽  
Citizenship Behavior ◽  
Organization Citizenship Behavior ◽  
Simple Regression Analysis ◽  
The Relationship

The success and sustainability of an organization is largely determined by the willingness of employees to behave well not only when doing their main tasks, but also the extra behavior of wanting to be good employees. However, there are indications that teachers at MTs Negeri Jakarta Timur only perform basic tasks and do not show behaviors that support organizational effectiveness outside of this. The purpose of this study is to determine the relationship between Transformational Leadership and Self-Efficacy on Organizational Citizenship Behavior either partially or collectively. The population in this study were MTSn teachers in the East Jakarta area with a sample of 243 respondents consisting of 18 MTSn in the East Jakarta area. Data collection was carried out by distributing questionnaires and data processing was carried out by simple regression analysis and multiple regression analysis. The results showed that (1) Transformational leadership has a positive and significant relationship with teachers' Organizational Citizenship Behavior. (2) Self-efficacy has a positive relationship with teachers' Organizational Citizenship Behavior. (3) Transformational Leadership and Self-Efficacy together have a positive and significant relationship with teachers' Organizational Citizenship Behavior.

A mediating and moderating role on employee performance appraisal

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adie Irwan Kusumah ◽  
Haryadi ◽  
Adi Indrayanto ◽  
Iwan Setiawan
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to determine the relationship between transformational leadership, self-efficacy, gender, intrinsic motivation and employee performance in mediating and moderating roles. Design/methodology/approach Respondents in this study were 531 hotel employees (human resources development staff, financial, relationship) in Yogyakarta who were led by women. Structural equation modeling was used to test the hypotheses using AMOS 22.0. Findings The results show that transformational leadership has a positive and significant effect on employee performance, self-efficacy acts as a mediating variable on the relationship between transformational leadership and employee performance. The results also indicate that gender acts as a moderating variable by strengthening the relationship between transformational leadership and employee performance and intrinsic motivation acts as a moderating variable by strengthening the relationship between self-efficacy and employee performance. Research limitations/implications This study has two limitations. First, the research results cannot conclude the company in general because the sampling of this study is limited to the hotel business which is led by women only. Future research is needed to explore more deeply to compare the performance of employees in companies led by women and those led by men. Second, this study uses only one independent variable. Future research needs to be done to explore the effect of other variables on company performance, such as work culture, work environment and job satisfaction. Practical implications The main managerial contribution of this study is directed to companies that are interested in developing employee performance. First, self-efficacy is able to mediate transformational leadership in achieving employee performance. Besides this research offers a clear strategy for companies to stimulate their employees to strengthen leadership individually so as to improve the quality of their work. Thus, companies can carry out leadership training that is focused on being able to recognize employees who have low self-efficacy. If this is done, the company can reduce expenses that are not small but can make a significant contribution. Originality/value To the best of the authors’ knowledge, this study is the first to examine the mediating and moderating role of transformational leadership, employee performance, self-efficacy, gender and intrinsic motivation, especially in a hotel business led by women in Yogyakarta, Indonesia.

Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

2020 ◽  
Vol 33 (2) ◽  
pp. 301-317 ◽  
Author(s):  
Secil Bayraktar ◽  
Alfredo Jiménez
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Content Type ◽  
Reactions To Change ◽  
The Impact ◽  
The Relationship

PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

Transformational leadership, self-efficacy and performance of volunteers in non-formal voluntary service education

2020 ◽  
Vol 39 (7/8) ◽  
pp. 929-943
Author(s):  
Simon C.H. Chan
Keyword(s):  
Transformational Leadership ◽  
Self Efficacy ◽  
Design Methodology ◽  
Formal Education ◽  
Management Development ◽  
Service Organization ◽  
Voluntary Service ◽  
Content Type ◽  
And Performance ◽  
The Relationship

PurposeThe purpose of this study was to determine whether self-efficacy is a key mediator of the relationship between transformational leadership and volunteers' performance, based on intrinsic motivation theory. The study extended the literature on self-efficacy to transformational leadership in non-formal voluntary service education.Design/methodology/approachOne hundred and seventy-eight scouts and scout leaders were sampled from a Hong Kong voluntary service organization that involved volunteers in the process of non-formal education.FindingsTransformational leadership was positively associated with the volunteers' performance. In addition, self-efficacy mediated the relationship between transformational leadership and volunteers' performance.Originality/valueThe study thus yielded novel insights for management development into the relationship between transformational leadership and volunteers' performance, suggesting that self-efficacy mediates this relationship for volunteers in non-formal voluntary service education.

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