scholarly journals Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

2009 ◽  
Vol 31 (4) ◽  
pp. 609-623 ◽  
Author(s):  
Anne Nederveen Pieterse ◽  
Daan van Knippenberg ◽  
Michaéla Schippers ◽  
Daan Stam
Keyword(s):  
Transactional Leadership ◽  
Psychological Empowerment ◽  
Innovative Behavior ◽  
Transformational And Transactional Leadership ◽  
Moderating Role

Negative mood and employee voice: The moderating role of leadership

2020 ◽  
Vol 48 (1) ◽  
pp. 1-10
Author(s):  
Qihua Zhang ◽  
Haihua Hu ◽  
Chengjun Wang
Keyword(s):  
Transactional Leadership ◽  
Evaluation System ◽  
Leadership Behavior ◽  
Negative Mood ◽  
Management Strategies ◽  
Employee Voice ◽  
Transformational And Transactional Leadership ◽  
Moderating Role ◽  
Prohibitive Voice

We applied mood-as-information theory to investigate the effect of negative mood on prohibitive and promotive employee voice, and the moderating role of transformational and transactional leadership styles in this relationship. We recruited a paired employee–supervisor sample, comprising 48 supervisors who rated their employees' promotive and prohibitive voice, and 224 employees who completed measures of negative affect and their supervisors' transformational and transactional leadership. Our results showed that negative mood enhanced prohibitive voice but reduced promotive voice. Further, transformational leadership weakened the effect of negative mood on voice, whereas transactional leadership reinforced this effect. The research results provide a solid theoretical basis for managers to manage their negative mood by changing their leadership behavior, and provide a new perspective for leaders to develop employee management strategies, and develop an objective and impartial evaluation system based on the intuitive external behaviors of employees.

scholarly journals Managing Diversity Through Leadership and Emotional Intelligence in the Banking Sector of Pakistan: A Moderating Role of Organizational Culture

2021 ◽  
Vol 3 (3) ◽  
pp. 268-284
Author(s):  
Burhan Sami ◽  
Ahmed Saeed Minhas ◽  
Usman Ahmad ◽  
Kashif Akram
Keyword(s):  
Emotional Intelligence ◽  
Organizational Culture ◽  
Transactional Leadership ◽  
Banking Sector ◽  
Workplace Diversity ◽  
Moderation Effect ◽  
Managing Diversity ◽  
Transformational And Transactional Leadership ◽  
Moderating Role

The moderation effect of organizational culture has also been examined. The quantitative approach has been used in data collection, and 182 sample responses have been gathered from the banking industry employees of Pakistan. The data has been analyzed by employing PLS-SEM. The results have shown that transformational and transactional leadership positively and insignificant affect workplace diversity. However, emotional intelligence has a positive and significant effect on workplace diversity. Besides, organizational culture has a positive and significant moderation effect between transactional leadership and workplace diversity. The organizational culture has a negative but insignificant moderation effect between transformational leadership and workplace diversity. The organizational culture has a negative but insignificant moderation effect between emotional intelligence and diversity. Managers are recommended to ensure transparency when identifying roles and expectations of the task amongst employees. Secondly, establish reward systems upon effective outcomes. Thirdly, state the punishments with utmost clarity.

The Role of Goal Specificity in the Relationship Between Leadership and Empowerment

2020 ◽  
pp. 009102602098233
Author(s):  
Jaehee Jong ◽  
Sue Faerman
Keyword(s):  
Public Sector ◽  
Transactional Leadership ◽  
State Government ◽  
Structural Equation ◽  
Management Practices ◽  
Psychological Empowerment ◽  
Equation Modeling ◽  
Goal Specificity ◽  
Transformational And Transactional Leadership

Although there has been much recent attention to empowerment in public sector research, most of this research focuses on structural empowerment, rather than psychological empowerment, and thus focuses on management practices, rather than on employees’ motivational states. This article examines the processes through which transformational leadership and transactional leadership affect employees’ feelings of psychological empowerment, focusing specifically on the role of goal specificity as a mediating variable. Using data collected from state government employees, the structural equation modeling (SEM) analyses found support for hypotheses that goal specificity mediates the relationships between both transformational and transactional leadership and psychological empowerment. These results contribute to the discussion of transformational and transactional leadership approaches with regard to goal setting in the public sector and provide practical implications that public managers’ leadership behaviors can help employees develop positive attitudes toward goal specificity, which can then lead to feelings of psychological empowerment.

scholarly journals Kepemimpinan transformasional dan transaksional terhadap perilaku inovatif: Mediasi oleh Variabel Psychological Empowerment

2020 ◽  
Vol 21 (2) ◽  
pp. 149-156
Author(s):  
Agi Syarif Hidayat ◽  
◽  
Hilmiana Hilmiana ◽  
Keyword(s):  
Transactional Leadership ◽  
Quantitative Research ◽  
Psychological Empowerment ◽  
Sampling Technique ◽  
Innovative Behavior ◽  
Moderator Variable ◽  
Quantitative Research Methods ◽  
Analysis Technique ◽  
Transformational And Transactional Leadership ◽  
Data Collection Technique

The purpose of this study was to determine the significance of the effect of transformational and transactional leadership on innovative behavior with psychological empowerment as the moderator variable. The research method used is quantitative research methods. The population in this study were employees of the Regional Drinking Water Company (PDAM) of Cirebon City with a total population of 203 people. The sampling measurement technique used the Slovin formula with a margin of error of 10%, so the number of samples in this study was determined to be 67 respondents. The sampling technique uses the incidental sampling approach. The data collection technique used was a questionnaire with a Likert scale. The data analysis technique used is path analysis. The results showed that Transformational leadership had a significant effect on innovative behavior either directly or mediated by psychological empowerment variables. The transactional leadership variable did not have a significant effect on innovative behavior either directly or mediated by psychological empowerment variables. The psychological empowerment variable has a significant effect on increasing innovative behavior.

The dimensional linkage between public service motivation and innovative behavior in public sector institutions; the mediating role of psychological empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Asim Rafique ◽  
Yumei Hou ◽  
Muhammad Adnan Zahid Chudhery ◽  
Nida Gull ◽  
Syed Jameel Ahmed
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Psychological Empowerment ◽  
Public Service Motivation ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Relationship Of ◽  
The Relationship

PurposeInnovations are imperative for organizational growth and sustainability. This study focuses on the employees' innovative behavior, a source of organizational innovations, which has received substantial attention from the researchers. Based on the psychological empowerment theory, the study exposes the effect of the various dimensions of public service motivation (PSM) on employees' innovative behavior (IB) in public sector institutions especially in the context of developing countries such as Pakistan. Moreover, the study also investigates the mediating role of psychological empowerment (PSE) between the dimensions of PSM and IB.Design/methodology/approachThis study used the cross-sectional research design. By using random sampling, the adapted survey questionnaires were used to collect data from 346 faculty members of public sector universities located in provincial capitals of Pakistan. A partial least square–structural equation modeling (PLS-SEM) tool was used to assess the proposed hypotheses through SMART-PLS software.FindingsResults revealed that attraction to policymaking (APM), compassion (COM), self-sacrifice (SS) have a significant impact on employees' PSE and their innovative behavior, while the relationship of commitment to the public interest (CPI) with PSE and IB was found insignificant. Moreover, PSE partially mediated the relationship between PSM dimensions and employees' IB.Originality/valueThere was a scarcity of research on IB especially in public sector institutions such as academia. This study theoretically contributed to the literature by providing a refined picture in assessing the proposed relationship of the constructs. This is also one of the original studies that examine the relationship between the dimensions of PSM and IB.

Relationships Between Emotional Intelligence, Leadership Style, and School Culture

2017 ◽  
Vol 8 (3) ◽  
pp. 25-43
Author(s):  
Mirta R. Segredo ◽  
Peter J. Cistone ◽  
Thomas G. Reio
Keyword(s):  
Emotional Intelligence ◽  
School Culture ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Hierarchical Regression ◽  
Leadership Strategies ◽  
Ex Post ◽  
Ex Post Facto ◽  
Transformational And Transactional Leadership

Research regarding the association between emotional intelligence, leadership style and organizational culture has been inconclusive. The purpose of this study was to explore these relationships in elementary school settings. A non-experimental ex post facto research design was utilized to investigate four research hypotheses. Fifty-seven principals and 850 teachers within a large urban school district in southeast Florida were surveyed. Hierarchical regression analyses revealed positive associations between school culture and both transformational and transactional leadership, and negative associations between school culture and passive-avoidant leadership. Significant positive associations were found also between school culture and the principals' emotional intelligence after controlling for leadership style. The hierarchical linear regressions revealed significant associations between leadership style and school culture after controlling for school grade as well. The results suggest that emotional intelligence merits consideration in the development of leadership theory. Practical implications include suggestions that principals employ both transformational and transactional leadership strategies, and focus on developing their level of emotional intelligence. The associations between emotional intelligence, transformational leadership, contingent reward and school culture found in this study validate the role of the principal as the leader of school reform.

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