Examining the "Process" of Transactional Leadership: An SEM Approach

2006 ◽  
Author(s):  
Nathan P. Podsakoff ◽  
William Bommer
Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 2007-2026
Author(s):  
Deepa Sikand

The present study was conducted to study the relationship of creative management, teacher effectiveness, teacher stress and teacher commitment with different dimensions of managerial leadership. In order to conduct present study 450 teacher educators with doctorate degree and without doctorate degrees, with different levels of experience were selected from 45 selected colleges of education taking 10 teachers from each institution were selected randomly. Creative Management Scale prepared by the investigator, Multifactor Leadership Questionnaire (Bass and Avolio, 2003), Teacher Commitment Questionnaire (AmitKauts and AachalKalia, 2012), Teacher Effectiveness Scale (Mutha, 1982)and Teacher Stress Questionnarie (Otto (1983) and Adapted by Max Smith and Sid)were used as tools for the present study. The findings of the study revealed that there is significant relationship in the creative management and managerial leadership. This means that variation in the creative management in any manner would have remarkable impact on the managerial leadership and vice versa. It is also found that there is significant relationship in the teacher effectiveness and managerial leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching effectiveness in the educational institutions and vice versa. Another finding is that there is significant relationship in the teacher stress and managerial leadership. This means that increased teacher stress may become a cause for the action orientation of managerial leadership and managerial leadership may also act as a stressor among teaching professionals. It is also found that there is significant relationship in the teacher commitment and managerial leadership for transformational and transactional leadership dimensions of Managerial Leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching commitment in the educational institutions and vice versa.


2021 ◽  
Vol 13 (14) ◽  
pp. 7841
Author(s):  
Nermin Hasanspahić ◽  
Vlado Frančić ◽  
Srđan Vujičić ◽  
Mario Mandušić

Safety leadership is critical in high-risk industries such as shipping since inadequate leadership can cause marine accidents, resulting in injuries, fatalities, damage to property and environmental pollution. One of the aspects of good and effective safety leadership is creating good human relations and satisfaction among crewmembers, considered a precondition for effective teamwork. Officers on board ships should establish effective teamwork and implement adequate safety leadership, positively affecting safety culture, increasing safety in general and improving marine environment protection. Safety leadership onboard ships comprises several characteristics, including maintaining safe work performance, carrying out safety training, and encouraging crewmember morale. Therefore, it is essential for all stakeholders in shipping industries that officers onboard ships can identify those characteristics, adapt, and apply them adequately. This paper presents the characteristics and skills that shipboard officers need to apply in order to be excellent leaders and serve with adequate safety leadership abilities. One tool for recognizing those characteristics and skills was a survey carried out among experienced professional seafarers. Analysis of the survey data revealed latent factors, these being transformational and transactional leadership elements affecting safety leadership onboard ships.


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