Two of a kind? A canonical correlational study of transformational leadership and authentic leadership

2014 ◽  
Vol 38 (6) ◽  
pp. 570-587 ◽  
Author(s):  
Baek-Kyoo (Brian) Joo ◽  
Kim Nimon
Keyword(s):  
Transformational Leadership ◽  
Canonical Correlation ◽  
Authentic Leadership ◽  
Leadership Behaviors ◽  
Survey Method ◽  
Common Denominator ◽  
Cultural Issues ◽  
Cross Sectional Survey ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this study is to examine the relationship between transformational leadership (TL) and authentic leadership (AL) using a canonical correlation analysis (CCA). Design/methodology/approach – The sample was 427 knowledge workers from a Fortune Global 100 company in Korea. Descriptive statistics and CCA were used to test the relationship between the two perceived leadership constructs. Findings – A canonical correlation indicated that the composite of TL (i.e. idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) was strongly and significantly related to the composite of AL (i.e. transparency, moral/ethical, balanced processing and self-awareness), accounting for 82.3 per cent of the shared variance between the two variable sets. Research limitations/implications – This empirical study was based on employees’ perceptions on the two leadership behaviors of their supervisors, using a cross-sectional survey method. In addition, this study is confined to the employees in a for-profit organization in Korean cultural setting, leaving room for speculation with regard to cultural issues. Practical implications – It is noted the two leadership behaviors are not substitutable, but complementary. Therefore, human resources development (HRD) practitioners are suggested to design leadership development programs focusing both on AL and TL in a concerted way. In this way, HRD professionals can help their managers enhance their AL and TL capability, and thus let their followers emulate their leader’s behaviors, which ultimately will lead to higher level of organizational commitment, employee/job engagement and in-role and extra-role performance. Originality/value – This is the first study that empirically confirmed Burns’ (1978) initial intuitive conceptualization of the authentic transformational leaders. We found that an authentic leader appears to be a transformational leader or vice versa. Another contribution lies in that to identify the common denominator between the two leadership behaviors this study used a relatively rare CCA in the field of HRD.

Lecturers' commitment to teaching entrepreneurship: do transformational leadership, mindfulness and readiness for change matter?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sock Beei Yeap ◽  
Abdul Ghani Kanesan Abdullah ◽  
Lei Mee Thien
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Readiness For Change ◽  
Mediating Effect ◽  
Survey Method ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

PurposeThis study aims to examine the influence of transformational leadership and mindfulness on lecturers' commitment to teaching entrepreneurship with mediating effect of readiness for change in polytechnics.Design/methodology/approachThe study used the cross-sectional survey method. The sample participants were 171 lecturers from polytechnics. Data were analysed by using partial least squares–structural equation modelling (PLS-SEM) approach.FindingsFindings indicated that readiness for change mediated the relationship between transformational leadership and commitment to teaching entrepreneurship. Transformational leadership and mindfulness had no significant influence on commitment to teaching entrepreneurship. Readiness for change did not mediate the relationship between mindfulness and commitment to teaching entrepreneurship.Practical implicationsHigher education should be aware of the importance of lecturers' readiness for change. This is because readiness for change is the mediator of the relationship between transformational leadership and commitment to teaching entrepreneurship.Originality/valueThe study sheds light on the explanation of mediating effect of readiness for change to influence the relationship between transformational leadership and lecturers' commitment to teaching entrepreneurship in the Malaysian polytechnic context.

scholarly journals THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND SCHOOL EFFECTIVENESS IN TS25 SCHOOLS IN GUA MUSANG KELANTAN

2021 ◽  
Vol 6 (42) ◽  
pp. 204-214
Author(s):  
Mohd Zainuddin Zakaria ◽  
Siti Noor Ismail ◽  
Yahya Don ◽  
Wan Rosni Wan Yakob
Keyword(s):  
Transformational Leadership ◽  
School Effectiveness ◽  
School Administrators ◽  
Survey Method ◽  
Ministry Of Education ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
High Performing ◽  
High Level ◽  
The Relationship

This study aims to identify the level of transformational leadership of principals and the level of school effectiveness in TS25 schools in Gua Musang District, Kelantan. In addition, this study also seeks to look at the relationship between the two variables involved, transformational leadership and school effectiveness. This quantitative study by cross-sectional survey method used two types of instruments, namely the Transformational leadership instrument by Leithwood and Jantzi (1999) and the school effectiveness instrument adapted from the study of Lazaridou and Iordanidis (2011. The sampling of the study involved four TS25 secondary schools with a total of 162 teachers. The findings of the study showed that the level of transformational leadership of principals and the level of school effectiveness was at a high level, with values (M = 4.17, SP = .604) and (M = 4.19, SP = .613) respectively. Further, correlation analysis showed that there was a very strong and significant relationship (r = .89, p <.01) between the two variables involved, namely transformational leadership and school effectiveness. It is hoped that the findings of this study can be used as a guide by the parties involved, especially the Ministry of Education Malaysia in strengthening the characteristics of high-performing leadership among school administrators towards improving school effectiveness through professionalism programs.

scholarly journals Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matej Grošelj ◽  
Matej Černe ◽  
Sandra Penger ◽  
Barbara Grah
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Added Value ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.Design/methodology/approachWe have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.FindingsThe research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.Originality/valueThis paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

The generalizability of transformational leadership across cultures: a meta-analysis

2019 ◽  
Vol 34 (3) ◽  
pp. 139-155 ◽  
Author(s):  
Marcus Crede ◽  
Jaehee Jong ◽  
Peter Harms
Keyword(s):  
Transformational Leadership ◽  
Cultural Values ◽  
Western Europe ◽  
Cultural Practices ◽  
Leadership Behaviors ◽  
Employee Performance ◽  
Meta Analysis ◽  
Content Type ◽  
Analytic Review ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether the effectiveness of transformational leadership behaviors are moderated by a country’s cultural values and cultural practices. Design/methodology/approach The authors describe a meta-analytic review of the relationship between transformational leadership and employee performance (task performance and OCBs) using data from over 57,000 individuals, 215 samples and 34 countries. The authors examine whether this relationship is moderated by the cultural values and practices of the country in which the study was located – after first controlling for methodological factors. Findings The authors find that cultural values and practices moderate the transformational leadership – employee performance relationship such that the relationship is much stronger in countries whose culture is incongruent with transformational leadership. Research limitations/implications Data were only available for 34 countries and it is unclear what role industry type and job type play in determining transformational leadership effectiveness or if these situational variables are confounded with culture. The findings call into question the generalizability of transformational leadership across countries and cultures. Practical implications The findings suggest that the value of transformational leadership behaviors may be limited in developed economies such as Western Europe and North America, while transformational leadership is most effective in Africa, the Middle East, South America and parts of Southeast Asia. Originality/value This is the first paper to examine the generalizability of transformational leadership across 34 countries and is by far the largest review ever conducted into the relationship between transformational leadership and subordinate performance.

Leadership and followers’ organizational citizenship behaviour from the Islamic perspective (OCBIP)

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Morteza Hendijani Fard ◽  
Azade Asadi Damavandi ◽  
Ali Mahdilouytazehkandi ◽  
Meysam Asharin
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Organizational Citizenship ◽  
Authentic Leadership ◽  
Civic Virtue ◽  
Entrepreneurial Leadership ◽  
Content Type ◽  
Moral Standards ◽  
The Relationship ◽  
Leadership Approaches

Purpose This paper aims to examine the relationship between four leadership approaches (i.e. transactional leadership, transformational leadership, entrepreneurial leadership and authentic leadership) and organizational citizenship behaviour from the Islamic perspective (OCBIP) in the central offices of private banks in Tehran, Iran. Design/methodology/approach A correlative descriptive research method is used. Partial least squares modelling is applied to analyze the data from 384 employees and managers of the banks. Findings The results show that transactional leadership and transformational leadership positively and significantly affect OCBIP. However, entrepreneurial leadership and authentic leadership do not predict followers’ OCBIP. Also, transformational leadership has a greater power to influence on OCBIP than transactional leadership. The empirical findings also indicate that each of leadership behaviours influences certain types of OCBIPs so that transactional leadership predicts altruism, civic virtue and advocating high moral standards; transformational leadership predicts altruism, civic virtue and removal of harm; authentic leadership predicts advocating high moral standards, significantly; and entrepreneurial leadership predicts civic virtue, negatively. Originality/value OCBIP is a new construct that has been conceptualized, recently. In the past decades, many studies have examined the relationship between different leadership approaches and organizational citizenship behaviours (OCB) of followers. However, the relationship between leadership approaches and OCBIP has not yet been investigated. Furthermore, only a few studies have compared the influence of different leadership approaches on OCB and OCBIP. This paper contributes to the literature by identifying the distinct impact of the four leadership approaches on the different types of OCBIPs. Furthermore, examining the impact of some leadership approaches (e.g. entrepreneurial leadership) on OCBIP has remained unknown.

Impact of transformational leadership on subordinate’s EI and work performance

2015 ◽  
Vol 44 (4) ◽  
pp. 438-453 ◽  
Author(s):  
Angela Shin-yih Chen ◽  
Min-dau Bian ◽  
Yu-Hsiang Hou
Keyword(s):  
Transformational Leadership ◽  
Work Performance ◽  
Leadership Behaviors ◽  
Positive Impact ◽  
Situational Factors ◽  
Work Outcomes ◽  
Content Type ◽  
Subsequent Effect ◽  
Relationship Of ◽  
The Relationship

Purpose – The purpose of this paper is to explore the relationship among emotional intelligence (EI), perceived transformational leadership (TFL) and work performance. Design/methodology/approach – Data were collected from a military-based research and development institution. In all, 202 copies of questionnaires were returned, resulting a 67.3 percent return rate. Confirmatory factor analysis was used to test this theoretical model. Findings – The data indicated that EI had a positive relationship with work performance; meanwhile, perceived leader’s TFL positively moderated the relationship between subordinate’s EI and work performance. Research limitations/implications – First, this study increased the understanding of the relationship of EI and work performance in a non-western culture context and therefore confirming the benefit of EI on a positive work psychology. Also, the findings helped the researchers to understand how situational factors, such as leadership, interact with individual factors, such as EI, to produce a positive impact on work output. Originality/value – Unlike previous studies connecting leaders’ EI with their leadership behaviors and subsequent effect on work outcomes, the present study looked into the moderating role of leader’s TFL on the relationship between subordinate’s EI and work performance.

Authentic leadership and organizational citizenship behaviour: the role of psychological capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subramaniam Sri Ramalu ◽  
Nadira Janadari
Keyword(s):  
Public Sector ◽  
Sri Lanka ◽  
Organizational Citizenship ◽  
Quantitative Research ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Survey Method ◽  
Content Type ◽  
The Public ◽  
The Relationship

PurposeThe purpose of this paper is to examine the direct and indirect effects of authentic leadership on organizational citizenship behaviour (OCB) with the presence of psychological capital as a mediating factor.Design/methodology/approachThis quantitative research was conducted among 396 front-line employees in six public sector organizations in Sri Lanka. A survey method was employed to collect the data.FindingsIt was found that psychological capital partially mediates the relationship between authentic leadership and OCB. In other words, the relationship between authentic leadership and OCB is both direct and indirect, mediated though psychological capital.Research limitations/implicationsThe authenticity of leaders' conduct, psychological capabilities and the outcomes of the performance, are rooted in and reinforced by the culture of the particular organization; hence, the findings should be interpreted cautiously.Practical implicationsThe framework of the present study provides a guideline to the top management of the public sector in Sri Lanka to design leadership programs that can develop authentic leaders.Originality/valueThe direct and indirect relationships established between authentic leadership and psychological capital and OCB signifies the critical importance of authentic leadership in the development of psychological capital and OCB among employees.

scholarly journals Uncovering Innovativeness in Spanish Tourism Firms: The Role of Transformational Leadership, OCB, Firm Size, and Age

2020 ◽  
Vol 12 (10) ◽  
pp. 3989 ◽  
Author(s):  
Asif Khan ◽  
Sughra Bibi ◽  
Jiaying Lyu ◽  
Achille Claudio Garavelli ◽  
Pierpaolo Pontrandolfo ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Firm Size ◽  
Middle Level ◽  
Citizenship Behavior ◽  
Survey Method ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Firm Innovativeness ◽  
The Relationship

Innovativeness in the tourism and hospitality sector is essential for competitiveness and survival. Leadership plays a key role in promoting (or hampering) firm innovativeness. This article intended to examine the role of transformational leadership (TL) and organization citizenship behavior (OCB) on Spanish tourism firms’ innovativeness (OI). It also investigated whether firm size and age moderate the relationship between TL, OI, and OCB. The cross-sectional survey method was used to collect data from 329 middle-level managers in Spanish tourism firms. The findings of the data revealed that TL and OCB have significant impacts on firm innovativeness; also, OCB mediates the relationship between TL and firm innovativeness. Firm size and age moderate the relationship between TL and firm innovativeness; also, firm size moderates the relationship between TL and OCB. It was found that large firms were more innovative than small ones; also, younger firms showed a higher level of innovativeness than old firms. Managerial and specific firm size and age implications were provided.

scholarly journals Transformational Leadership and Employees’ Creativity: A Multi-Mediation Model

2019 ◽  
Vol 5 (1) ◽  
pp. 1-21
Author(s):  
Maria Saleem ◽  
Faisal Mahmood
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Mediating Effect ◽  
Survey Method ◽  
Job Autonomy ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
The Relationship

This research aims to examine the relationship between transformational leadership and employees’ creativity through mediating role of trust and job autonomy. The study employed cross sectional survey method for the collection of data from 187 employees working in construction and banking sectors of Pakistan. The findings reveal that transformational leadership fosters employees’ creativity through trust and job autonomy. Both trust and job autonomy have statistically significant mediating effect. However, trust being the mediator, plays a more significant role in boosting up the transformational leadership and employees’ creativity relationship as compared to job autonomy. This research helps to know how transformational leadership enhances employees’ creativity by enlightening the mediating role of trust and job autonomy. Further, the findings of this research also help the managers to understand and create such environment which enhances employees’ creativity by focusing on the factors identified in this study. This research contributes to advance the literature on the mediating role of trust and job autonomy in describing the relationship of transformational leader and employee’s creativity and highlighting that trust plays a more important role to enhance creativity in contrast to job autonomy. Further, this is the first attempt to enhance the employee creativity through transformational leadership style and the mediating role of both trust and job autonomy in Pakistan.

Transformational leadership, pride in being a follower of the leader and organizational commitment

2014 ◽  
Vol 35 (8) ◽  
pp. 674-690 ◽  
Author(s):  
Simon C.H. Chan ◽  
W.M. Mak
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Survey Design ◽  
Mainland China ◽  
Normative Commitment ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Two Samples ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship among transformational leadership, pride in being a follower of the leader, and organizational commitment, as represented by affective and normative commitment. Design/methodology/approach – Data were collected from two samples in Mainland China (Study 1 of 145 executive MBA students in one of the local universities located in Xian; Study 2 of 210 employees in a service-based private-owned company located in Shenzhen). Descriptive statistics and regression analyses, Sobel tests, and bootstrapping tests were used to analyze the data. Findings – Both studies found that transformational leadership is positively related to pride in being a follower of the leader, and affective and normative commitment. Results indicated that pride in being a follower of the leader fully mediated the relationship between transformational leadership, affective and normative commitment. Research limitations/implications – The main limitation of this study is to collect data from a self-reported single source in a cross-sectional survey design. The findings are susceptible to problems of common method variance of the independent variable, mediator and dependent variables. Practical implications – The findings assist managers to better understand the importance of getting the support of their followers. If the followers are pride in being a follower of their leader, they are more likely to be committed toward an organization. Originality/value – This paper contributes to the existing literature by which pride in being a follower of the leader as a mediator between transformational leadership and organizational commitment in the Chinese context.

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