Explaining work motivation through perceived transformational leadership: what to expect in a sample of female employees?

2020 ◽  
Vol 35 (6) ◽  
pp. 585-599
Author(s):  
Modesta Morkevičiūtė ◽  
Auksė Endriulaitienė
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
High Performance ◽  
Extrinsic Motivation ◽  
Role Model ◽  
Work Motivation ◽  
Intellectual Stimulation ◽  
Content Type ◽  
Female Employees ◽  
Transformational Leadership Style

Purpose This paper aims to deal with a study aimed at clarifying the relationship between the dimensions of the perceived transformational leadership style and work motivation in a sample of female employees. Design/methodology/approach A total of 168 Lithuanian employees participated in the empirical study. Work motivation was assessed using the work extrinsic and intrinsic motivation scale (Tremblay et al., 2009). The perceived transformational leadership style was assessed with the help of the transformational leadership inventory (Podsakoff et al., 1990). Findings The results revealed that both intrinsic and extrinsic work motivation of female employees was enhanced when the leader was perceived as a person articulating the vision of the future, providing an appropriate role model, fostering the acceptance of group goals and applying intellectual stimulation. High-performance expectations of the transformational leader lead to an increased level of women’s extrinsic motivation. Originality/value This study contributes to the limited empirical research into the role of discrete dimensions of transformational leadership in determining both intrinsic and extrinsic work motivation of female employees.

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

The resilient effects of transformational leadership on well-being: examining the moderating effects of anxiety during the COVID-19 crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kate McCombs ◽  
Ethlyn Williams
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Well Being ◽  
Intellectual Stimulation ◽  
Moderating Effects ◽  
Content Type ◽  
Positive Effects ◽  
Transformational Leadership Style ◽  
The Relationship

PurposeAlthough important for organizational performance, much is still unknown about the relationship between employee well-being and transformational leadership. The authors answer calls to consider the relationship (1) in an extreme context (i.e. coronavirus pandemic), (2) at the dimension level and (3) differences that exist depending on the employee's gender.Design/methodology/approachThe authors employed a two-wave study with data collected from 212 working individuals. Respondents reported their level of COVID-19 anxiety and leadership experiences at time 1 starting at the height of the pandemic and three weeks later reported well-being.FindingsThe authors found COVID-19 anxiety weakened the influence of transformational leadership style on well-being, and this was only the case for females. Further, the authors found that while the moderator of COVID-19 anxiety weakened the influence of core transformational leadership behaviors and intellectual stimulation on well-being, the more individualized and short-term focused transformational behaviors of individualized consideration and performance expectations proved to have resilient effects on well-being with no moderating effects. Looking at gender differences, the authors found that this was only the case for females.Originality/valueThe findings extend research by capturing an external shock concerning the coronavirus pandemic to better understand how transformational leadership style, its dimensions and employee gender, influence well-being. While the authors expected COVID-19 anxiety to weaken the positive effects of transformational leadership style on well-being, paradoxically the authors also expected differential effects when examining individual dimensions.

Do dimensions of transformational leadership have an effect on workaholism?

2019 ◽  
Vol 14 (2) ◽  
pp. 312-329 ◽  
Author(s):  
Modesta Morkevičiūtė ◽  
Auksė Endriulaitienė ◽  
Evelina Jočienė
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
High Performance ◽  
Performance Expectations ◽  
Cross Sectional ◽  
Work Addiction ◽  
Content Type ◽  
High Expectations ◽  
Negative Effect ◽  
Transformational Leadership Style

Purpose The purpose of this paper is to investigate the relationship between dimensions of the perceived transformational leadership style and the employees’ workaholism. Design/methodology/approach The quantitative approach with a cross-sectional research design was adopted in the present study. The study involved 250 employees working in different Lithuanian organisations. The perceived transformational leadership style was assessed with the help of the Transformational Leadership Inventory (Podsakoff et al., 1990). The ten-item Dutch Work Addiction Scale developed by Schaufeli et al. (2009) was used for measuring workaholism. Findings The results revealed a significant positive correlation between the perceived high expectations of the manager, employees’ excessive work and general workaholism. The perceived individualised support was negatively related to the employees’ excessive, compulsive work and general workaholism. It was also found that high performance expectations could predict the employees’ greater excessive work and general workaholism. Moreover, a higher level of individualised support appears to be the most important factor decreasing the employees’ excessive work and proneness to general workaholism. It was further found that the probability of higher levels of workaholism was stronger among the middle managers than among the non-executive employees. Originality/value This study contributes to limited empirical research into the negative effect of the transformational leadership style in determining the employees’ health-damaging work behaviour.

The hospital management responses in implementing transformational leadership style in Dr. Zainoel Abidin Regional Public Hospital

2020 ◽  
Vol 16 (4) ◽  
pp. 337-357
Author(s):  
Ni Made Dwi Ratnadi ◽  
Ashiva Martunis ◽  
Dodik Aryanto ◽  
Anak Agung Gde Putra Widanaputra
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Public Hospital ◽  
Work Motivation ◽  
Hospital Management ◽  
Hospital Performance ◽  
Partial Least Square ◽  
Content Type ◽  
Transformational Leadership Style

PurposeThis study aims to determine hospital management responses in implementing transformational leadership style, organizational commitment, budget business plan, work motivation, uniqueness of resources, and hospital performance.Design/methodology/approachThe method used in this research is a quantitative research method with a deductive mindset approach. The population in this research is all organizational units under the Regional Public Hospital Dr. Zainoel Abidin with its observation unit. The obtained data will be processed by using inferential statistics, namely Structural Equation Modelling (SEM) by using Smart Partial Least Square (Smart PLS) software.FindingsThe overall results of the performance appraisal using the Balanced Scorecard approach seen from the financial, internal business, customer, and training and learning perspectives are right. Regional public Hospital Dr. Zainoel Abidin has provided excellent services, and the performance of its departments has generated the expected outcome and is realized by the hospital.Originality/valueThis research contains some innovation. First, the predictor variables used are transformational leadership, organizational commitment, budget business plans and the implementation of unique resources. Second, the response variable used is a performance in the service industry associated with hospital outpatient units (especially organizational units) and inpatient classes of public hospital hospitals. Third, the research location is at Dr. Hospital. Zainoel Abidin, Indonesia. The combination of the three originalities has never been done in previous studies. The object of research to be examined is hospital management, especially the management of outpatient and inpatient units in hospitals. So far, only employees in business units and educational institutions have been studied, and it only has been partially examined variables that affect leadership, resources, and organizational commitment.

TRANSFORMATIONAL LEADERSHIP IN IMPROVING LECTURER PERFORMANCE AT MUHAMMADIYAH HIGHER

2021 ◽  
Vol 1 (3) ◽  
pp. 171-178
Author(s):  
Saipul Wakit ◽  
Indah Yuliana ◽  
Indah Yuliana
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Transformative Leadership ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Technical Ability ◽  
Individual Consideration ◽  
And Performance ◽  
Transformational Leadership Style

The transformational leadership style in higher education has four indicators carried out by the rector. These indicators include exemplary attitudes, inspiring motivation, intellectual stimulation and the rector's consideration for lecturers. Practically, the purpose of this article is to find out how the rector provides examples, inspires motivation and individual considerations in improving the performance of lecturers at Muhammadiyah universities. The operational research method uses a qualitative approach with a phenomenological case study design. Data collection activities were carried out by means of observation, interviews with informants, and extracting information from documents. To ensure the validity of the research data, several methods are used, namely credibility, transferability, dependability and confirmability. The results of the study explain that transformative leadership in Muhammadiyah universities objectively has provided an example with several things that are applied in attitudes, ideas, behavior and performance. While motivation is carried out by the Chancellor of the lecturers in several ways, namely through behavior, technical ability, supervision and policy. In stimulating the intellectuals of lecturers in several ways, namely to think modern and relevant, think forward and continue to make changes as well as productive, innovative, creative in carrying out tasks and performance. In individual consideration, the Chancellor is more humane towards lecturers, both in the work environment and in the community.

scholarly journals Gaya Kepemimpinan Transformasional

2019 ◽  
Author(s):  
Refty Putri Ar ◽  
hanif al kadri
Keyword(s):  
Transformational Leadership ◽  
Literature Review ◽  
Leadership Style ◽  
Systematic Literature Review ◽  
Organization Structure ◽  
Organization Culture ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Transformational Leadership Style

The article aims to describe about transformational leadership style. The methodology used to arrange this article is Systematic Literature Review (SLR). Researcher find theories and make a conlclusion about the meaning of transformational leadership. Transformational leadership is how to influence subordinate to be properly motivated. On transformational leadership, there are some characteristic; idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Transformational leadership style impact on organization structure, process of management and organization culture.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somnoma Edouard Kabore ◽  
Seydou Sane ◽  
Pascaline Abo
Keyword(s):  
Transformational Leadership ◽  
International Development ◽  
Leadership Style ◽  
Project Success ◽  
Project Team ◽  
Team Size ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Moderating Role

PurposeThe aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.Design/methodology/approachThe research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equation method based on the PLS approach was used to test our hypotheses.FindingsFirst, the preliminary results reveal that, in the context of IDP, projects managers are much more sensitive to the “management” and “visibility” dimensions than to the “impact” dimension of project success. Then, following the hypothesis test, the results show that transformational leadership has a direct positive influence on the success of IDP. Project team size does not play a moderating role in the relationship between transformational leadership and project success. Also, considering the effect of the specific dimensions of transformational leadership on IDP success, only the “idealized influence” dimension influences directly and positively on the latter.Originality/valueResearch calls for examining the role of team size vis-à-vis transformational leadership style and project success and calls in general for studying project manager's leadership styles. This study contributes to literature by answering such calls. In addition, the originality of this study lies in the evaluation of the influence of the specific dimensions because the exclusive use of leadership forms provides an imperfect and oversimplified picture of reality.

scholarly journals PENGARUH KEPEMIMPINAN TRANSFORMASIONAL TERHADAP MOTIVASI KERJA DAN KINERJA KARYAWAN

2019 ◽  
Vol 8 (6) ◽  
pp. 3618
Author(s):  
Komang Andi Praditya Maha Putra ◽  
I Gde Adnyana Sudibya
Keyword(s):  
Transformational Leadership ◽  
Path Analysis ◽  
Leadership Style ◽  
Work Motivation ◽  
Employee Performance ◽  
Descriptive Analysis ◽  
Organizational Goals ◽  
Individual Needs ◽  
Transformational Leadership Style ◽  
Level Of Motivation

This research was conducted at the Spazzio Kuta Bali hotel using saturated samples of 35 employees. Furthermore, the collected data was analyzed using descriptive analysis and path analysis. The results of this study conclude that transformational leadership has a positive and significant effect on employee work motivation, where the better the application of transformational leadership is ensured also the higher the level of motivation of work held by employees. Transformational leadership has a positive and significant effect on employee performance, where if transformational leadership goes well and effectively it can have an effect on improving employee performance. Work motivation has a positive and significant effect on employee performance, where if the higher the work motivation of the employee, the higher the level of employee performance. Work motivation is positively and significantly able to mediate transformational leadership style towards employee performance, that is if the applied leadership style can precisely direct organizational goals with individual needs, the higher the motivation of the subordinates which will further improve their performance. Keywords: transformational leadership, work motivation, employee performance

Positive transformational leadership: case study of an Indian public sector bank

2015 ◽  
Vol 7 (1) ◽  
pp. 34-55 ◽  
Author(s):  
Asha Bhandarker ◽  
Snigdha Rai
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Organizational Climate ◽  
Leadership Style ◽  
Structured Interview ◽  
Study Data ◽  
Middle Level ◽  
Content Type ◽  
Positive Leadership ◽  
Transformational Leadership Style

Purpose – The purpose of this paper is to explore the leadership style of Chairman and Managing Director (CMD) and perceived organizational climate of an Indian public sector bank. Design/methodology/approach – For the present study data were collected using mixed-method approach including both semi-structured interview and inventories. Sample included the top, middle, and senior-middle level officials of the bank. Findings – Data were analyzed using content analysis and descriptive statistics. Findings indicated that: the perceived leadership style of CMD is a combination of transformational leadership and positive leadership; there is a positive organizational climate prevalent in the bank; and positive transformational leadership style of CMD has played a considerable role in the development of positive organizational climate in the bank. Originality/value – Present study provides valuable insights regarding contemporary leadership style in an Indian organization which is the combination of both positive and transformational leadership style and its contribution to building positive organizational climate.

Sign in / Sign up

Export Citation Format

Share Document