Do school leaders in the Emirate of Abu Dhabi predominantly practice a transformational, transactional, or laissez-faire style of leadership?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali Aldhaheri
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Private Schools ◽  
School Leaders ◽  
Full Range ◽  
Abu Dhabi ◽  
Public And Private ◽  
Content Type ◽  
Laissez Faire

Purpose The purpose of this study is to understand the predominant leadership style of school leaders in Abu Dhabi. The leadership style deployed by a school leader affects the performance of the school and its pupils. Methods for identifying the leadership style of school leaders in the UAE have varied, and it is difficult to conclude what the predominant leadership style is. Some studies have sought only to identify a specific leadership style, whilst others have focussed on a particular school type. Changes and improvements cannot be made without an understanding of the baseline leadership style. Design/methodology/approach The 36-item multifactor leadership questionnaire (MLQ)5x questionnaire (Bass and Avolio, 2004) is used to quantitatively understand the full range of school leaders’ leadership styles, with 167 respondents from across both public and private schools. Findings School leaders predominantly exhibited transformational leadership, practising transactional leadership less frequently and rarely using laissez-faire leadership. This is a positive finding for schools in the UAE; transformational leadership has been shown to result in improved subordinate and organisational performance. Differences between school leaders in public and private schools were tested and are discussed. Dimension reduction techniques were used to assess the structure of the 36-item MLQ5x but did not provide results that met minimum requirements for acceptability. Possible reasons for this are discussed. Originality/value To the best of the author’s knowledge, this paper is the first to fully explore and baseline an understanding of the predominant leadership style amongst school leaders in the UAE, identifying the full range of leadership styles – transformation, transactional and laissez-faire – in both public and private schools.

Transactional and transformational leadership: a study of Indonesian managers

2019 ◽  
Vol 43 (6) ◽  
pp. 645-667
Author(s):  
Somchanok Passakonjaras ◽  
Yanki Hartijasti
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Ethnic Differences ◽  
Full Range ◽  
Leadership Theory ◽  
Content Type ◽  
Theoretical Contribution ◽  
Full Range Leadership ◽  
Laissez Faire

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodology/approach Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions. Findings Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership. Research limitations/implications Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research. Practical implications The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates. Originality/value One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Transformational Leadership Skills among Public Elementary School Administrators

2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Susan B. Poliden
Keyword(s):  
Elementary School ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Administrators ◽  
Leadership Skills ◽  
Public Elementary School ◽  
The Public ◽  
Laissez Faire ◽  
Elementary School Administrators

This study investigated the transformational leadership skills and leadership styles of the public elementary school administrators in Bokod District, Bokod, Benguet. Data gathered were summarized, analyzed and cross-tabulated. Descriptive statistics like weighted mean, percentages and ranks were computed from test results. Responses from the respondents were also classified according to the number of years as an administrator and the kind of designation whether a) Principal, b) Head Teacher, c) Teacher-in-Charge. Analysis for transformational leadership survey measured leadership skills on six factors: Charisma, Social, Vision, Transactional, Delegation, and Execution while analysis for the leadership style survey determined the leadership styles of the respondents whether they are authoritarian, democratic or laissez-faire. The public elementary school administrators of Bokod District have generally varied transformational leadership skills and leadership styles. The leadership styles practiced by the respondents regardless of the number of years as administrators and the kind of designations are Democratic followed by Laissez-faire and last, Authoritarian style of leadership. It is recommended that Charisma as transformational leadership skill be revisited and be strengthened by the school administrators, and the interplay of the different leadership styles is paramount in school management. Hence, the principals, head teachers and teachers-in-charge need to be flexible in their management at all times.

Police members perception of their leaders’ leadership style and its implications

2014 ◽  
Vol 37 (3) ◽  
pp. 579-595 ◽  
Author(s):  
Amr Swid
Keyword(s):  
Transformational Leadership ◽  
Linear Relationship ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Research Approach ◽  
Content Type ◽  
Military Organizations ◽  
Organization Commitment ◽  
Laissez Faire ◽  
Transactional Leadership Style

Purpose – The purpose of this paper is to examine transformational and transactional leader behavior influence on the leader/follower dyad with respect to organizational commitment (OC) and satisfaction with leader in military setting. Design/methodology/approach – The research is quantitative, where multiple regressions assessed the hypothesized relationships between the transformational leadership, transactional leadership and laissez-faire leadership as the independent variables and the subordinates’ satisfaction with their leader, and organization commitment as the dependent variables. The sample studied includes 154 police members in two Middle East (ME) countries. Findings – The results indicated that there were positive linear relationship between some dimensions of transformational and transaction leadership and satisfaction with leadership. There was a negative linear relationship between laissez-faire leadership and satisfaction with leader. The leaders-outcome correlations showed higher scores between transformational leadership style and OC than between transactional leadership style and OC. Research limitations/implications – Because of the chosen research approach, the research results may lack generalizability on military institutions in other countries, and/or private institutions. Therefore, researchers are encouraged to test the proposed propositions further. The research includes implications for the development of a satisfaction with leaders, and development of organization commitment in military organizations in the ME. Originality/value – This research fulfills an identified need to study how military organization commitment can be enabled in ME countries.

The influence of the chief audit executive’s leadership style on factors related to internal audit effectiveness

2018 ◽  
Vol 33 (8/9) ◽  
pp. 807-835 ◽  
Author(s):  
Luciano Oreste Dal Mas ◽  
Karin Barac
Keyword(s):  
Leadership Development ◽  
Leadership Styles ◽  
Leadership Style ◽  
Internal Audit ◽  
Research Area ◽  
Content Type ◽  
Internal Auditors ◽  
Transactional Leaders ◽  
Laissez Faire ◽  
Training Programmes

Purpose The purpose of this paper is to investigate the relationship between the leadership style of a chief audit executive (CAE) and the perceived effectiveness of the internal auditing (IA) function that he/she leads. Perceived IA effectiveness is based on identified attributes in the literature influencing IA effectiveness. The aim of this paper is thus to expand the IA effectiveness debate by adding individual differences in CAEs’ leadership styles as a research focus. Design/methodology/approach A quantitative approach is followed. A survey was conducted on a sample of 58 IA students enrolled in a master’s degree programme at a South African university; all students hold senior positions in IA. Findings The study confirms that the CAE leadership style significantly influences the identified attributes of perceived IA effectiveness. It further shows that the traditional conceptualisation of leadership (as transformational, transactional and/or laissez-faire) might not be appropriate for or compatible with leaders of professional teams in a regulated environment. Practical implications Practically, the study identifies and explores attributes influencing IA effectiveness that are within the purview of the CAE’s leadership style and within his/her ability to influence. This information could (re)direct leadership development training programmes presented in industry and by the Institute of Internal Auditors (IIA), and at organisational level, it could inform appointment and retention and succession practices for heads of and senior management in IA. Social implications CAEs are cautioned about the limitations imposed by laissez-faire leadership on IA effectiveness. They should strive to become both transformative and transactional leaders as it has a significant influence on the effectiveness of their IA functions, and by being more effective, they can demonstrate the value proposition of IA. Organisations need to create the environment in which CAEs can act as transformational and transactional leaders. The IIA, as the pre-eminent professional body, could become involved in developing leadership skills of its members. The IIA could provide guidance on leadership styles for CAEs and could also offer formal training initiatives to internal auditors on skills needed to lead IA teams. Originality/value This paper may open a new research area in IA effectiveness by focussing on the role and leadership qualities of the CAE.

The interaction effect of transactional-transformational leadership on employee commitment in a developing country

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Albert Puni ◽  
Sam Kris Hilton ◽  
Benedicta Quao
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Interaction Effect ◽  
Employee Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
Work Related ◽  
Transformational Leadership Style

Purpose While substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional-transformational leadership on work-related behaviour has been rarely investigated in a developing context. Thus, this study aims to examine the interaction effect of transactional-transformational leadership on employee commitment in Ghana. Design/methodology/approach The study used descriptive and cross-sectional survey designs. Cross-sectional data was obtained from 360 employees in the aviation industry of Ghana and analyzed using descriptive statistics, correlation and hierarchical regression techniques. Findings Transactional leadership style has a significant positive effect on employee commitment. However, when transformational leadership was added on transactional leadership base, there was no augmentation effect of transformational leadership style in predicting employee commitment. The results further indicate that there was a negative interaction effect of transactional and transformational leadership styles on employee commitment. Practical implications The findings imply that organizational leaders can improve employee commitment by purely resorting to transactional leadership behaviours. Leaders can also enhance employee commitment by augmenting transactional leadership behaviours on transformational leadership, as the reverse has no augmentation effect. Originality/value This study considerably complements existing leadership literature by establishing how a transformational leadership style can augment and/or interact with transaction leadership style to influence employee commitment in a developing country.

scholarly journals Exploring the linkages between project managers' mindset behaviour and project leadership style in the Ghanaian construction industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
De-Graft Owusu-Manu ◽  
Caleb Debrah ◽  
Lydia Amissah ◽  
David J. Edwards ◽  
Nicholas Chileshe
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Construction Industry ◽  
Leadership Style ◽  
Positive Relationship ◽  
Situational Leadership ◽  
Project Managers ◽  
Growth Mindset ◽  
Project Leadership ◽  
Content Type

PurposeLeadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates leadership styles adopted in various industries has hitherto received scant academic attention in a construction context. This paper thus explores the linkages between project manager's mindset behaviour and project leadership style in the construction industry.Design/methodology/approachLiterature reviewed provides the basis for a questionnaire data collection instrument developed to gather primary data from construction professionals in the Ghanaian construction industry (GCI). A quantitative research strategy was then adopted using the Relative Importance Index (RII) to determine the level of significance of the leadership and mindset archetypes. A Pearson's correlation test was run to ascertain whether the mindset behaviour of project managers has a significant impact upon the type of leadership style.FindingsThe study's results indicate that democratic, transformational and situational leadership styles were prevalent leadership styles in the GCI. The analysis also revealed that project managers favoured the “growth mindset”. Furthermore this style had a moderate positive relationship with democratic and transformational leadership styles. Conversely, a fixed mindset had a low positive relationship with autocratic and situational leadership styles but a low negative relationship with transformational leadership style.Research limitations/implicationsThis research provides sufficient data for project managers to identify the type of mindset to nurture (the growth mindset is recommended) and the effective leadership style to be employed. This study engenders wider discussion on mindset behaviour and project leadership style in developing countries. Moreover, the findings present policymakers and practitioners with the leadership styles to promote and develop (democratic, transformational and situational) and mindset behaviour (growth mindset) to ensure project success in Ghana and other developing countries.Originality/valueThis research represents the first comprehensive study appraising the linkages between project managers’ mindset behaviour and project leadership style in the construction industry. Empirical data presented bridge the identified knowledge gap that exists on the lack of theoretical understanding of the influence that project managers' mindset has on leadership styles in the GCI.

scholarly journals Leadership styles at Syrian higher education

2015 ◽  
Vol 29 (4) ◽  
pp. 477-491 ◽  
Author(s):  
Bayan Khalifa ◽  
Rami M. Ayoubi
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Leadership Styles ◽  
Quantitative Research ◽  
Arab World ◽  
Survey Method ◽  
Public And Private ◽  
Content Type ◽  
Inspirational Motivation ◽  
University Leaders

Purpose – The purpose of this paper is to explore the two major types of leadership, i.e transactional and transformational, and organizational learning at public and private universities in Syria. It further aims at exploring the role of transactional and transformational leadership in enhancing organizational learning at Syrian universities. Design/methodology/approach – A quantitative research paradigm was employed. Using a questionnaire survey method, the data were collected from employees at two major public and private Syrian universities. In total, 216 questionnaires were analyzed using SPSS. Findings – The findings revealed that there is a significant impact of contingent reward, as a transactional leadership dimension on organizational learning, and a significant impact of inspirational motivation as a transformational leadership dimension on organizational learning. The study also found no significant differences in leadership styles and organizational learning between both universities. Practical implications – This study will help university leaders in Syria in adopting leadership styles that are suitable to reinforce organizational learning in their institutions. Originality/value – The study advances western research that is linking leadership styles and organizational learning by focussing on the Arab world context, particularly the Syrian context.

Leadership styles and organizational commitment: literature review

2016 ◽  
Vol 35 (2) ◽  
pp. 190-216 ◽  
Author(s):  
Rusliza Yahaya ◽  
Fawzy Ebrahim
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Literature Review ◽  
Full Range ◽  
Content Type ◽  
Full Range Leadership Model ◽  
Extra Effort ◽  
Full Range Leadership ◽  
Laissez Faire ◽  
The Impact

Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

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