“You get what you appreciate”

2019 ◽  
Vol 27 (3) ◽  
pp. 786-811 ◽  
Author(s):  
Abderrahman Hassi
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Affective Commitment ◽  
Structural Equations ◽  
Intellectual Stimulation ◽  
Cross Sectional ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
Transactional And Transformational Leadership

Purpose The purpose of this study is to examine the influences of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and organisational citizenship behaviour (OCB) within Moroccan organisations. Design/methodology/approach Data were gathered from a sample of 219 employees working in seven different industries in Morocco and analysed using Structural Equations Modelling (SEM). Findings SEM analyses reveal that employee job satisfaction, affective commitment and OCB are only impacted by the personal recognition dimension of the transformational leadership style. The study indicates that charisma and intellectual stimulation (transformational leadership) as well as contingent reward and management-by-exception (transactional leadership) did not yield significant results. Research limitations/implications The use of a cross-sectional research design limits establishing cause-and-effect relationships. Practical implications The results of the current study may be of use and interest for organisations in designing effective leadership training programs, as it takes into account how managers and/or practitioners tap into their subordinates’ effective behaviour. Originality/value With insights derived from a non-Western perspective, the major theoretical contribution of the present study lies in exploring the effects of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and OCB in Morocco.

Transformational leadership and job satisfaction: the moderating effect of contingent reward

2018 ◽  
Vol 39 (4) ◽  
pp. 522-537 ◽  
Author(s):  
Albert Puni ◽  
Ibrahim Mohammed ◽  
Emmanuel Asamoah
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Banking Sector ◽  
Moderating Effect ◽  
Cross Sectional Survey ◽  
Design Data ◽  
Cross Sectional ◽  
Content Type ◽  
Contingent Reward ◽  
Employee Job Satisfaction

Purpose The purpose of this paper is to investigate the mechanisms that link transformational leadership to employee job satisfaction by examining the moderating effect of contingent reward on the relationships. Design/methodology/approach The study employed explanatory and cross-sectional survey design. Data were obtained from 315 bank employees and analyzed using correlational and multiple regression techniques. Findings The results revealed that there are positive relationships between the dimensions of transformational leadership and job satisfaction which are augmented by contingent reward. However, the relationships of idealized influence and intellectual simulation to job satisfaction are moderated by contingent reward, implying that, in the banking sector, the positive influence of these transformational leadership traits on employee job satisfaction can be enhanced by contingent reward. Originality/value The paper makes an important contribution to the existing organizational literature by establishing the utility of contingent reward as a moderator on the relationship between transformational leadership and employee job satisfaction in a banking sector.

Leadership and organizational ambidexterity

2016 ◽  
Vol 35 (6) ◽  
pp. 778-788 ◽  
Author(s):  
Saša Baškarada ◽  
Jamie Watson ◽  
Jason Cromarty
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Content Type ◽  
Organizational Mechanisms ◽  
Exploratory Innovation ◽  
Transactional And Transformational Leadership

Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

Unpacking transformational leadership: dimensional analysis with psychological empowerment

2020 ◽  
Vol 49 (7) ◽  
pp. 1419-1434
Author(s):  
Mohammad Haris Minai ◽  
Hemang Jauhari ◽  
Manish Kumar ◽  
Shailendra Singh
Keyword(s):  
Transformational Leadership ◽  
Psychological Empowerment ◽  
Detailed Examination ◽  
Intellectual Stimulation ◽  
It Services ◽  
Cross Sectional ◽  
Content Type ◽  
Conceptual Clarity ◽  
Cross Sectional Design ◽  
Additional Support

Purpose Scholarly studies have criticized transformational leadership (TFL) for its lack of conceptual clarity and inadequate operationalization. This study endeavors to do a detailed examination of the dimensions of the construct to address the lack of conceptual clarity. Further, with respect to concerns regarding operationalization, the study does an exploratory evaluation of reconceptualized TFL's relationship with psychological empowerment, a construct through which TFL mostly has its beneficial outcomes.Design/methodology/approachRespondents (n = 335) from an Indian information technology (IT) services organization report on their psychological empowerment and the transformational behaviors of their supervisors using temporally separated (15 days) online questionnaires.FindingsAs expected, the dimensions of transformational leadership are not equally salient in influencing psychological empowerment; however, they explain variance in all dimensions of psychological empowerment. Visioning relates to meaning and impact; inspirational communication relates to all dimensions of empowerment; personal recognition relates to impact and competence; finally, intellectual stimulation relates to self-determination. Contrary to expectations, however, data did not support the relationship of intellectual stimulation and supportive leadership on competence.Research limitations/implicationsData collected from a single organization limit the claims of generalizability, and the use of a cross-sectional design prevents claims of causality. Given the significant variation in relational properties of individual dimensions, scholars can use dimensions of TFL, and therefore theorizing with these is possible.Originality/valueThis paper provides additional support for the unpacking of TFL, by hypothesizing and demonstrating the dimensional relationships between TFL and psychological empowerment.

Impact of employee job satisfaction and commitment on customer perceived value

2019 ◽  
Vol 38 (3) ◽  
pp. 737-755
Author(s):  
Hanen Charni ◽  
Isabelle Brun ◽  
Line Ricard
Keyword(s):  
Job Satisfaction ◽  
Affective Commitment ◽  
Positive Impact ◽  
Perceived Value ◽  
Content Type ◽  
Customer Perceptions ◽  
Employee Job Satisfaction ◽  
Customer Perceived Value ◽  
The Impact ◽  
Formative Index

Purpose The purpose of this paper is to analyse the impact of employee job satisfaction and affective commitment as perceived by customers on customer perceived value, more specifically its benefits dimensions. Design/methodology/approach A total of 652 panellists from a large Canadian polling firm self-administer a web-based questionnaire. To measure customer perceived value, a formative index is used which contributes to topical literature through a unique methodology. Hypotheses are tested using a structural equation model. Findings An analysis of the direct, indirect and total effects confirms the unique positive impact of employee job satisfaction and affective commitment, as perceived by customers, on the emotional, social, relationship and epistemic benefits, as well as on the formative index of customer perceived value. Practical implications Customer perceptions of employee attitudes (job satisfaction and affective commitment) represent a unique opportunity for banks to differentiate their value proposition in a hypercompetitive market. Originality/value This study is the first to consider customer perceptions of employee job satisfaction and affective commitment in relation to a formative index of customer perceived value and its related benefits dimensions.

Internal marketing, employee job satisfaction, and perceived organizational performance in microfinance institutions

2016 ◽  
Vol 34 (5) ◽  
pp. 773-796 ◽  
Author(s):  
Eddy Balemba Kanyurhi ◽  
Déogratias Bugandwa Mungu Akonkwa
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Significant Relationship ◽  
Employee Satisfaction ◽  
Internal Marketing ◽  
Structural Equations ◽  
Microfinance Institutions ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
Qualitative Survey

Purpose – The purpose of this paper is threefold: first, testing the relationships between internal marketing and employee satisfaction; second, investigating the links between employee satisfaction and perceived organizational performance; and finally, testing the relationship between internal marketing and perceived organizational performance. Design/methodology/approach – Data were collected from 419 employees working in 53 microfinance institutions (MFIs) in Kivu (DR Congo). Data processing was performed using structural equations modeling through LISREL 9.1. Findings – The results revealed that there is a positive and significant relationship between internal marketing and employee satisfaction. The results also revealed that there is a positive and significant relationship between internal marketing and perceived organizational performance. However, no significant relationship between employee satisfaction and perceived organizational performance was identified. Research limitations/implications – There is a need to conduct a large qualitative survey aiming to understand why MFIs apply internal marketing and marketing practices in general. The results from such a study would serve to prepare a global quantitative study, which integrates in the same model internal marketing, external market orientation, employee job satisfaction (EJS), and organizational performance. Practical implications – Results invite MFIs managers to change their mind and focus more on their employees. In fact, employees generate the most cost in general but they can also contribute to sustain growth and profitability. This is possible if they are better rewarded for their efforts. Originality/value – This study links internal marketing, EJS and perceived performance in a sector and country which have been less or not studied in the marketing sector.

scholarly journals The influence of transformational leadership dimensions on intrapreneurial behaviour through mediators

2021 ◽  
pp. 2099-2114 ◽  
Author(s):  
Thi Thuy Giang Huynh
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Change ◽  
Structural Equation ◽  
Affective Commitment ◽  
Equation Model ◽  
Intellectual Stimulation ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Leadership Dimensions

The present study aimed to examine the direct impact of transformational leadership dimensions on employee strategic renewal behaviour and venture behaviour, and through a mediating role of job satisfaction and employee commitment to organizational change. The study sample consisted of 464 employees in different firm types in Ho Chi Minh city of Vietnam. The data is analysed using a structural equation model (SEM). The paper shows that dimensions of transformational leadership (namely intellectual stimulation, inspirational motivation, and individual consideration) have positive and significant influence employee strategic renewal behaviour and venture behaviour directly, and via job satisfaction and commitment to organizational change (affective commitment and normative commitment) as a moderating mechanism.

scholarly journals The Effect of Leadership Style on Employee Job Satisfaction

2019 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Muhammad Ahsanullah Khan ◽  
Usman Waraich
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Positive Result ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Employee Job Satisfaction ◽  
Transformational Leadership Style ◽  
Positive Effect

This paper aims to determine the effect of leadership styles on employee job satisfaction. The survey was conducted by administering questionnaires to 400 respondents from different organizations within Pakistan. Transformational leadership style was seen to have a positive effect on various facets of employee job satisfaction. Transactional leadership also turns out to be perceived as having a positive effect on different facets of employee job satisfaction, and so does empowering managerial leadership. It was found that leaders and managers combine the various leadership styles identified in the research paper in proportions that produce a positive result when administering their leadership duties. The proportions at which these leadership styles are combined depend upon the nature of the situation they encounter in the workplace.

Do front-line employees in the Chinese commercial banks have the rights to experience psychological well-being?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shi Hu
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Performance ◽  
Commercial Banks ◽  
Well Being ◽  
Job Autonomy ◽  
Front Line ◽  
Cross Sectional ◽  
Psychological Well Being ◽  
Content Type

Purpose By drawing on leader–member exchange theory, this study aims to understand the relationship between job autonomy, transformational leadership and psychological well-being mediated by job satisfaction among front-line employees in Chinese commercial banks. Design/methodology/approach A cross-sectional study which consists of 96 respondents from 5 Chinese commercial banks is conducted. Findings Through data analysis, the results reveal that transformational leadership and job autonomy are significantly positively related to job satisfaction and directly related to the psychological well-being of front-line employees in Chinese commercial banks. Another interesting finding is that there is a mean difference between male and female front-line employees in Chinese commercial banks on the preference of job autonomy and transformational leadership. Originality/value The current study offers further evidence for which strategies Chinese commercial banks should adopt to enhance and protect the rights of front-line employees’ psychological well-being. As front-line employees in commercial banks play a vital role in contributing to bank profits and operational efficiency. They are not only the employees for making profits but also have the right to experience the psychological well-being as a human. Employees with a high level of job satisfaction and psychological well-being benefit both their own health and organizational performance in the long run.

The effects of supervisor humour on employee attitudes

2018 ◽  
Vol 37 (9/10) ◽  
pp. 697-710 ◽  
Author(s):  
Jessica Mesmer-Magnus ◽  
Rebecca Guidice ◽  
Martha Andrews ◽  
Robert Oechslin
Keyword(s):  
Job Satisfaction ◽  
Affective Commitment ◽  
Online Survey ◽  
Employee Attitudes ◽  
Content Type ◽  
Fine Grained ◽  
Employee Job Satisfaction ◽  
Work Outcome ◽  
Outcome Relationship

Purpose The purpose of this paper is to examine how employees’ perceptions of their supervisor’s use of four types of humour relate to employee job satisfaction, organisational pride, organisational commitment and self-esteem. Supervisor favourability is also examined as a mediating variable in these relationships. Design/methodology/approach An online survey of 216 working individuals provided data on the effect of supervisor use of humour on employee attitudes. Findings Perceptions of positive forms of humour (affiliative and self-enhancing) positively related to employee various attitudes, while aggressive humour was negatively associated with those attitudes. Results also support the intervening role of supervisor favourability in the relationship between supervisors’ positive use of humour and employees’ job satisfaction, affective commitment and organisational pride. Research limitations/implications Studies of the effects of workplace humour can benefit from using more fine-grained operationalisation of positive and negative humour. Research can also benefit from considerations of intervening mechanisms to the humour–work outcome relationship. Practical implications The results underscore the benefits of affiliative and self-enhancing humour on employee attitudes in the workplace. While negative humour can have an undesirable effect, there may be circumstances under which self-defeating humour is not negatively received. Originality/value This paper fulfils an identified need to better understand supervisors’ use of different, more discriminating forms of humour on employee attitudes.

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