School principals’ leadership style and school outcomes

2014 ◽  
Vol 52 (2) ◽  
pp. 210-227 ◽  
Author(s):  
Adam E. Nir ◽  
Lior Hameiri
Keyword(s):  
Transformational Leadership ◽  
Organizational Behavior ◽  
Leadership Style ◽  
Educational Administration ◽  
School Effectiveness ◽  
School Leaders ◽  
Mediating Effect ◽  
School Outcomes ◽  
Content Type ◽  
Transformational Leadership Style

Purpose – While the significance of principals for the organizational behavior of schools is crucial, school leaders’ influence on school outcomes is indirect and mediated through various means that leaders employ in order to increase the productivity of their school. Although the exercise of power is viewed among the main factors explaining followers’ willingness to comply with leaders’ demands and means to promote school effectiveness, it is rather surprising that the educational administration literature lacks substantial evidence testifying to the mediating effect that principals’ use of various powerbases has on school effectiveness. The purpose of this paper is to make an attempt to fill this gap. Design/methodology/approach – Questionnaires were administered to 954 teachers coming from 191 randomly sampled public elementary schools. Findings – Evidence testifying to the relation between leadership styles and use of powerbases suggests that the transformational leadership style is positively related to the use of soft powerbases and negatively related to the use of harsh powerbases. Findings also show that leadership style and powerbase utilization differentiate effective and ineffective schools. Finally, it is evident that soft powerbases such as expertise, personal reward and referent powerbases partially mediate the relation between the transformational leadership style and school effectiveness, moderating the negative relation found between the passive leadership style and school effectiveness. Originality/value – These findings confirm that powerbases are in fact a mechanism through which school leaders influence school effectiveness. Implications are further discussed.

The role of transformational leadership in reinforcing product and service innovation: Job satisfaction as a mediator

2019 ◽  
Vol 27 (5) ◽  
pp. 4-6
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Service Innovation ◽  
Mediating Effect ◽  
Content Type ◽  
Product Service ◽  
Transformational Leadership Style ◽  
Workplace Cultures

Purpose This purpose of this study is to examine the role played by transformational leadership in reinforcing product service and innovation and the mediating effect of job satisfaction. Design/methodology/approach Data was gathered from the responses of 486 employees working in three telecom companies providing mobile phones and internet services in Jordan to a questionnaire survey and from semi-structured in depth interviews with 15 team leaders. Findings The results suggest that all four aspects of transformational leadership behaviors are positively and directly associated with product and service innovation. In addition, transformational leadership behaviors have a positive and direct effect on job satisfaction. Finally job satisfaction does act as mediator between transformational leadership and innovation. Practical implications Therefore for organizations to improve performance and encourage innovative behaviors middle management and employees should be trained to use a transformational leadership style and measures to improve job satisfaction should be put in place. Originality/value This paper adds to the understanding of how leaders can develop innovation through developing appropriate workplace cultures and conditions. 10; 10.

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 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.

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.

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.

scholarly journals Transformational leadership in AICTE: lessons for organizational excellence

2021 ◽  
Vol 11 (3) ◽  
pp. 1-17
Author(s):  
Subrat Kumar ◽  
Asha Bhandarker
Keyword(s):  
Transformational Leadership ◽  
Emerging Markets ◽  
Leadership Style ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Organizational Excellence ◽  
Transformational Leadership Style ◽  
Not For Profit Organizations ◽  
For Profit Organizations

Supplementary materials Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf Learning outcomes First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets. Case overview / synopsis The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization. Complexity academic level This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence. Subject code CSS: 10: Public Sector Management.

The transformational leadership role in achieving organizational resilience through adaptive cultures: the case of Dubai service sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rana B.S. Madi Odeh ◽  
Bader Yousef Obeidat ◽  
Mais Osama Jaradat ◽  
Ra'ed Masa'deh ◽  
Muhammad Turki Alshurideh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Service Sector ◽  
Leadership Role ◽  
Mediating Effect ◽  
Organizational Resilience ◽  
Service Firms ◽  
Online Questionnaire ◽  
Content Type ◽  
Adaptive Culture

PurposeThis empirical research draws on the existing theory of transformational leadership, adaptive culture and organizational resilience, and investigates the effect of the elected TQM leadership style “transformational leadership” through the mediating effect of adaptive culture on organizational resilience, that is the key of survival during crises like the recent COVID-19 pandemic, which has severely impacted the business globally.Design/methodology/approachThis study exploited a cross-sectional online questionnaire of a random sample of Dubai service firms, with the unit of analysis being at the firm level. In total, 379 usable responses were received. Regression analysis was conducted to test hypotheses.FindingsThe overall findings of this study supported that transformational leadership is positively associated with both adaptive culture and firm's resilience and significantly impacts them. Adaptive culture was found partially mediating the effect of transformational leadership on organizational resilience.Practical implicationsThe research findings provide important insights to practitioners (managers and leaders) to better improve their transformational qualities, as these qualities are expected to improve the organizational adaptive cultures and capacity of resilience.Originality/valueTo the best of the authors' knowledge, this is one of the first studies to examine the transformational leadership effect on organizational adaptive culture and firm's resilience. This investigation expands the boundaries of leadership style theory into new arenas, attempting to partially address the identified knowledge gap in this vein.

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.

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