Ideological leadership in public schools

2020 ◽  
Vol 58 (3) ◽  
pp. 303-320
Author(s):  
Ori Eyal ◽  
Talya R. Schwartz ◽  
Izhak Berkovich
Keyword(s):  
Transformational Leadership ◽  
Public Schools ◽  
Organizational Commitment ◽  
Public School ◽  
Charismatic Leadership ◽  
Measurement Tool ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
New Evidence

PurposeThis study aims to explore the conception and construct of ideological leadership (IL) as it relates to public organizations, such as public schools, and to validate a tool for its measurement in this setting.Design/methodology/approachData was collected from 633 teachers working at 69 randomly-sampled Israeli public schools. In each school, an average of nine (SD = 2) randomly-sampled teachers completed questionnaires that measure IL, transformational leadership, organizational commitment, leader-member exchange and motivational factors. The data underwent validity and hypotheses tests.FindingsThe hypothesized presence of the personalized and socialized IL orientations among public-school principals has been confirmed. Only personalized IL predicted teachers' outcomes above and beyond transformational leadership, affecting measures of organizational commitment, leader-member exchange and controlled motivation.Originality/valueNew evidence supports the validity of this proposed measurement tool. New evidence also suggests that although ideology has been known to be a factor of charismatic leadership, IL in close public-school settings accentuates practices of control, rather than proselytizing coherent worldviews to teachers. This, in turn, may have a deleterious influence on work outcomes and outweigh the possible benefits of IL. Accordingly, it is suggested that school leaders should critically consider the desirability of embracing ideological zeal as part of their leadership tools.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance

2018 ◽  
Vol 39 (2) ◽  
pp. 291-308 ◽  
Author(s):  
Alper Ertürk ◽  
Herman Van den Broeck ◽  
Jasmijn Verbrigghe
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Mediating Effect ◽  
Response Analysis ◽  
Leader Member Exchange ◽  
Content Type ◽  
Mediating Role ◽  
Idealized Influence ◽  
Individual Support ◽  
Member Exchange

Purpose Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.

scholarly journals Pengaruh Kepemimpinan Transformasional terhadap Komitmen Organisasi pada BPR Kartasura Saribumi PT dengan Leader Member Exchange sebagai Variabel Intervening

2021 ◽  
Vol 1 (1) ◽  
pp. 35
Author(s):  
Nandhitya Rumambi ◽  
Muhammad Cholil
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leader Member Exchange ◽  
Direct Influence ◽  
Research Subjects ◽  
Member Exchange

The purpose of this research were explain and measure the direct influence of transformational leadership on the commitment of employee organizations in the Kartosuro Sari Bumi BPR PT. Effect of transformational leadership on Leader member exchange  on employees of BPR Kartosuro Sari Bumi PT. Effect of leader member exchange on organizational commitment on employees of BPR Kartosuro Sari Bumi PT. Effect of transformational leadership on commitment leader member exchange mediated organization in employees of BPR Kartosuro Sari Bumi PT. This study took the object of Kartosuro Sari Bumi BPR PT. Located at Jl. Ahmad Yani, No. 142, Kartosuro, Sukoharjo. The research subjects were 320 employees, and 178 employees were taken as samples.The results of the study found that transformational leadership influences organizational commitment; Transformational leadership influences leader member exchange. Leader member exchange fully influences the influence of transformational leadership on the commitment of employee organizations in the BPR Kartosuro Sari Bumi PT.

scholarly journals Transformational leadership and organizational commitment

2018 ◽  
Vol 37 (3) ◽  
pp. 271-284 ◽  
Author(s):  
Imen Keskes ◽  
Jose M. Sallan ◽  
Pep Simo ◽  
Vicenc Fernandez
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Work Experience ◽  
Structural Equation ◽  
Academic Research ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Member Exchange

Purpose The purpose of this paper is to propose and to test three models in order to examine the mechanisms through which dimensions of transformational leadership influence different forms of organizational commitment by testing the possible mediating role of leader-member exchange (LMX) dimensions. Design/methodology/approach The participants in this study are represented by 427 senior executive French employees having a university degree and minimum two years of work experience in their current organization. The relationships between different variables were analyzed using structural equation modeling. Findings The results indicate that the dimensions of LMX mediated the relationships between the dimensions of transformational leadership and organizational commitment dimensions. The contribution dimension of LMX acts as a consequence, rather than an antecedent of commitment. These findings are important since they may serve as a bind between leadership dimensions and the kind of organizational commitment that each of these dimensions can generate in followers. Originality/value To the authors’ knowledge, this is the first empirical study that tests the interaction of transformational leadership and LMX on organizational commitment in a French context. The originality of this work leads on investigating these three concepts as multidimensional constructs and focusing on the mediating role of LMX in the relationship between dimensions of transformational leadership and different forms of organizational commitment which can be considered as a novelty in the field of research in this area. As a result, this study addresses concerns about that lack of academic research on the mechanisms by which transformational leaders influence the organizational commitment of their followers.

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