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.

Job demands-resources model, transformational leadership and organizational performance: a multilevel study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou ◽  
Michael Koupkas ◽  
Eleni Triantafillidou
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Content Type ◽  
The Relationship ◽  
Work Burnout

PurposeThe purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and organizational performance. It is argued that the responsive, supportive and developmental leader's style will reduce employees' levels of burnout and increase their levels of work engagement and ultimately will increase organizational performance expressed by productivity, growth and creativity.Design/methodology/approachThe hypotheses were tested among a national sample of 1,011 employees in 107 Greek public and private organizations operating within an environment of economic and financial crises. The operational model was tested using a multilevel structural equation modelling.FindingsIt appeared that job demands and work burnout and job resources and work engagement, serially and fully mediated the relationship between transformational leadership and organizational performance. Further, it is found that personal resources negatively and fully mediate the relationship between job resources and work burnout and positively and partially mediate the relationship between job resources and work engagement.Research limitations/implicationsData were collected using a cross-sectional design, not allowing dynamic causal inferences.Practical implicationsConsidering that the transformational leadership style reduces employees' levels of burnout and increases their levels of work engagement and accordingly improves organizational performance, organizations are well advised to encourage this leadership style.Social implicationsTransformational leadership by balancing job demands and job resources could have a positive impact on employee well-being.Originality/valueThe study, using multilevel testing, demonstrates that the extended JD-R model can be integrated into the transformational leadership– organizational performance relationship.

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.

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.

scholarly journals Exploring the mediating effects between transformational leadership and organizational performance

2018 ◽  
Vol 40 (2) ◽  
pp. 412-432 ◽  
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Angel Rafael Martínez-Lorente
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Mediating Effects ◽  
Content Type ◽  
Industrial Companies ◽  
Mediating Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Transformational leadership style, followership, and factors of employees’ reactions towards organizational change

2019 ◽  
Vol 14 (2) ◽  
pp. 181-209 ◽  
Author(s):  
Abdul Halim Busari ◽  
Sajjad Nawaz Khan ◽  
Siti Mariam Abdullah ◽  
Yasir Hayat Mughal
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Research Design ◽  
Leadership Style ◽  
Study Design ◽  
Quantitative Research ◽  
Content Type ◽  
Transformational Leadership Style ◽  
The Relationship

Purpose This study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the telecommunication sector of Pakistan. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees’ reactions. Design/methodology/approach A mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design. Findings The results of the study showed that transformational leadership style was positively related to all three factors of employees’ reactions (frequency of change, trust in management and employees’ participation) towards organizational change. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees’ reaction. Practical implications This study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients’ reactions, with active followers contributing to the role of leadership in the change process. Originality/value This study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context.

Transformational leadership: does it really decrease work-related stress?

2019 ◽  
Vol 40 (8) ◽  
pp. 860-876 ◽  
Author(s):  
Musrrat Parveen ◽  
Iman Adeinat
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Work Experience ◽  
Well Being ◽  
Workplace Stress ◽  
Content Type ◽  
Employee Burnout ◽  
Related Stress ◽  
Transformational Leadership Style ◽  
Job Related Stress

Purpose Most studies focusing on the transformational leadership style present the conclusion that compared with other leadership styles tends to be associated with a lower level of workplace stress experienced by employees. Yet, the literature is by no means extensive enough to put the issue of the relationship between this style of leadership and employee stress to rest. Given that this is the case, the purpose of this paper is to assess the relationship between the transformational leadership style and the work stress (WS) of employees in the banking industry. The extent to which this relationship leads to employee burnout and the extent to which WS correlates with multiple factors, such as demographic characteristics (gender, work experience and marital status), are examined in this context. Design/methodology/approach In total, 600 questionnaires were distributed to employees of government and non-government banks in Jeddah, Saudi Arabia, in late 2017. The final sample comprised 250 complete sets, which were used in the analysis. The questionnaire consisted of four sections: transformational dimensions, WS, burnout and demographic profile. Before the authors proceeded to test the hypotheses developed in this study, the authors performed an exploratory factor analysis on the items designed to measure transformational dimensions, WS and burnout. Next, the authors performed confirmatory factor analysis and structural equation modeling. Findings The results indicate that bank managers who use the transformational leadership style significantly increased the job-related stress of employees, indicating that bank managers who use a transformational leadership style increase the job-related stress of subordinate employees. However, the results in regard to the transformational leadership style show a significant though small positive effect on employee burnout, indicating that this type of leadership decreases employee burnout. Furthermore, job-related stress has a significant mediating effect in relation to the transformational leadership style and subordinate employees’ burnout. Finally, the results indicate that married status and a high level of work experience are each associated with lower job stress compared with unmarried status and a low level of work experience. Originality/value This research paper contributes to the literature by investigating transformational leadership in the banking industry – an industry of fundamental economic importance in Saudi Arabia and globally. The research results, unlike those reported in most other studies to date, strongly suggest that the transformational leadership style can be associated with a high level of workplace stress, thereby pointing to new conclusions about this style and its effects on the health and well-being of the majority of employees. The results of this paper should be carried forward in this research direction, as doing so has the potential to challenge and even override what have become assumptions about the positive effects of the transformational leadership style. The insights derived from this research paper, therefore, should benefit academics and practitioners who can reference the outcomes in designing programs to support the recruitment, selection and development of effective leaders in the banking sector – especially given the broader ramifications both for overall firm performance and for the well-being of the majority of the country’s employees.

scholarly journals The Impact of Transformational Leadership Style on Organizational Performance: Evidence from Jordan

2016 ◽  
Vol 6 (2) ◽  
pp. 89 ◽  
Author(s):  
Tareq Ghaleb Abu Orabi
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Intellectual Stimulation ◽  
Significance Level ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Impact

Transformational leadership has garnered considerable attention in the literature because of its potential implications for the performance of the organization. Research indicates that this type of leadership can collectively impact employee behavior and commitment leading to improvements in the work climate and knowledge sharing. When combined these changes can positively influence the performance of the organization. Using this as a foundation for investigation the current research considers the role of transformational leadership and its four components—idealized influence, inspirational motivation, intellectual stimulation, and individual consideration—and their influence on organizational performance in three banks operating in Jordan. A total of 249 surveys were distributed with 213 retuned and 171 eligible for use. The data was analyzed using multiple regression with a significance level of p < 0.05. The results indicate that while transformational leadership and three of its components—inspirational motivation, intellectual stimulation, and individual consideration—did contribute to 81.6 percent of the variance in organizational performance; idealized influence was not a significant factor contributing to this outcome. Leaders may need to focus on these elements of transformational leadership to improve outcomes for organizational performance.

Transformational leadership and turnover

2018 ◽  
Vol 39 (1) ◽  
pp. 82-99 ◽  
Author(s):  
Sangeeta Sahu ◽  
Avinash Pathardikar ◽  
Anupam Kumar
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Leadership Style ◽  
Intention To Leave ◽  
Measurement Model ◽  
Full Time ◽  
Employer Branding ◽  
Content Type ◽  
Transformational Leadership Style ◽  
The Relationship

Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.

scholarly journals Influence of Job Engagement on Transformational Leadership Style and Organizational Performance

2021 ◽  
Vol 3 (1) ◽  
pp. 14-21
Author(s):  
Dr. Khan Sarfaraz Ali ◽  
Mezbah Ul Islam ◽  
Tamanna Nowrin Azam ◽  
Wares Ul Matin
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Structural Equation ◽  
Academic Community ◽  
Equation Modeling ◽  
Job Engagement ◽  
Mediation Effects ◽  
Transformational Leadership Style ◽  
The Relationship

In recent years, job engagement has received considerable attention among academic community and business professionals. Still such issue needs to be prioritized in the research especially as it is an essential antecedent of organizational performance. This study aims at examining the relationship between transformational leadership style and organizational performance and to explore whether job engagement can influence on this relationship. Study data were collected from the employees working in a mobile phone company in Bangladesh and collected data were analyzed using SPSS version 20. In order to test the study hypotheses Partial Least Squares-Structural Equation Modeling (PLS-SEM) was used. The result of measurement model indicates that the relationship between transformational leadership style and organizational performance is statistically significant. In terms of mediation effects, job engagement mediates the relationship between transformational leadership style and organizational performance.

scholarly journals Gaya Kepimpinan Transformasi Pemimpin dan Kesejahteraan Psikologi Pekerja

2021 ◽  
Vol 13 (2-2) ◽  
Author(s):  
Hairunisak Ahmad Tulis ◽  
Halimah Mohd Yusof
Keyword(s):  
Social Sciences ◽  
Transformational Leadership ◽  
Work Environment ◽  
Leadership Style ◽  
Well Being ◽  
Psychological Well Being ◽  
Transformational Leadership Style ◽  
High Level ◽  
The Relationship ◽  
Analyze Data

Leadership style is often mentioned in organizational behavioral sciences because leaders plays an important role in deciding the success of an organization. This research focuses on identifying the transformational leadership style practiced by the leader, identifying the level of employee psychological well-being, and examining the relationship between the leader's transformational leadership style and employee psychological well-being. In this study, Statistical Package for Social Sciences (SPSS) version 18 software was used to analyze data from the questionnaire. The quantitative method used to obtain information and data, which is to distribute questionnaire among the leaders at a developer company in Johor Bahru. A total of 80 respondents were selected to participate in this research. Respondents are subordinate workers who evaluate their leader. The results show that the level of transformational leadership among the leaders in that company is at high level.  The findings also showed that there is a significant relationship between the transformation of style leadership and well-being of psychological well-being. This study will provide information to the organization and assist leaders and leaders in creating a work environment that enhance the psychological well-being of employees.

Sign in / Sign up

Export Citation Format

Share Document