scholarly journals The relevance of leadership styles and Islamic work ethics in managerial effectiveness

2020 ◽  
Vol 4 (3) ◽  
pp. 189-207
Author(s):  
Sarfaraz Javed ◽  
Azam Malik ◽  
Mutaz Minwer Hala Alharbi
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Essential Element ◽  
Mediation Effect ◽  
Managerial Effectiveness ◽  
Content Type ◽  
Work Ethics ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Level Model

Purpose Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation revolves around the capability of management to manage self, subordinates and relationships. However, very few research addressed this important phenomenon; this study aims to fill this gap by investigating the mediating role of Islamic work ethics between leadership styles and managerial effectiveness. Design/methodology/approach Data collection was done through a structured questionnaire, and the hypothesized relationships were tested with the help of SmartPLS. Findings Results of the statistical analysis showed that transformational and transactional leadership styles are positively associated with managerial effectiveness. Also, Islamic work ethics mediated the association between transactional leadership and managerial effectiveness, and however, no mediation effect of Islamic work ethics was found in the relationship of transformational leadership and managerial effectiveness Originality/value Although volumes of research have been conducted into the nature of management and leadership over the past 50 years or so, there have been significant shortcomings in terms of little attention having been given to the issue of managerial effectiveness, lack of generalizability of findings and lack of relevance and utility; thus, this study contributed to human resource management literature by providing a macro-level model to measure managerial effectiveness.

Psychological identification with job: a leadership-OCB mediator

2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Job Involvement ◽  
Content Type ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Formal Requirements

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

Leadership in the safety sense: where does perceived organisational support fit?

2019 ◽  
Vol 39 (1) ◽  
pp. 50-67 ◽  
Author(s):  
Seth Ayisi Addo ◽  
Kwasi Dartey-Baah
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Power Transmission ◽  
Content Type ◽  
Mediating Role ◽  
Organisational Support ◽  
Transformational And Transactional Leadership ◽  
Perceived Organisational Support

Purpose The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership. Design/methodology/approach Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling. Findings The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours. Practical implications Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature. Originality/value The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

2019 ◽  
Vol 23 (5) ◽  
pp. 836-859 ◽  
Author(s):  
Sarra Berraies ◽  
Syrine Zine El Abidine
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Least Squares Method ◽  
Intellectual Stimulation ◽  
Content Type ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
Exploratory Innovation ◽  
Ambidextrous Leadership

PurposeThe purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.Design/methodology/approachThe conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.FindingsResults show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.Originality/valueWhile little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

scholarly journals Transformational and transactional leadership and skills approach

2018 ◽  
Vol 14 (4) ◽  
pp. 245-259 ◽  
Author(s):  
Majd Megheirkouni ◽  
Amarachi Amaugo ◽  
Shehu Jallo
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Quantitative Methods ◽  
Negative Consequences ◽  
Content Type ◽  
Effective Selection ◽  
Transformational And Transactional Leadership ◽  
Conceptual Skills ◽  
Why Questions ◽  
The Relationship

Purpose The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills. Design/methodology/approach A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings. Findings The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results. Research limitations/implications The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings. Practical implications Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential. Originality/value This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

Examining transformational and transactional leadership styles and safety citizenship behaviors in the power distribution sector: evidence from Ghana

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kwasi Dartey-Baah ◽  
Samuel Howard Quartey ◽  
Angeline Adotey
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Power Distribution ◽  
Pearson Correlation ◽  
Citizenship Behaviors ◽  
Distribution Centers ◽  
Cross Sectional ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
Distribution Sector

Purpose This study aims to investigate the influence of transformational and transactional leadership styles and their related dimensions on safety citizenship behaviors (SCBs) in the power distribution sector (PDS) in Ghana. Design/methodology/approach As a cross-sectional survey approach, questionnaires were used to collect data from managers of power distribution centers. Valid questionnaires were retrieved from 197 managers across four power distribution centers. The hypotheses were tested using Pearson correlation analysis and standard multiple regression analysis. Findings The results revealed that both transformational and transactional leaders have a positive influence on SCBs. The results also showed that some of the dimensions of transformational and transactional leadership styles cannot strongly predict SCBs in the PDS. Research limitations/implications The study was limited by the use of cross-sectional data which did not allow the study to examine any changes in some of the constructs examined with time. The results are occupation-, industry- and country-specific. Practical implications Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for SCBs and for mitigating the socioeconomic consequences of unsafe employee behaviors. Originality/value The paper’s principal theoretical contribution is the application of social exchange theory toward an understanding of SCBs in a high-risk sector. Energy sector reforms in developing countries are inconceivable without safety consideration.

The effect of leadership styles on employees’ work outcomes in nonprofit organizations: the role of work engagement as an intervening factor

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Work Engagement ◽  
Structural Equation ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose The purpose of this study is to examine the impact of transformational and transactional leadership styles on employees’ affective commitment and OCB in NPOs and the role of work engagement as an intervening mechanism. Design/methodology/approach Data was gathered from the responses of 400 employees working in Italian NPOs to an online questionnaire survey. A quantitative analytical research design was implemented and structural equation modeling techniques were used in analyzing the data. Findings The results suggest transformational and transactional leadership have a positive effect on affective commitment and OCB and work engagement mediating role between these variables. Practical implications Therefore organizations would benefit from introducing leadership training programs which focus on the influence that leaders have on employees’ work-related outcomes. Originality/value This paper has an original approach as it adds to the leadership literature by being one of the few studies to examine the impact of transformational and transactional leadership on employees’ attitudes and behaviors in NPOs.

How leadership matters in organizational innovation: a perspective of openness

2018 ◽  
Vol 56 (1) ◽  
pp. 6-25 ◽  
Author(s):  
Xiao Jia ◽  
Jin Chen ◽  
Liang Mei ◽  
Qian Wu
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Organizational Innovation ◽  
Innovation Performance ◽  
Hierarchical Regression ◽  
New Paradigm ◽  
Data Set ◽  
Content Type ◽  
Top Managers

Purpose The purpose of this paper is to answer the following two questions: What are the influences of the top managers’ different leadership styles on organizational innovation? What is the mechanism by which the different leaderships exert different effects on organizational innovation? Design/methodology/approach To test the hypothesized model, a data set based on 133 MBA part-time students from Tsinghua University and Zhejiang University in China was built, after interviewing several top managers as a pilot study. With the help of SPSS macro, hierarchical regression and bootstrapping analysis, the paper analyzes the effects of two leadership styles on innovation performance, through the mediation mechanism of openness involving open breadth and open depth. Findings The results indicate that transformational leadership enhances, while transactional leadership reduces, the organizational innovation performance. The openness breadth and openness depth not only mediate the beneficial effect of transformational leadership on innovation, but also mediate the deleterious effect of transactional leadership on innovation. Originality/value This study empirically explores the different functions of transformational leadership and transactional leadership for leading organizational innovation performance. Furthermore, a new form of organization is an open design or strategy that allows more external knowledge and resources to be absorbed, which is claimed as a new paradigm for organization innovation. This study integrates the concepts of breadth of openness and depth of openness on the basis of open innovation literature, as an intermediate mechanism to explain the different effects of the two forms of top managers’ leadership.

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