Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement

2013 ◽  
Vol 86 (4) ◽  
pp. 543-555 ◽  
Author(s):  
Snjezana Kovjanic ◽  
Sebastian C. Schuh ◽  
Klaus Jonas
Keyword(s):  
Experimental Investigation ◽  
Transformational Leadership ◽  
Work Engagement ◽  
Basic Needs ◽  
Mediating Effects ◽  
Needs Satisfaction ◽  
And Performance

scholarly journals Investigating the relationship between leadership style of nursing department managers and work engagement in faculty members of Iranian universities of medical sciences

2021 ◽  
Author(s):  
S KhoshKesht ◽  
A Yaghoobzadeh ◽  
N Dehghan-nayeri‏
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Work Engagement ◽  
Work Experience ◽  
Faculty Members ◽  
Validity And Reliability ◽  
Significant Difference ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Introduction: The success of an organization is determined by its human ‎resources. Work engagement leads to higher productivity and performance of the organization. Leaders seek to understand the impact of ‎their leadership style on work engagement. This is even more important in educational organizations but research in this area is insufficient. This study aimed to investigate the relationship between department ‎manager’s leadership styles and faculty member’s work engagement in some Iranian universities of medical ‎sciences‎. Methods: This was a descriptive-analytical correlational study. 149 people including faculty members and department managers with at least 6 months of work experience were selected through the convenience sampling method. Data collection tools included ‎a demographic questionnaire, a multi-factor leadership questionnaire, and a Schaufeli & Bakker work engagement questionnaire whose validity and reliability were examined. ‎Data were analyzed using SPSS software version 16. Result: A total of 114 faculty members with 13.42 ± 9.75 and 35 department managers with 19.91 ± 8.67 work experience participated in this study. Faculty members reported high work engagement. There was a positive and significant relationship between work engagement and interactional (P = 0.010) and transformational leadership (P = 0.001). ‎There was a significant difference between manager’s and employee’s views on the interactional ‎and transformational leadership (P < 0.001). Conclusion: Managers can promote job engagement by selecting the proper leadership style, and the advantages can be leveraged to boost organizational productivity.

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.

Leaders, teams and work engagement: a basic needs perspective

2020 ◽  
Vol 25 (4) ◽  
pp. 373-388
Author(s):  
Wouter Robijn ◽  
Martin C. Euwema ◽  
Wilmar B. Schaufeli ◽  
Jana Deprez
Keyword(s):  
Conflict Management ◽  
Work Engagement ◽  
Basic Needs ◽  
Social Resources ◽  
Need Satisfaction ◽  
Equation Modeling ◽  
Content Type ◽  
Basic Need Satisfaction ◽  
Needs Satisfaction ◽  
Basic Need

PurposeThe purpose of this study is to investigate the relationship between engaging leadership and open conflict norms in teams, with work engagement. A mediating role of basic needs satisfaction between these relations is proposed based on self-determination theory.Design/methodology/approachStructural equation modeling was used with 133 employees who rated their leader, their team and their own basic need satisfaction and engagement to analyze the direct and indirect effects simultaneously.FindingsThe analysis confirmed that both engaging leadership and open conflict norms had an indirect effect on work engagement through basic needs satisfaction. Furthermore, engaging leadership was positively related with open conflict norms.Research limitations/implicationsThe current study adds to the validation of engaging leadership as it confirms that engaging leaders strengthen work engagement through basic need satisfaction. Furthermore, it shows that not only the leader is important, but the team can impact their well-being through the creation of other social resources as open conflict norms.Originality/valueThis paper provides evidence that not only leaders are important to increase work engagement through basic needs satisfaction but also other social resources, such as conflict management. This offers a brand new perspective and opportunities on how to increase work engagement using social resources as conflict management.

Transformational Leadership and Performance

2021 ◽  
pp. 80-109
Author(s):  
Farida Hendrastuti ◽  
Doddy Setiawan
Keyword(s):  
Transformational Leadership ◽  
Local Government ◽  
Leadership Style ◽  
Work Engagement ◽  
Self Efficacy ◽  
Central Java ◽  
And Performance ◽  
The Relationship ◽  
Transformation Leadership ◽  
Central Java Province

This research seeks to examine the effect of transformational leadership on performance with self-efficacy and work engagement as the mediating variables. The sample is local government financial managers in Surakarta City, Central Java Province, Indonesia, with 438 usable questionnaires. The study predicts and finds that that transformation leadership positively affects performance. In particular, transformational leadership increased the ability to achieve higher performance. Further, the study also shows that self-efficacy and work engagement mediated the relationship between transformational leadership and performance. The findings highlight the importance of leadership style to achieve higher performance. Thus, leaders with transformational leadership are better able to motivate their employees to achieve better performance.

scholarly journals Influence of Transformational Leadership on Work Engagement and Employee Performance

2020 ◽  
pp. 62-73
Author(s):  
Benedicta Akey-Torku ◽  
Baozhen Dai
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Work Performance ◽  
Employee Performance ◽  
The Other ◽  
Intellectual Stimulation ◽  
Leadership Attributes ◽  
Innovative Thinking ◽  
And Performance ◽  
The Relationship

The effect of different factors on the relationship between work engagement and commitment on one hand and performance on the other is already established in the extant literature While a multiplicity of studies have identified differences in the moderating effect of experience level, gender, age on work engagement, commitment and performance is barely explored in the current literature even though with greater certainty. The objective of this research is to examine the influence of transformational leadership attributes on the employees’ work engagement. The results of the analysis earlier presented means that both hypotheses must be accepted. The study found out that while intellectual stimulation affects employees’ performance, the effect of idealised influence on employees’ work performance is significantly higher. The results affirm the long held notion that encouraging innovative thinking is an important factor that contributes to employee performance and vice versa.

Sign in / Sign up

Export Citation Format

Share Document