Kepimpinan Transaksi/ Transformasi dan Ciri Kerja Profesional Teknologi Maklumat Sektor Awam Malaysia

2012 ◽  
Author(s):  
Wan Faridah Akmal Wan Ismail ◽  
Noor Azmi Mohamad ◽  
Ishak Mad Shah
Keyword(s):  
Information Technology ◽  
Transformational Leadership ◽  
Public Sector ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Relationship ◽  
Job Characteristics ◽  
Charismatic Leadership ◽  
Technology Managers ◽  
Task Variety

Kajian ini mengkaji hubungan gaya kepimpinan dan ciri kerja di Unit/Bahagian Perkhidmatan Maklumat sektor awam Malaysia. Seramai 31 orang pengurus Teknologi Maklumat sektor awam telah bekerjasama memberikan maklumat untuk kajian ini. Kepimpinan transaksi menunjukkan lebih banyak memberi pengiktirafan dan pujian kepada kakitangan profesional tetapi rendah dalam pemberian ganjaran. Kepimpinan transformasi menunjukkan gaya karismatik tinggi berbanding komponen lain dalam gaya kepimpinan transformasi. Ciri kerja menunjukkan tahap tinggi dalam kepentingan tugas dan keperluan bekerjasama dalam menjalankan tugas tetapi dengan tahap rendah dalam autonomi tugas. Kajian ini mendapati tiada hubungan bererti antara gaya kepimpinan dengan ciri kerja, tetapi wujud hubungan bererti antara kepimpinan transaksi dengan ciri kerja identiti tugas, maklum balas dari kerja, dan ciri kerja keseluruhan manakala kepimpinan transformasi pula hanya menunjukkan hubungan bererti dengan ciri kerja kepelbagaian kemahiran, dan tidak bererti kepada ciri kerja keseluruhan. Kata kunci: gaya kepimpinan; ciri kerja; teknologi maklumat; sektor awam This research investigates the relationship of leadership and job characteristics in the Information Technology centers of the Malaysian public sector departments. 31 Information Technology managers of the public sector departments participated in the study. Transactional leadership emphasizes recognition and recommendations to their professionals but was low in giving rewards. Transformational leadership showed a high charismatic leadership compared to the other components of transformational leadership. Job characteristics showed high job significant and dealing with others but were low in job autonomy. The study found that there is no significant relationship between leadership style and job characteristics, but there exists a significant relationship between transactional leadership and job identity, feedback from job, and with job characteristics itself; whilst transformational leadership showed a significant relatinship with task variety but not significant with job characteristics. Key words: leadership style; job characteristics; information technology; public sector departments

scholarly journals Effect of Transformational , Transactional Leadership and Job Satisfaction : Evidence from Information Technology Industries

2021 ◽  
Vol 9 (1) ◽  
pp. 987-996
Author(s):  
Denok Sunarsi, Vip Paramarta, Munawaroh, Achmad Rozi, Bagaskoro, Joko Nugroho, Evalina, Jamalus
Keyword(s):  
Job Satisfaction ◽  
Information Technology ◽  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Satisfaction ◽  
Simple Random Sampling ◽  
New Research ◽  
Job Perceptions ◽  
Technology Industries

This study aims to measure the effect of leadership style (transformational or transactional) on job satisfaction mediated by job perceptions. Data collection was carried out through quantitative questionnaires with simple random sampling via electronic online to the employees of the Information Technology Industries in Banten. The results of the questionnaire returned and valid were 377 respondents. Data processing used the SEM method with SmartPLS 3.0 software. The results of this study concluded that transformational leadership has a positive and significant effect on satisfaction, both directly and indirectly through mediating job perceptions. Meanwhile, transactional leadership has no significant effect on employee satisfaction, either directly or indirectly through mediating job perceptions. This new research proposes a model to build job satisfaction for consumer goods industry employees in Banten through increasing the transformational leadership ability of company heads with perceptions of work as a mediator.

Relationship between Leadership Styles and Job Satisfaction in Tanzania Public Sector

2021 ◽  
Vol 3 (4) ◽  
pp. 78-86
Author(s):  
Eliza Mwakasangula ◽  
Kelvin M Mwita
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Mean Value ◽  
Employee Job Satisfaction ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
The Relationship

Tanzania public sector has been undergoing various reforms to improve public service delivery and employee satisfaction. The government has been trying to improve employee welfare and create conducive work environment for the public servants. Despite the efforts, job satisfaction levels of staff in the Tanzania public sector are generally low and unsatisfactory. The study examined the relationship between leadership styles and job satisfaction in Tanzania public sector. The study intended to achieve two specific objectives. The first objective was to examine the relationship between transformational leadership style and employee job satisfaction. The second objective was to examine the relationship between transactional leadership style and employee job satisfaction. The study used Morogoro Municipal Council as a case study from which data were collected by using a close ended questionnaire from 92 respondents. Descriptive and inferential statistics were employed. The study found that job satisfaction was average among the respondents with mean value of 3.04. Comparatively, transactional leadership mean value was higher (Mean=4.14) than that of transformational leadership (mean=3.28). Regression analysis showed that both transactional leadership style (β=0.585, p=0.000) and transformational leadership (β=0.032, p=0.001) were found to be significant predictors of job satisfaction. The results showed that transformational leadership style had a stronger relationship with job satisfaction than transformational leadership style.

scholarly journals Investigating the Leadership Style Effect on the Technology Transfer Effectiveness: A Proposed New Model (An Applied Study on the Dairy Manufacturing Sector in Egypt)

2016 ◽  
Vol 11 (10) ◽  
pp. 141
Author(s):  
Amal Farouk Soliman
Keyword(s):  
Transformational Leadership ◽  
Technology Transfer ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Manufacturing Sector ◽  
Charismatic Leadership ◽  
Visionary Leadership ◽  
Manufacturing Plants ◽  
Applied Study

<p><strong>Purpose: </strong>Different leadership styles' effects on technology transfer effectiveness have not been implied in the literature. This study seeks to theoretically investigate the effect of five leadership styles; Classified according to personal authority of the leader; On technology transfer effectiveness.</p><p><strong>Design/methodology/approach:</strong> This study identifies five leadership styles which affect technology transfer effectiveness including transformational leadership, transactional leadership, visionary leadership, charismatic leadership and culture based leadership. This study associates these five leadership styles to technology transfer effectiveness. A conceptual model is tested using a survey data collected from a sample of manufacturing plants in the dairy manufacturing sector in Egypt.</p><p><strong>Findings: </strong>The results indicate that only four leadership styles significantly affect technology transfer effectiveness. Visionary leadership style has the strongest significant effect on technology transfer effectiveness, followed by culture based leadership style, then charismatic leadership style then transactional leadership. Transformational leadership does not significantly affect technology transfer effectiveness.</p><p><strong>Research Limitation/Implications: </strong>Transformational leadership has been observed to have no significant effect on technology transfer effectiveness. A set of refined transformational leadership measures should be developed in future studies.</p><p><strong>Practical Implications:</strong> This paper identifies the importance of leadership styles in achieving the success of technology transfer.</p><p><strong>Originality/value: </strong>This study provides a theoretical foundation for the effect of the leadership styles on technology transfer effectiveness in the dairy manufacturing plants. This study is one of the first efforts that empirically examine the effect of leadership styles on technology transfer effectiveness.</p><p> </p>

scholarly journals The Effect Of Transformational Leadership Style, Transactional Leadership And Charismatic Leadership On Organizational Citizenship Behavior (Ocb) with Working Culture as an Intervening Variable

2021 ◽  
Vol 3 (2) ◽  
pp. 100-112
Author(s):  
Andika Prasetya Nugraha
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Charismatic Leadership ◽  
Citizenship Behavior ◽  
Regional Government ◽  
Role Behavior ◽  
Transformational Leadership Style

This study aims to determine the effect of transformational leadership style and transactional leadership  style on extra-role behavior or often called Organizational Citizenship Behavior (OCB) in the Regional Government  Secretariat of Karimun Regency. Extra role behavior performed by civil servants cannot be separated from the  patterns and abilities of each employee's character. This character can be called the work culture of each of these  employees. Are the two leadership styles namely the Transformational leadership style, Transactional leadership and  Charismatic leadership can increase extra-role behavior or often called Organizational Citizenship Behavior (OCB)  where work culture is an intervening variable. This research was conducted at the Secretariat of the Regional  Government of Karimun Regency, Riau Islands. The population in this study was 50 employees. By using the census  method where the number of research samples will be taken as a whole from members of the population. Data were  analyzed using Structural Equation Modeling (SEM).

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Effects of Contemporary Leadership Styles and Employee Engagement on Customer Satisfaction in the Retail Grocery Industry in the US

2021 ◽  
pp. 274-298
Author(s):  
Lateef Melvin
Keyword(s):  
Transformational Leadership ◽  
Customer Satisfaction ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Quantitative Research ◽  
Charismatic Leadership ◽  
Leadership Theory ◽  
Grocery Industry ◽  
Retail Grocery

Competition within the retail grocery industry has reached an all-time high. Organizations looking to differentiate themselves from rivals are focusing on improved customer satisfaction. This quantitative research study investigated how customer satisfaction was related to contemporary leadership styles and employee engagement. Transactional leadership theory, transformational leadership theory, and charismatic leadership theory were used as the theoretical framework of the study. Regression analyses were conducted to determine the effect of contemporary leadership styles on employee engagement in addition to determining the extent of the relationship existing with customer satisfaction. The results of the study indicated both transactional leadership and transformational leadership positively impacted or increased employee engagement; however, transformational leadership proved to be a significantly higher predictor of employee engagement.

Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Local Government ◽  
Transactional Leadership ◽  
Diversity Climate ◽  
Content Type ◽  
Intrinsic Job Satisfaction ◽  
The Relationship

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

The role of transformational leadership style, organizational structure and job characteristics in developing psychological empowerment among banking professionals

2018 ◽  
Vol 9 (2) ◽  
pp. 107-122 ◽  
Author(s):  
Imran Ahmad Shahzad ◽  
Muhammad Farrukh ◽  
Nazar OmerAbdallah Ahmed ◽  
Li Lin ◽  
Nagina Kanwal
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Organization Structure ◽  
Sampling Technique ◽  
Job Characteristics ◽  
Cluster Sampling ◽  
Content Type ◽  
Bank Managers ◽  
The Impact

Purpose The purpose of this paper is to investigate the antecedents of psychological empowerment among bank managers in Beijing, China. Specifically, it aims at investigating the impact of transformational leadership, organization structure and job characteristics on psychological empowerment among banking professionals. Design/methodology/approach Questionnaires were distributed to bank managers in Beijing which were randomly selected through the cluster sampling technique. PLS-SEM was used for analysis to testify the hypotheses. Findings Statistical results showed; transformational leadership, organization structure and job characteristics were directly and positively related to psychological empowerment. Originality/value The proposed model is essential in providing guideline for the development of employees. These recommendations can be adopted by the organizational trainers and human resource personnel for the betterment of their organization.

Ciri Kerja dan Prestasi Profesional Teknologi Maklumat Sektor Awam Malaysia

2012 ◽  
Author(s):  
Noor Azmi Mohamad ◽  
Wan Faridah Akmal Wan Ismail ◽  
Siti Zaleha Omain
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Job Performance ◽  
Job Characteristics ◽  
Information Technology Professionals ◽  
High Productivity ◽  
The Public ◽  
Job Characteristics Model ◽  
Work Habit ◽  
And Performance

Kajian ini mengkaji ciri kerja dan prestasi profesional Teknologi Maklumat di Unit/Bahagian Perkhidmatan Maklumat sektor awam Malaysia. Ciri kerja dianalisis melalui Model Ciri Kerja oleh Hackman dan Oldham. Prestasi kerja pula dianalisis berpandukan Borang Pengenalpastian Perlakuan yang dipermudahkan, asalnya dibina oleh Botterbusch pada tahun 1985. Hubungan ciri kerja dengan prestasi diselidiki menggunakan ujian Mann–Whitney U. Ciri kerja menunjukkan tahap tinggi dalam kepentingan tugas dan keperluan bekerjasama dalam menjalankan tugas tetapi dengan tahap rendah dalam autoriti tugas. Prestasi kerja yang tinggi ialah dalam produktiviti dan perlakuan sosial dan yang rendah pula dalam tabiat/sikap kerja. Kajian ini mendapati terdapat hubungan bererti antara ciri kerja dan prestasi di kalangan profesional Teknologi Maklumat sektor awam Malaysia. Kata kunci: Ciri kerja; prestasi kerja; teknologi maklumat; sektor awam This study analyzed job characteristics and performance of Information Technology professionals at the Information Technology centers of the public sector of Malaysia. Job characteristics were analyzed based on the Job Characteristics Model by Hackman and Oldham. Performance on the other hand was analyzed using a simplified Behavior Identification Form, originally developed by Butterbusch in 1985. The relationship between job characteristic and performance was determined using the Mann–Whitney U test. Job characteristics showed a high score on job significance and dealing with others but low on task authority. Job performance showed high productivity and high social behavior but low on work habit and attitudes. This research found that there is a significant relationship between job characteristics and performance of Information Technology professionals of the Malaysian public sector departments. Key words: Job characteristics; job performance; information technology; public sector departments

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