Leadership Styles and Psychological Empowerment: A Meta-Analysis

2022 ◽  
pp. 154805182110677
Author(s):  
Carsten C. Schermuly ◽  
Laura Creon ◽  
Philipp Gerlach ◽  
Carolin Graßmann ◽  
Jan Koch
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Psychological Empowerment ◽  
Meta Analysis ◽  
Research Field ◽  
Moderating Effects ◽  
Cross Sectional ◽  
Organizational Research ◽  
Country Culture

Psychological empowerment has become a popular construct in organizational research and practice. Leadership ranks high among the best predictors of employees’ psychological empowerment, yet little is known about which leadership styles prove more effective than others. This meta-analysis investigates the effects of four leadership styles on psychological empowerment. More specifically, we test whether empowering leadership evokes more psychological empowerment than transformational leadership, servant leadership, or transactional leadership. We found that empowering, transformational and servant leadership contribute almost equally to psychological empowerment. No relationship was found with transactional leadership. In an explorative manner, we tested the effects on the different dimensions of psychological empowerment. We found that the leadership styles had a weaker influence on the competence dimension of psychological empowerment. We also investigated the effects of several moderators on the relationships with psychological empowerment: country culture (power balanced freedom (PBF)), study design (cross-sectional vs. multi-wave studies) and publication status (published vs. unpublished). We found no moderating effects of culture, which indicates the universally empowering effects of the leadership styles. The relationships between leadership and empowerment were somewhat weaker when data were collected at different measurement points, and publication bias does not seem to be an issue in this research field.

Linking leadership styles to communication competency and work engagement: evidence from the hotel industry

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Karim Rabiul ◽  
Faridahwati Mohd Shamsudin ◽  
Tan Fee Yean ◽  
Ataul Karim Patwary
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Mediation Effects ◽  
Content Type ◽  
Communication Competency ◽  
Pls Analysis

PurposeThis study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees' work engagement.Design/methodology/approachCross-sectional survey data from 392 employees in 33 hotels in Bangladesh were collected. To analyze the data, structural equation modeling was adopted, and partial least squares (PLS) analysis was used.FindingsResults of PLS analysis revealed that servant leaders and leaders' communication competency positively influence employees' work engagement. In boosting employees' work engagement, communication competency is an important tool for servant leadership but not for transactional leadership.Practical implicationsHoteliers and managers may want to adopt a servant leadership style and develop effective leadership communication skills to increase employees' engagement at work.Originality/valueThis study introduces communication competency as a mediating mechanism between leadership styles and work engagement in the hospitality industry.

The interaction effect of transactional-transformational leadership on employee commitment in a developing country

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Albert Puni ◽  
Sam Kris Hilton ◽  
Benedicta Quao
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Interaction Effect ◽  
Employee Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
Work Related ◽  
Transformational Leadership Style

Purpose While substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional-transformational leadership on work-related behaviour has been rarely investigated in a developing context. Thus, this study aims to examine the interaction effect of transactional-transformational leadership on employee commitment in Ghana. Design/methodology/approach The study used descriptive and cross-sectional survey designs. Cross-sectional data was obtained from 360 employees in the aviation industry of Ghana and analyzed using descriptive statistics, correlation and hierarchical regression techniques. Findings Transactional leadership style has a significant positive effect on employee commitment. However, when transformational leadership was added on transactional leadership base, there was no augmentation effect of transformational leadership style in predicting employee commitment. The results further indicate that there was a negative interaction effect of transactional and transformational leadership styles on employee commitment. Practical implications The findings imply that organizational leaders can improve employee commitment by purely resorting to transactional leadership behaviours. Leaders can also enhance employee commitment by augmenting transactional leadership behaviours on transformational leadership, as the reverse has no augmentation effect. Originality/value This study considerably complements existing leadership literature by establishing how a transformational leadership style can augment and/or interact with transaction leadership style to influence employee commitment in a developing country.

The moderating effects of gender and income between leadership and quality of work life (QWL)

2018 ◽  
Vol 30 (3) ◽  
pp. 1419-1435 ◽  
Author(s):  
Derya Kara ◽  
Hyelin (Lina) Kim ◽  
Gyumin Lee ◽  
Muzaffer Uysal
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Moderating Effect ◽  
Quality Of Work Life ◽  
Moderating Effects ◽  
Content Type ◽  
Quality Of Work ◽  
The Relationship

Purpose The purpose of this study is to explore the moderating effects of gender and income on the relationship between leadership style and quality of work life (QWL). This study provides meaningful implications for the hospitality industry in terms of gender and income between leadership and QWL. Design/methodology/approach Data are collected from five-star hotel employees (n = 443) in Turkey. The hypotheses are tested using hierarchical linear regression. The independent and dependent variables used to test the hypotheses involving the dependent variable of QWL are centered prior to the empirical analysis to avoid potential multicollinearity. Findings Transformational and transactional leadership styles were significant predictors of QWL, controlling for the demographic variables (i.e. age, employment statistics and education level), but gender and income were not significant antecedents of QWL. When it comes to the interaction effect of leadership styles and gender, gender showed a statistically significant moderating effect between transformational leadership and QWL, but not between transactional leadership and QWL. Income had a statistically significant moderating effect between both leadership styles and QWL. Practical implications The findings of the study potentially affect hotel management by identifying the moderating effect of gender and income of the employees and demonstrating how quality of life of the employees can be improved by leadership styles of managers. Originality/value Previous literature has addressed the issue of leadership and its outcomes. However, there has been limited research on examining the relationship among gender, income, leadership style and QWL in the case of hospitality management.

Does organisational politics affect leaders’ ability to engage Ghanaian Bankers?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kwasi Dartey-Baah ◽  
Rexford Kojo Agbozo
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Banking Sector ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Practical Implications ◽  
Organisational Politics

Purpose The purpose of this paper is to investigate the influence of transformational and transactional leadership styles on employees’ work engagement and the moderating effects of perceived organisational politics (POPS) in indigenous Ghanaian Banks. Design/methodology/approach The study uses a cross-sectional survey design and a quantitative approach to gather data from 430 respondents through the use of structured questionnaire. The covariance-based structural equation modelling was used to analyse the data with the aid of statistical package for social sciences and AMOS. Findings The analyses revealed that transformational leaders had a positive influence on employee engagement while transactional leadership did not have a significant influence on employee engagement. POPS also had no influence on employee engagement. Furthermore, POPS failed to moderate the relationship between leadership styles and employee engagement. Practical implications The findings of this study provide important practical implications for managers and policymakers in the banking sector of Ghana in engendering good leadership and political environments that will promote the engagement of employees. Originality/value The variables used in this study and the context, present interesting and fresh insights into the interplay between leadership styles, POPS and employee engagement, thereby contributing to the discourse on the leadership and human resource management literature. Furthermore, this study fills a gap in literature and challenges prior conceptions that negative political climates within the public and private banks is chiefly responsible for the recent troubles some banks have faced in Ghana’s banking sector.

scholarly journals Nursing Leadership, Associated Sociodemographic and Professional Factors: The Perception of Leaders and Evaluators

Aquichan ◽  
2021 ◽  
Vol 21 (2) ◽  
pp. 1-15
Author(s):  
Luz Dalia Valbuena-Durán ◽  
Myriam Ruiz Rodríguez ◽  
Astrid Nathalia Páez Esteban
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Work Experience ◽  
Cross Sectional Study ◽  
Nursing Leadership ◽  
Cross Sectional ◽  
Transformational And Transactional Leadership ◽  
Nursing Professionals

Objective: To assess the leadership styles of the assistance Nursing professionals and their associated sociodemographic and professional factors. Materials and methods: An analytical and cross-sectional study. The sample comprised 75 Nursing professionals and 170 Nursing assistants selected for convenience. The Multifactorial Leadership Questionnaire was applied to assess leadership and the organizational result variables. Results: The predominant leadership styles were as follows: transformational (mean of 3.43) and transactional (3.40), which presented high correlation rates with satisfaction, efficacy and additional effort. The leadership style least perceived by the staff was corrective/avoidance (2.10). In transformational leadership, behavioral influence and inspirational motivation presented better scores in the leaders’ self-perception. Age, marital status and having children evidenced statistically significant differences with the transformational and transactional leadership styles; work experience was significant with transactional leadership. Conclusions: In their work, Nursing professionals denote encouraging practices that are inherent to transformational leadership, which is related to changes in the organizational culture, leads to motivating and inspiring the subordinates to transcend the routines and increases their satisfaction and commitment to their duties, thus being an important factor in health institutions.

Perceptions of leadership styles in occupational therapy practice

2020 ◽  
Vol 33 (3) ◽  
pp. 295-306
Author(s):  
Danielle Hitch ◽  
Kate Lhuede ◽  
Susan Giles ◽  
Robyn Low ◽  
Kathryn Cranwell ◽  
...  
Keyword(s):  
Mental Health ◽  
Occupational Therapy ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Career Stage ◽  
Leadership Perceptions ◽  
Physical And Mental Health ◽  
Cross Sectional ◽  
Content Type ◽  
Perceptions Of Leadership

Purpose Leadership is a critical topic in healthcare because of its influence on direction and culture. This study aims to measure perceptions of leadership styles amongst occupational therapy clinicians. The study also sought to identify any significant differences between the perceptions of clinician groups, compare findings with established norms and explore associations between leadership styles and outcomes. Design/methodology/approach A cross sectional, descriptive study method was used, using the multifactor leadership questionnaire 5X (MLQ-5X) to survey occupational therapists working in physical and mental health clinical services in Australia. Descriptive statistics were used to address the aims of this study. Findings A number of significant differences in leadership perceptions were identified between junior and senior clinicians, however, very few differences were detected between the physical and mental health settings. The scores provided by participants were consistently lower than those reported for geographically relevant norms, with the majority on or close to the 40th percentile. A significant relationship was found between transformative leadership and outcomes, and a strong relationship between contingent reward and outcomes. However, the negative relationships between other leadership styles and outcomes reported in other studies were not found. Research limitations/implications Transformational leadership, and some aspects of transactional leadership, are used in occupational therapy. The career stage has an impact on how leadership behaviours are perceived. The MLQ-5X could enable a consistent approach to research into healthcare leadership, and the exploration of whether these findings are generalisable beyond the Australian context. Practical implications Career stage may be a more significant influence on leadership perception than service setting, and efforts to develop leadership in occupational therapy should focus on both transformative and transactional leadership. Perceptions of occupational leadership from all areas of the workforce are important to understand, given their potential impact on workplace behaviour, career progression, recruitment and retention. Originality/value This study is a partial replication of a previous study conducted in the USA, being the first to use the MLQ-5X with the Australian occupational therapy workforce. As such, it consolidates the existing evidence base in this area and also enables international comparisons of findings.

Sex and Leadership Styles: A Meta-Analysis of Research Published in the 1990s

2004 ◽  
Vol 94 (1) ◽  
pp. 3-18 ◽  
Author(s):  
Marloes L. Van Engen ◽  
Tineke M. Willemsen
Keyword(s):  
Transformational Leadership ◽  
Sex Differences ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Behavior ◽  
Meta Analysis ◽  
Female Leaders ◽  
Leadership Analysis ◽  
Transformational And Transactional Leadership ◽  
Task Oriented

Empirical research on sex differences in leadership styles, published between 1987 and 2000 in peer-reviewed journals, is reviewed by means of a metaanalysis. The leadership styles examined are interpersonal, task-oriented, democratic versus autocratic, and transformational and transactional leadership. Analysis showed that evidence for sex differences in leadership behavior is mixed, demonstrating that women tend to use more democratic and transformational leadership styles than men do, whereas no sex differences are found on the other leadership styles. Sex differences in leadership styles are contingent upon the context in which male and female leaders work, as both the type of organization in which the leader works and the setting of the study turn out to be moderators of sex differences in leadership styles.

Leadership styles and organisational innovation in Vietnam: does employee creativity matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nhat Tan Nguyen ◽  
Lai Wan Hooi ◽  
Mohan V. Avvari
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Employee Creativity ◽  
Cross Sectional ◽  
Content Type ◽  
Organisational Innovation

PurposeThis paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.Design/methodology/approachA cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.FindingsTransformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.Practical implicationsResults of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.Originality/valueWhile there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

The mediating effect of psychological empowerment on leadership styles and task performance of academic staff

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sylvia Nabila Azwa Ambad ◽  
Khairiah Mazdiah Kalimin ◽  
Dayang Haryani Diana Ag Damit ◽  
Jasmine Vivienne Andrew
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Task Performance ◽  
Transactional Leadership ◽  
Predictive Accuracy ◽  
Psychological Empowerment ◽  
Academic Staff ◽  
Mediating Effect ◽  
Content Type ◽  
And Task

PurposeThe purpose of this research is to identify the effect of transformational leadership and transactional leadership on task performance, as well as the mediating role of psychological empowerment.Design/methodology/approachA questionnaire survey was sent to 177 academic staff in a Public University in Malaysia. The data were analysed using SmartPLS 3.2.9.FindingsThe results show that only psychological empowerment is positively associated with task performance. Unexpectedly, transformational leadership and transactional leadership have no direct effect on task performance. However, there is an indirect positive relationship between leadership styles and task performance, whereby this relationship is mediated by psychological empowerment. Furthermore, both leadership styles positively influenced psychological empowerment.Research limitations/implicationsThis study was conducted among academicians from Public Universities in Malaysia using two types of leadership styles. Therefore, it is recommended for future study to include academician from private universities and also to consider more leadership styles dimensions. The finding of this study shows that R2 was 35.3% for psychological empowerment; according to Cohen (1988), this percentage indicates substantial predictive accuracy in explaining psychological empowerment. Nevertheless, it would be interesting to explore other factors.Practical implicationsEmpowered employees were highly responsible, put extra work effort and creative in doing their jobs, which tends to increase their performance at work. It is also found that psychological empowerment has the highest and largest effect, contributing to task performance (f2 = 0.389).Originality/valueThe inconsistencies of the previous studies' results provide evidence and opportunities for this study to review by including the mediating variable of leadership styles and task performance relationship.

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.

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