scholarly journals Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

SAGE Open ◽  
2016 ◽  
Vol 6 (4) ◽  
pp. 215824401667539 ◽  
Author(s):  
Muhammad Yasir ◽  
Rabia Imran ◽  
Muhammad Kashif Irshad ◽  
Noor Azmi Mohamad ◽  
Muhammad Muddassar Khan
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Future Research ◽  
Negatively Associated ◽  
Change Capacity ◽  
Laissez Faire ◽  
The Relationship

This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER

2020 ◽  
Vol 5 (12) ◽  
pp. 27-52
Author(s):  
Omkar Dastane
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Multinational Corporations ◽  
Online Survey ◽  
Employee Performance ◽  
Future Research ◽  
Democratic Leadership ◽  
Autocratic Leadership ◽  
Laissez Faire ◽  
The Impact

The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.

scholarly journals An investigation into the effect of leadership style on stress-related presenteeism in South African knowledge workers

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Reuben George ◽  
Manoj Chiba ◽  
Caren B. Scheepers
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Styles ◽  
Job Stress ◽  
Transactional Leadership ◽  
Knowledge Workers ◽  
Quality Of Work Life ◽  
Limited Attention ◽  
Organisational Performance ◽  
Laissez Faire

Orientation: Leadership styles influence knowledge workers’ job-stress-related presenteeism (JSRP) and, ultimately, organisational performance. Knowledge workers generally work under strict deadlines in fast-paced, stressful environments, and require organisational support.Research purpose: The objective of this study was to examine empirically the effect of three leadership styles, namely transformational, transactional and laissez-faire, on job-relatedstress presenteeism in knowledge workers across a number of industries in South Africa.Motivation for the study: Absenteeism has been the subject of much investigation but more research is required into the antecedents and consequences of presenteeism, the phenomenon of employees being physically present at work, but not fully functional and therefore unproductive. Illness as an antecedent to presenteeism has been studied, but limited attention has been given to presenteeism caused by stress. There are very few studies that investigate leadership styles as antecedents for JSRP and this study therefore sets out to provide quantitative evidence of this relationship.Research design, approach and method: The researchers used a cross-sectional quantitative approach within the positivism research philosophy. Two questionnaires were administered: the multifactor leadership questionnaire form 6S and the job-related-stress presenteeism questionnaire. Descriptive statistics and Pearson’s product-moment correlation were used to answer the research questions. The participants (N = 242) were knowledge workers, representing 12 widely categorised industries. The researchers analysed job role descriptions to ensure the respondents were all knowledge workers.Main findings: Transformational leadership has a higher negative correlation with JSRP than does transactional leadership, whereas laissez-faire leadership has no significant relationship with job stress or JSRP.Practical/managerial implications: The research provides a compelling case for investment into transformational and transactional leadership development by showing the preventative effect that transformational leadership and, to a lesser degree, transactional leadership, has on stress-associated presenteeism.Contribution/value-add: Presenteeism lowers organisational performance even more than absenteeism does, and exists at huge cost to employees’ quality of work-life. This empirical study, the first to use valid, reliable questionnaires to investigate the relationship between transformational, transactional and laissez-faire leadership on the one hand, and JSRP on the other, suggests that transformational leadership development should be prioritised.

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

scholarly journals What Are the Sources of Organizational Change Capability? The Role of Transformational Leadership and Organizational Justice

2021 ◽  
Vol 12 (2) ◽  
pp. 76
Author(s):  
Tung Thanh Ha ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organizational Justice ◽  
Structural Equation ◽  
Business Environment ◽  
Equation Modelling ◽  
Change Capacity ◽  
Innovative Culture ◽  
The Relationship

The paper aims to clarify the influences of transformational leadership (TL) and aspects of organizational justice on change capacity of organizations. Structural equation modelling is applied to test the relationship among the research factors based on the survey of 315 employees in 72 Vietnamese firms. The results show aspects of organizational justice act as mediating roles in the relationship between TL and organizational change capacity. TL has greater effects on innovative culture, while organizational justice has greater effects on capable champions. This study highlights the importance of building the environment of justice in an organization to link TL and organizational change capacity. This study has provided valuable initiatives and deeper insights on the new and effective pathways for firms to improve their change competence and response more successfully and rapidly towards the shift of competitive context and business environment.

Change Leadership Styles and Behaviors in Academic Libraries

2018 ◽  
pp. 5194-5203
Author(s):  
John Kennedy Lewis
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
21St Century ◽  
Academic Libraries ◽  
Change Leadership ◽  
Future Research ◽  
Continuous Change ◽  
Participatory Leadership ◽  
And Behaviors

Academic libraries in the 21st century are in the midst of constant and tumultuous change caused by advances in technology, shifting demands of faculty and students, declining budgets, and transformations in publishing and in other methods of acquiring scholarly research. Librarians working in this environment must cope with continuous change while still providing research support to their primary clientele - faculty and students. This chapter addresses the research on change leadership styles and behaviors employed by leaders in academic libraries today. Included in the chapter are reinforcement and transactional leadership, consultative and participatory leadership, participatory and transformational leadership, shared leadership and self-leadership. The chapter concludes with a review of areas in need of future research.

Change Leadership Styles and Behaviors in Academic Libraries

2019 ◽  
pp. 439-450
Author(s):  
John Kennedy Lewis
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
21St Century ◽  
Academic Libraries ◽  
Change Leadership ◽  
Future Research ◽  
Continuous Change ◽  
Participatory Leadership ◽  
And Behaviors

Academic libraries in the 21st century are in the midst of constant and tumultuous change caused by advances in technology, shifting demands of faculty and students, declining budgets, and transformations in publishing and in other methods of acquiring scholarly research. Librarians working in this environment must cope with continuous change while still providing research support to their primary clientele: faculty and students. This chapter addresses the research on change leadership styles and behaviors employed by leaders in academic libraries today. Included in the chapter are reinforcement and transactional leadership, consultative and participatory leadership, participatory and transformational leadership, shared leadership, and self-leadership. The chapter concludes with a review of areas in need of future research.

scholarly journals An Exploration of Supervisory Satisfaction as a Mediator Variable in Organisational Citizenship Behaviour

2015 ◽  
Vol 12 (1) ◽  
pp. 138
Author(s):  
Lee Kim Lian
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Past Research ◽  
Future Research ◽  
Mediating Effects ◽  
Context Data ◽  
Transformational Leadership Style ◽  
The Relationship ◽  
Mediator Variable

<p>This paper seeks to explore the mediating construct of supervisory satisfaction on the relationship between leadership styles and organisational citizenship behaviour in companies across Malaysia. While there have been past research that investigated the relationship between leadership styles and citizenship behaviour, until now, there is very little research investigating the mediating effects of supervisory satisfaction on such relationship especially in the Malaysian context. Data was collected from 280 respondents that represent major industries such as services, manufacturing, mining and construction. SmartPLS was used to test the proposed framework. The results show that the transformational leadership style has significant positive relationship with subordinates’ organisational citizenship behaviour. This result found that supervisory satisfaction mediates the relationship between transformational leadership and citizenship behaviour. The conclusion of the research emphasizes the effects of the research for future research and practice.</p>

Impact And Influence Of Leadership Style And Their Relationship In Corporate Hospitals With Reference To Chennai Hospitals

2019 ◽  
Vol 118 (11) ◽  
pp. 323-332
Author(s):  
P. LIBIA
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Practices ◽  
Negative Relationship ◽  
Laissez Faire ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Goals And Objectives

The purpose of this study was to examine the relationships on leadership styles (transformational leadership style, transactional leadership style and laissez-faire leadership styles), and their practices in Chennai corporate hospitals. The success Organizational is too achieving its goals and objectives depend on the leaders of the organization and their leadership styles. The study revealed that the transformational leadership style has a significant, positive relationship on the leadership styles. However, we found that the transactional and laissez-faire leadership styles have a negative relationship to hospital management practices. Based on the results, it is recommended that hospitals recruit leaders with transformational style, and also hold seminars to train current leaders to become more transformational.  

scholarly journals The Mediating Effect of Crisis Management on Leadership Styles and Hotel Performance in Jordan

2020 ◽  
Vol 11 (4) ◽  
pp. 384 ◽  
Author(s):  
Raed Hussam Alzoubi ◽  
Amar Hisham Jaaffar
Keyword(s):  
Transformational Leadership ◽  
Least Squares ◽  
Leadership Styles ◽  
Crisis Management ◽  
Partial Least Squares ◽  
Transactional Leadership ◽  
Mediating Effect ◽  
Positive Effects ◽  
Hotel Performance ◽  
The Relationship

Research scholars have argued that the emergence of the crisis in the Middle East have led to significant changes in business performance. This has been most notable in the hotels operating in the Jordanian tourist sector, thus, creating a need to investigate leadership styles, crisis management, and hotel performance in a holistic framework. However, this is quite lacking in the literature, and this needs to be addressed. Transformational leadership style and transactional leadership styles are the independent variables, crisis management is the mediating variable and hotel performance is the dependent variable. A quantitative study that used a self-administered questionnaire was carried out on 3-star to 5-star hotels operating in Jordan. The Partial Least Squares (PLS) method as part of Structural Equation Modelling (SEM) was applied to analyse the causal relationships between constructs using the software application Smart-PLS 3.0. The Partial Least Squares approach was chosen according to the research’s exploratory nature. In order to analyze data two-step approach was utilized; the first step was to test the reliability and validity of the constructs in the measurement models, the second step was to test research hypotheses in the structural models. The results show that transformational leadership has significant positive effects on hotel performance and crisis management. Transactional leadership had a significant positive effect on crisis management and crisis management had significant positive effects on hotel performance. Moreover, crisis management partially mediated the relationship between transformational leadership and hotel performance; while the relationship between transactional leadership and hotel performance was fully mediated by crisis management. These findings will help to strengthen the discussion in the extant literature.

Sign in / Sign up

Export Citation Format

Share Document