scholarly journals Supervisors’ Leadership Styles’ Influence on Foreign Teachers’ Self-Efficacy in a Cross-Cultural Work Setting: A Moderated Mediation Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Cross Cultural ◽  
Cultural Work ◽  
Adaptation Theory ◽  
Foreign Teachers ◽  
Communication Challenges ◽  
Positive Effect

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.

scholarly journals The Effect of Leadership Style on Employee Job Satisfaction

2019 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Muhammad Ahsanullah Khan ◽  
Usman Waraich
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Positive Result ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Employee Job Satisfaction ◽  
Transformational Leadership Style ◽  
Positive Effect

This paper aims to determine the effect of leadership styles on employee job satisfaction. The survey was conducted by administering questionnaires to 400 respondents from different organizations within Pakistan. Transformational leadership style was seen to have a positive effect on various facets of employee job satisfaction. Transactional leadership also turns out to be perceived as having a positive effect on different facets of employee job satisfaction, and so does empowering managerial leadership. It was found that leaders and managers combine the various leadership styles identified in the research paper in proportions that produce a positive result when administering their leadership duties. The proportions at which these leadership styles are combined depend upon the nature of the situation they encounter in the workplace.

scholarly journals The Effect of Budgetary Participation, Organizational Commitment, and Leadership Styles on the Employees’ Performance

2019 ◽  
Vol 2 (1) ◽  
pp. 107-117
Author(s):  
Mila Purani Sistiyan ◽  
Palikhatun Palikhatun ◽  
Payamta Payamta
Keyword(s):  
Organizational Commitment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Primary Data ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Independent Variables ◽  
Budgetary Participation ◽  
Work Units ◽  
Positive Effect

Aim -This study aimed at gaining the empirical evidence vis-a-vis the effect of budgetary participation, organizational commitment, and leadership styles on the employees’ performance.  Design -This study made use of the primary data garnered from questionnaires distributed to the employees who were directly engaged in the preparation of budget within the work units in working area of the state treasury service office (in Indonesian language known by Kantor Pelayanan Perbendaharaan Negara and abbreviated as KPPN) of Surakarta. The work units covered several regions such as Surakarta, Sukoharjo, and Wonogiri. This study incorporated 80 work units under both ministry and institution. Of 165 questionnaires which were distributed, 116 pieces were returned and could further be analyzed. The independent variables in this study fell into budgetary participation, organizational commitment, and leadership styles, whereas the dependent variable was the employees’ performance.  Findings -The results indicated the following details: 1) budgetary participation had a positive effect on the employees ‘performance; 2) organizational commitment had a positive effect on the employees’ performance; 3a) the authoritarian leadership style had no effect on the employees’ performance; 3b) the democratic leadership style had a positive effect on the employees’ performance; and 3c) the laissez-faire leadership style had no effect on the employees’ performance.

scholarly journals PENGARUH GAYA KEPEMIMPINAN, MOTIVASI DAN DISIPLIN KERJA TERHADAP PRESTASI KERJA PEGAWAI PT. TAMAN WISATA CANDI BOROBUDUR, PRAMBANAN DAN RATU BOKO (PERSERO)

2020 ◽  
Vol 9 (2) ◽  
pp. 156
Author(s):  
Efrat Tirta Wijaya ◽  
Candra Vionela Merdiana
Keyword(s):  
Factor Analysis ◽  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Performance ◽  
Test Validity ◽  
Multiple Linear Regression Model ◽  
Confirmatory Factor ◽  
Positive Effect ◽  
Test Result

This study aimed to find out: (1) the influence of leadership style toward the work performance of employees in PT. TWC Borobudur, Prambanan & Ratu Boko (Persero), (2) the influence of motivation toward the work performance of employees in PT. TWC Borobudur, Prambanan & Ratu Boko (Persero), (3) the  influence of work  discipline toward the work performance of employees in PT. TWC Borobudur, Pramban an & Ratu Boko  (Persero), (4) the influence of leadership styles, motivation and work discipline simultaneously toward the work performance of employees in PT. TWC Borobudur, Prambanan & Ratu Boko (Persero). The  sample of  this  study was  the  employees  of  PT.  Taman Wisata Candi Borobudur, Prambanan & Ratu Boko (Persero), there were 130 employees  in total, by using the technique of simple insidental sampling. The multiple linear regression model was  used  for  collecting  the  data  in  this  study.  The  test  validity  used in the study was confirmatory factor analysis. From the test result, there were 20 questions fallen, those were the items in questioning: the variable of leadership style with 4 questions in total; 7 questions on the variable of motivation; 6 questions on the variable of work discipline; and  also 3 questions  on  work  performance,  from  22  questions  in  total  and all of the reliable questions. The result from this study showed that the variable on leadership style (X1) had an positive effect toward the work performance of PT. TWC Borobudur, Prambanan & Ratu Boko (Persero)’s employees. The variable of motivation (X2) influenced positively toward the work performance of the employees at PT. TWC Borobudur, Prambanan & Ratu Boko (Persero). The variable of work discipline (x3) had positive effect on the work performance  of  the  employees  at  PT.  TWC  Borobudur,  Prambanan  &  Ratu  Boko (Persero). The variable of leadership style, motivation and work discipline altogether or simultaneously had a significant effect toward the work performance of employee at PT. TWC Borobudur, Prambanan & Ratu Boko (Persero).

scholarly journals PENGARUH GAYA KEPEMIMPINAN DELEGATIF, MOTIVASI KERJA DAN DISIPLIN KERJA TERHADAP KINERJA KARYAWAN PADA PT BANK MANDIRI KCP JAKARTA KOTA

2017 ◽  
Vol 22 (1) ◽  
Author(s):  
Arifin Djakasaputra ◽  
Christina Catur Widayati ◽  
Septy W
Keyword(s):  
Regression Analysis ◽  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Quantitative Research ◽  
Sampling Method ◽  
Work Motivation ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Positive Effect

This research aims to know the influence of leadership styles, work motivation and discipline on performance of employees at Mandiri Bank Branch Jakarta Kota. As for the methods used in this study using the method of quantitative research. And the samples used in this study as many as 40 employees. This research uses the sampling method is saturated, whereas the methods of analysis used was multiple linear regression analysis. The results showed that leadership style, work motivation and discipline significant effect on performance of the employees. the leadership style effect positively on performance of the employees. The motivation of working in a positive effect on performance of the employees. The discipline of working in a positive effect on performance of the employees

scholarly journals Pengaruh Gaya Kepemimpinan Transformasional dan Motivasi Kerja Pada Perilaku Etis Manajer Koperasi

2020 ◽  
Vol 30 (7) ◽  
pp. 1712
Author(s):  
Ni Kadek Candra Kusuma Dewi ◽  
A.A. Gde Putu Widanaputra
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Empirical Evidence ◽  
Leadership Style ◽  
Ethical Behavior ◽  
Work Motivation ◽  
Significant Positive Effect ◽  
Transformational Leadership Style ◽  
Positive Effect

The ethical behavior of managers greatly influences the success of an organization. But in practice, not a few managers who work outside the rules that have been set so that it behaves unethically. This research was conducted to obtain empirical evidence regarding the influence of transformational leadership styles and work motivation on the ethical behavior of cooperative managers. This research was conducted in 48 cooperatives in Tabanan Regency. Based on the results of this study indicate that the transformational leadership style has a significant insignificant positive effect on the ethical behavior of cooperative managers, which means that transformational leadership styles are not able to influence the ethical behavior of cooperative managers. Work motivation has a significant positive effect on the ethical behavior of cooperative managers, which means that the higher the work motivation of managers, the higher the ethical behavior of cooperative managers. Keywords: Transformational Leadership Style; Work Motivation; Manager Ethical Behavior.

PENGARUH GAYA KEPEMIMPINAN DELEGATIF, MOTIVASI KERJA DAN DISIPLIN KERJA TERHADAP KINERJA KARYAWAN PADA PT BANK MANDIRI KCP JAKARTA KOTA

2016 ◽  
Vol 11 (2) ◽  
pp. 91
Author(s):  
Christina Catur Widayati ◽  
Septy W ◽  
Thea H. Rahardjo
Keyword(s):  
Regression Analysis ◽  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Quantitative Research ◽  
Sampling Method ◽  
Work Motivation ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Positive Effect

This research aims to know the influence of leadership styles, work motivation and discipline onperformance of employees at Mandiri Bank Branch Jakarta Kota. As for the methods used in thisstudy using the method of quantitative research. And the samples used in this study as many as 40employees. This research uses the sampling method is saturated, whereas the methods of analysisused was multiple linear regression analysis. The results showed that leadership style, workmotivation and discipline significant effect on performance of the employees. the leadership styleeffect positively on performance of the employees. The motivation of working in a positive effect onperformance of the employees. The discipline of working in a positive effect on performance of theemployees.Keywords: Leadership style, work motivation, performance of the employees

Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

2020 ◽  
Vol 33 (2) ◽  
pp. 301-317 ◽  
Author(s):  
Secil Bayraktar ◽  
Alfredo Jiménez
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Content Type ◽  
Reactions To Change ◽  
The Impact ◽  
The Relationship

PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

scholarly journals Time perspective influence on management leadership styles and the mediating role of self-efficacy

2021 ◽  
Author(s):  
Karim Gassemi ◽  
Julie Papastamatelou ◽  
Alexander Unger
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Time Perspective ◽  
Multifactor Leadership Questionnaire ◽  
Time Perspectives ◽  
Balanced Time Perspective ◽  
Multifactor Leadership ◽  
Transformational And Transactional Leadership

AbstractWe examined if time perspectives (TP) and the Deviation from a Balanced Time Perspective (DBTP—cf. Stolarski et al. Time Soc 20(3):346–363, 2011) have an effect on four types of Leadership Styles. Based on previous studies it was observed, that Self-Efficacy (SE) is determined by time perspectives (Epel et al. J Appl Soc Psychol 29(3):575–596, 1999). In particular, the transformational and transactional leadership styles could depend on higher self-efficacy of managers. We additionally tested if general self-efficacy (GSE) mediates the influence of time perspectives and the Deviation from a Balanced Time Perspective on Leadership Styles. We recruited a sample of former MBA-students, who now work in the middle management of German companies. We used the zimbardo time perspective inventory (ZTPI; Zimbardo and Boyd J Pers Soc Psychol 77(6):1271–1288, 1999), the Multifactor Leadership Questionnaire (MLQ) by Felfe and Goihl (Deutsche überarbeitete und ergänzte Version des Multifactor Leadership Questionnaire (MLQ) [German revised and extended version of the Multifactor Leadership Questionnaire (MLQ)], Zentrum für Umfragen Methoden und Analysen, Mannheim, 2002) and the general self-efficacy-scale by Schwarzer and Jerusalem (Generalized Self-Efficacy scale, Nfer-Nelson, Windsor, 1995). Past Positive orientation has no significant effect on any of the four leadership styles. The present hedonistic dimension enhances and the past negative orientation reduces the transformational leadership style. The present fatalistic orientation reduces the Transformational and transactional leadership styles, but enhances the laissez-faire leadership style. Moreover, future enhances the transformational and transactional leadership styles. DBTP reduces the transformational and transactional leadership styles. The mediator role of GSE was confirmed for the transformational and transactional leadership style. Managers’ time perspectives are important for implementing an efficient leadership style.

scholarly journals THE EFFECT OF LEADERSHIP STYLE ON AUDITOR PERFORMANCE WITH TRUST IN SUPERIORS AS INTERVENING VARIABLE

2018 ◽  
Vol 1 (1) ◽  
pp. 21
Author(s):  
Nita Andriyani Budiman
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Role Performance ◽  
Public Accounting ◽  
Accounting Firm ◽  
Intervening Variables ◽  
Positive Effect

This study aims to examine the influence of leadership styles (transformational and traksaksional) on the performance of auditors (in-role performance and extra-role performance) in the Javanese of public accounting firm through trust in superiors as intervening variables. This study uses questionnaires as a method of collecting data provided to 96 respondents spread across 19 public accounting firm all Java. Hypothesis analysis in this research is conducted by using multiple regression analysis. The results obtained in this study include that the style of transformational leadership does not affect on trust in superiors while the leadership style of transactional positive effect on trust in superiors. In addition, trust in superiors negatively affects in-role performance and positively affects extra-role performance. Keywords: Transformational Leadership, Transactional Leadership, In-role Performance, Extra-role Performance, and Trust in Superiors.

Differentiated time management skills between leadership styles: simplified with a cross-cultural approach

2017 ◽  
Vol 31 (6) ◽  
pp. 14-18
Author(s):  
Haniya Sarfraz
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Time Management ◽  
Cross Cultural ◽  
Management Approach ◽  
Management Skills ◽  
Similar Time ◽  
Content Type ◽  
The Cross ◽  
The Difference

Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception. Findings This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link. Originality/value This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.

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