scholarly journals Effect of transformational and transactional leadership styles of school principals on organizational cultureOkul müdürlerinin dönüşümcü ve işlemci liderlik stillerinin örgüt kültürüne etkisi

2016 ◽  
Vol 13 (3) ◽  
pp. 4780
Author(s):  
Ahmet Avcı
Keyword(s):  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Pearson Correlation ◽  
Leadership Qualities ◽  
Public And Private ◽  
Teachers Perceptions ◽  
National Education ◽  
Transformational And Transactional Leadership

The aim of this research was to investigate the relationship between the transformational and transactional leadership styles of principals and organizational culture according to teachers' perceptions. In the research, relational survey model was used. Data of the research were obtained from 1.590 teachers working in public and private schools which were subject to Ministry of National Education in the Küçükçekmece district of Istanbul province in 2014. In this research, data were collected through developed by the researcher, "Leadership Styles Scale" and "Organizational Culture Scale". The inputs of data obtained from respondents were entered via SPSS; data of the research were analyzed by "average", "standard deviation", "Pearson correlation coefficient moments" and "regression analysis". According to the analysis results obtained in the research, there is a positive high significant relationship between principals' leadership qualities and organizational culture, and there is a positive, moderate and significant relationship between their transactional leadership qualities and organizational culture. Transformational leadership positively affects the organizational culture perception level compared to the transactional leadership. A strong leadership and organizational culture in institutions have a significant effect in the success of the institutions, in following the innovation and developments, and in developing themselves according to them. Leadership plays an important role in the formation and development of organizational culture in the institution. The fact that the culture can be changed and developed should be taken into account in corporate success, in this context administrators should organize administrative activities. ÖzetBu araştırmanın amacı; öğretmen algılarına göre, okul müdürlerinin dönüşümcü ve işlemci liderlik stilleriyle örgüt kültürü arasındaki ilişkinin incelenmesidir. Araştırmada; ilişkisel tarama modeli kullanılmıştır. Araştırmanın verileri 2014 yılında, İstanbul ili, Küçükçekmece ilçesinde Milli Eğitim Bakanlığı’na bağlı kamu ve özel okullarda çalışan 1.590 öğretmenden elde edilmiştir. Bu araştırmada veriler, araştırmacı tarafından geliştirilen “Liderlik Stilleri Ölçeği” ve “Örgüt Kültürü Ölçeği” ile toplanmıştır.  Öğretmenlerden elde edilen araştırma verileri “ortalama”, “standart sapma”, “pearson moments korelasyon katsayısı” ve “regresyon analizi” ile çözümlenmiştir.Araştırmada elde edilen analiz sonuçlarına göre; öğretmenlerin, okul müdürlerinin dönüşümcü liderlik özellikleriyle örgüt kültürü arasında pozitif yönde, yüksek düzeyde anlamlı bir ilişki; işlemci liderlik özellikleriyle örgüt kültürü arasında pozitif yönde, orta düzeyde anlamlı bir ilişki mevcuttur. Dönüşümcü liderlik, işlemci liderliğe göre daha fazla, örgüt kültürü algı düzeyini olumlu yönde etkilemektedir. Kurumlardaki güçlü liderlik ve örgüt kültürü, kurumların başarılarında, yenilik ve gelişmeleri takip etmelerinde ve bunlara göre kendilerini geliştirmelerinde,  önemli bir etkiye sahiptir. Liderlik, kurumdaki örgüt kültürünün oluşmasında ve gelişmesinde önemli bir rol oynamaktadır. Kültürün değiştirebilir ve geliştirebilir olma özelliği, kurumsal başarıda dikkate alınmalı, bu bağlamda yöneticiler yönetsel faaliyetlerini düzenlemelidir.

Knowledge Leaders as Multipliers

2021 ◽  
pp. 37-56
Author(s):  
Renée López-Richer ◽  
Caroline Thompson
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Transformational And Transactional Leadership ◽  
Knowledge Leadership ◽  
The Relationship

In order for knowledge management (KM) to thrive, an organization requires a combination of conditions that form the runway from which a KM initiative can take off. There is general agreement that technology, human resources, organizational culture, and leadership are among the key enablers of successful KM. The intentions and actions of knowledge leaders in particular can make a profound difference to how KM is institutionalized in an organization. The relationship between leadership and KM has been studied extensively, especially established leadership styles such as transformational and transactional leadership. In this chapter, the authors explore the influence of knowledge leadership on KM through the lens of Liz Wiseman's leadership paradigm, Multipliers. The authors propose that effective knowledge leadership reflects the traits of the multiplier: leaders who draw on certain skills and approaches to effectively “multiply” the intelligence of an organization.

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.

Relationship Of Creative Management, Teacher Effectiveness, Teacher Stress And Teacher Commitment With Different Dimensions Of Managerial Leadership

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 2007-2026
Author(s):  
Deepa Sikand
Keyword(s):  
Teacher Effectiveness ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Teacher Stress ◽  
Teacher Commitment ◽  
Educational Institutions ◽  
Managerial Leadership ◽  
Transformational And Transactional Leadership ◽  
Different Dimensions ◽  
Relationship Of

The present study was conducted to study the relationship of creative management, teacher effectiveness, teacher stress and teacher commitment with different dimensions of managerial leadership. In order to conduct present study 450 teacher educators with doctorate degree and without doctorate degrees, with different levels of experience were selected from 45 selected colleges of education taking 10 teachers from each institution were selected randomly. Creative Management Scale prepared by the investigator, Multifactor Leadership Questionnaire (Bass and Avolio, 2003), Teacher Commitment Questionnaire (AmitKauts and AachalKalia, 2012), Teacher Effectiveness Scale (Mutha, 1982)and Teacher Stress Questionnarie (Otto (1983) and Adapted by Max Smith and Sid)were used as tools for the present study. The findings of the study revealed that there is significant relationship in the creative management and managerial leadership. This means that variation in the creative management in any manner would have remarkable impact on the managerial leadership and vice versa. It is also found that there is significant relationship in the teacher effectiveness and managerial leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching effectiveness in the educational institutions and vice versa. Another finding is that there is significant relationship in the teacher stress and managerial leadership. This means that increased teacher stress may become a cause for the action orientation of managerial leadership and managerial leadership may also act as a stressor among teaching professionals. It is also found that there is significant relationship in the teacher commitment and managerial leadership for transformational and transactional leadership dimensions of Managerial Leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching commitment in the educational institutions and vice versa.

scholarly journals Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation: الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية

2021 ◽  
Vol 5 (22) ◽  
pp. 181-164
Author(s):  
Thamer M. Maharmeh Thamer M. Maharmeh
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Online Survey ◽  
Leadership Skills ◽  
Simple Random Sample ◽  
Transformational Leaders ◽  
Public Corporation ◽  
Transactional Leaders ◽  
Transformational And Transactional Leadership

The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

2019 ◽  
Vol 23 (5) ◽  
pp. 836-859 ◽  
Author(s):  
Sarra Berraies ◽  
Syrine Zine El Abidine
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Least Squares Method ◽  
Intellectual Stimulation ◽  
Content Type ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
Exploratory Innovation ◽  
Ambidextrous Leadership

PurposeThe purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.Design/methodology/approachThe conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.FindingsResults show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.Originality/valueWhile little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

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