scholarly journals A research on top managers’ leadership styles’ effect on applying strategic plans in public universities

2018 ◽  
Vol 15 (2) ◽  
pp. 911
Author(s):  
Nilüfer Rüzgar
Keyword(s):  
Transformational Leadership ◽  
Strategic Planning ◽  
Leadership Styles ◽  
Leadership Style ◽  
Public Universities ◽  
Strategic Plan ◽  
Success Factor ◽  
Administrative Personnel ◽  
Transformational Leadership Style

According to the Law of Public Fiscal Management and Control, item 5018, all public sector organizations and municipalities have to prepare a strategic plan. However, in all plans and projects, success depends on the attitudes of the leader. This critical success factor constitutes greater importance in public universities. Although the strategic plan designed in the most effective frame; the role of the leader cannot and should not be ignored. In this sense, the leadership style of the leader/manager has an important effect.The purpose of this study is to measure the perception of both academic and administrative personnel, about the strategic planning in their institution and their perception about the role of the leader in the process of strategic planning. In the frame of the research, academic and administrative personnel of state universities in the city of Bursa, Turkey, are taken as population. A survey that consists of demographical questions and two scales, measuring Leadership Styles Perception and Strategic Planning Perception, are applied. The surveys are analyzed by using SPSS 20.0 package program. According to the results, Transformational Leadership Style has an increasing effect on Strategic Productivity. There is also a statistically significant effect of Autocratic and Transformational Leadership Styles on Strategic Effectiveness. On the other hand, there is not a statistically significant relationship between Democratic Leadership and Strategic Effectiveness. While Autocratic Style causes a decrease in Strategic Effectiveness, Transformational Leadership Style has an increasing effect on Strategic Effectiveness. In addition to this, there is a statistically significant effect of Autocratic and Transformational Leadership Styles on Strategic Effectiveness.

scholarly journals Relationship between Proactive Personality Traits and Transformational Leadership Style among Workers: Moderating Role of Psychological Empowerment

2021 ◽  
Vol 04 (09) ◽  
Author(s):  
Iloke, Stephen E. ◽  
Keyword(s):  
Transformational Leadership ◽  
Personality Traits ◽  
Leadership Styles ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Proactive Personality ◽  
Teaching Staff ◽  
Transformational Leadership Style ◽  
Moderating Role

The purpose of this study is to investigate relationship between proactive personality traits and transformational leadership style among workers: moderating role of psychological empowerment. The study was guided by two hypotheses. A total of 112 participants were selected for the study using simple random and convenience sampling technique. The participants were all non-teaching staff of Nnamdi Azikiwe University, Awka, Anambra-Nigeria. The participants comprised of 62 males and 50 females with a mean age of 32.51 and standard deviation of 8.68. Their age ranged from 18 to 51 years. The study made use of three instruments namely: proactive personality scale by Bateman & Crant (1993), transformational leadership inventory by Podsakoff (1990) and psychological empowerment scale by Spreitzer (1995). The study is a survey study which adopted the correlational design; consequently multiple linear regressions were used as a statistical tool for data analysis. The result showed that proactive personality positively and significantly correlated with transformational leadership style at r = .33, p < .01. Furthermore, the interaction effect between proactive personality trait, all the dimensions of psychological empowerment accounted for negative significant variance than just proactive personality and transformational leadership styles alone, R2 change = .07 at p <. 01. Based on the findings of the study, the researchers recommended that Organizations are advised to employ transformational leadership styles as it is also a way of empowering the employees psychologically.

scholarly journals The Relationship between Leadership Style and Employee Outcomes: The Mediating Role of Organizational Commitment

2019 ◽  
Vol 4 (2) ◽  
pp. 100-106
Author(s):  
Ilzar Daud ◽  
Nur Afifah
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
West Kalimantan ◽  
Mediating Role ◽  
Transformational Leadership Style ◽  
The Relationship

Objective - The objective of this study is to examine the relationship between transformational leadership styles and job performance and the mediating role of organizational commitment in the relationship between transformational leadership style and job performance in State-Owned Banks in West Kalimantan, Indonesia. Methodology/Technique - The data used to evaluate the model was gathered from the State-Owned Banks in West Kalimantan, Indonesia. 200 permanent employees of those State-Owned Banks participated in the survey. The Structural Equation Modelling (SEM), using LISREL software was employed to examine the relationship among the constructs in this study, which are transformational leadership style, organizational commitment, and job performance. Finding - The findings of this study conclude that transformational leadership style significantly affects job performance and organizational commitment, whereas organizational commitment significantly influences job performance. Briefly, organizational commitment mediates the relationship between transformational leadership styles and job performance in State-Owned Banks in West Kalimantan, Indonesia. Novelty - Most of the previous studies were carried out in western countries, raising doubts about generalizations in research results in developing countries such as Indonesia. Therefore, the novelty of this research is carried out in the context of developing countries, especially in State-Owned Banks in West Kalimantan, Indonesia. Type of Paper - Empirical. Keywords: Transformational Leadership Style; Organizational Commitment; Job Performance. JEL Classification: L22, M12, M19.

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

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.

Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somnoma Edouard Kabore ◽  
Seydou Sane ◽  
Pascaline Abo
Keyword(s):  
Transformational Leadership ◽  
International Development ◽  
Leadership Style ◽  
Project Success ◽  
Project Team ◽  
Team Size ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Moderating Role

PurposeThe aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.Design/methodology/approachThe research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equation method based on the PLS approach was used to test our hypotheses.FindingsFirst, the preliminary results reveal that, in the context of IDP, projects managers are much more sensitive to the “management” and “visibility” dimensions than to the “impact” dimension of project success. Then, following the hypothesis test, the results show that transformational leadership has a direct positive influence on the success of IDP. Project team size does not play a moderating role in the relationship between transformational leadership and project success. Also, considering the effect of the specific dimensions of transformational leadership on IDP success, only the “idealized influence” dimension influences directly and positively on the latter.Originality/valueResearch calls for examining the role of team size vis-à-vis transformational leadership style and project success and calls in general for studying project manager's leadership styles. This study contributes to literature by answering such calls. In addition, the originality of this study lies in the evaluation of the influence of the specific dimensions because the exclusive use of leadership forms provides an imperfect and oversimplified picture of reality.

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

2019 ◽  
pp. 219-240
Author(s):  
Yuen Fook Chan ◽  
Nusrah Ahmad Mukhtar ◽  
Norsidah Mohammed Noordin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Secondary School ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
School Teachers ◽  
Transformational Leadership Style ◽  
Teachers Attitudes ◽  
High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

2021 ◽  
pp. 130-151
Author(s):  
Yuen Fook Chan ◽  
Nusrah Ahmad Mukhtar ◽  
Norsidah Mohammed Noordin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Secondary School ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
School Teachers ◽  
Transformational Leadership Style ◽  
Teachers Attitudes ◽  
High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

scholarly journals Toward Knowledge-Based Economy: Innovation and Transformational Leadership in Public Universities in Texas and Qatar

2019 ◽  
Vol 11 (23) ◽  
pp. 6721 ◽  
Author(s):  
Reem S. Al-Mansoori ◽  
Muammer Koç
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Public Universities ◽  
Power Distance ◽  
The United States ◽  
Cultural Dimension ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Transformational Leadership Style ◽  
The Impact

The essentiality of the universities’ roles in enhancing economies and transforming societies is a global mantra. However, when it comes to wealthy and oil-dependent states such as Texas in the United States and Qatar in the Middle East, the impact of universities on sustainable economic development is questionable. This article discusses the transformational efforts within engineering colleges at two public universities in Texas and in Qatar to support their states’ visions in moving toward innovative and knowledge-based economies. The study examined the innovation capacity building of both institutions through measuring the transformational leadership styles in engineering colleges and its impact on the faculty’s innovative production of technical articles, patents, and sustainable development-related courses. The cultural impact of the two contexts on the leader–follower relationship was addressed in the discussion using Hofstede’s cultural dimension framework. The results showed that leaders in both colleges possess a transformational leadership style, albeit lower than the norm. This study disclosed that, in the high-power distance contexts, the idealized image of the leader contributed positively toward higher satisfaction of the followers with their leaders and current governance systems, while acknowledgment and rewards were the sources of satisfaction in low-power distance societies. Followers in a low uncertainty avoidance, individualistic, and short-term-oriented context achieved higher technical production. Both public universities expressed the need for government involvement in supporting the culture of innovation.

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