A conceptual framework of transformational leadership as an influential tool in the team performance

Purpose – to identify the relationship between the transformational leadership approach and team performance, to analyze the existing literature that expresses the role of transformational leadership on team performance and to create a guideline for the leaders to increase their performance.Design/Method/Approach. To achieve the purpose o.f the study 86 articles and books were analyzed in terms of transformational leadership, team performance, and the relationship between these two concepts.Findings. Leadership is one of the essential words in today’s organizational direction. Despite that, transformational leadership has excellent attention on leadership theory. A few numbers of researches are done on analyzing the relationship between transformational leadership and team performance. The findings show that transformational leadership remains the most crucial leadership style in improving team performance.Originality / Value. The originality of the study is that no one researcher before has analyzed the relationship between transformational leadership and team performance, like this study, which includes analyzing the existing literature over 50 years of research made on this topic by numerous researchers.Theoretical implications. This study's theoretical significance increases opinion and change of judgment for performance appraisal on the working life quality.Practical implications. The practical benefit of this study is that it provides a guideline for managers use the leadership style correctly to increase the performance of a team, and as a result their organization.Research limitattions / Future research. The projections for further research are to analyze the relationship between the transformational leadership approach and team performance, add other dimensions, and measure their common effects on such relationship. Paper type – theoretical.

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THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

International Journal of Economics Business and Accounting Research (IJEBAR) ◽

10.29040/ijebar.v4i02.997 ◽

2020 ◽

Vol 4 (02) ◽

Author(s):

Anas Abudaqa ◽

Mohd Faiz ◽

Norziani Dahalan ◽

Hasan Almujaini

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Team Performance ◽

Leadership Team ◽

Participative Leadership ◽

The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

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Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

Business Process Management Journal ◽

10.1108/bpmj-09-2020-0419 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Manita Kusi ◽

Fuqiang Zhao ◽

Dinesh Sukamani

Keyword(s):

Transformational Leadership ◽

Organizational Performance ◽

Organizational Support ◽

Perceived Organizational Support ◽

Current Knowledge ◽

Future Research ◽

Content Type ◽

The Relationship ◽

Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

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Team Dispersion and Performance: The Role of Team Communication and Transformational Leadership

Small Group Research ◽

10.1177/1046496419827376 ◽

2019 ◽

Vol 50 (3) ◽

pp. 348-380 ◽

Cited By ~ 8

Author(s):

Julia Eisenberg ◽

Corinne Post ◽

Nancy DiTomaso

Keyword(s):

Transformational Leadership ◽

Virtual Teams ◽

Team Performance ◽

Future Research ◽

Team Communication ◽

Negative Effects ◽

Geographic Dispersion ◽

Highly Dispersed ◽

Dispersed Teams

Organizations increasingly rely on virtual teams to access geographically dispersed expertise. Yet, team dispersion introduces challenges to team communication that may negatively influence team performance. Using a sample of 53 innovation teams representing a variety of geographic dispersion configurations from completely collocated to highly dispersed, we examined the moderating role of transformational leadership on the relationship between team dispersion, team communication, and team performance. Our findings suggest that while transformational leadership is effective in reducing the negative effects of dispersion in collocated teams or ones with low levels of geographic dispersion, it is less effective helping improve the performance of highly dispersed teams. This effect may be due to a transformational leader’s difficulty in facilitating team communication in highly dispersed teams, where his or her influence might actually have counterproductive effects. We discuss the implications of our findings for theory, future research, and practice.

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Transformational Leadership, Transactional Leadership, and Employee Performance

Academic Journal of Research and Scientific Publishing ◽

10.52132/ajrsp.e.2021.294 ◽

2021 ◽

Vol 3 (29) ◽

pp. 58-69

Author(s):

Fahad Alharbi ◽

◽

Abdoulrahman Aljounaidi ◽

Keyword(s):

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Employee Performance ◽

Positive Role ◽

Transactional Leadership Style ◽

Transformational Leadership Style ◽

Different Cultures ◽

The Relationship

This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.

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Analisis gaya kepemimpinan transformasional terhadap kinerja karyawan yang dimediasi komitmen kerja

Management and Business Review ◽

10.21067/mbr.v4i2.5122 ◽

2020 ◽

Vol 4 (2) ◽

pp. 99-111

Author(s):

Rahmad Hidayat ◽

Endi Sarwoko ◽

Andi Nu Graha

Keyword(s):

Transformational Leadership ◽

Quantitative Research ◽

Employee Performance ◽

Future Research ◽

Work Commitment ◽

Mediating Role ◽

Analysis Technique ◽

And Performance ◽

The Relationship

The purpose of this study was to determine the effect of transformational leadership on employee performance and to analyze the mediating role of work commitment. This research is a type of quantitative research, using a questionnaire arranged with a 5 point Likert scale. The research variables consisted of transformational leadership as an exogenous variable, employee performance as an endogenous variable, and work commitment while the mediating variable. The research sample was 80 employees of PT. Kalbe Farma, Tbk. The data analysis technique uses path analysis. The results showed that transformational leadership has a direct effect on employee performance. Other findings indicate that work commitment acts as a partial mediator of the relationship between transformational leadership and employee performance. Future research can develop research by including the role of organizational culture as a factor influencing commitment and performance.

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

Asian Social Science ◽

10.5539/ass.v12n1p138 ◽

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

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.

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The Relationship between Entrepreneur Psychological Capital and Employee’s Innovative Behavior: The Strategic Role of Transformational Leadership and Knowledge Sharing

Advanced Materials Research ◽

10.4028/www.scientific.net/amr.282-283.691 ◽

2011 ◽

Vol 282-283 ◽

pp. 691-696 ◽

Cited By ~ 2

Author(s):

Yu Zhu ◽

Yan Fei Wang

Keyword(s):

Transformational Leadership ◽

Knowledge Sharing ◽

Psychological Capital ◽

Future Research ◽

Innovative Behavior ◽

Chinese Enterprises ◽

Strategic Role ◽

Future Research Directions ◽

The Relationship

This research is to explore the relationships among entrepreneur psychological capital; innovative behavior; transformational leadership and knowledge sharing. Chinese enterprises participated in this investigation. We found that entrepreneur psychological capital influenced transformational leadership, while transformational leadership influenced employee’s innovative behavior positively. Besides, entrepreneur psychological capital influenced employee’s knowledge sharing positively while knowledge sharing influenced employee’s innovative behavior positively, but the direct influence between entrepreneur psychological capital and employee’s innovative behavior wasn’t exist. As anticipated, the intervening effect of transformational leadership and knowledge sharing between entrepreneur psychological capital and employee’s innovative behavior was significant. Implications, limitations and future research directions for the study are discussed.

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Positive Institutions and their relationship with transformational leadership, empathy and team performance

Multidisciplinary Journal for Education Social and Technological Sciences ◽

10.4995/muse.2015.3694 ◽

2015 ◽

Vol 2 (2) ◽

pp. 38 ◽

Cited By ~ 1

Author(s):

Jessica Solares Menegazzo ◽

Valeria Cruz-Ortiz ◽

Alberto Ortega-Maldonado ◽

Marisa Salanova

Keyword(s):

Transformational Leadership ◽

Team Performance ◽

Work Teams ◽

Correlation Coefficients ◽

Educational Institutions ◽

Average Deviation ◽

Mediating Role ◽

Interclass Correlation ◽

The Relationship

The current study tests the relationship between transformational leadership, empathy and excellent team performance, based on the HEalthy & Resilient Organizations (HERO) Model (Salanova, Llorens, Cifre & Martínez, 2012) in positive institutions, the third pillar of positive psychology (Seligman & Csikszentmihalyi, 2000). The study of empathy and its role in companies is important because it is not yet widely known the benefits that can provide to any institution. The study attempt to show a full mediating role of empathy in this relationship. The sample consist on 69 work teams, from 7 Small -and Medium- sized Enterprises (SMEs) including 4 educational institutions and 3 institutions of medical services from Spain. The Interclass Correlation Coefficients (ICC1 and ICC2) and the Average Deviation Index (ADM(J)) supports data aggregation at the team level. The results using SEM, through work teams, supported the hypothesis, that is, the empathy plays a full mediating role between transformational leadership and excellent team performance. Finally, theoretical and practical implications of the results are discussed.

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MEDIATING ROLE OF EMPLOYEE COMMITMENT IN THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP STYLE AND EMPLOYEE PERFORMANCE

Humanities & Social Sciences Reviews ◽

10.18510/hssr.2020.8270 ◽

2020 ◽

Vol 8 (2) ◽

pp. 624-637

Author(s):

Shatha A. Mahfouz ◽

Zainudin Awang ◽

Habsah Muda ◽

Ayu Suriawaty Bahkia

Keyword(s):

Transformational Leadership ◽

Construction Industry ◽

Leadership Style ◽

Significant Influence ◽

Employee Performance ◽

Employee Commitment ◽

Mediating Role ◽

Transformational Leadership Style ◽

The Relationship

Purpose: This study intends to highlight the importance of Employee Commitment as a bridge between Transformational Leadership and Employee Performance in the construction companies. Methodology: The respondents were selected randomly from the list of construction workers registered with the construction firms in Jordan. The selected respondents were given a self-administered questionnaire to attend at their own convenient time. The studies employed Structural Equation Modelling in IBM-SPSS-AMOS 24.0 to model and estimate the inter-relationships among the constructs in the study. Result: The results showed transformational leadership has a positive and significant influence on both employee commitment and employee performance. The results also indicated that employee commitment has a positive and significant influence on employee performance. More importantly, the study found that employee commitment partially mediates the relationship between transformational leadership style and employee performance. Applications: The results of his study highlighted the importance of employee commitment in generating their work performance, especially in the construction industry. Novelty/Originality: At present, the study on the mediating role of employee commitment in the relationship between transformational leadership style and employee performance is limited, especially in the construction industry where the employee commitment is extremely important to ensure the project can be delivered on schedule.

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INNOVATION IN LEADERSHIP AND TEAM PERFORMANCE: EVIDENCE FROM INDONESIA PROPERTY AGENT INDUSTRY

Management and Economics Journal (MEC-J) ◽

10.18860/mec-j.v0i1.5221 ◽

2018 ◽

pp. 133

Author(s):

Christianto Prasetyo Purwadita ◽

Achmad Sudiro ◽

Mugiono Mugiono ◽

Idris Idris

Keyword(s):

Transformational Leadership ◽

Transactional Leadership ◽

Team Performance ◽

Partial Least Square ◽

Least Square ◽

Team Members ◽

The Relationship ◽

Transactional And Transformational Leadership

This research aims to examine the role of innovation in the effects of transactional and transformational leadership on team performance at PropNext Reality Indonesia. The sample consist of 90 team members of PropNext Reality Indonesia. To examine the hypotheses and mediation variable, this research used Partial Least Square (PLS) and sobel test online. This research found that all hypotheses tested were positive and significant except the first hypothesis, transactional leadership has no significant effects on team performance. In addition, it also found that innovation can mediate the relationship between transactional or transformational leadership on team performance. These results confirmed and contradicted to the previous studies conducted.

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