scholarly journals THE IMPACT OF TRANSACTIONAL LEADERSHIP AS A STRATEGIC IMPERATIVE IN PROJECT EXECUTION AT A MOBILE COMPANY IN THE GAZA STRIP, PALESTINE

2021 ◽  
Vol 9 (2) ◽  
pp. 123-138
Author(s):  
Larry Enoch Jowah ◽  
◽  
Ihab Alagha ◽  
Keyword(s):  
Transactional Leadership ◽  
Leadership Style ◽  
Gaza Strip ◽  
Target Population ◽  
Leader Behavior ◽  
Transactional Leadership Style ◽  
The Gaza Strip ◽  
Strategic Imperative ◽  
The Impact

Leadership is critical for the functioning of society and of any organization, and the effectiveness is incumbent on leader and follower congruence. The effectiveness of a leader is therefore inevitably contingent to the leader’s ability to develop a balance between the objectives of the followers, the leader and the organization. This is compounded by the factors that inform leader behavior, follower expectation and the tasks to be performed. Chief amongst these would be culture, religion, levels of follower education, and the tasks to be performed. The Gaza Strip is a heavily militarized, paternalistic and strongly religious environment, allowing for an environment that encourages transactional leadership. The research sought to establish the acceptability of transactional leadership at a large telecommunications organization in the Gaza Strip. The target population was employees of the organization and their perceptions about transactional leadership. The findings indicate a high acceptability of transactional leadership style by the employees of the organization.

scholarly journals The Role of Transformational and Transactional Leadership as Predictors of Organizational Citizenship Behavior in Education System

2021 ◽  
Vol 5 (1) ◽  
pp. 56-62
Author(s):  
Alaa S. Jameel ◽  
Sameer S. Hamdi ◽  
Aram H. Massoudi ◽  
Abd Rahman Ahmad
Keyword(s):  
Transactional Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Secondary School Teachers ◽  
Citizenship Behavior ◽  
Equal Distribution ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
The Impact

The purpose of this study is to investigate the impact of Transformational and Transactional Leadership on Organizational Citizenship Behaviors (OCBs) among secondary school Teachers. The survey conducted among Teachers in Eight Secondary schools located in the Heet City of Iraq. The study utilized the questionnaire as a tool to collect the data. Likewise, the study employed a stratified technique sample due to the different number of teachers in each school. However, to ensure equal distribution, the stratified technique was more suitable for this study. 174 valid questionnaires analyzed by analysis of moment structures (AMOS). The results indicated both leadership style, Transformational and Transactional had a positive and significant impact on OCBs. However, the results showed that transformational leadership more essential to enhance the OCBs among teachers than the Transactional leadership style.

Relationship between Principals’ Transactional Leadership Style and Students’ Conformity to Rules in Public Secondary Schools in Nakuru County, Kenya.

2020 ◽  
Vol 1 (1) ◽  
pp. 29-36
Author(s):  
Dorcas K. Okindo; Prof. John, N. Ochola; Prof. Frederick B. J. A Ngala
Keyword(s):  
Secondary Schools ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Random Sampling ◽  
Simple Random Sampling ◽  
Target Population ◽  
Social Control Theory ◽  
Teachers And Students ◽  
School Rules ◽  
Transactional Leadership Style

This study sought to determine the relationship between principals’ transactional leadership style and students' conformity to rules in Public Secondary Schools in Nakuru County, Kenya. The study was underpinned on the Social Control Theory by Hirschi (1969). The study adopted a correlational research design. The target population of this study was 338 principals, 338 deputy principals, 3426 teachers and 116,374 students in 338 public secondary schools in Nakuru County. Stratified random sampling was used to select 100 schools. Purposive sampling was used to select 100 principals while Proportionate, and simple random sampling was used to select 346 teachers and 383 students. Ten per cent of the deputy principals were selected. Questionnaires were used to collect data from principals, teachers and students, while interviews were used to collect data from Deputy Principals. Test-retest reliability had a coefficient of 0.70, indicating that the instruments were reliable. The finding revealed a statistically significant positive relationship between transactional leadership style and students’ conformity to school rules r (=0.410; p=0.000). It was concluded that principals' transactional leadership style significantly relates to students' conformity to school rules. Provision of rewards and recognition constantly to students who conform to school rules and reprimand to those students who do not conform to school rules by the principal is necessary. The study recommends that the principal should be willing to use suspension and even repeated suspension where necessary as a tool for dealing with students demonstrating chronic behaviour problems that disrupt the school climate.

The impact of leadership style on employment in the context of an emerging economy

2019 ◽  
Vol 3 (1) ◽  
pp. 19-31
Author(s):  
Viwe Mrwebi
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Quantitative Research ◽  
Employee Retention ◽  
Negative Relationship ◽  
Primary Objective ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
The Impact

The leadership styles such as transformational leadership and transactional leadership have captured the interest of scholars in the contemporary world of organisational behaviour since it is associated with the perceptions of supervision skills to the presence of retentions within the organisational setting. The primary objective of this study is to examine the impact of leadership style on employee retention in the South African automotive industry. A quantitative research design was employed. Non-probability sampling was used and 96 usable questionnaires were returned. The empirical results reveal that transactional and transformation leadership have positive influence on employee retention. Evidence shows that a leadership style is a powerful instrument that can be used to retain talent within the organisational settings. The main aim of this study was to determine the impact of leadership style on employee retention in the context of automobile sector. By using descriptive and inferential statistics, the study shows that there is a negative relationship between leadership style and employee retention. In particular, the study argues that transactional leadership style and transformational leadership style are forces that are needed in order to retain talents in the organisation settings. Furthermore, based on the findings, the study, therefore, recommends the implementation of both transformational leadership style and transactional leadership style in mitigating employee turnover in the automotive organisations in South Africa.

scholarly journals The Influence Of Women Leaders And Their Leadership Style On Employee Engagement Through Talent Management As Mediating Variable

2021 ◽  
Vol 12 (3) ◽  
pp. 3377-3388
Author(s):  
Dwi Putra Budi Setia Et.al
Keyword(s):  
Women Leaders ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Practices ◽  
Talent Management ◽  
Service Industries ◽  
Transactional Leadership Style ◽  
The Impact ◽  
The Relationship

This research aims to investigate the impact of transformational & transactional leadership style towards employee engagement mediated by talent management practices among subordinates with woman as their direct superiors. As the research was conducted during pandemic Covid-19, questionnaires were distributed through online. The method of purposive sampling was adopted to make sure that certain criteria was met before the respondents were deemed to be eligible in filling up the questionnaires. In the end, 117 questionnaires were returned, in which 64% came from manufacturing and mineral industries (majority in oil and gas), while another 36% came from service industries (majority from public sector and trading). The analysis of multiple regression was performed towards the data in addition to use the mediation analysis proposed by Baron & Kenny. The study found that both leadership style was indeed practiced by women leaders. However, results suggested that partial mediation exists in the relationship between transformational leadership style towards employee engagement. While full mediation was supported in the relationship between transactional leadership style towards employee engagement.

THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR

2017 ◽  
Vol 21 (02) ◽  
pp. 1750015 ◽  
Author(s):  
TEBOGO SETHIBE ◽  
RENIER STEYN
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Negative Relationship ◽  
Intellectual Stimulation ◽  
Interaction Terms ◽  
Innovative Behaviour ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
The Impact

The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.

The Impact of Environmental Sustainability and Financial Resources Utilization on Firm Financial Performance: The Mediating Role of Leadership Styles

2021 ◽  
Vol 2 (2) ◽  
pp. 389-407
Author(s):  
Arsalan Tanveer ◽  
Muhammad Arshad Anwer ◽  
Muhammad Umar
Keyword(s):  
Financial Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Environmental Sustainability ◽  
Manufacturing Sector ◽  
Financial Resources ◽  
Firm Financial Performance ◽  
Transactional Leadership Style ◽  
The Impact

The paper aims to explore the impact of environmental sustainability and financial resources utilization on a firm’s financial performance through the mediation of leadership style in the manufacturing sector of Pakistan. First, a conceptual framework is devised among the relationship of exogenous and endogenous variables and the hypotheses are examined conferring to the relationships in the conceptual framework. Data is collected using a questionnaire from a sample of 47 registered manufacturing firms (Chemical, Pharmaceuticals). Then, the study is supported by neoclassical theory, resource-based theory, and financial slaked theory, multiple regression analyses are implemented with the data analyzed by the partial least square equation. The research results indicate that the utilization of financial resources has a positive relationship with firm financial performance. In the short run, the adoption of environmental sustainability is negatively related to the firm financial performance with a transactional leadership style, but in the long run, it will give positive impacts on the firm financial performance with transformational leadership. The comparative analysis of Leadership styles showed that transactional leadership style mediates better results than transformational leadership for the manufacturing sector of Pakistan. The study affords the modern ways, provides new insights to organizations, top management, and policymakers for the implementation of environmental sustainability and leadership skills for enhancing firm performance.

scholarly journals Analisis Dampak Kepemimpinan Transaksional Dan Transformasional Terhadap Pembelajaran Organisasi Pada Pt Bangun Satya Wacana Surabaya

2010 ◽  
Vol 3 (3) ◽  
Author(s):  
Irra Chrisyanti Dewi ◽  
Nuri Herachwati
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Learning Process ◽  
Information Acquisition ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Learning And Change ◽  
The Impact

This study links the important field of management research empirically, namely the various scope theory of leadership and organizational learning process. Specifically, this study discusses three things: 1) the impact of transactional leadership, and 2) transformational leadership on organizational learning processes, and 3) whether the influence of transformational leadership is stronger than transactional leadership. The results show that transactional leadership is more powerful in explaining variation and change of employee behavior toward organizations learning, compared with transformational leadership. Ability of transactional leadership style explain variations of organizational learning and change by 10.2%, whereas the ability of transformational leadership style explain variations of organizational learning and change of 5.9%. These findings depict an exchange-based approach to leadership and employee needs to do the job, it will be better to create the employee to make the learning process both in the process of information acquisition, information distribution, information interpretation, and creating changes in behavior and knowledge of employees.

scholarly journals Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria

2015 ◽  
Vol 3 (12) ◽  
pp. 101-110
Author(s):  
Adamu Ahmed Girei
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Laissez Faire ◽  
Transactional Leadership Style ◽  
Improved Performance ◽  
Transformational Leadership Style ◽  
The Impact

This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.

scholarly journals The Impact Of Transformational Leadership On Job Satisfaction And Self-Perceived Performance Of Banking Employees: The Case Of Jordan

2011 ◽  
Vol 3 (11) ◽  
Author(s):  
Raed Awamleh ◽  
Hani Al-Dmour Al-Dmour
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Self Esteem ◽  
Romance Of Leadership ◽  
Perceived Performance ◽  
Transactional Leadership Style ◽  
The Impact

This study tested the transformational leadership theory among managers at functional level in Jordanian banks. It examined the effects of both transformational and transactional leadership styles of bank mangers/supervisors on employees satisfaction and self-perceived performance. Self-efficacy, self-esteem and leadership disposition (Romance of Leadership) of employees were hypothesized to act as moderators. Data was collected from employees working in Jordanian banks. A multiple regression analysis indicated that transformational leadership style, transactional leadership style, and self-efficacy were all related to job satisfaction. On the other hand, self-efficacy, Romance of Leadership (RLS), and self-esteem were related to self-perceived performance. Furthermore, a MANCOVA analysis indicated significant effects of self-efficacy, RLS, and self-esteem as covariates. Results showed that to elicit higher levels of satisfaction among bank employees, managers/supervisors need to demonstrate transformational and transactional attributes at the same time.

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