scholarly journals A utilização de instrumentos para avaliação da liderança nos serviços de saúde e enfermagem

2018 ◽  
Vol 38 (3) ◽  
Author(s):  
Gisleangela Lima Rodrigues Carrara ◽  
Andrea Bernardes ◽  
Alexandre Pazetto Balsanelli ◽  
Silvia Helena Henriques Camelo ◽  
Carmen Silvia Gabriel ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Practices ◽  
Authentic Leadership ◽  
Multifactor Leadership Questionnaire ◽  
Leadership Practices Inventory ◽  
Multifactor Leadership ◽  
Authentic Leadership Questionnaire

RESUMO Objetivo Identificar as evidências científicas disponíveis acerca da utilização de instrumentos para a avaliação da liderança nos serviços de saúde e enfermagem, bem como verificar a utilização de estilos/modelos/teorias de lideranças na construção dos mesmos. Método Revisão integrativa da literatura de estudos indexados nas bases de dados LILACS, PUBMED, CINAHL e EMBASE, no período de 2006 a 2016. Resultados 38 artigos foram analisados, exibindo 19 instrumentos de avaliação da liderança, sendo os mais utilizados o Multifactor Leadership Questionnaire, a Global Transformational Leadership Scale, o Leadership Practices Inventory, o Servant Leadership Questionnaire, o Servant Leadership Survey e o Authentic Leadership Questionnaire. Conclusões A busca na literatura possibilitou a identificação das principais teorias/estilos/modelos de liderança contemporâneos, assim como a análise de sua utilização na construção de instrumentos de avaliação da liderança, se destacando a liderança transformacional, situacional, servidora e autêntica. Em menor proporção, foram evidenciadas as lideranças quantum, carismática e clínica.

scholarly journals Transformational Leadership Style and Self-Efficacy among Teaching Professionals

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Rajnee Sharma ◽  
Dr. Shalini Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Multifactor Leadership Questionnaire ◽  
Total Sample ◽  
School Teachers ◽  
Idealized Influence ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

Our education system has been remoulding rapidly because of modernization. Transformational leadership style leads to favourable changes in those who follow. These leaders put in maximum efforts to increase the level of follower’s awareness for valued outcomes by expanding and elevating their needs and encouraging them to transcend their self-interests. Transformational leadership plays pivotal role in promoting and managing school development by influencing the self-efficacy of teachers. Self-efficacy is one of the four major components of positive psychological capital .School is the first and foremost important platform of education. The present paper makes an attempt to study the relationship between transformational leadership style of principal and self-efficacy of school teachers. For this, a total sample of 120 (n=20 school principals having minimum 7-8yrs. experience and n= 100 school teachers having minimum 5yrs.experience of senior classes) were taken. The ratio was 1:5 (1 principal and 5 teacher from the same school). The scores of 1 principal were assigned to 5 teachers. Teacher self-efficacy scale by Schwarzer, Schmitz and Daytner and Multifactor Leadership Questionnaire by Bass and Avolio were used to measure the above variables. The data were analysed with the help of Correlation and Regression technique. Obtained findings revealed the positive correlation of idealized influence, individualized consideration, contingent reward, management-by-exception and laissez-faire leadership with self-efficacy.

scholarly journals Impact of Transformational Leadership on the Affective Commitment of Employees in the Service Sector

2019 ◽  
Vol 8 (4) ◽  
pp. 1388-1393
Keyword(s):  
Transformational Leadership ◽  
Service Sector ◽  
Affective Commitment ◽  
Positive Impact ◽  
Multifactor Leadership Questionnaire ◽  
Intellectual Stimulation ◽  
Four Dimensions ◽  
Multifactor Leadership ◽  
The Impact ◽  
The Relationship

Purpose – There are few studies that have studied the relationship between Transformational leadership (TL) and organisation commitment (OC), but there are very few studies on the service sector especially in the Indian context. This study aims to fill the gap in literature by empirically examining the impact of four dimensions of TL using Multifactor Leadership Questionnaire (MLQ) on the Affective Commitment (AC) of the employees, within the context of the service sector in Bengaluru. Design/methodology/approach – A total of two hypotheses were proposed for testing transformational leadership using Multifactor Leadership Questionnaire (MLQ) questionnaire, (Bass and Avolio, 1997) and five items of affective organization commitment developed by Allen and Meyer (1996) was used for affective commitment. The questionnaire was administered to 210 employees working in various industries in the service sector in Bengaluru to measure the impact of TL on the AC of the respondents. Findings – The analysis of the data collected shows that TL has a positive impact on the affective commitment of the employees. In particular, the results of an empirical investigation revealed that individualized influence and individual consideration by the transformational leader had a significant impact on the affective commitment level of the employees. The employees in the hospitality industry had a difference in opinion compared to IT, Banking & education sector employees on the intellectual stimulation by the leader and their affective commitment towards the organization. Originality/value – This paper contributes to the existing literature of leadership and OC by providing practical evidence leading to the improvement of information and the understanding of the relationship between TL and AC.

scholarly journals Transformational leadership and organisational effectiveness in the administration of cricket in South Africa

1999 ◽  
Vol 30 (1) ◽  
pp. 1-5 ◽  
Author(s):  
A. M. Ristow ◽  
T. L. Amos ◽  
G. E. Staude
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Transactional Leadership ◽  
Multifactor Leadership Questionnaire ◽  
Sports Teams ◽  
Organisational Effectiveness ◽  
Multifactor Leadership ◽  
Relationship Of ◽  
The Relationship ◽  
Universal Application

After years of isolation from the international sporting arena, South African sports teams have recently achieved much success. This article is concerned specifically with managing for organisational effectiveness in South African cricket. According to the theory of transformational leadership, there should be a positive relationship between this style of leadership and organisational effectiveness. The Multifactor Leadership Questionnaire was used to collect information about leadership while data for organisational effectiveness, the dependent variable, was collected using the Effectiveness Survey for Cricket Administration. Most of the results regarding the relationship of the transformational leadership factors and organisational effectiveness were significant. On the other hand, most of the results regarding the relationship of the transactional leadership factors and organisational effectiveness were not significant. The overall results provide general support of Bass' (1990) argument of the universal application of the transformational leadership theory.

A Functional Moodel of Team Leadership for Sport

2017 ◽  
Vol 21 ◽  
pp. 7-17
Author(s):  
Gershon Tenenbaum ◽  
Jeff Coleman
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Multifactor Leadership Questionnaire ◽  
Full Range ◽  
Team Leadership ◽  
Goal Achievement ◽  
Equation Modeling ◽  
Achievement Data ◽  
Coach Leadership ◽  
Multifactor Leadership

The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifically, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes influence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fit the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables influencing perceptions of cohesion. Transformational leadership had a significant positive path to cohesion, which in turn had a significant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the first step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion.

scholarly journals Liderazgo en un centro de atención telefónica de una empresa comercializadora y distribuidora de energía eléctrica en el noroeste de méxico

2017 ◽  
Vol 13 (25) ◽  
Author(s):  
María Elena Saavedra Cotat ◽  
Juan Patricio Galindo Morav ◽  
José Angel Coronado Quintana
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Call Center ◽  
Structural Equation ◽  
Goodness Of Fit ◽  
Multifactor Leadership Questionnaire ◽  
Structural Equations ◽  
Short Version ◽  
Multifactor Leadership ◽  
Liderazgo Transformacional

Abstract. Using the Multifactor Leadership theoretical model (Bass and Avolio, 1995) was diagnosed the perceived leadership style by 161 workers of a Regional Call Center of a Mexican public company in charge of distribution and marketing of electricity. We used the short version of the MLQ (Multifactor Leadership Questionnaire), Likert-scaled, validating its internal reliability (Cronbach's alpha for each dimension). Statistical analysis included the overall narrative and the use of structural equations (SPSS 19 and Amos, 19). Model results showed the data are consistent with the proposed research model, with a Chi2 (2)=51.26, df=31, p=0.012, 2/df=1.65, RMSEA=0.064, CFI =0.99, NFI=0.96 and TLI=.98). In general, all goodness of fit indicators manifest a good model fit. The results emphasized the importance of a good transactional leadership style complemented by a good transformational leadership style, to achieve good employee extra effort, effectiveness, and satisfaction.Keywords: call center, leadership styles, structural equation, transformational leadership, transactional leadershipJEL: M50, C30.Resumen. Mediante el modelo teórico del Liderazgo Multifactorial (Bass y Avolio, 1995) fue diagnosticado el liderazgo percibido por 161 trabajadores de un Centro de Atención Telefónica Regional, en una empresa pública, mexicana, distribuidora y comercializadora de electricidad. Se utilizó la versión corta del MLQ (Multifactor Leadership Questionnaire), conescalamiento de Líkert, validándose su confiabilidad interna (alpha de Cronbach pordimensión). El análisis estadístico comprendió la parte descriptiva general y el uso deecuaciones estructurales (SPSS, 19 y Amos, 19). Los resultados del modelo manifestaronque los datos concuerdan con el modelo de investigación propuesto, con una Chi2 (2)=51.26, gl=31, p=0.012, 2/gl=1.65), aceptándose Ha (RMSEA=.064, índices decomparación CFI=0.99, NFI=0.96y TLI=0.98). Los resultados enfatizaron la importancia del liderazgo transformacional complementado con el estilo transaccional para obtener la satisfacción del cliente, del empleado y la productividad de la organización.Palabras claves: centro de atención telefónica, ecuaciones estructurales, estilos de liderazgo, liderazgo transformacional, liderazgo transaccional

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

scholarly journals Pengaruh Kepemimpinan Transformasional Terhadap Kepuasan Kerja

2016 ◽  
Vol 2 (1) ◽  
pp. 143
Author(s):  
Izma Azhari ◽  
Ma'mun Sutisna
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Quantitative Research ◽  
Sampling Methods ◽  
Positive Impact ◽  
Multifactor Leadership Questionnaire ◽  
Technical Data ◽  
Job Satisfaction Survey ◽  
Multifactor Leadership ◽  
A Company

Transformational leadership is one of the important things that must be considered by a company because it has a positive impact on increasing employees job satisfaction. Satisfied employees will have a willingness to do more than expected so that the goals can be achieved. This must be applied to PT LEN Industri (Persero), a SOEs that is engaged in industrial electronics. This research aims to know the description of transformational leadership, job satisfaction, and the influence of transformational leadership on job satisfaction in PT LEN Industri (Persero). The research method used a quantitative research with technical data analysis includes classic assumption test, descriptive statistics, analysis of relationships, and analysis of influence. Respondents in this research used 172 employees originating from 14 departments in PT LEN Industri (Persero) with proportionate stratified random sampling methods. Transformational leadership variable used an instrument from Multifactor Leadership Questionnaire (MLQ) and job satisfaction variable used an instrument from Job Satisfaction Survey (JSS). The results obtained transformational leadership in the medium category, the job satisfaction in the high category, and the transformational leadership contributed amounted to 56.8% against the influence of job satisfaction in PT LEN Industri (Persero). Management is expected to increase the transformational leadership factors, so job satisfaction will increase too.

Transformationale, transaktionale und passiv-vermeidende Führung

2011 ◽  
Vol 55 (2) ◽  
pp. 88-104 ◽  
Author(s):  
Mareen Sturm ◽  
Stephanie Reiher ◽  
Kathrin Heinitz ◽  
Renate Soellner
Keyword(s):  
Transformational Leadership ◽  
Multifactor Leadership Questionnaire ◽  
Transformationale Führung ◽  
Multifactor Leadership

In der vorliegenden Metaanalyse wurde dem Zusammenhang transformationaler, transaktionaler und passiv-vermeidender Führung mit Führungserfolg nachgegangen. Anhand der Methode von Hunter und Schmidt (1990) wurden 56 Primärstudien der Jahre 2001 bis einschließlich März 2006, die Führung mittels des Multifactor Leadership Questionnaire (MLQ) oder Transformational Leadership Inventory (TLI) operationalisiert hatten, metaanalytisch integriert. Es zeigte sich, dass transformationale Führung hoch positiv mit Kriterien des Führungserfolgs zusammenhängt. Auch transaktionale Führung weist positive, passiv-vermeidende Führung dagegen hohe negative Korrelationen mit Führungserfolg auf. Insgesamt sind die Zusammenhänge des TLI mit Führungserfolg geringer als die Korrelationen des MLQ. Als Moderatoren für den Zusammenhang zwischen Führung und Führungserfolg wurden die Operationalisierungen von Führung sowie Führungserfolg, der Organisationstyp und das Untersuchungsland analysiert. Die Variablen Operationalisierung von Führung sowie von Führungserfolg wurden als Moderatoren bestätigt. Für die beiden anderen betrachteten Moderatoren konnten keine durchgängigen Einflüsse auf die untersuchten Zusammenhänge nachgewiesen werden.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

scholarly journals Die verband tussen sekere persoonlikheidseienskappe en transformasionele leierskap

2000 ◽  
Vol 26 (3) ◽  
Author(s):  
C. Van Rensburg ◽  
F. Crous
Keyword(s):  
Transformational Leadership ◽  
Personality Traits ◽  
Multifactor Leadership Questionnaire ◽  
Transformational Leaders ◽  
Personality Research ◽  
Top Managers ◽  
Central Hypothesis ◽  
Multifactor Leadership ◽  
The Relationship ◽  
Logistical Regression Analysis

The relationship between certain personality traits and transformational leadership. The purpose of the study was to investigate certain personality characteristics of transformational leaders. The Jackson Personality Research Form (PRF-E) and the Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio were administered to a random sample of 164 middle and top managers. The results of t-test analyses yielded statistically significant differences between certain personality traits of transformational versus non-transformational leaders. Using a stepwise logistical regression analysis, a prediction model was created to predict transformational leadership using four personality traits of the Jackson PRF-E. The findings provide support to the central hypothesis of this study and the implications of these results on transformational leadership are discussed. Opsomming Die doel van die studie was om sekere persoonlikheidseienskappe van transformasionele leiers te ondersoek. Die Jackson Personality Research Form (PRF-E) en die Multifactor Leadership Questionnaire (MLQ) van Bass en Avolio is op n ewekansige steekproef van 164 middel- en hoevlakbestuurders toegepas. Die resultate van t-toets ontledings het statistics beduidende verskille tussen sekere persoonlikheidseienskappe van transformasionele teenoor nie-transformasionele leiers gelewer. Met behulp van 'n stapsgewyse logistiese regressie-ontleding is n voorspellingmodel ontwikkel wat transformasionele leierskap, met behulp van vier persoonlikheidsfaktore van die Jackson PRF-E, voorspel. Die bevindinge ondersteun die sentrale hipotese van hierdie studie en die implikasies van die bevindinge op transformasionele leierskap word bespreek.

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