scholarly journals The Effects of Work Ethics, Transformational and Transactional Leadership on Work Performance of Teachers

2017 ◽  
Vol 5 (3) ◽  
Author(s):  
Anik Herminingsih ◽  
Widienti Supardi
Keyword(s):  
Transactional Leadership ◽  
Work Performance ◽  
Work Ethics ◽  
Transformational And Transactional Leadership

scholarly journals Safety Leadership as a Means for Safe and Sustainable Shipping

2021 ◽  
Vol 13 (14) ◽  
pp. 7841
Author(s):  
Nermin Hasanspahić ◽  
Vlado Frančić ◽  
Srđan Vujičić ◽  
Mario Mandušić
Keyword(s):  
Transactional Leadership ◽  
Work Performance ◽  
Safety Training ◽  
Environment Protection ◽  
Human Relations ◽  
Latent Factors ◽  
Safety Leadership ◽  
Safe Work ◽  
Transformational And Transactional Leadership ◽  
Marine Accidents

Safety leadership is critical in high-risk industries such as shipping since inadequate leadership can cause marine accidents, resulting in injuries, fatalities, damage to property and environmental pollution. One of the aspects of good and effective safety leadership is creating good human relations and satisfaction among crewmembers, considered a precondition for effective teamwork. Officers on board ships should establish effective teamwork and implement adequate safety leadership, positively affecting safety culture, increasing safety in general and improving marine environment protection. Safety leadership onboard ships comprises several characteristics, including maintaining safe work performance, carrying out safety training, and encouraging crewmember morale. Therefore, it is essential for all stakeholders in shipping industries that officers onboard ships can identify those characteristics, adapt, and apply them adequately. This paper presents the characteristics and skills that shipboard officers need to apply in order to be excellent leaders and serve with adequate safety leadership abilities. One tool for recognizing those characteristics and skills was a survey carried out among experienced professional seafarers. Analysis of the survey data revealed latent factors, these being transformational and transactional leadership elements affecting safety leadership onboard ships.

scholarly journals Gaya kepemimpinan transformasional dan transaksional terhadap prestasi kerja pegawai pada dinas pertanian kabupaten buru selatan

2019 ◽  
Vol 3 (2) ◽  
Author(s):  
M Arsad Rahawarin
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Work Performance ◽  
Employee Performance ◽  
Performance Variables ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style

This study aims to determine and analyze (1) the significance of the influence of transformational and transactional leadership styles on employee work performance and (2) the most dominant variable influencing employee performance. This research was conducted at the Office of Agriculture in South Buru Regency. The population of this study consisted of all Civil Servants (PNS) at the South Buru District Agricultural Service, namely 135 people. Sampling using the exhausting sampling method or saturated sampling. Data were analyzed by multiple linear regression. The results showed that (1) the leadership style was more dominant in the transformational leadership style, where the most influential indicator was the indicator of the idealized influence dimension, namely the leadership prioritizing the needs of subordinates, (2) based on the calculation of the average of all indicators on work performance variables, indicating a tendency positive which shows that all employees always strive to improve performance in a better direction, (3) the variable transformational leadership style and transactional leadership style have a significant influence on employee performance, (4) transformational leadership style is the most dominant variable influencing achievement employee work. Keywords: transformational leadership; transaction leadership; employee work performance

scholarly journals Pengaruh Persepsi Milenials tentang Gaya Kepemimpinan yang dialami di Tempat Kerja terhadap Etika Kerja Pegawai

2020 ◽  
Vol 4 (2) ◽  
pp. 139-149
Author(s):  
Nurdinni Tilova ◽  
Vidya Amalia Rismanti
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Random Sampling ◽  
City Government ◽  
Work Ethics ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Cluster Random Sampling

The purposes of this reserch are gathered millennial generation perspectives to examine the general work ethics of millennial generation in the City Government of Bogor, West Java and expand to explore the relationship between their perceptions about their leaders and their work ethic. The leadership style in this research are transformational and transactional leadership style. This study used a sample of millennial employees of the Bogor City Government who are in three offices, namely the Youth and Sports Department, the Health Service Department, and the Population and Family Control Department. This study uses a sample of millennial employees of the Bogor City Government. The method of sample selection that used in the research is Cluster Random Sampling methods with the number of respondents are 110 emploees. The type of data used are primary data is questionnaire and secondary data are a company profile and study library, data analysis used is a multiple linear regression analysis which is preceded by a data quality test consisting of tests of validity, reliability, and normality. Research results confirm that (1) Transformational leadership style partially has a positive and significant effect on work ethics. (2) Transactional leadership style partially has a positive and significant effect on work ethics. (3) The transformational leadership style and transactional leadership style simultaneously have a positive and significant effect on work ethics. The application of transformational and transactional leadership values has a direct effect on the work ethic of millennial employees. The conclution of this reserch that the implication is which the values contained in transformational and transactional leadership are proven to be able to improve employee work ethics. Abstrak Tujuan dari penelitian ini adalah mengumpulkan perspektif generasi milenial untuk mengkaji etika kerja umum generasi milenial di Pemerintah Kota Bogor - Jawa Barat dan memperluas hubungan antara persepsi mereka tentang pemimpin dan etika kerja mereka. Gaya kepemimpinan dalam penelitian ini adalah gaya kepemimpinan Transformasional dan Transaksional. Penelitian ini menggunakan sampel pegawai milenial Pemerintah Kota Bogor yang berada di tiga kantor yaitu Dinas Pemuda dan Olahraga, Dinas Kesehatan, dan Dinas Kependudukan dan Pengendalian Keluarga. Penelitian ini menggunakan sampel pegawai milenial Pemerintah Kota Bogor. Metode pemilihan sampel yang digunakan dalam penelitian ini adalah metode Cluster Random Sampling dengan jumlah responden 110 karyawan. Jenis data yang digunakan adalah data primer berupa angket dan data sekunder berupa company profile dan studi pustaka, analisis data yang digunakan adalah analisis regresi linier berganda yang diawali dengan uji kualitas data yang terdiri dari uji validitas, reliabilitas dan normalitas. Hasil penelitian menegaskan bahwa (1). Gaya Kepemimpinan Transformasional secara parsial berpengaruh positif dan signifikan terhadap Etika Kerja sebesar; (2). Gaya Kepemimpinan Transaksional secara parsial berpengaruh positif dan signifikan terhadap Etika Kerja sebersar; (3) Gaya Kepemimpinan Transformasional dan Gaya Kepemimpinan Transaksional secara simultan berpengaruh positif dan signifikan terhadap Etika Kerja. Penerapan nilai-nilai kepemimpinan transformasional dan transaksional berpengaruh langsung terhadap Etika kerja karyawan milenial. Implikasinya adalah nilai-nilai yang terkandung di dalam kepemimpinan transformasional dan transaksional terbukti mampu untuk meningkatkan Etika kerja karyawan. Kata Kunci : Persepsi Pegawai Milenial, Gaya Kepemimpinan, Etika Kerja

scholarly journals The relevance of leadership styles and Islamic work ethics in managerial effectiveness

2020 ◽  
Vol 4 (3) ◽  
pp. 189-207
Author(s):  
Sarfaraz Javed ◽  
Azam Malik ◽  
Mutaz Minwer Hala Alharbi
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Essential Element ◽  
Mediation Effect ◽  
Managerial Effectiveness ◽  
Content Type ◽  
Work Ethics ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Level Model

Purpose Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation revolves around the capability of management to manage self, subordinates and relationships. However, very few research addressed this important phenomenon; this study aims to fill this gap by investigating the mediating role of Islamic work ethics between leadership styles and managerial effectiveness. Design/methodology/approach Data collection was done through a structured questionnaire, and the hypothesized relationships were tested with the help of SmartPLS. Findings Results of the statistical analysis showed that transformational and transactional leadership styles are positively associated with managerial effectiveness. Also, Islamic work ethics mediated the association between transactional leadership and managerial effectiveness, and however, no mediation effect of Islamic work ethics was found in the relationship of transformational leadership and managerial effectiveness Originality/value Although volumes of research have been conducted into the nature of management and leadership over the past 50 years or so, there have been significant shortcomings in terms of little attention having been given to the issue of managerial effectiveness, lack of generalizability of findings and lack of relevance and utility; thus, this study contributed to human resource management literature by providing a macro-level model to measure managerial effectiveness.

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.

Relationships Between Emotional Intelligence, Leadership Style, and School Culture

2017 ◽  
Vol 8 (3) ◽  
pp. 25-43
Author(s):  
Mirta R. Segredo ◽  
Peter J. Cistone ◽  
Thomas G. Reio
Keyword(s):  
Emotional Intelligence ◽  
School Culture ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Hierarchical Regression ◽  
Leadership Strategies ◽  
Ex Post ◽  
Ex Post Facto ◽  
Transformational And Transactional Leadership

Research regarding the association between emotional intelligence, leadership style and organizational culture has been inconclusive. The purpose of this study was to explore these relationships in elementary school settings. A non-experimental ex post facto research design was utilized to investigate four research hypotheses. Fifty-seven principals and 850 teachers within a large urban school district in southeast Florida were surveyed. Hierarchical regression analyses revealed positive associations between school culture and both transformational and transactional leadership, and negative associations between school culture and passive-avoidant leadership. Significant positive associations were found also between school culture and the principals' emotional intelligence after controlling for leadership style. The hierarchical linear regressions revealed significant associations between leadership style and school culture after controlling for school grade as well. The results suggest that emotional intelligence merits consideration in the development of leadership theory. Practical implications include suggestions that principals employ both transformational and transactional leadership strategies, and focus on developing their level of emotional intelligence. The associations between emotional intelligence, transformational leadership, contingent reward and school culture found in this study validate the role of the principal as the leader of school reform.

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.

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