FOLLOWERSHIP MODERATION BETWEEN THE RELATIONSHIP OF TRANSACTIONAL LEADERSHIP STYLE AND EMPLOYEES REACTIONS TOWARDS ORGANIZATIONAL CHANGE

This paper attempts to present a snapshot of leadership’s style impact and influence and other related effectingreasonstowardstheemployee‘sperformanceandloyaltyinb ankingindustry.Baseonreviewofpastliteratures,majorityofthestudi eshadidentifiedapositiverelationshipbetweentransformational leadership and transactional leadership style toward employee loyalty and performance within the company.Thestudypopulationcomprised five headquarterofficesofcommercialbanksaroundKuala LumpurCity.Theresultofthisresearchdidsupportmostoftheresearc hesdone previously inceithas been found that both leadership styles have significant (positive) relationship towards employee performance in banking industry. This paper also concluded that employee loyalty do have mediation effectbetweentransformationalleadershipandemployeeperforman ceaswellasbetweentransactional leadership and employee performance. Additionally, it also proves that demographic characters do not have significant influence on employee loyalty and performance within an organization.

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EFFECT OF LEADERSHIP STYLE ON EMPLOYEE ENGAGEMENT WITH MOTIVATIONAL FACTOR AS MEDIATOR

10.31219/osf.io/jf2xm ◽

2021 ◽

Author(s):

DALOWAR HOSSAN

Keyword(s):

Leadership Styles ◽

Employee Engagement ◽

Transactional Leadership ◽

Leadership Style ◽

Full Range ◽

Motivational Factors ◽

Mediating Effect ◽

Transactional Leadership Style ◽

Relationship Of ◽

The Relationship

This study aims to extend the literature by examining the mediating effect of motivational factors between the relationship of leadership styles and employee engagement in the Readymade Garments (RMG) industry in Bangladesh. The study is used Herzberg’s two-factor theory and full range leadership theory. Using the deductive approach and quantitative technique, the study has collected data from 387 employees of the RMG industry via a closedended researcher-administered questionnaire. The findings show that intrinsic and extrinsic motivational factors, as well as transactional leadership style, have a significant effect on employee engagement in the RMG industry. Motivational factors (intrinsic and extrinsic) mediate the relationship between the relationship of leadership styles (transformational and transactional) and employee engagement. It is suggested that the industry should focus on transactional leadership style and motivational factors for filling the ambitious target in the future.

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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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Transactional leadership and success of international development projects (IDP): mediating effects of cooperative style to conflict resolution and team potency

Management Research Review ◽

10.1108/mrr-09-2020-0575 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Seydou Sané ◽

Pascaline Abo

Keyword(s):

Conflict Resolution ◽

International Development ◽

Transactional Leadership ◽

Leadership Style ◽

Development Projects ◽

Content Type ◽

Mediating Role ◽

Team Potency ◽

Transactional Leadership Style ◽

The Relationship

Purpose This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment. Design/methodology/approach A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method. Findings The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter. Practical implications As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects. Originality/value The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.

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Leadership styles, goal clarity, and project success

Leadership & Organization Development Journal ◽

10.1108/lodj-07-2017-0212 ◽

2018 ◽

Vol 39 (2) ◽

pp. 309-323 ◽

Cited By ~ 16

Author(s):

Muhammad Mustafa Raziq ◽

Felipe Mendes Borini ◽

Omer Farooq Malik ◽

Mansoor Ahmad ◽

Mehwish Shabaz

Keyword(s):

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Project Success ◽

Active Management ◽

Content Type ◽

Goal Clarity ◽

Transactional Leadership Style ◽

Underlying Mechanisms ◽

The Relationship

Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

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Effects of Leadership Style on Employee Performance of Fast Moving Consumer Goods (FMCGS) in South Africa

Journal of Economics and Behavioral Studies ◽

10.22610/jebs.v11i1(j).2739 ◽

2019 ◽

Vol 11 (1(J)) ◽

pp. 1-10

Author(s):

Solomon OMONONA, ◽

Olabanji ONI, ◽

Joseph OBAMEN

Keyword(s):

South Africa ◽

Transactional Leadership ◽

Leadership Style ◽

Consumer Goods ◽

Fast Moving ◽

Survey Design ◽

Employee Performance ◽

Fast Moving Consumer Goods ◽

Transactional Leadership Style ◽

The Relationship

Abstract: The study seeks to assess the effects of leadership style on Employee performance (EP) of fast moving consumer goods (FMCGs) companies in South Africa. The specific objectives are: to determine the effects of autocratic leadership style on EP; to evaluate the effect of participative/ democratic leadership style on EP; to ascertain the relationship between laissez faire leadership style and EP; to assess the relationship between transactional leadership style and EP in the FMCGs. Quantitative research survey design was adopted for the study; both primary and secondary sources of data were utilized during the investigation. The sample size of 233 was obtained from the estimated population using Rao soft online calculator at 5% error tolerance and 95% level of confidence. Data was collected via questionnaires and analyzed utilizing Simple Linear Regression (SLR) and Pearson product moment correlation (PPMC). It was discovered that there is a significant relationship between the various leadership styles and the performance of organisations. However, transactional leadership style was found to account for more influence on employee performance than other styles of leadership. Therefore, the study recommends the transactional style of leadership for managers of FMCGs in order to increase employee performance, ensure profitability and sustainability of the organisation.

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Relationship between Leadership Styles and Job Satisfaction in Tanzania Public Sector

Journal of Contemporary Research in Social Sciences ◽

10.33094/26410249.2021.34.78.86 ◽

2021 ◽

Vol 3 (4) ◽

pp. 78-86

Author(s):

Eliza Mwakasangula ◽

Kelvin M Mwita

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Public Sector ◽

Transactional Leadership ◽

Leadership Style ◽

Mean Value ◽

Employee Job Satisfaction ◽

Transactional Leadership Style ◽

Transformational Leadership Style ◽

The Relationship

Tanzania public sector has been undergoing various reforms to improve public service delivery and employee satisfaction. The government has been trying to improve employee welfare and create conducive work environment for the public servants. Despite the efforts, job satisfaction levels of staff in the Tanzania public sector are generally low and unsatisfactory. The study examined the relationship between leadership styles and job satisfaction in Tanzania public sector. The study intended to achieve two specific objectives. The first objective was to examine the relationship between transformational leadership style and employee job satisfaction. The second objective was to examine the relationship between transactional leadership style and employee job satisfaction. The study used Morogoro Municipal Council as a case study from which data were collected by using a close ended questionnaire from 92 respondents. Descriptive and inferential statistics were employed. The study found that job satisfaction was average among the respondents with mean value of 3.04. Comparatively, transactional leadership mean value was higher (Mean=4.14) than that of transformational leadership (mean=3.28). Regression analysis showed that both transactional leadership style (β=0.585, p=0.000) and transformational leadership (β=0.032, p=0.001) were found to be significant predictors of job satisfaction. The results showed that transformational leadership style had a stronger relationship with job satisfaction than transformational leadership style.

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Leadership Styles, Absorptive Capacity and Firm's Innovation

International Journal of Knowledge Management ◽

10.4018/ijkm.2018070106 ◽

2018 ◽

Vol 14 (3) ◽

pp. 82-100

Author(s):

Saad G. Yaseen ◽

Saib Al-Janaydab ◽

Nesrine Abed Alc

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Absorptive Capacity ◽

Firm Innovation ◽

Transactional Leadership Style ◽

Knowledge Intensive ◽

Transformational Leadership Style ◽

The Relationship

The aim of this article is to investigate the relationship between leadership styles, absorptive capacity and firm's innovation in the Jordanian Pharmaceutical sector. It is a knowledge-intensive industry and one where effective leadership has been very substantial. Findings reveal that transformational leadership style and transactional leadership style are antecedents to absorptive capacity and a firm's innovation. The results confirm a significant and direct relationship between both leadership styles and firm innovation, and indirectly through absorptive capacity. Overall, the research's findings provide valuable insights for managers to foster absorptive capacity and innovation of their firms.

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Job Motivation in an Organization: The Relationship with Transactional Leadership Style in Driving Employees’ Job Satisfaction

Proceedings of the Ninth International Conference on Entrepreneurship and Business Management (ICEBM 2020) ◽

10.2991/aebmr.k.210507.079 ◽

2021 ◽

Author(s):

Abdullah Abdullah ◽

Dinda Azzahra

Keyword(s):

Job Satisfaction ◽

Transactional Leadership ◽

Leadership Style ◽

Job Motivation ◽

Transactional Leadership Style ◽

The Relationship

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THE RELATIONSHIP BETWEEN PSYCHOLOGICALl CAPITAL AND READINESS FOR CHANGE ON THE TRANSFORMATION PROGRAM OF STATE OWN COMPANY AND PRIVATE COMPANY IN JABODETABEK AREA: LEADERSHIP STYLE AS MEDIATOR

The International Journal of Accounting and Business Society ◽

10.21776/ub.ijabs.2020.28.3.5 ◽

2020 ◽

Vol 28 (3) ◽

pp. 113-144

Author(s):

Silverius Soeharso ◽

Kristiana Dewayani

Keyword(s):

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Psychological Capital ◽

Organizational Transformation ◽

Readiness For Change ◽

Private Companies ◽

Transactional Leadership Style ◽

Transformational Leadership Style ◽

The Relationship

Research aim: The aim of this research research was to examine whether leadership style mediated the relationship between psychological capital and readiness for change in the process of organizational transformation of state-owned and private companies in Jabodetabek, Indonesia. Design/ Methodology/ Approach: A survey was conducted on 149 employees from 256 of private companies and state own company’s. There were three instruments used: the scale of readiness for change from Hanpachern et.al (1997) and Armenakis et.al (1999; 2013), the scale of psychological capital from modified by Dewayani (2014), and the scale of leadership (transformational and transactional) from Bass and Riggio (2006). All three of these measurement scales have strong reliability scores between .82 to .91. The data was analysed by SEM (Structural Equation Modeling) and the STATCAL statistical program. Research findings: The results revealed that the perception of employee self-leadership fully mediated the relationship between psychological capital and readiness for change. Theoretical contribution/ Originality: It is suggested that in a process of transformation, the role of both the transactional and transformational leadership styles is important, but transformational leadership has more significant influence in the process of organizational transformation. although in theory and previous studies have stated that transformational leadership is more significant than transactional leadership in the process of organizational transformation, in this study shows the level of position in the organizational hierarchy also influences. In this study shows that at the staff level especially sacrificed proves that the transactional leadership style is more influential than the transformational leadership style. Thus, in the process of organizational transformation both leadership styles need to be applied depending on the group of employees that will be influenced. The lower the position, the more the need to apply transactional leadership style, the higher the position the possibility of the need for transformational leadership style. Practitioner/ Policy implication: From the description above, readiness for change can be interpreted as psychological and physical readiness, to understand the need for changes needed by the organization, individual beliefs to be able to implement planned or proposed changes and to believe that these changes can have a positive impact, both for themselves and organization. Research limitation: The sample size is too small to generalise the findings to the larger population. In addition to samples that are too small to be generalized to a larger population, this study also only involves samples in Jabodetabek so that it is less representative of the population in Indonesia, other than that it is only taken from the staff level so that the managerial level is not examined in this study. Manuscript type: Research paper.

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