scholarly journals Gender Differences in Implementing Organizational Change in Romania’s Central Public Administration

2021 ◽  
Vol 19 (1) ◽  
pp. 9-40
Author(s):  
Constantin M. Profiroiu ◽  
Alina G. Profiroiu ◽  
Corina C. Nastaca
Keyword(s):  
Gender Differences ◽  
Transformational Leadership ◽  
Organizational Change ◽  
Public Administration ◽  
Public Institutions ◽  
Transformational Leaders ◽  
Opinion Survey ◽  
Female Leaders ◽  
Almost All ◽  
The Relationship

The present study analyses the gender differences in implementing organizational change in Romania’s central public administration, from a subordinates’ perspective, in order to establish whether female leaders are more likely to adopt change in comparison to their male counterparts. The research methodology consists of an opinion survey conducted in the central public administration of Romania based on a questionnaire. The study reveals that female leaders are perceived in a positive, yet not in a better manner than men. They are considered transformational leaders capable of involvement in the process of organizational change of public institutions. There are no significant differences between the perceptions of men and women as leaders, although almost all the differences are in favour of men. The study shows a strong correlation between transformational leadership and leaders’ capacity of implementing the management of change, the relationship being stronger in the case of female leaders who should continue to strengthen transformational behaviours.

Transformational leadership in teams – the effects of a team leader’s sex and personality

2015 ◽  
Vol 30 (1) ◽  
pp. 44-68 ◽  
Author(s):  
Tiina Maria Brandt ◽  
Piia Edinger
Keyword(s):  
Transformational Leadership ◽  
Team Leadership ◽  
Transformational Leaders ◽  
Team Leaders ◽  
Female Leaders ◽  
Personality Preferences ◽  
Content Type ◽  
Team Members ◽  
University Courses ◽  
The Relationship

Purpose – This study aims to investigate whether transformational leadership exists in teams, and if so, whether it is represented in a similar way as in more traditional leadership situations. The study also aims to determine whether a team leader’s sex has an influence on the relationship between personality and team leadership when team members evaluate the leader’s behaviour. Design/methodology/approach – A quantitative analysis is conducted on input from 104 team leaders and 672 team members from a Finnish university. Data were collected during university courses, and the team leaders’ transformational leadership styles were evaluated by team members at the end of the courses. Findings – The results indicate that the transformational leadership questionnaire is applicable when studying team leadership; the Visioning dimension might be absent, but Modelling, Enabling, Challenging and Rewarding dimensions represent transformational leadership in teams. Women tend to be more transformational team leaders than men. Personality seems to influence both sexes, so that extraverted and judging personality types are more transformational leaders than introverted and perceiving ones. In relation to sex, introverted, sensing, thinking and perceiving female leaders are regarded as more transformational than men with similar preferences. Additionally, some personality preferences seem to be sex-neutral in terms of team transformational leadership when rated by team members. Originality/value – There is no previous study combining these variables in the academic team context.

Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership

2021 ◽  
pp. 227853372110439
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Rohini Sharma ◽  
Chandan Kumar Sahoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Employee Involvement ◽  
Change Readiness ◽  
Employee Voice ◽  
Equation Modeling ◽  
Commitment To Change ◽  
The Relationship ◽  
Moderating Role

This study explores the antecedents for organizational change readiness for altering the status quo and empirically validates few potent tools which facilitate change. By drawing on change management literature, this study examines the influence of employee voice (EV) and employee involvement (EI) on commitment-to-change (CTC), considering the latter as a mediating variable in the relation between antecedent human resources practices (EV and EI) and organizational change readiness (OCR). Subsequently, the moderating role of transformational leadership was analyzed on these posited relationships. The hypotheses proposed in the research model are tested on a sample of 516 employees from an Indian public sector organization, applying Baron and Kenny’s (1986) technique for establishing mediation and Ping’s approach to moderated structured equation modeling for moderation. The findings suggest that CTC partially mediates the relationship between EV and OCR, but it does not mediate between EI and OCR. Likewise, the study results also empirically validate that the relationship between EV and CTC is enhanced if leadership is transformational, also the hypothesis positing the moderating role of transformational leadership between EI and CTC was supported.

Are Transformational Leaders a Double-Edged Sword? Impact of Transformational Leadership on Sport Employee Commitment and Job Satisfaction

2012 ◽  
Vol 7 (4) ◽  
pp. 661-676 ◽  
Author(s):  
Seungmo Kim ◽  
Marshall Magnusen ◽  
Damon Andrew ◽  
Jennifer Stoll
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Employee Commitment ◽  
Transformational Leaders ◽  
Athletic Department ◽  
Individual Level ◽  
Employee Job Satisfaction ◽  
Mediated Effects ◽  
The Relationship ◽  
Satisfaction Relationship

Few areas have received more frequent scholarly attention in the business literature than leadership. However, insufficient attention had been paid to the study of leadership in a sport context. Therefore, this study examined the direct effects of transformational leadership on sport employee job satisfaction and levels of commitment (to the athletic department and athletic director). Also examined were the mediated effects of both commitment foci on the relationship between transformational leadership and job satisfaction. Participants included 325 athletic department employees in a NCAA BCS football conference. Through CFA and SEM, the direct and mediated effects of transformational leadership on sport employee commitment and job satisfaction were explored. Limited support was found for a direct effect of transformational leadership on job satisfaction. However, the results indicated support for transformational leadership directly influencing organizational- and individual-level commitment. Commitment to the athletic department also mediated the transformational leadership-job satisfaction relationship.

scholarly journals Pengaruh Kepemimpinan Transformasional Pada Sinisisme terhadap Perubahan Organisasional dengan Keadilan Distributif sebagai Pemoderasi

2014 ◽  
Vol 9 (1) ◽  
pp. 1-15
Author(s):  
Mega Asri Zona
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Distributive Justice ◽  
Negative Influence ◽  
Independent Variables ◽  
Relationship Of ◽  
The Relationship

This research used transformational leadership as independent variables which had negative influence on cynicism about organizational change. While distributive justice used as moderated variable that expected to affect the relationship of transformational leadership on cynicism about organizational change. The survey was conducted to 250 employees of PT PLN branch Padang (Rayon Kuranji, Rayon Tabing, Rayon Belanti and Rayon Indarung), PT Telkom area Padang, PT MNC Sky Vision (KPP KPP Padang and Bukittinggi). At least, 202 Questionnaires were collected, but only 187 questionnaires that can be processed. 

scholarly journals Team Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers

2021 ◽  
Vol 12 ◽  
Author(s):  
Rosa Mindeguia ◽  
Aitor Aritzeta ◽  
Alaine Garmendia ◽  
Edurne Martinez-Moreno ◽  
Unai Elorza ◽  
...  
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Well Being ◽  
Management Team ◽  
Mediation Effect ◽  
Transformational Leaders ◽  
Team Processes ◽  
Positive Feelings ◽  
Being There ◽  
The Relationship

Research has shown that transformational leaders are able, through emotional contagion mechanisms, to transmit their emotions and boost positive feelings among their followers. Although research on leadership and team processes have shown a positive relation between transformational leadership and workers' well-being, there is a lack of studies examining the “black box” of this association. The present study aimed to assess the mediation effect of team emotional intelligence (TEI) of the management team on the relationship between management's transformational behaviors and employees' responses. Data were gathered from two sources: 1,566 managers grouped into 188 teams pertaining to a total of 90 firms, and 4,564 workers from the same 90 firms. The results showed that management team TEI and the emotional state of “passion” among employees had a full mediation effect on the relationship between management teams' transformational leadership and employees' cohesion. Implications of these results are discussed.

scholarly journals Korruptionen i det svenska folkstyret: vad säger medborgarna?

2015 ◽  
Vol 1 (2) ◽  
pp. 103-121 ◽  
Author(s):  
Staffan Andersson ◽  
Tigran Babajan
Keyword(s):  
Public Administration ◽  
Market Economy ◽  
State Government ◽  
Public Institutions ◽  
Recent Past ◽  
Subnational Government ◽  
Democratic System ◽  
Potential Impact ◽  
Cross Country ◽  
The Relationship

Prior research on corruption highlights the importance of considering ordinary citizens’ views of corruption in politics and public administration. A key reason for this is that these views appear to have a significant impact on people’s confidence in public institutions. Moreover, to get a better understanding of corruption in “least corrupt” democracies with functioning market economy, it is important not only to include bribery, but also other types of corruption. In this article we use country representative data from Survey 2012 of such a case, Sweden, to better understand the variation of corruption across levels of government and how respondents’ own experiences of corruption relate to their perceptions of corruption. Cross-country studies portray Sweden as one of the least corrupt. However, Swedes tend to see corruption as present in public administration and in the recent past Sweden has experienced several corruption scandals. Our results show, in line with previous studies, that corruption is perceived as more common in subnational government than state government. In addition, when asked about their own experience of corruption (or the experience of someone they know) we show this to vary depending on what type of corruption situation it concerns: More respondents have experience of nepotism than bribery. Another major finding of the present article concerns the relationship between respondents’ experience of corruption and their perception of how much corruption there is in government. In particular, perceptions of extensive corruption are more likely among those with own experience of corruption. Given the potential impact of corruption views on support for the democratic system, this link between citizens’ experience of corruption and perception of its prevalence merits further research.

scholarly journals Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities

2019 ◽  
Vol 7 (4) ◽  
pp. 224-238
Author(s):  
Ria Nelly Sari ◽  
Dewi Junita ◽  
Rita Anugerah ◽  
Raisya Zenita
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Social Performance ◽  
Jel Classification ◽  
Organizational Capabilities ◽  
Transformational Leaders ◽  
Behavioural Characteristics ◽  
Positive Direct ◽  
The Relationship

Objective - This study aims to investigate the extent to which transformational leadership could enhance financial and social performance of village-owned enterprises through organizational capabilities. Methodology/Technique – This study conducted a survey involving village-owned enterprises in Siak Regency, Indonesia. 121 questionnaires were distributed directly to the directors of village-owned enterprises and 89 completed and usable responses were received. Data was analyzed using WarpPLS 5.0 to determine that transformational leadership, directly and indirectly through organizational capabilities can enhance financial and social performance of village-owned enterprises. Finding - This study demonstrates that transformational leadership has a positive direct effect on organizational performance. Transformational leadership also has a positive effect on organizational performance through organizational capabilities. This study proves that organizational capabilities act as a partial mediator on the relationship between transformational leadership and organizational performance. Novelty - The results of this study demonstrate that transformational leaders are important in improving the performance of village owned enterprises. Therefore, this study suggests that village consultative bodies need to consider the behavioural characteristics of transformational leadership in recruiting village-owned enterprise directors. Type of Paper: Empirical. Keywords: Transformational Leadership; Organizational Capabilities; Financial Performance; Social Performance; Village-owned Enterprises. Reference to this paper should be made as follows: Sari, R.N; Junita, D; Anugerah, R; Zenita, R. 2019. Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities, Global J. Bus. Soc. Sci. Review 7(4): 224 – 238. https://doi.org/10.35609/gjbssr.2019.7.4(3) JEL Classification: L21, L25.

scholarly journals What Are the Sources of Organizational Change Capability? The Role of Transformational Leadership and Organizational Justice

2021 ◽  
Vol 12 (2) ◽  
pp. 76
Author(s):  
Tung Thanh Ha ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organizational Justice ◽  
Structural Equation ◽  
Business Environment ◽  
Equation Modelling ◽  
Change Capacity ◽  
Innovative Culture ◽  
The Relationship

The paper aims to clarify the influences of transformational leadership (TL) and aspects of organizational justice on change capacity of organizations. Structural equation modelling is applied to test the relationship among the research factors based on the survey of 315 employees in 72 Vietnamese firms. The results show aspects of organizational justice act as mediating roles in the relationship between TL and organizational change capacity. TL has greater effects on innovative culture, while organizational justice has greater effects on capable champions. This study highlights the importance of building the environment of justice in an organization to link TL and organizational change capacity. This study has provided valuable initiatives and deeper insights on the new and effective pathways for firms to improve their change competence and response more successfully and rapidly towards the shift of competitive context and business environment.

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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