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.

scholarly journals The role of Motivational Factors on Employee Engagement at Readymade Garments Industry, with Leadership as Moderator

2020 ◽  
Author(s):  
Dalowar Hossan ◽  
Zuraina Binti Dato' Mansor ◽  
Mst Fahima Aktar ◽  
Nurain binti mohd roshedi ◽  
Saurov Roy
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Full Range ◽  
Motivational Factors ◽  
Path Coefficient ◽  
Full Range Leadership ◽  
Transactional Leadership Style ◽  
The Relationship

The current study aims to extend the literature by examining the moderating effect of leadership styles on the relationship between motivational factors and employee engagement in the context of the readymade garments (RMG) industry of Bangladeshwhere both leadership styles, motivational factors and employee engagement are known to be at an unsatisfactory level. The study used Herzberg’s two-factor theory and the full range leadership model. Quantitative technique had been used and the hypotheses were investigated through path coefficient analysis of 387 employees at the RMG industry of Bangladesh. The findings show thatextrinsic motivational factors, intrinsic motivational factors, transactional leadership style and transformational leadership stylehave significant effect on employee engagement as well as transactional leadership style moderates the relationship between intrinsic motivational factors and employee engagement. The paper discusses the implications of the findings and provides constructive suggestions on how to use motivational factors and leadership styles to positively impact employee engagement. The conclusionsrecommend that the industry focuses on leadership styles and motivational factors in order to fulfil more ambitious targets and sustain business for the long term.

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

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.

scholarly journals Transformational Leadership, Transactional Leadership, and Employee Performance

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.

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

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.

scholarly journals A study on the Relationship Between Employee Satisfaction and Employees’ Performance

2018 ◽  
Vol 2 (2) ◽  
pp. 94
Author(s):  
Ashish Ranga ◽  
Reshma Kamboj
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practices ◽  
Appraisal System ◽  
Psychological Feature ◽  
Area Unit ◽  
The Impact ◽  
The Relationship ◽  
A Performance

A performance appraisal (PA), to boot ascertained as a performance review, performance analysis, (career) development discussion, or employee appraisal is also a way by that the work performance of an associate employee is documented and evaluated. The Performance appraisal has been viewed by lecturers and human resource practitioners as a significant human resource management practices as a result of it yields selections that area unit crucial and integral to varied human resource actions and outcomes. Yet, an honest Performance appraisal system remains a smart challenge for managers and employees thanks to psychological feature, psychological feature and behavioral factors associated with it. Employee outcomes among the sort of labor performance, effective structure commitment and turnover intention area unit is undeniably variety of the foremost necessary issues during a corporation.The management has to be compelled to concentrate to the extent of satisfaction in performance appraisal to substantiate that employees are happy and contribute utterly to their organization throughout the tenure of their employment with the organization. This can be often very crucial to support the expansion of an organization. The aim of this paper is to specialize in the impact of performance appraisal on employee's performance and to boot trace impact of motivation issue, as a result of it affects the association of performance appraisal and employee's performance.The paper reviews the• The relationship between perceptions of performance appraisal fairness and employee engagement in the context of the business organization.• The reaction of employees to these performance assessments.

scholarly journals Talent management and organizational performance: The mediating role of employee engagement

2021 ◽  
Vol 11 (9) ◽  
pp. 2341-2346 ◽  
Author(s):  
Eny Yuniati ◽  
Budi Eko Soetjipto ◽  
Tjipto Wardoyo ◽  
Sudarmiatin Sudarmiatin ◽  
Farika Nikmah
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Talent Management ◽  
Mediating Role ◽  
Mothers And Children ◽  
Management Literature ◽  
The Impact ◽  
The Relationship

Talent management and Employee Engagement have been studied extensively in management literature in the last ten years, both concepts have become a field of interest. Therefore, this study explores the impact of employee engagement as a mediator on the relationship between talent management and organizational performance. The reason for doing this research is that most of the studies have studied the relationship between talent management directly on organizational performance and have not included employee engagement as a mediator. Midwives were selected as samples since their talents can further enhance the professional ability of midwives in carrying out their duties: to save mothers and children during childbirth.

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.

Leadership styles, goal clarity, and project success

2018 ◽  
Vol 39 (2) ◽  
pp. 309-323 ◽  
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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