The Relationship Between Transformational Leadership Characteristic and Succession Planning Program in the Malaysian Public Sector

2017 ◽  
Vol 7 (1) ◽  
pp. 19-30 ◽  
Author(s):  
Rohana Binti Ahmad ◽  
Ahmad Martadha bin Mohamed ◽  
Halimah Binti Abdul Manaf
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Succession Planning ◽  
Planning Program ◽  
Leadership Characteristic ◽  
The Relationship

Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Local Government ◽  
Transactional Leadership ◽  
Diversity Climate ◽  
Content Type ◽  
Intrinsic Job Satisfaction ◽  
The Relationship

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

scholarly journals Pengaruh Succession Planning, Transformational Leadership, Training Satisfaction Terhadap Turnover Intention Karyawan Pada Sektor Publik Kementerian Agama Jakarta Pusat

2019 ◽  
Vol 9 (1) ◽  
pp. 79-90
Author(s):  
Amelia Wanggi ◽  
Mutiara Panggabean ◽  
Tiara Puspa
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Succession Planning ◽  
Leadership Training ◽  
Turnover Intention ◽  
Sampling Method ◽  
The Public ◽  
Employee Turnover Intention ◽  
Training Satisfaction ◽  
And Training

This study tries to analyze the effect of succession planning, transformational leadership, training satisfaction on employee turnover intention in the public sector of the Central Jakarta Ministry of Religion. Responding to this study, an experiment of 120 respondents from the Central Jakarta Ministry of Religion staffing company. The sampling method uses purposive sampling and uses descriptive statistical data analysis methods (average) and multiple regression analysis. In this research, succession planning, transformational leadership, and training satisfaction, were obtained negatively towards company turnover intention in the public sector, especially succession planning. From the results of this study, it was agreed by the leadership of the company to pay more attention to succession planning or management of employee talents, allow and add training and coaching for future leaders to be more transformational to provide beneficial investments in terms of employee career development.

Relationship between Leadership Styles and Job Satisfaction in Tanzania Public Sector

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.

The Relationship between Transformational Leadership Characteristic, Organizational Commitment, and Job Performance of the Employees of Four State-Owned Banks in Pontianak, West Kalimantan

2015 ◽  
Vol 3 (4) ◽  
pp. 44-51
Author(s):  
Ilzar Daud ◽  
Sopian Bujang ◽  
Nur Afifah
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Intellectual Stimulation ◽  
West Kalimantan ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Individual Consideration ◽  
Leadership Characteristic ◽  
The Relationship

Objective - The main objectives of this study is to examine the relationship between transformational leadership characteristic (i.e., idealized influence, inspirational motivation, intellectual stimulation, and individual consideration), organizational commitment and job performance of the four State-Owned Banks employees in Pontianak, West Kalimantan. Methodology/Technique - The research design applied in the study is a quantitative method. Data used in evaluating the model were gathered from the four State-Owned Banks in Pontianak, West Kalimantan. 345 permanent employees of those four State-Owned Banks participated in the survey. The Structural Equation Modelling (SEM), using LISREL 8.8 Software will be employed to examine the relationship among the constructs in the study, which are transformational leadership characteristic, organizational commitment, and job performance. Findings - The findings of the study concluded that transformational leadership characteristic insignificant relationship on job performance, transformational leadership characteristic positive significant relationship on organizational commitment, organizational commitment positive significant relationship on job performance, and Organizational commitment mediates the relationship between transformational leadership characteristic and job performance of employees of the four State-Owned Banks in Pontianak, West Kalimantan. Novelty - Variables used in this study partially been done but research regarding all variables of employees of the four State-Owned Bank in Pontianak, West Kalimantan, Indonesia felt there was still no. Type of Paper - Empirical Keywords: Transformational Leadership Characteristic: idealized influence, inspirational motivation, intellectual stimulation, individual consideration, Organizational Commitment, Job Performance.

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