Implementation and Evaluation of a Transformational Leadership Education Session for Nurse Leaders and Nurse Educators

2020 ◽  
Vol 13 (2) ◽  
pp. 125-133
Author(s):  
Ashley Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Nurse Educators ◽  
Leadership Education ◽  
Nurse Leaders ◽  
Leadership Characteristics ◽  
Rank Test ◽  
Intellectual Stimulation ◽  
Education Session ◽  
The Impact

BackgroundTransformational leadership is one of the most utilized models of leadership across the disciplines. It can positively impact the leader-follower relationship, performance of the leader, and productivity of the organization.ObjectiveThe purpose of the project was to assess the impact of an educational session on the recognition and execution of transformational leadership characteristics for nurse leaders and nurse educators.MethodsAn interactive transformational leadership education session aimed to affect the recognition and execution of nurse leaders' and nurse educators' transformational leadership characteristics.ResultsA Wilcoxon Signed Rank Test yielded a statistically significant increase in idealized influence (behavior), and an increase in intellectual stimulation and inspirational motivation.ConclusionsThis project creates the infrastructure for future ongoing initiatives focusing on the beneficial impact of transformational leadership development for nurse leaders and educators.Implications for NursingA supportive environment for transformational leadership development may take the institution to the next level regarding engagement, productivity, and performance, all of which are vital to organizational success.

The Impact of Transformational Leadership on Entrepreneurial Orientation via the Mediating Role of Organizational Learning Capability

2020 ◽  
Vol 8 (2) ◽  
pp. 65
Author(s):  
Razan Nofal ◽  
Mais Jaradat
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Entrepreneurial Orientation ◽  
Commercial Banks ◽  
Quantitative Research ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Learning Capability ◽  
Idealized Influence ◽  
The Impact

The current research aims to investigate the effect of transformational leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of transformational leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of transformational leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that transformational leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of transformational leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of transformational leadership attributes on entrepreneurial orientation.

scholarly journals Impact of Transformational Leadership on the Affective Commitment of Employees in the Service Sector

2019 ◽  
Vol 8 (4) ◽  
pp. 1388-1393
Keyword(s):  
Transformational Leadership ◽  
Service Sector ◽  
Affective Commitment ◽  
Positive Impact ◽  
Multifactor Leadership Questionnaire ◽  
Intellectual Stimulation ◽  
Four Dimensions ◽  
Multifactor Leadership ◽  
The Impact ◽  
The Relationship

Purpose – There are few studies that have studied the relationship between Transformational leadership (TL) and organisation commitment (OC), but there are very few studies on the service sector especially in the Indian context. This study aims to fill the gap in literature by empirically examining the impact of four dimensions of TL using Multifactor Leadership Questionnaire (MLQ) on the Affective Commitment (AC) of the employees, within the context of the service sector in Bengaluru. Design/methodology/approach – A total of two hypotheses were proposed for testing transformational leadership using Multifactor Leadership Questionnaire (MLQ) questionnaire, (Bass and Avolio, 1997) and five items of affective organization commitment developed by Allen and Meyer (1996) was used for affective commitment. The questionnaire was administered to 210 employees working in various industries in the service sector in Bengaluru to measure the impact of TL on the AC of the respondents. Findings – The analysis of the data collected shows that TL has a positive impact on the affective commitment of the employees. In particular, the results of an empirical investigation revealed that individualized influence and individual consideration by the transformational leader had a significant impact on the affective commitment level of the employees. The employees in the hospitality industry had a difference in opinion compared to IT, Banking & education sector employees on the intellectual stimulation by the leader and their affective commitment towards the organization. Originality/value – This paper contributes to the existing literature of leadership and OC by providing practical evidence leading to the improvement of information and the understanding of the relationship between TL and AC.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Not All Transformational Leadership Behaviors Are Equal: The Impact of Followers’ Identification With Leader and Modernity on Taking Charge

2016 ◽  
Vol 24 (3) ◽  
pp. 318-334 ◽  
Author(s):  
Jie Li ◽  
Stacie Furst-Holloway ◽  
Larry Gales ◽  
Suzanne S. Masterson ◽  
Brian D. Blume
Keyword(s):  
Transformational Leadership ◽  
Indirect Effects ◽  
High Performance ◽  
Relative Effect ◽  
Future Research ◽  
Intellectual Stimulation ◽  
Performance Expectations ◽  
Wide Range ◽  
Taking Charge ◽  
The Impact

This study investigates how each dimension of transformational leadership directly and indirectly influences followers’ change-oriented behaviors. Using a sample of 329 independent leader–follower dyads from a wide range of Chinese organizations, we examine followers’ identification with leader as an intervening variable between the four dimensions of transformational leadership (“core” transformational behaviors, high-performance expectations, individualized support, and intellectual stimulation) and followers’ taking charge behaviors. Results showed that intellectual stimulation had the highest relative effect size that was largely due to its direct effect on taking charge. Individualized support only exerted a significant indirect effect. Additionally, the negative direct and positive indirect effects of high-performance expectations rendered its total effect nonsignificant. Furthermore, the direct, indirect, and total effects of “core” transformational behaviors were nonsignificant. We also found that followers’ value of modernity moderated the effect of identification with leader on taking charge. The indirect effects of intellectual stimulation, individualized support, and high-performance expectations were significant when modernity was high but nonsignificant when it was low. Implications for theory, practice, and future research are discussed.

scholarly journals Job satisfaction from leadership perspective

2018 ◽  
Vol 12 (1) ◽  
pp. 363-373 ◽  
Author(s):  
Fazal Haleem ◽  
Muhammad Jehangir ◽  
Muhammad Khalil-Ur-Rahman
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Target Population ◽  
Full Potential ◽  
Transformational Leaders ◽  
Intellectual Stimulation ◽  
The Public ◽  
Public Sectors ◽  
The Impact ◽  
Goals And Objectives

Abstract Transformational leaders encourage their subordinates to achieve organizational goals and objectives and to reach their full potential by providing the needed resources. This increasing influence of transformational leaders on employees instigated us to find out the impact of transformational leadership on employees’ job satisfaction. The study was conducted in the public sectors universities of KPK, Pakistan. A sample size of 130 employees was selected using convenient sampling techniques. The data was collected from grade 16 and upper level of employees in the universities. Initially, 130 questionnaires were sent out to the target population for their participation in the survey; out of which 100 filled questionnaires were received forming percentage of 76.92%. These 100 properly filled questionnaires were used for statistical analysis. Both descriptive and advance multivariate statistical, correlation and regression analysis, were conducted to get a feel for the data and to test the postulated hypothesis respectively. Findings of the study revealed that there was non-significant influence of transformational leadership in terms of idealized influence, individualized consideration, and inspirational motivation on employees’ job satisfaction in the public sectors universities of KPK, Pakistan. However, the intellectual stimulation type of leadership had positive and significant impact on employees’ job satisfaction. The paper contributes to the literature review in context of non-forprofit organizations in a developing country and provides implications for universities’ executives to pay more attention to intellectual stimulation type of leadership to increase employees’ satisfaction and thus help achieve the universities goals and objectives.

Transformational leadership and employee knowledge sharing: explore the mediating roles of psychological safety and team efficacy

2019 ◽  
Vol 24 (2) ◽  
pp. 150-171 ◽  
Author(s):  
Jielin Yin ◽  
Zhenzhong Ma ◽  
Haiyun Yu ◽  
Muxiao Jia ◽  
Ganli Liao
Keyword(s):  
Transformational Leadership ◽  
Emerging Markets ◽  
Knowledge Sharing ◽  
Psychological Safety ◽  
Intellectual Stimulation ◽  
International Context ◽  
Content Type ◽  
Team Efficacy ◽  
Inspirational Motivation ◽  
The Impact

Purpose This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different leadership dimensions of transformational leadership on knowledge sharing and further to explore the mechanism through which transformational leadership affects employee knowledge sharing in China. Design/methodology/approach Based on the transformational leadership theory and the team learning theory, it is proposed that all four dimensions of transformational leadership, including intellectual stimulation, individualized consideration, inspirational motivation and idealized influence, have unique impact on employee knowledge sharing. It is further proposed that psychology safety and team efficacy mediate these relationships. Then data were collected from over 400 employees from knowledge-based companies in China to empirically test the proposed relationships with the method of structural equation modeling. Findings The results show that psychological safety fully mediated the impact of intellectual stimulation on knowledge sharing, and team efficacy fully mediated the impact of inspirational motivation on knowledge sharing. Both factors also mediated the impact of individualized consideration on knowledge sharing. The results thus provide empirical support for the impact of transformational leadership on employee knowledge sharing in an international context. Originality/value The past years have seen increasing interest in leadership and knowledge sharing in emerging markets, yet the mechanism through which leadership affects employee knowledge sharing remains understudied. This study explores the impact of different dimensions of transformational leadership on employee knowledge sharing, and further shows that psychological safety and team efficacy mediate these relationships in a collectivistic society where knowledge sharing is consistent with cultural norms. The findings help develop more robust knowledge sharing theories in the international context and provide insightful suggestions for management practitioners in emerging markets.

KARAKTERISTIK KEPEMIMPINAN TRANSFORMASIONAL DI LEMBAGA PENDIDIKAN ISLAM TRADISIONAL DAN MODERN

2021 ◽  
Vol 3 (2) ◽  
pp. 31-42
Author(s):  
Khoirunnisaa' Khoirunnisaa' ◽  
Binti Maunah
Keyword(s):  
Transformational Leadership ◽  
Role Models ◽  
Educational Institutions ◽  
Leadership Characteristics ◽  
Research Approach ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Library Research ◽  
Clear Vision ◽  
Inspirational Motivation

This paper aims to analyze transformational leadership characteristics in traditional and modern Islamic educational institutions by referring to four transformational features: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The method used is a qualitative method with a library research approach. Inductive data analysis describes data from facts and the field associated with the theory. Sources of data used are the results of literature from books and journals. The results of the study show that the characteristics of transformational leadership in the Salaf and modern Islamic boarding schools, among others; 1) Build creative ideas through vision and mission to achieve goals, become role models, and influence subordinates through their behavior and charisma; 2) Provide inspiration and motivation through a clear vision; 3) encourage subordinates to find practical ideas in solving problems; 4) understand and appreciate subordinates based on needs and pay attention to the desire to achieve and develop.

Exploiting formal, non-formal and informal learning when using business games in leadership education

2016 ◽  
Vol 30 (6) ◽  
pp. 16-19
Author(s):  
Kenneth Børgesen ◽  
Rikke Kirstine Nielsen ◽  
Thomas Duus Henriksen
Keyword(s):  
Leadership Development ◽  
Learning Process ◽  
Focal Point ◽  
Management Training ◽  
Leadership Education ◽  
Qualitative Assessment ◽  
Content Type ◽  
Novel Approach ◽  
Games And Simulations ◽  
The Impact

Purpose This paper aims to address the necessity of allowing non-formal and informal processes to unfold when using business games for leadership development. While games and simulations have long been used in management training and leadership development, emphasis has been placed on the formal parts of the process and especially on the gaming experience. Design/methodology/approach This paper is based on a qualitative study of a French management game on change management, in which the game-based learning process is examined in light of adult learning. Findings This paper concludes that less formal dialogues that stem from formal activities make important contributions to the learning process. Consequently, the use of business games in leadership development should be didactically designed to facilitate such dialogues. While playing the game takes center stage, activities such as theory presentations, reflective processes, and less formal discussions must be allowed a place in an otherwise crammed learning process and to take up that space at the cost of playing the game. Research limitations/implications As the study is based on a qualitative assessment, the impact of the different parts of the process is not assessed. Practical implications This paper suggests that the use of business games in leadership development should focus more on the processes and activities surrounding the game rather than narrowly focusing on the game. Originality/value This paper suggests a novel approach to using business games that is not aligned with the current practice of emphasizing the game as the focal point of the process.

Leading nurses: emotional intelligence and leadership development effectiveness

2017 ◽  
Vol 30 (3) ◽  
pp. 217-232 ◽  
Author(s):  
Kerri Anne Crowne ◽  
Thomas M. Young ◽  
Beryl Goldman ◽  
Barbara Patterson ◽  
Anne M. Krouse ◽  
...  
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Nursing Home ◽  
Leadership Development ◽  
Nursing Homes ◽  
Small Sample Size ◽  
Small Sample ◽  
Nurse Leaders ◽  
Content Type ◽  
Nursing Home Facilities

Purpose The purpose of this paper is to examine the effectiveness of an emotional intelligence (EI) and leadership development education program involving 20 nurse leaders at nursing homes. Also, it investigates the relationship between EI and transformational leadership. Design/methodology/approach Three research questions are posed. Correlation analysis and t-tests were conducted to answer the questions posed. Findings The findings of this paper indicate that the EI educational development was effective, while the personal leadership development was not. The data also showed a positive significant relationship between EI and transformational leadership. Research limitations/implications This paper is limited by the small sample size; thus, a causal relationship between EI and leadership could not be investigated. Additionally, the sample was not randomly selected because of the commitment needed from the participants. Furthermore, the paper was focused on nurse leaders in nursing homes, so it may not be generalizable to other populations. Practical implications With the increasing need for nursing home facilities and the limited training generally provided to nurses who move into managerial roles in these facilities, it is critical for organizations to understand the effectiveness of educational programs that exist. Moreover, the findings of this paper may provide information that would be useful to others who wish to develop EI and/or leadership education for nurses. Originality/value While much research exists on EI and transformational leadership, little of this research focuses on nurses in nursing home facilities. Thus, this paper fills a gap in the literature.

The Impact Of Transformational Leadership On University Performance Through Knowledge And Innovation

2014 ◽  
Vol 1 (1) ◽  
pp. 343-346
Author(s):  
Gheorghe Militaru
Keyword(s):  
Transformational Leadership ◽  
Knowledge Integration ◽  
Academic Staff ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Upper Level ◽  
Managerial Positions ◽  
University Performance ◽  
The University ◽  
The Impact

AbstractThis study investigated the range of potential performance implications of transformational leadership to improve the university performance by creativity, knowledge, and innovation. We examine the relationships among innovation orientation, transformational leadership, organizational learning, and university performance using hierarchical OLS regression technique. We found that transformational leadership influences the relationship between leaders' performance (rectors, deans, and managers) and university's outcomes (teaching, research, and service) to establish how leader behaviours affect the university performance. Results reveal that transformational leadership may motivate academic staff to work harder, exerting more effort and engaged in higher levels of task performance through inspirational motivation, intellectual stimulation, idealized influence, and individualized consideration. The current study shows that transformational leadership may facilitate higher levels of creativity and innovation through emphasized the knowledge integration mechanisms into university. The moderately positive relationships of transformational leadership with university performance suggest that universities should focus on selecting and promoting individuals for upper-level managerial positions with these characteristics

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