scholarly journals The Impact Of Transformational And Transactional Leadership Styles On Employees Satisfaction And Performance: An Empirical Test In A Multicultural Environment

2011 ◽  
Vol 3 (8) ◽  
Author(s):  
Cedwyn Fernandes ◽  
Raed Awamleh
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Self Esteem ◽  
Future Research ◽  
Strong Impact ◽  
Employees Satisfaction ◽  
Transformational And Transactional Leadership ◽  
The Impact ◽  
International Companies

This study tests the transformational leadership theory among managers at functional levels in United Arab Emirates (UAE) international companies. The UAE business sector was chosen due to its significance in the regional economy and its sizable contributions as the UAE continues to lead its neighboring countries in business development and technological advancements. More specifically, the UAE economy depends very heavily on expatriate workers and professionals, which creates a rich yet challenging environment for leadership models. The paper examines the effects of both transformational and transactional leadership styles of managers/supervisors on employees satisfaction and self-perceived performance. Self-esteem and leadership disposition (Romance of Leadership) of employees are hypothesized to act as moderators. The impact of cultural origin, gender, age, and job experience are also examined. Data was collected from employees working in international companies operating in the UAE. Results revealed a strong effect for transformational leadership on satisfaction. Importantly, results do challenge the view that both leadership styles are necessary conditions for leadership to be operationalized. Cultural and demographic factors showed strong impact on the dependent variables as did RLS and self-esteem. All findings are discussed and future research directions outlined.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER

2020 ◽  
Vol 5 (12) ◽  
pp. 27-52
Author(s):  
Omkar Dastane
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Multinational Corporations ◽  
Online Survey ◽  
Employee Performance ◽  
Future Research ◽  
Democratic Leadership ◽  
Autocratic Leadership ◽  
Laissez Faire ◽  
The Impact

The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.

scholarly journals Influence of Age and Experience on Leadership Styles

2019 ◽  
Vol 8 (1) ◽  
pp. 48-52
Author(s):  
Asima Mushtaq ◽  
Ishtiaq Hussain Qureshi ◽  
Aakifa Javaid
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Influence ◽  
Transformational And Transactional Leadership ◽  
Transformational Leadership Style

The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and experience transformational leadership style is exhibited more by the managers.

scholarly journals THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

Change Leadership Styles and Behaviors in Academic Libraries

2018 ◽  
pp. 5194-5203
Author(s):  
John Kennedy Lewis
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
21St Century ◽  
Academic Libraries ◽  
Change Leadership ◽  
Future Research ◽  
Continuous Change ◽  
Participatory Leadership ◽  
And Behaviors

Academic libraries in the 21st century are in the midst of constant and tumultuous change caused by advances in technology, shifting demands of faculty and students, declining budgets, and transformations in publishing and in other methods of acquiring scholarly research. Librarians working in this environment must cope with continuous change while still providing research support to their primary clientele - faculty and students. This chapter addresses the research on change leadership styles and behaviors employed by leaders in academic libraries today. Included in the chapter are reinforcement and transactional leadership, consultative and participatory leadership, participatory and transformational leadership, shared leadership and self-leadership. The chapter concludes with a review of areas in need of future research.

Change Leadership Styles and Behaviors in Academic Libraries

2019 ◽  
pp. 439-450
Author(s):  
John Kennedy Lewis
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
21St Century ◽  
Academic Libraries ◽  
Change Leadership ◽  
Future Research ◽  
Continuous Change ◽  
Participatory Leadership ◽  
And Behaviors

Academic libraries in the 21st century are in the midst of constant and tumultuous change caused by advances in technology, shifting demands of faculty and students, declining budgets, and transformations in publishing and in other methods of acquiring scholarly research. Librarians working in this environment must cope with continuous change while still providing research support to their primary clientele: faculty and students. This chapter addresses the research on change leadership styles and behaviors employed by leaders in academic libraries today. Included in the chapter are reinforcement and transactional leadership, consultative and participatory leadership, participatory and transformational leadership, shared leadership, and self-leadership. The chapter concludes with a review of areas in need of future research.

The Effect of Transformational and Transactional Leadership on Employee Negative Behavior Mediated by Work Stress

2021 ◽  
Vol 2 (1) ◽  
pp. 368-376
Author(s):  
Valentina Happy Vanesa
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Work Stress ◽  
Negative Impact ◽  
Positive Impact ◽  
Negative Behavior ◽  
Indirect Impact ◽  
Transformational And Transactional Leadership ◽  
The Impact ◽  
Negative Behaviour

The objectives of this research was analyzed the effect of transactional leadership  on work stress , the effect of transactional leadership  on employee negative behavior, the effect transformational leadership on work stress, the effect of transformational leadership on employee negative behavior, and the effect of positively work stress on employee negative behavior. This research also analyzed the impact of transformational and transactional leadership on employee negative behaviour through work stress. The population of this study consist  of two hundred employees PT. X Jakarta as the respondents provided the data that were analyzed for this study. Using the sub-set of the sampling consisting of was used to test five hypothesized relationship in the model. Data analysis in this research was used Structural Equation Model (SEM) to test independent variables influence the dependent variable. The result of this research conclude that there is positive impact from transactional leadership on work stress and negative impact from transformational leadership on work stress. The result of the study also revealed that theres in and positive indirect impact from transactional leadership on employee negative behaviour through work stress and negative  indirect impact from transformational  leadership on employee negative behaviour through work stress.

scholarly journals Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture

2021 ◽  
pp. 39-51
Author(s):  
Tsabitah Ramadhanti ◽  
Jugindar Singh Kartar Singh ◽  
Janitha Kularajasingham
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Employee Performance ◽  
Organisational Culture ◽  
Primary Data ◽  
Mediating Role ◽  
The Impact

The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

scholarly journals KERJASAMA TIM MEMEDIASI DAMPAK KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA KERJA

2019 ◽  
Vol 18 (2) ◽  
pp. 79-92
Author(s):  
Hanna Fransiska ◽  
Sunjoyo Sunjoyo
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Future Research ◽  
Team Cooperation ◽  
Transformational And Transactional Leadership ◽  
Leadership Beliefs

The three main objectives of this study are: a) to test and analyze the effects of transformational and transactional leadership to teamwork positively; b) to test and analyze the effect of teamwork direct and positive impact on the performance of the work; c) to examine and analyze the influence of transformational and transactional leadership direct and positive impact on job performance. The study sample consisted of 121 (one hundred and twenty one) leaders who work in 17 (seventeen) private companies operating in the city of Bandung. Two of the five hypotheses are supported, which hypotheses were tested using Structural Equation Modeling (SEM). There are several findings from this study is the first transformational leadership positively affect teamwork, but does not affect the transactional leadership team cooperation positively. The second is teamwork does not affect the performance of work directly and positively. The third is transformational leadership directly affects job performance and positive, but transactional leadership does not affect job performance. The implications of this research was discussed as well as suggestions for future research.   Keywords: Transformational Leadership; Transactional Leadership; Teamwork; Job Performance; Leadership Beliefs Inventory (LBI); Practice Environment Survey.

scholarly journals THE INFLUENCE OF LEADERSHIP STYLES TOWARDS ORGANIZATIONAL COMMITMENT

2019 ◽  
Vol 2 (1) ◽  
pp. 1-6
Author(s):  
Suman Mahindreen ◽  
Qistina Donna Lee Abdullah ◽  
Khasini Devi R. Varatharajoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
The Impact ◽  
Transactional And Transformational Leadership

This research endeavours to explore the impact of leadership styles towards organizational commitment in influencing employees and employer’s outcomes in the context of organizational commitment. Based on this theory, two leadership styles practices, namely, Transformational Leadership and Transactional Leadership, have been used to examine employees’ and employer’s reactions towards commitment in the organization chosen which is Amogha Maju Sdn Bhd, Kuching, Sarawak. Data were acquired from employees in administrative level through interview questions. Thus, researcher acknowledge that the employees were influenced by Transactional and Transformational Leadership Styles.

Sign in / Sign up

Export Citation Format

Share Document