scholarly journals SCHOOL PRINCIPALS TRANSFORMATIONAL LEADERSHIP STYLES AND THEIR EFFECTS ON TEACHERS SELF-EFFICACY

2019 ◽  
Vol 7 (10) ◽  
pp. 622-635
Author(s):  
Christopher DC. Francisco ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Self Efficacy ◽  
School Principals

Leadership styles and self-efficacy in determining transfer intentions of safety training

2018 ◽  
Vol 30 (1) ◽  
pp. 65-76 ◽  
Author(s):  
Michela Vignoli ◽  
Marco Giovanni Mariani ◽  
Dina Guglielmi ◽  
Francesco Saverio Violante
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transfer Process ◽  
Self Efficacy ◽  
Content Type ◽  
Chemical Company ◽  
Contextual Characteristics ◽  
The Mean ◽  
Effective Transfer ◽  
Transfer Intentions

Purpose This study aims to investigate the factors that can influence the transfer process of training in open skills, i.e. non-technical skills (NTS). Specifically, according to the model of the transfer process, the aim of this paper is to analyse the effects of both personal (e.g. self-efficacy) and work environment (e.g. safety leadership styles) antecedents of intention to transfer. Design/methodology/approach A total of 88 workers belonging to two different plants of the same chemical company filled in a questionnaire at the beginning (T1) and at the end (T2) of the training intervention. The majority of the sample was composed of men (95.5 per cent), with the mean age being 45.19 years old, and they had worked in the same company for an average of 17.2 years. Personal (self-efficacy) and organizational (transformational and passive leadership) factors were measured at T1, while intention to transfer was measured at T2. To investigate the combined effect of both personal and environmental characteristics on the transfer process, a moderation analysis was conducted following the Preacher and Hayes approach. Findings Results showed that all the antecedents investigated (except for passive leadership) impacted on the intention to transfer. Furthermore, high levels of self-efficacy combined with higher levels of transformational leadership resulted in higher levels of intention to transfer. Research limitations/implications The sample size is quite small, and effective transfer of NTS has not been measured. Practical implications Results suggest that organizations should focus on fostering self-efficacy of the trainees and transformational leadership of the supervisors so as to facilitate the transfer process of NTS. Originality/value To the best of the authors’ knowledge, this is the first study which has considered both individual and contextual characteristics to analyse the transfer process of NTS.

scholarly journals Kepemimpinan Transformasional Kepala Sekolah [Transformational Leadership in School Principals]

2017 ◽  
Vol 12 (1) ◽  
pp. 1
Author(s):  
Maria Octaviana ◽  
Desri Kristina Silalahi
Keyword(s):  
Transformational Leadership ◽  
Staff Development ◽  
Leadership Styles ◽  
Role Model ◽  
School Principals ◽  
Positive Change ◽  
Educational Organization ◽  
Staff Performance ◽  
Good Leader ◽  
Bahasa Indonesia

<p>For an organization to thrive, it must have a good leader.  A good leader is one who has the ability to influence his/her followers, putting them at ease, helping them experience joy in their work, and bringing about positive change. There are various kinds of leadership styles today -- one of them is transformational leadership. Transformational leadership is regarded as an ideal style to be applied in an educational organization, specifically a school. It is believed that transformational leadership will help a school better development. To apply this kind of leadership, there are 7 principles that must be considered. They are simplification, motivation, determination, mobilization, preparation, facilitation, and innovation. Using these 7 principles, the head of the school should: determine and communicate the school’s vision and mission; evaluate and innovate the school policies; facilitate teacher and staff development; accept criticism and suggestions from teachers, staffs, parents, and students and respond positively. The head of the school should also be able to evaluate teacher and staff performance objectively, solve problems quickly and accurately, make good decisions, create a comfortable workplace, and motivate every person to give their best. Finally, the head of the school should be a role model for others.</p><p><em><span class="showMoreLessContentElement" style="display: inline;">BAHASA INDONESIA ABSTRAK:  </span>Organisasi yang berkembang pada kenyataannya tidak lepas dari seorang pemimpin yang baik. Pemimpin pada hakikatnya adalah seorang yang mampu mempengaruhi pengikutnya, membuat orang- orang yang dipimpinnya merasa nyaman dan sukacita, serta membawa perubahan positif. Banyak terdapat berbagai macam gaya kepemimpinan yang baik di era modern ini, salah satunya adalah gaya kepemimpinan transformasional. Gaya kepemimpinan transformasional ini dipandang ideal untuk diaplikasikan di sebuah organisasi sekolah untuk membawa sekolah ke perkembangan lebih baik. Untuk mengaplikasikan gaya kepemimpinan ini, maka ada 7 prinsip yang harus diperhatikan. Ketujuh prinsip tersebut adalah simplification, motivation, determination, mobilization, preparation, facilitation, dan innovation. Mengacu pada prinsip tersebut, maka hal yang dapat dilakukan kepala sekolah adalah dengan mengkomunikasikan visi dan misi, membuat standard kinerja yang jelas dan melakukan evaluasi, memperbaharui kebijakan, memfasilitasi guru dan staff untuk melakukan kebijakan baru yang ada dan untuk mengembangkan diri, mau menerima kritik dan saran dari segala pihak, guru, staff, orang tua murid, dan murid serta meresponinya dengan positif, menilai kinerja guru dan staff secara obyektif, cepat tanggap dalam mengatasi masalah dan mampu mengambil keputusan secara tepat dan benar, menciptakan suasana kerja yang nyaman dan memotivasi setiap individu yang ada di dalamnya untuk memenuhi dan melakukan tanggung jawabnya sehingga dapat memberikan hasil yang maksimal, memberikan dirinya sendiri sebagai contoh nyata.</em></p><pre><em> </em></pre>

Impact Of Transformational Leadership On Motivating Faculty Members

2019 ◽  
Vol 118 (11) ◽  
pp. 303-312
Author(s):  
Jamal Asad Mezel ◽  
Adnan Fadhil Khaleel ◽  
Kiran Das Naik Eslavath
Keyword(s):  
Transformational Leadership ◽  
Empirical Study ◽  
Leadership Styles ◽  
Faculty Members ◽  
Traditional Form ◽  
Lack Of Information ◽  
University Leaders ◽  
The University ◽  
The Impact

This empirical study show that the impact of all styles was well moderate. The means of effect of all styles were less than 3 out of 5. It means the expected impact of transformational affect upon the all dimensions of the activities, are not expected due to the traditional styles of leadership and the lack of information about the transformational leadership styles which can guide leaders to use such styles in the organization which may be this results due to lack of trained leaders and necessary knowledge with the leaders in all universities about transformational styles the traditional form of the leadership styles which used by the university leaders affect the communication between all levels of the administration and the faculty members which has consequence because decrease in motivation and a self-consideration from the administration.

scholarly journals Supervisors’ Leadership Styles’ Influence on Foreign Teachers’ Self-Efficacy in a Cross-Cultural Work Setting: A Moderated Mediation Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Cross Cultural ◽  
Cultural Work ◽  
Adaptation Theory ◽  
Foreign Teachers ◽  
Communication Challenges ◽  
Positive Effect

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.

Sign in / Sign up

Export Citation Format

Share Document