scholarly journals Effect of transformational behavior on millennial job satisfaction

2021 ◽  
Vol 19 (3) ◽  
pp. 421-429
Author(s):  
Marc Valldeneu ◽  
Xavier Ferràs ◽  
Elisenda Tarrats
Keyword(s):  
Job Satisfaction ◽  
Multinational Corporations ◽  
Leadership Style ◽  
Intellectual Stimulation ◽  
Strongly Correlated ◽  
Multigenerational Workforce ◽  
Multifactor Leadership ◽  
The Status ◽  
Individual Consideration ◽  
And Behavior

Leaders are responsible for empowering and driving employees to succeed in challenging times or changes and, ultimately, achieve the best results. One of the biggest dilemmas in today’s leaders’ agenda is to understand how to manage a diverse multigenerational workforce in which millennials represent a predominant group by far, being completely different from previous generations due to the technology impact. The aim of the paper is to identify which leadership style and behavior affects most positively millennial job satisfaction in a multinational environment, and to understand the differences between millennials and non-millennials. The Multifactor Leadership Questionnaire, known as the MLQ, was answered by 167 representative employees from various multinational corporations, 125 of whom are millennials. Based on the results, transformational style is strongly correlated with and positively affected by millennial job satisfaction. Moreover, transformational style is a significant predictor of increased millennial satisfaction, and more specifically, idealized attributes and intellectual stimulation are behaviors that have been validated to increase it. On the other hand, individual consideration has been proven to have a productive effect by increasing non-millennial job satisfaction. According to the findings, millennial workforce leaders need to move towards a more transformational style, based on more idealized attributes and an intellectual stimulation approach, if they want to increase their satisfaction and avoid unwanted attrition. Basically, millennials are searching for leaders who trust and embrace innovation, creativity, critical thinking and, most importantly, leaders who also question the status quo.

TRANSFORMATIONAL LEADERSHIP IN IMPROVING LECTURER PERFORMANCE AT MUHAMMADIYAH HIGHER

2021 ◽  
Vol 1 (3) ◽  
pp. 171-178
Author(s):  
Saipul Wakit ◽  
Indah Yuliana ◽  
Indah Yuliana
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Transformative Leadership ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Technical Ability ◽  
Individual Consideration ◽  
And Performance ◽  
Transformational Leadership Style

The transformational leadership style in higher education has four indicators carried out by the rector. These indicators include exemplary attitudes, inspiring motivation, intellectual stimulation and the rector's consideration for lecturers. Practically, the purpose of this article is to find out how the rector provides examples, inspires motivation and individual considerations in improving the performance of lecturers at Muhammadiyah universities. The operational research method uses a qualitative approach with a phenomenological case study design. Data collection activities were carried out by means of observation, interviews with informants, and extracting information from documents. To ensure the validity of the research data, several methods are used, namely credibility, transferability, dependability and confirmability. The results of the study explain that transformative leadership in Muhammadiyah universities objectively has provided an example with several things that are applied in attitudes, ideas, behavior and performance. While motivation is carried out by the Chancellor of the lecturers in several ways, namely through behavior, technical ability, supervision and policy. In stimulating the intellectuals of lecturers in several ways, namely to think modern and relevant, think forward and continue to make changes as well as productive, innovative, creative in carrying out tasks and performance. In individual consideration, the Chancellor is more humane towards lecturers, both in the work environment and in the community.

scholarly journals A Study on Relationship Between Subordinates’ Perceptions of Destructive Leadership and Upward Bullying

2021 ◽  
Vol 8 (S1-Feb) ◽  
pp. 107-116
Author(s):  
Sameeksha Kaushik
Keyword(s):  
Leadership Style ◽  
Leadership Skills ◽  
Destructive Leadership ◽  
Self Assessment ◽  
Work Related ◽  
Multifactor Leadership ◽  
On Line ◽  
Software Engineers ◽  
Immediate Supervisor ◽  
And Behavior

Many studies have been conducted to understand the existence of workplace bullying in subordinate-supervisor relationship in relation with leadership. However, not many studies have focused on the study of bullying caused by subordinates to the managers (upward bullying) and which behavior of the leader or subordinates leads to this bullying. Upward bullying includes bullying behaviors such as threats or malicious accusations shown by subordinates to their supervisor and destructive leadership includes behavior that undermines motivation or work-related satisfaction of subordinates. The purpose of this study is to explore a significant relationship between subordinate perceptions of destructive leadership and upward bullying. A questionnaire of scales consisting of 34 items was used where upward bullying was found out by using Negative Acts Questionnaire Revised (NAQ-R) scale and to measure destructive leadership, rater form of Multifactor Leadership Questionnaire (MLQ) was used. One hundred and ninety-three software engineers who are employed in digital (IT) firms have completed an on-line questionnaire of their perceptions of the leadership style and behavior of their immediate supervisor, and the frequency with which they are engaged in specific bullying behaviours targeting their supervisor. The results of the study helped to explore the lacked evidences of upwards bullying and to know the subordinates’ perceptions due to destructive leadership at work environment. The findings revealed that subordinates’ perceptions of destructive supervisory leadership were moderately correlated with an increased incidence of upward bullying. This paper offers support for prevalence of upwards bullying which can be a response to destructive leadership, and as this research is done with a specific sector, it further enhances need of future researches. Few recommendations like educating employees about workplace behaviours at organisations are discussed. Practical implications to be taken by the managers such as self-assessment of managers to improve leadership skills are discussed.

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

Pengaruh Gaya Kepemimpinan Transformasional Terhadap Perilaku Inovatif Karyawan Dan Kinerja Umkm Kecamatan Kraton Yogyakarta

2018 ◽  
Vol 13 (1) ◽  
Author(s):  
Nany Noor Kurniyati
Keyword(s):  
Data Analysis ◽  
Linear Regression ◽  
Leadership Style ◽  
Creative Industries ◽  
Intellectual Stimulation ◽  
Innovative Behavior ◽  
Validity And Reliability ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Individual Consideration

This study aims to analyze the influence of dimensions at transformational leadership style on employees’ innovative behavior and UMKM performance engaged in creative industries in Kraton District of Yogyakarta. The study was conducted on UMKM included in the creative industries in Kraton District of Yogyakarta. This research is a quantitative research in which the data analysis refers more to numbers that will be analyzed by statistical analysis. The data was collected through questionnaires and documentation. The research used validity and reliability testing for the test research instruments. the data analysis used are descriptive analysis, inferential analysis (multiple linear regression and simple linear regression), coefficient determination test (R2) and significance test of individual parameters (t test). The results show that 1) the dimensions of idealized influence affect innovative behavior. 2) The dimensions of inspirational motivation affect innovative behavior. 3) The dimensions of intellectual stimulation affect innovative behavior. 4) Individual consideration dimensions affect individual innovative behavior. 5) The dimensions of idealized influence affect the UMKM performance . 6) The dimensions of inspirational motivation affect the UMKM performance. 7) The dimensions of intellectual stimulation affect the UMKM performance . 8) The individual consideration dimensions affect theUMKM performance . 9) There are simultaneously effects of dimension influence, idealized influence, inspirational motivation, intellectual stimulation, and individual consideration on innovative behavior. 10) There are simultaneously effects of dimension influence, idealized influence, inspirational motivation, intellectual stimulation, and individual consideration on the UMKM performance . 11) The employees’ innovative behaviors affect the UMKM performance.

Leadership, job satisfaction and performance links in private education institutes of Pakistan

2019 ◽  
Vol 68 (2) ◽  
pp. 276-295 ◽  
Author(s):  
N. Gökhan Torlak ◽  
Cemil Kuzey
Keyword(s):  
Job Satisfaction ◽  
Private Education ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Quality Education ◽  
Intellectual Stimulation ◽  
High Quality ◽  
Content Type ◽  
High Quality Education ◽  
The Impact

PurposeThe purpose of this paper is to get an insight into which form leadership either transactional leadership (TAL) or transformational leadership (TFL) is most effective in the educational sector of Pakistan and to determine the impact of each on the employee job satisfaction (EJS) and employee job performance (EJP). Given research site observation, appropriate leadership was essential to high-quality education in Pakistan.Design/methodology/approachData are collected through a survey based on e-mail/interview from 189 employees working at private education institutes in Pakistan. Analysis methodology includes frequency analysis, descriptive statistics, paired samplest-test, Pearson correlation analysis and regression analysis.FindingsOnly management by exception (MBE) and idealized influence (II), inspirational motivation (IM), intellectual stimulation (IS) and individualized consideration (IC) had significant positive association with both EJS and EJP. MBE had a positive significant effect on both EJS and EJP, while contingent rewards had no significant relation with EJS and weak positive significant association with EJP. Furthermore, II, IM, IS and IC had a positive significant impact on EJS and EJP.Research limitations/implicationsRespondents were from major private educational institutes in Islamabad and Lahore. The leadership style – TAL–TFL – was the sole variable to judge EJS/EJP. Multifaceted populations’ perspectives might enhance the attributes of TAL/TFL. This study might influence the authorities to adopt the right leadership style securing high-quality education system for both private and public education institutes in Pakistan.Originality/valueThe study filled the gap in the educational sector of Pakistan, where research works into leadership styles-satisfaction-performance links were few and far between.

scholarly journals The mediating effect of employee commitment towards organization effectiveness framework

2018 ◽  
Vol 7 (4.9) ◽  
pp. 182
Author(s):  
Khairunesa Isa ◽  
Rosman Md. Yusoff ◽  
Abd. Rahman Ahmad ◽  
Wan Hanim Nadrah Wan
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Employee Commitment ◽  
Mediating Effect ◽  
Mutual Understanding ◽  
Intellectual Stimulation ◽  
Organization Effectiveness ◽  
Individual Consideration ◽  
Human Orientation ◽  
Conceptual Research

The main purpose of this paper is to study the mediating effect of employee’s commitment between leadership style and organization effectiveness. In addition, it presents a conceptual research framework to understand these relationships as supported by literature review from recent studies. The main findings indicate that employee commitment can be partial mediator factor between leadership style and organization effectiveness. To get the commitment, leaders should empower employees through human orientation and the application of transformational leadership elements such as intellectual stimulation and individual consideration which help to create mutual understanding between employees and organization. In conclusion, employee commitment plays a role as partial mediator between leadership style and organization effectiveness. 

scholarly journals PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP KETERIKATAN KARYAWAN: STUDI PADA PT. PERTAMINA (PERSERO)

2014 ◽  
Vol 3 (2) ◽  
pp. 47-51
Author(s):  
HERDIYAN MAULANA ◽  
VERAWATI VERAWATI
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Employee Engagement ◽  
Leadership Style ◽  
Sampling Technique ◽  
Research Participant ◽  
Intellectual Stimulation ◽  
Inspirational Motivation ◽  
Individual Consideration ◽  
Transformational Leadership Style

This study was conducted in order to investigate the effect of transformational leadership towards employee engagement. In this study, transformational leadership style possesses several dimensions which consist of: charisma, intellectual stimulation, individual consideration and inspirational motivation. Whereas the employee engagement dimensions are consist of vigor, dedication and absorption.MLQ for leadership transformational scale and UWES for employee engagement scale were used to measued the intended variables. 30 employees (17 females and 13 males) from the corporate legal function of PT Pertamina (Persero) were recruited as research participant through the proportional sampling technique. The data analysis that has been used for the purpose of this study is regression analysis. Results from the study explained that there was a significant influence between transformational leadership and employee engagement; with 0.478 correlations (rxy) and 0.229 R-square (R2) value. The value itself indicates that the transformational leadership variable has an effect of 22.9% towards the engagement among employees. Therefore, it would be useful for companies to increase their employee engagement.

scholarly journals EFFECTIVENESS OF TEACHERS’ TRANSFORMATIONAL LEADERSHIP STYLE ON STUDENTS’ ACADEMIC ACHIEVEMENT

2013 ◽  
Vol 30 (1) ◽  
Author(s):  
Nighat Firdous Bukhari
Keyword(s):  
Academic Achievement ◽  
Transformational Leadership ◽  
Private Sector ◽  
Leadership Style ◽  
Department Of Education ◽  
Intellectual Stimulation ◽  
Public And Private ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
Public And Private Sector

The main aim of this research was to find out the effectiveness of teachers’ transformational leadership styles on students’ academic achievement. The objectives of the study were: to evaluate opinions of public and private sector college teachers about transformational leadership style, to assess difference of views about idealized influence, to judge difference of views about inspirational motivation, to appraise difference of views about intellectual stimulation, to consider difference of views about individual consideration and to compare relationship between teachers’ transformational leadership style and students’ academic achievement. The study involves the descriptive research methodology by using the standardized test ‘Multifactor Leadership Questionnaires’ (MLQ 5x-short) 3rd* Lecturer, Department of Education, IMCG Postgraduate, Islamabad, Pakistan edition developed by Bruce and Bernard (1994) to collect information. This questionnaire consists of two parts: the Self Rating Form, where leader/teacher rate themselves as leaders, and the Rater Form, where follower/student rates their leaders/teachers. Data was collected through personal visits to the sample comprising 605 students and 600 teachers of secondary classes in both public and private colleges. Analysis of data revealed no significant difference of opinion among public and private sector college teachers about transformational leadership style except their views on the intellectual stimulation and individual consideration. Similarly strong association was not found between the transformational leadership styles of teachers and students’ academic achievement. This means teachers of private sector colleges have awareness about** Assistant Professor, Department of Education, NUML Islamabad, PakistanNighat & Sufiana2development of creative and critical thinking abilities of their students. The study recommends a need to create awareness among teachers in both sectors about how to perform according to set standards of the organization and to develop students’ personalities.

scholarly journals The Impact of Transformational Leadership Style on Organizational Performance: Evidence from Jordan

2016 ◽  
Vol 6 (2) ◽  
pp. 89 ◽  
Author(s):  
Tareq Ghaleb Abu Orabi
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Intellectual Stimulation ◽  
Significance Level ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Impact

Transformational leadership has garnered considerable attention in the literature because of its potential implications for the performance of the organization. Research indicates that this type of leadership can collectively impact employee behavior and commitment leading to improvements in the work climate and knowledge sharing. When combined these changes can positively influence the performance of the organization. Using this as a foundation for investigation the current research considers the role of transformational leadership and its four components—idealized influence, inspirational motivation, intellectual stimulation, and individual consideration—and their influence on organizational performance in three banks operating in Jordan. A total of 249 surveys were distributed with 213 retuned and 171 eligible for use. The data was analyzed using multiple regression with a significance level of p < 0.05. The results indicate that while transformational leadership and three of its components—inspirational motivation, intellectual stimulation, and individual consideration—did contribute to 81.6 percent of the variance in organizational performance; idealized influence was not a significant factor contributing to this outcome. Leaders may need to focus on these elements of transformational leadership to improve outcomes for organizational performance.

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