scholarly journals Transformational Leadership Practice in the Context of the Church in Nigeria: Literature Review

2021 ◽  
Vol 9 (10) ◽  
pp. 976-984
Author(s):  
Joel Bulus Haruna
Keyword(s):  
Transformational Leadership ◽  
Church Growth ◽  
Leadership Style ◽  
Significant Positive Correlation ◽  
Theory And Practice ◽  
Leadership Position ◽  
Church Development ◽  
Leadership Practice ◽  
Transformational Leadership Style ◽  
The Church

Abstract: Over the last twenty years, researchers and practitioners have become increasingly interested in the transactionaltransformational leadership paradigm. However, only a few studies tested the validity of this approach to leadership concerning church growth. Thus, Momoh (2015) researched on transformational leadership as a tool for church development. The Results revealed that there is a significant positive correlation between transformational leadership style and church growth. They were found to be influential to the growth of the church and the gospel. Momoh also observed that the foundation of any leadership determines the height such leadership can attain. He further elaborates that many problems that are confronting leadership especially the church leaders today is on wrong foundation. To him, leadership position can be attainable through craftiness, professionalism and administration capacity but once a leader lacks spiritual charisma, character and vision, he will only end up messing things up. Implications of these results for theory and practice are discussed.

scholarly journals The Relationship between Transformational Leadership Practiced and the Level of Job Satisfaction among Lecturers in MARA Professional College, Malaysia

2021 ◽  
Vol 17 (3) ◽  
pp. 154
Author(s):  
Fareez Ashraf Mahzan ◽  
Norazah Mohd. Nordin
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Simple Random Sampling ◽  
Survey Study ◽  
Leadership Practice ◽  
Job Descriptive Index ◽  
Work Pressure ◽  
Transformational Leadership Style ◽  
The Relationship

Abstract: The quality and level of job satisfaction among lecturers play a significant role in implementing transformation to improve the education system. The main reason for the decreasing of job performances among lecturers is due to the low level of job satisfaction. This study aimed to examine the relationship between a director’s transformational leadership style and the level of job satisfaction among lecturers at MARA Professional College. This is a survey study employing descriptive and inferential quantitative method.  The Multifactor Leadership Questionnaire (MLQ) and Job Descriptive Index (JDI) instruments were distributed to 64 participants that were chosen using simple random sampling from the 75 population of MARA Professional College lecturers. The data was analyzed using Statistical Package for Social Science (SPSS) version 22. The findings revealed that the level of practice of the director on transformational leadership was low. In addition, there was a significant relationship between the transformational leadership practice of the director and the level of job satisfaction among lecturers at MARA Professional College. The level of job satisfaction among the lecturers was influenced by the director’s leadership practice, thus a director can increase the level of job satisfaction among the staff by practicing the transformational leadership style in managing a college. The findings are expected to assist the organization of MARA Professional College to identify the level of work pressure faced by the lecturers.   Keywords: Job Satisfaction, Higher Education, Transformational Leadership

KEPEMIMPINAN TRANSFORMASIONAL KEPALA MADRASAH DALAM IMPLEMENTASI KURIKULUM 2013

1970 ◽  
Vol 19 (1) ◽  
pp. 1-20
Author(s):  
Fathul Aminudin Aziz
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Learning Resources ◽  
Artistic Development ◽  
Transformational Leadership Style

Tulisan ini disusun sebagai panduan bagi kepala madrasah untuk mempraktikkan gaya kepemimpinan transformasional agar guru dan karyawan di madrasah memiliki kesiapan dalam implementasi kurikulum 2013. Ada enam peran yang dimainkan oleh kepala madrasah dalam praktik kepemimpinan transformasionalnya. Pertama, melakukan sosialisasi kurikulum 2013. Kedua, membina pribadi guru dan karyawan dengan melakukan pembinaan mental, pembinaan moral, pembinaan fisik, dan pembinaan artistik. Ketiga, membina pribadi peserta didik. Keempat, mengubah paradigma guru. Kelima, memenuhi berbagai fasilitas dan sumber belajar yang mendukung dalam implementasi kurikulum 2013. Keenam, menciptakan lingkungan madrasah yang kondusif-akademik, baik secara fisik maupun nonfisik. This paper is organized as a guide for the headmaster to practice transformational leadership style so that the teachers and staff at the school ready to apply the 2013 curriculum. There are six roles that play by the headmaster in the practice of transformational leadership. First role is to disseminate the curriculum of 2013. Second role is fostering teachers and employees personality to perform mental, moral, physical, and artistic development. Third role is fostering the learners’ personality. Fourth role is changing the paradigm of teachers. Fifth role is fulfilling a variety of facilities and learning resources that support the implementation of the 2013 curriculum. Sixth role is creating an academic-supported environment in madrasah both physical and nonphysical.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

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.

Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

2017 ◽  
Vol 13 (3) ◽  
pp. 373-382 ◽  
Author(s):  
Ye Hoon Lee ◽  
Boyun Woo ◽  
Yukyoum Kim
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Head Coaches ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Relationship

The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.

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