Effects of transformational and shared leadership styles on employees' perception of team effectiveness

2017 ◽  
Vol 45 (3) ◽  
pp. 377-386 ◽  
Author(s):  
Suk Bong Choi ◽  
Kihwan Kim ◽  
Seung-Wan Kang
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Distributed Leadership ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Team Members ◽  
Multiple Regression Models ◽  
Insurance Firms ◽  
Vertical Leadership

Using 3 sets of multiple regression models, we examined the effectiveness of transformational and shared leadership styles in relation to team effectiveness, based on the perceptions of 424 employees of Korean financial and insurance firms. Transformational leadership is a vertical leadership style emanating from the formal leader of a team, whereas shared leadership is a distributed leadership style that emanates from the team members. We found that transformational leadership contributed to team output effectiveness, whereas shared leadership improved the team's organizing and planning effectiveness. These findings imply that different styles of leadership contribute to different aspects of team effectiveness. We suggest that managers should collaborate more with team members and should pay attention to the fit between the leader's behavior and the characteristics of the team output in order to promote overall team effectiveness.

scholarly journals The interaction effects of leadership style and team type on team effectiveness

2012 ◽  
Vol 25 (2) ◽  
pp. 325-347
Author(s):  
YeonRan Jeong ◽  
ChungNam Kim
Keyword(s):  
Transformational Leadership ◽  
Experimental Design ◽  
Leadership Styles ◽  
Leadership Style ◽  
Team Effectiveness ◽  
Virtual Work ◽  
Virtual Team ◽  
Experimental Conditions ◽  
Face To Face ◽  
Knowledge Based

The purpose of this study was to explore interation effects of leadership styles and team type on team effectiveness. 216 experimental participants were assigned to each experimental conditions according to 2 (type of team: face to face team vs. virtual team) × 3(leadership styles: transformational leadership vs. transactional leadership vs. laissez-faire leadership) factorial experimental design. As 7 participants were excepted because of incredible behaviors during experiment, finally data obtained from 209 participants were statistically analysed. 6 confederates played role as one leader's style according the script described leader's behavior in face to face team or virtual team. The results of 2-way ANOVA, the interaction effect of team type and leadership styles on the team effectiveness was statistically significant. Level of task effectiveness and team satisfaction of transformational leadership in virtual team were higher than other conditions. Thus, These results implied that transformational leadership will be superior than other leadership styles among various type virtual work teams in 21th century as a knowledge based society. The meaning of this study was to use the laboratory experimental design for examining differential effects of leadership styles in the face to face team and virtual team. Finally limitations of this study and tasks for future study were discussed.

scholarly journals Vertical and Shared Leadership as Predictors of Team Effectiveness: Insights from Healthcare Sector in a Developing Country

2019 ◽  
Vol 14 (8) ◽  
pp. 52
Author(s):  
Mirko Perano ◽  
Xhimi Hysa ◽  
Drinalda Durmishi ◽  
Bice Della Piana
Keyword(s):  
Developing Country ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Well Being ◽  
Healthcare Sector ◽  
Healthcare Personnel ◽  
Public And Private ◽  
Team Members ◽  
Vertical Leadership ◽  
And Performance

Team effectiveness is the result of teamwork, with teams scoring high in job performance, job satisfaction, and team viability. In healthcare, teamwork is decisive for the well-being of patients and their satisfaction. Among the scholars, there is an ongoing debate about the best leadership approach to maximize team effectiveness. In this paper, we start from the seminal work of Pearce & Sims (2002) that investigates vertical versus shared leadership as predictors of the effectiveness. Team effectiveness has been analyzed according the constructs of team processes and performance. The vertical/shared leadership have been analyzed from their main constructs: vertical/shared transactional leadership, vertical/shared transformational leadership, and vertical/shared empowering leadership. Differently from Pearce & Sims (2002), this study was conducted in the healthcare sector of a developing country. Data was collected from a questionnaire distributed to 17 public and private healthcare teams as assessed from two sources: team leaders and team members. The sample was composed of 138 participants from the healthcare personnel, distributed in 17 diverse teams. From literature six hypotheses has been developed and descriptive and inferential statistics are also provided. Team effectiveness was found to be significantly predicted by both vertical leadership and shared leadership. The shared leadership was found to be significant predictor of team effectiveness in all its three constructs (transactional, transformational, and empowering shared leadership), whereas the vertical leadership was found to be significant predictor of team effectiveness in only two constructs (transformational and empowering vertical leadership). Theoretical and practical implications for managers in healthcare sector are also provided.

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

2019 ◽  
pp. 219-240
Author(s):  
Yuen Fook Chan ◽  
Nusrah Ahmad Mukhtar ◽  
Norsidah Mohammed Noordin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Secondary School ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
School Teachers ◽  
Transformational Leadership Style ◽  
Teachers Attitudes ◽  
High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

2021 ◽  
pp. 130-151
Author(s):  
Yuen Fook Chan ◽  
Nusrah Ahmad Mukhtar ◽  
Norsidah Mohammed Noordin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Secondary School ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
School Teachers ◽  
Transformational Leadership Style ◽  
Teachers Attitudes ◽  
High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

Connecting the Links Between Leadership Styles and Virtual Team Effectiveness

2018 ◽  
Vol 26 (02) ◽  
pp. 185-205
Author(s):  
Raushan Gross
Keyword(s):  
Theoretical Model ◽  
Small Business ◽  
Leadership Styles ◽  
Leadership Style ◽  
Business Strategy ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Team Leaders ◽  
Policy Makers ◽  
Virtual Domain

This research attempted to connect the links between leadership styles and virtual team effectiveness. Linking leadership styles with virtual team effectiveness can result in virtual esprit de corps, which has been ignored in the literature. A theoretical model is provided and presents these links based on leadership style characteristics. Each style characteristic is matched with an effectiveness dimension, which was culled from supporting studies in the virtual domain. What this research provides, that others did not, is a topical view of leadership in a virtual context. The conceptualization and development of these links contribute to researchers, team leaders and managers, organizational theory, small business strategy, and policy makers involved in virtual configurations.

scholarly journals Measuring Transformational Leadership in Establishing Nursing Care Excellence

Healthcare ◽  
2019 ◽  
Vol 7 (4) ◽  
pp. 132 ◽  
Author(s):  
Sarah E. Moon ◽  
Pieter J. Van Dam ◽  
Alex Kitsos
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nursing Care ◽  
Statistical Significance ◽  
Empirical Studies ◽  
Healthcare Organizations ◽  
Wide Range ◽  
Passive Avoidant ◽  
Health Organization

Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified differences in reported leadership styles among NMs, providing a unique organizational insight into developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this study to identify a dominant leadership style and customize strategies to improve TL.

The blind leading the blind

2016 ◽  
Vol 68 (2) ◽  
pp. 212-226 ◽  
Author(s):  
Chirag Shah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
User Study ◽  
Collaborative Work ◽  
Relevant Information ◽  
Online Collaboration ◽  
Content Type ◽  
Team Members ◽  
Information Exploration ◽  
The Difference

Purpose – Online collaboration – a required method for many problem-solving situations in today’s work environments – has many aspects that are not clearly understood or explored. One of them is how work styles, specifically leadership styles, within a seemingly homogeneous teams with no prior role assignments affects the process and outcomes of collaboration. The purpose of this paper is to investigate the aspect of online collaboration to learn how different leadership styles that may emerge impact collaborative work. Design/methodology/approach – The work described here employs a user study involving 84 participants in 42 pairs, working in one of the three conditions across two sessions. The three conditions are defined based on the amount and the kind of awareness provided to the team members: no awareness of personal or team progress (C1), awareness of personal progress (C2), and awareness of both personal and team progress (C3). The log and chat data from the sessions where these teams work in collecting relevant information for two different topics are collected and analysed. Findings – Quantitative and qualitative analyses indicate the difference among the three conditions with respect to these two leadership styles. Specifically, it is found that those with the team awareness provided to them (C3) exhibited the least amounts of leadership, keeping the team relatively symmetric. The democratic nature of such teams also fostered more diverse searching behaviour and less need for communication. Originality/value – The work reported here is a first attempt to shed light on two kinds of connections: individual and team awareness to leadership style, and leadership style to diversity of information exploration.

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