scholarly journals "TRANSFORMATIONAL LEADERSHIP AND ITS IMPACT ON EMPLOYEE PERFORMANCE: FOCUS ON PUBLIC EMPLOYEES IN AFGHANISTAN"

2021 ◽  
Vol 63 E ◽  
pp. 49-68
Author(s):  
Seyawash FEROZI ◽  
Yongjin CHANG
Keyword(s):  
Transformational Leadership ◽  
Employee Performance ◽  
Job Security ◽  
Two Dimensions ◽  
Middle Level ◽  
Public Works ◽  
Intellectual Stimulation ◽  
Public Employees ◽  
Management Positions ◽  
The Relationship

"This study examines the relationship between transformational leadership and employee performance based on a survey conducted on 150 employees in low and middle level management positions in the Ministry of Public Works in Kabul, Afghanistan. The survey questionnaire consisted of questions about employee performance, transformational leadership (6 dimensions), pay satisfaction, job security, and demographic control variables. The result of OLS regression analysis concludes that two dimensions of transformational leadership – identifying and articulating a vision, and intellectual stimulation – are statistically significant and positively related to employee performance. In addition, job security is highly significant and related to employee performance."

Can Transformational Leadership Increase the Happiness Index in Organisations through Empowerment?

2015 ◽  
Vol 4 (2and3) ◽  
Author(s):  
Akshata Pai ◽  
Venkat R. Krishnan
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Behavior ◽  
Two Dimensions ◽  
Behavioral Changes ◽  
Intellectual Stimulation ◽  
Five Dimensions ◽  
Inspirational Motivation ◽  
The Relationship ◽  
Influence Behavior

The purpose of this paper is to understand how transformational leadership is related to psychological empowerment and how it affects happiness index in a followers life. A total of 103 employees from various Indian information technology organizations rated their superiors transformational leadership behavior and their own empowerment and happiness. For this study, two dimensions of empowerment were taken into consideration meaning and competence. Five dimensions of transformational leadership were captured-idealised influence attributed, idealised influence behavior, inspirational motivation, intellectual stimulation, and individualized consideration. Findings suggest that idealised influence attributed and competence are the best predictors of happiness. Regression analyses also show that both competence and meaning partially mediate the relationship between each of the five dimensions of transformational leadership and followers happiness. The paper makes recommendations to managers and organizations for improving their leadership styles, which in turn may strengthen positive attitudinal and behavioral changes among employees, thereby making them more productive.

scholarly journals Influence of Transformational Leadership on Work Engagement and Employee Performance

2020 ◽  
pp. 62-73
Author(s):  
Benedicta Akey-Torku ◽  
Baozhen Dai
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Work Performance ◽  
Employee Performance ◽  
The Other ◽  
Intellectual Stimulation ◽  
Leadership Attributes ◽  
Innovative Thinking ◽  
And Performance ◽  
The Relationship

The effect of different factors on the relationship between work engagement and commitment on one hand and performance on the other is already established in the extant literature While a multiplicity of studies have identified differences in the moderating effect of experience level, gender, age on work engagement, commitment and performance is barely explored in the current literature even though with greater certainty. The objective of this research is to examine the influence of transformational leadership attributes on the employees’ work engagement. The results of the analysis earlier presented means that both hypotheses must be accepted. The study found out that while intellectual stimulation affects employees’ performance, the effect of idealised influence on employees’ work performance is significantly higher. The results affirm the long held notion that encouraging innovative thinking is an important factor that contributes to employee performance and vice versa.

scholarly journals Leadership and Job Satisfaction in the Healthcare Sector: An Exploratory Study in Lebanon

2018 ◽  
Vol 11 (7) ◽  
pp. 46
Author(s):  
Said Hussein ◽  
Inaya Wahidi
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Healthcare Sector ◽  
Active Listening ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Administrative Employees ◽  
Leadership Components ◽  
The Relationship

More and more, healthcare institutions work to ameliorate the relation supervisor/supervised. In hospitals, transformational leadership proved to influence employee’s motivation and satisfaction (Spinelli, 2006, p.20) thus the hospital’s services. To our knowledge, there is no study conducted on the administrative employees in the healthcare sector in Lebanon that constitute our sample. There is only one study conducted on nurses by El-Jardali et al., (2008) in 69 hospitals in this country. Given this situation, we how can describe the relationship between transformational leadership and employee’s job satisfaction in hospitals? Data processing of a questionnaire administered to 455 employees of 28 over 125 hospitals in Lebanon shows that there is no significant relationship between the employee’s job satisfaction and these two transformational leadership components: leader’s idealized influence and intellectual stimulation. While we found a correlation between employee’s job satisfaction and two other components: inspirational motivation (Training; projects monitoring) and individualized consideration (Active listening to employee’s work issues).

scholarly journals Impact of Transformational Leadership on the Affective Commitment of Employees in the Service Sector

2019 ◽  
Vol 8 (4) ◽  
pp. 1388-1393
Keyword(s):  
Transformational Leadership ◽  
Service Sector ◽  
Affective Commitment ◽  
Positive Impact ◽  
Multifactor Leadership Questionnaire ◽  
Intellectual Stimulation ◽  
Four Dimensions ◽  
Multifactor Leadership ◽  
The Impact ◽  
The Relationship

Purpose – There are few studies that have studied the relationship between Transformational leadership (TL) and organisation commitment (OC), but there are very few studies on the service sector especially in the Indian context. This study aims to fill the gap in literature by empirically examining the impact of four dimensions of TL using Multifactor Leadership Questionnaire (MLQ) on the Affective Commitment (AC) of the employees, within the context of the service sector in Bengaluru. Design/methodology/approach – A total of two hypotheses were proposed for testing transformational leadership using Multifactor Leadership Questionnaire (MLQ) questionnaire, (Bass and Avolio, 1997) and five items of affective organization commitment developed by Allen and Meyer (1996) was used for affective commitment. The questionnaire was administered to 210 employees working in various industries in the service sector in Bengaluru to measure the impact of TL on the AC of the respondents. Findings – The analysis of the data collected shows that TL has a positive impact on the affective commitment of the employees. In particular, the results of an empirical investigation revealed that individualized influence and individual consideration by the transformational leader had a significant impact on the affective commitment level of the employees. The employees in the hospitality industry had a difference in opinion compared to IT, Banking & education sector employees on the intellectual stimulation by the leader and their affective commitment towards the organization. Originality/value – This paper contributes to the existing literature of leadership and OC by providing practical evidence leading to the improvement of information and the understanding of the relationship between TL and AC.

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL PROFETIK DALAM MENGEMBANGKAN PESANTREN DI KABUPATEN JEMBER

2018 ◽  
Vol 23 (1) ◽  
pp. 87
Author(s):  
Umiarso Umiarso
Keyword(s):  
Transformational Leadership ◽  
Two Dimensions ◽  
Institutional Transformation ◽  
Intellectual Stimulation ◽  
Integrative Education ◽  
Idealized Influence ◽  
Individual Consideration ◽  
The Times ◽  
The Mind ◽  
New Good

Abstract Pesantren (Islamic boarding schools) has been continuously aligning its educational system with the needs of society and the times. The development of pesantren is inseparable from the role of kiai in carrying out the institutional transformation. This study focuses on transformational leadership of the kiai in developing the pesantren institution. The results of this study indicate that the concept of developing pesantren is transcultural with the principle of "accepting a new good culture and preserving the old one that is still relevant", based on the vision and mission, directed at an integrative education system which combines the mind and heart traditions using rational domain and spirituality in order to achieve worldly (profanistic) and ukhrawi (sacralistic) goals; transformational leadership styles of a kiai include idealized influence behavior, inspirational inspiration, intellectual stimulation, individual consideration, and individual spiritual greatness; and the implications of transformational leadership include two dimensions, namely the human resources and institutional resources. Therefore, this leadership can be said to be prophetic transformational leadership with the addition of individual spiritual greatness (Five I'S). Keywords: Kiai, Transformational Leadership, and Pesantren   Abstrak: Pesantren secara kontinu menyelaraskan sistem kependidikannya dengan kebutuhan masyarakat serta perkembangan zaman. Pengembangan pesantren tidak terlepas dari peran kiai dalam melakukan transformasi kelembagaan. Penelitian ini memfokuskan pada kepemimpinan transformasional kiai dalam mengembangkan kelembagaan pesantren. Hasil penelitian ini menunjukkan bahwa konsep pengembangan pesantren bersifat transkultural dengan prinsip “menerima budaya baru yang baik dan melestarikan budaya lama yang masih relevan”, berpijak pada visi dan misi, diarahkan pada sistem pendidikan integratif yang memadukan antara tradisi akal dan hati menggunakan domain rasional dan spiritualitas untuk mencapai tujuan yang bersifat duniawi (profanistik) dan ukhrawi (sakralistik); gaya kepemimpinan transformasional kiai meliputi perilaku idealized influence, inspirational inspiration, intellectual stimulation, individual consideration, dan individual spiritual greatness; dan implikasi kepemimpinan transformasional meliputi dua dimensi, yaitu dimensi sumberdaya manusia dan kelembagaan. Karenanya, kepemimpinan ini dapat dikatakan kepemimpinan transformasional profetik dengan penambahan individual spiritual greatness (Five I’S). Kata Kunci: Kiai, Kepemimpinan Transformasional, dan Pesantren  

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL PADA KINERJA DENGAN KESAMAAN VISI ANTARKARYAWAN SEBAGAI VARIABEL PEMEDIASI

2013 ◽  
Vol 8 (1) ◽  
pp. 49
Author(s):  
Wisnu Prajogo
Keyword(s):  
Transformational Leadership ◽  
Employee Performance ◽  
Positive Influence ◽  
Shared Vision ◽  
Purposive Sampling ◽  
Indirect Influence ◽  
Occupational Characteristics ◽  
Relationship Of ◽  
The Relationship

This research examines the direct and indirect influence of transformational leadership to performance, with employee’s shared vision as the mediating variable. 504 respondents taken from a purposive sampling based on their occupational characteristics participated in this research. The results reveal that transformational leadership has no influence to employee performance, meanwhile transformasional leadership has positive influence to shared vision among employees, and shared vision among employees has positive influence to employee performance. This research also found that shared vision among employees has a full mediation role in the relationship of transformasional leadership and employee performance. Keywords: transformational leadership, shared vision among employees, employee performance

Examining the Role of Green Transformational Leadership on Promoting Green Organizational Behavior

2019 ◽  
pp. 200-224
Author(s):  
Chipo Mukonza ◽  
Ilze Swarts
Keyword(s):  
Transformational Leadership ◽  
Organizational Behavior ◽  
The Body ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Body Of Knowledge ◽  
Inspirational Motivation ◽  
Website Analysis ◽  
The Relationship

This chapter examines the role of green transformational leadership on promoting green organizational behavior. Green transformational leadership has been found to be influencing green organizational behavior. The study uses content analysis and website analysis. Nedbank is used in the chapter as an archetype of an organization with a green transformational leadership which has influenced green organizational behavior. Four characteristics of green transformational leadership namely idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration were used. The leadership engages its customer and rewards them for green behavior which is important for intellectual stimulation and motivating their employees. The study contributes to the body of knowledge on green transformational behavior by confirming the relationship. The chapter recommends that more trainings and educational awareness on green values be provided to the management so that ultimately this are emulated and practiced by their employees.

scholarly journals The relationship between transformational leadership and leadership effectiveness in Kenyan indigenous banks

2017 ◽  
Vol 1 (2) ◽  
Author(s):  
Lynette Louw ◽  
Samuel M. Muriithi ◽  
Sarah Radloff
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Goodness Of Fit ◽  
Leadership Effectiveness ◽  
Leadership Competencies ◽  
Survey Method ◽  
Intellectual Stimulation ◽  
Managerial Implication ◽  
Leadership Competency ◽  
The Relationship

Orientation: Effective leadership is critical to the survival and growth of organisations. For such leadership to be realised, organisational leaders need to be competent in transformational leadership, which is described as a situation in which the leader and followers empower and shape each other’s behaviour to attain a desired goal.Research purpose: The purpose of this study is to empirically test the relationship between transformational leadership competency and leadership effectiveness in Kenyan indigenous banks.Motivation for this study: In spite of the fact that indigenous banks have been performing better recently, their overall poor performance is cause for concern. This study was motivated by a desire to establish the extent to which the recent improvement is attributable to transformational leadership competency and effectiveness. It is also anticipated that this investigation can highlight aspects of leadership which require more attention in order to sustain improved performance.Research design, approach and method: The study utilised a survey method to collect both quantitative and qualitative data while probability and non-probability techniques were used to sample target population. With 494 respondents targeted in the study, 257 responses were received and analysed. Data analysis was performed using structural equation modelling with Cronbach’s alpha, confirmatory factor analysis and goodness-of-fit indices for analysis and for testing relationships.Main findings: The overall findings confirm that a strong relationship exists between transformational leadership competencies and leadership effectiveness among the leaders of the indigenous banks in Kenya.Practical/managerial implication: Based on the findings of this study, Kenyan indigenous banks are able to identify specific and essential transformational leadership competencies and leadership effectiveness attributes.Contribution: The study has identified that transformational leadership abilities of inspirational motivation, intellectual stimulation, individualised consideration and idealised influence, together with the leadership effectiveness indicators of cross-cultural competency, influence, follow commitment, versatility and group organisation are essential for the effectiveness of Kenyan banks.

The generalizability of transformational leadership across cultures: a meta-analysis

2019 ◽  
Vol 34 (3) ◽  
pp. 139-155 ◽  
Author(s):  
Marcus Crede ◽  
Jaehee Jong ◽  
Peter Harms
Keyword(s):  
Transformational Leadership ◽  
Cultural Values ◽  
Western Europe ◽  
Cultural Practices ◽  
Leadership Behaviors ◽  
Employee Performance ◽  
Meta Analysis ◽  
Content Type ◽  
Analytic Review ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether the effectiveness of transformational leadership behaviors are moderated by a country’s cultural values and cultural practices. Design/methodology/approach The authors describe a meta-analytic review of the relationship between transformational leadership and employee performance (task performance and OCBs) using data from over 57,000 individuals, 215 samples and 34 countries. The authors examine whether this relationship is moderated by the cultural values and practices of the country in which the study was located – after first controlling for methodological factors. Findings The authors find that cultural values and practices moderate the transformational leadership – employee performance relationship such that the relationship is much stronger in countries whose culture is incongruent with transformational leadership. Research limitations/implications Data were only available for 34 countries and it is unclear what role industry type and job type play in determining transformational leadership effectiveness or if these situational variables are confounded with culture. The findings call into question the generalizability of transformational leadership across countries and cultures. Practical implications The findings suggest that the value of transformational leadership behaviors may be limited in developed economies such as Western Europe and North America, while transformational leadership is most effective in Africa, the Middle East, South America and parts of Southeast Asia. Originality/value This is the first paper to examine the generalizability of transformational leadership across 34 countries and is by far the largest review ever conducted into the relationship between transformational leadership and subordinate performance.

scholarly journals THE MEDIATING EFFECT OF PROACTIVE KNOWLEDGE SHARING AMONG TRANSFORMATIONAL LEADERSHIP, COHESION, AND LEARNING GOAL ORIENTATION ON EMPLOYEE PERFORMANCE

2021 ◽  
Vol 22 (2) ◽  
pp. 470-481
Author(s):  
Layaman Layaman ◽  
Pahlawansjah Harahap ◽  
Indi Djastuti ◽  
Aan Jaelani ◽  
Diana Djuwita
Keyword(s):  
Transformational Leadership ◽  
Data Collection ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Employee Performance ◽  
Theoretical Models ◽  
Mediating Effect ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
The Relationship

The background of this study is based on the controversial relationship between transformational leadership and employee performance. Empirical and theoretical models resolve the controversy by building a new concept based on proactive knowledge sharing. The study established the influence of transformational leadership, cohesion and learning goal orientation on proactive knowledge sharing and employee performance. A total of 7 hypotheses were developed to solve the study problem, while purposive sampling was used in data collection. The respondents consisted of 6 employees of Sharia Banking in Indonesia. The SEM results indicate that five hypotheses were significant, while 2 were insignificant. Furthermore, proactive knowledge sharing strongly mediates the relationship between the studied variables. These results confirm the withdrawal of the new concept in improving employee performance.

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