Perceptions of Gender-Role Characteristics and Transformational and Transactional Leadership Behaviours

1992 ◽  
Vol 75 (1) ◽  
pp. 311-319 ◽  
Author(s):  
Michael Z. Hackman ◽  
Marylyn J. Hills ◽  
Alison H. Furniss ◽  
Tracey J. Paterson
Keyword(s):  
Gender Role ◽  
Transactional Leadership ◽  
First Year ◽  
Leadership Model ◽  
Effective Leaders ◽  
Transformational And Transactional Leadership ◽  
Gender Characteristics ◽  
Positive Correlations ◽  
The Relationship ◽  
Moderate Magnitude

This research was initiated to investigate the relationship between perceived gender-role characteristics and transformational and transactional leadership. Looking at the 1985 leadership model of Bass and the gender model of Bern (1974), a combination of the measures developed in their research was used. The resulting questionnaire was administered to a sample of 153 Polytechnic students in a first-year management course. Analysis suggested significant positive correlations between perceived gender characteristics and transformational leadership and significant positive correlations between some transformational and transactional leadership behaviours. Values were of low to moderate magnitude. The results imply that to be effective, leaders must display both feminine and masculine behaviours.

scholarly journals ENN-RICH: (Engaging Novice Nurses Through Reflecting and Interactive Coaching Huddle)

2018 ◽  
Vol 3 (3) ◽  
Keyword(s):  
First Year ◽  
Leadership Roles ◽  
Learning And Development ◽  
Nursing Service ◽  
Effective Leaders ◽  
Novice Nurses ◽  
Individual Task ◽  
Predominantly Female ◽  
Coaching Approach ◽  
The Relationship

Background: Every year, thousands of newly registered nurses enter the nursing workforce full of hope and enthusiasm to practice their freshly acquired knowledge. However, research states that within their first year of practice, 30% of novice nurses resign, and by the second year, this number increases to 57% [1]. It is necessary for the institution to adopt a nurturing culture that promotes coaching to help “nurses with their growth and development, which serves to increase their confidence” [2]. Coaching using Reflecting and Interactive Coaching Huddle (RICH) form is being implemented in the Nursing Service Division of SJDEFI – Hospital with the aim of supporting the learning and development of nurses in line with their personal and organizational objectives. The coaching is being conducted as a corrective action (due to unfavorable behavior and variances) instead of preventive. Objective: This study aims for novice nurses to evaluate RICH as a preventive coaching strategy used by unit preceptors in helping novice nurses develop their fullest potential to become competent nurses and effective leaders of their units. Methods: This research is a quantitative study that focuses on the relationship between the demographic profile of the novice nurses and the effectiveness of RICH. Examining the type and strength of relationships can enhance the effectiveness of using RICH as a coaching approach among novice nurses. The study was conducted in the various areas of the five (5) sections of the Nursing Service Division of San Juan de Dios Educational Foundation, Inc. – Hospital. The identified novice nurses were the 41 participants who underwent coaching sessions every after shift that were conducted by their respective unit preceptors. Findings: Majority of novice nurses came from the 20-24 age group which comprised of 53.66% of the population. The population of novice nurses was predominantly female with 85.37%. Only 4.88% of the novice nurses attained a master’s degree in Nursing. Most of the novice nurses were assigned in the special areas of the institution. Majority of the novice nurses have less than 6 months of experience in the institution (41.46%). Evaluation of novice nurses on RICH as an effective strategy in improving their job performance in terms of: Dynamic involvement, Interdisciplinary communication, Individual task expectations and Acquired leadership roles attained a very high extent rating. The only relationship that was significant was between age and individual task expectations.

The Mediating Effect of Organizational Climate on the Relationship between Leadership Styles and Their Components on Innovative Behaviour

2018 ◽  
Vol 4 (1) ◽  
pp. 22-32 ◽  
Author(s):  
Tebogo Sethibe ◽  
Renier Steyn
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
New Ventures ◽  
Mediating Effect ◽  
Innovative Behaviour ◽  
Transformational And Transactional Leadership ◽  
The Relationship

This study investigated the mediating effect of organizational climate on the relationship between transformational and transactional leadership styles on innovative behaviour. 1 1 15th International Entrepreneurship Forum (15th IEF) Conference Conference Theme The Globalisation and Internationalisation of SMEs AND New Ventures: Travels with Eclectic Charlie, Digital Mary, Networked Nadia and Impactful Shona. Venice, Italy 14–16 December 2016. The effect of each component of transformational and transactional leadership styles on innovative behaviour was also investigated. A sample of 3,180 respondents from 52 South African companies participated in this research. Four main hypotheses and six sub-hypotheses were tested using multiple regression analysis. The results revealed that indeed organizational climate mediates the relationship between transformational and transactional leadership styles on innovative behaviour as well as their components. The study substantiated the expected positive relationship between transformational leadership style and innovative behaviour. Furthermore, the results showed that among the components of transformational leadership styles, inspirational motivation and intellectual stimulation influence innovative behaviour positively. This study showed that in an environment conducive to innovation, the transactional leadership style has no influence in enhancing employees’ innovative behaviour. This study provided new insight into the nature of the relationship between leadership styles, organizational climates and innovative behaviour.

scholarly journals Transformational and transactional leadership and skills approach

2018 ◽  
Vol 14 (4) ◽  
pp. 245-259 ◽  
Author(s):  
Majd Megheirkouni ◽  
Amarachi Amaugo ◽  
Shehu Jallo
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Quantitative Methods ◽  
Negative Consequences ◽  
Content Type ◽  
Effective Selection ◽  
Transformational And Transactional Leadership ◽  
Conceptual Skills ◽  
Why Questions ◽  
The Relationship

Purpose The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills. Design/methodology/approach A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings. Findings The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results. Research limitations/implications The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings. Practical implications Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential. Originality/value This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

Principals' Transformational Leadership and Teachers' Collective Efficacy

2008 ◽  
Vol 102 (2) ◽  
pp. 401-410 ◽  
Author(s):  
Marc Dussault ◽  
Daniel Payette ◽  
Mathieu Leroux
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Collective Efficacy ◽  
Transactional Leadership ◽  
Public High Schools ◽  
French Canadian ◽  
Transformational And Transactional Leadership ◽  
Laissez Faire ◽  
Relationship Of ◽  
The Relationship

The study was designed to test the relationship of principals' transformational, transactional, and laissez-faire leadership with teachers' collective efficacy. Bandura's theory of efficacy applied to the group and Bass's transformational leadership theory were used as the theoretical framework. Participants included 487 French Canadian teachers from 40 public high schools. As expected, there were positive and significant correlations between principals' transformational and transactional leadership and teachers' collective efficacy. Also, there was a negative and significant correlation between laissez-faire leadership and teachers' collective efficacy. Moreover, regression analysis showed transformational leadership significantly enhanced the predictive capabilities of transactional leadership on teachers' collective efficacy. These results confirm the importance of leadership to predict collective efficacy and, by doing so, strengthen Bass's theory of leadership.

Knowledge Leaders as Multipliers

2021 ◽  
pp. 37-56
Author(s):  
Renée López-Richer ◽  
Caroline Thompson
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Transformational And Transactional Leadership ◽  
Knowledge Leadership ◽  
The Relationship

In order for knowledge management (KM) to thrive, an organization requires a combination of conditions that form the runway from which a KM initiative can take off. There is general agreement that technology, human resources, organizational culture, and leadership are among the key enablers of successful KM. The intentions and actions of knowledge leaders in particular can make a profound difference to how KM is institutionalized in an organization. The relationship between leadership and KM has been studied extensively, especially established leadership styles such as transformational and transactional leadership. In this chapter, the authors explore the influence of knowledge leadership on KM through the lens of Liz Wiseman's leadership paradigm, Multipliers. The authors propose that effective knowledge leadership reflects the traits of the multiplier: leaders who draw on certain skills and approaches to effectively “multiply” the intelligence of an organization.

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