Machiavellian, Bureaucratic, and Transformational Leadership Styles in Police Managers: Preliminary Findings of Interpersonal Ethics

1998 ◽  
Vol 86 (2) ◽  
pp. 419-427 ◽  
Author(s):  
Michel Girodo
Keyword(s):  
Factor Analysis ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Multiple Regression ◽  
Age Groups ◽  
Interpersonal Influence ◽  
Job Experience ◽  
Significant Variance ◽  
Specific Influence ◽  
Intercorrelation Matrix

A factor analysis of an intercorrelation matrix for scores assigned by 197 police managers to 26 statements describing ethical ways of influencing people on the job produced three leadership factors. In increasing strength of endorsement these were Machiavellian, Bureaucratic, and Transformational Styles. Use of a Machiavellian Style remained the same across age groups of 28 to 55 years, while the Bureaucratic and Transformational Styles increased in use across age and years of job experience. A multiple regression indicated age of the manager to account for significant variance only in the Transformational Style. Duties influenced which style managers used. The Machiavellian style was the most often and the Transformational style the least often used of interpersonal influence methods by managers involved in administration. The opposite was found for managers involved in training and in directing community-oriented police activities. Findings support the idea that subscribing to the Transformational Style follows a developmental view about interpersonal ethics but also that the use of specific influence methods depends on the opportunities created by one's work.

scholarly journals Exploring leadership styles for innovation: an exploratory factor analysis

2017 ◽  
Vol 9 (1) ◽  
pp. 7-17 ◽  
Author(s):  
Warit Wipulanusat ◽  
Kriengsak Panuwatwanich ◽  
Rodney A. Stewart
Keyword(s):  
Factor Analysis ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Exploratory Factor Analysis ◽  
Factor Structure ◽  
Management Training ◽  
Vital Role ◽  
Development Programs ◽  
The Public ◽  
Two Factors

AbstractLeadership plays a vital role in building the process, structures, and climate for an organisation to become innovative and to motivate team expectations toward innovations. This study explores the leadership styles that engineers regard as significant for innovation in the public sector. Exploratory factor analysis (EFA) was conducted to identify the principal leadership styles influencing innovation in the Australian Public Service (APS), using survey data extracted from the 2014 APS employee census comprising 3 125 engineering professionals in Commonwealth of Australia departments. EFA returned a two-factor structure explaining 77.6% of the variance of the leadership for innovation construct. In this study, the results from the EFA provided a clear estimation of the factor structure of the measures for leadership for innovation. From the results, the two factors extracted were transformational leadership and consideration leadership. In transformational leadership, a leader values organisational objectives, inspires subordinates to perform, and motivates followers beyond expected levels of work standards. Consideration leadership refers to the degree to which a leader shows concern and expressions of support for subordinates, takes care of their welfare, treats members as equals, and displays warmth and approachability. These findings highlight the role of leadership as the most critical predictor when considering the degree to which subordinates strive for creativity and innovation. Both transformational and consideration leadership styles are recommended to be incorporated into management training and development programs. This study also recommends that Commonwealth departments recruit supervisors who have both of these leadership styles before implementing innovative projects.

scholarly journals Budaya Organisasi dan Gaya Kepemimpinan Transformasional dalam Komitmen Resimen Mahasiswa

2019 ◽  
Vol 1 (1) ◽  
pp. 81-104
Author(s):  
Lisa Ardaniyati ◽  
Abdul Mujib ◽  
Liany Luzvinda
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Multiple Regression ◽  
Leadership Style ◽  
Significant Influence ◽  
Sampling Technique ◽  
Probability Sampling ◽  
Transformational Leadership Style

This study aimed at determining the effect of organizational culture and transformational leadership styles on organizational commitment to student regiments. This study used a quantitative approach to the method of multiple regression and sampling using non-probability sampling with purposive sampling technique. The results of this study indicated that based on hypothesis testing using multiple regression, R square values (R2) of all research variables tested were 0.410 or 41.0% with a significant value of 0,000 or p 0.05 while F calculated was 7,422 from F table 4.4. This showed that there was a significant influence of organizational culture and transfomational leadership style so that the higher the awareness of members of the organizational culture and transformational leadership style that was applied, would increase commitment to the organization. AbstrakPenelitian ini bertujuan untuk mengetahui pengaruh budaya organisasi dan gaya kepemimpinan transformasional terhadap komitmen organisasi pada resimen mahasiswa. Penelitian ini menggunakan pendekatan kuantitatif metode multipel regression dan pengambilan sampel mengunakan non-probability sampling dengan teknik sampling purposive. Hasil penelitian ini menunjukan bahwa berdasarkan uji hipotesis menggunakan multipel regression, didapatkan nilai R square (R2) dari semua variabel penelitian yang diujikan yaitu 0,410 atau 41,0% dengan nilai signifikan sebesar 0,000 atau p0,05 sementara F hitung didapat sebesar 7.422dari F tabel 4.4. Hal ini menunjukan bahwa terdapat pengaruh signifikan budaya organisasi dan gaya kepemimpinan transfomasional sehingga semakin tinggi kesadaran anggota terhadap budaya organisasi dan gaya kepemimpinan transformasional yang diterapkan maka akan meningkatkan komitmen terhadap organisasi.

Impact Of Transformational Leadership On Motivating Faculty Members

2019 ◽  
Vol 118 (11) ◽  
pp. 303-312
Author(s):  
Jamal Asad Mezel ◽  
Adnan Fadhil Khaleel ◽  
Kiran Das Naik Eslavath
Keyword(s):  
Transformational Leadership ◽  
Empirical Study ◽  
Leadership Styles ◽  
Faculty Members ◽  
Traditional Form ◽  
Lack Of Information ◽  
University Leaders ◽  
The University ◽  
The Impact

This empirical study show that the impact of all styles was well moderate. The means of effect of all styles were less than 3 out of 5. It means the expected impact of transformational affect upon the all dimensions of the activities, are not expected due to the traditional styles of leadership and the lack of information about the transformational leadership styles which can guide leaders to use such styles in the organization which may be this results due to lack of trained leaders and necessary knowledge with the leaders in all universities about transformational styles the traditional form of the leadership styles which used by the university leaders affect the communication between all levels of the administration and the faculty members which has consequence because decrease in motivation and a self-consideration from the administration.

scholarly journals In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

2021 ◽  
Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Forest Industry ◽  
Training Outcomes ◽  
Contingent Reward ◽  
Leaders And Followers ◽  
A Prospective Study ◽  
Prospective Study Design

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

scholarly journals An evaluation of the factor structure of the Self-Assessed Wisdom Scale (SAWS) and the creation of the SAWS-15 as a short measure for personal wisdom

2021 ◽  
pp. 1-11
Author(s):  
Trilas M. Leeman ◽  
Bob G. Knight ◽  
Erich C. Fein ◽  
Sonya Winterbotham ◽  
Jeffrey Dean Webster
Keyword(s):  
Factor Analysis ◽  
Factor Structure ◽  
Latent Variables ◽  
Emotional Regulation ◽  
Short Form ◽  
Age Groups ◽  
Total Sample ◽  
Future Research ◽  
Personal Wisdom ◽  
Age Range

ABSTRACT Objectives: Although wisdom is a desirable life span developmental goal, researchers have often lacked brief and reliable construct measures. We examined whether an abbreviated set of items could be empirically derived from the popular 40-item five-factor Self-Assessed Wisdom Scale (SAWS). Design: Survey data from 709 respondents were randomly split into two and analyzed using confirmatory factor analysis (CFA). Setting: The survey was conducted online in Australia. Participants: The total sample consisted of 709 participants (M age = 35.67 years; age range = 15–92 years) of whom 22% were male, and 78% female. Measurement: The study analyzed the 40-item SAWS. Results: Sample 1 showed the traditional five-factor structure for the 40-item SAWS did not fit the data. Exploratory factor analysis (EFA) on Sample 2 offered an alternative model based on a 15-item, five-factor solution with the latent variables Reminiscence/Reflection, Humor, Emotional Regulation, Experience, and Openness. This model, which replicates the factor structure of the original 40-item SAWS with a short form of 15 items, was then confirmed on Sample 1 using a CFA that produced acceptable fit and measurement invariance across age groups. Conclusions: We suggest the abbreviated SAWS-15 can be useful as a measure of individual differences in wisdom, and we highlight areas for future research.

Factor Structure of Shortened Children's Embedded Figures Test for Different Age Groups

1986 ◽  
Vol 63 (2) ◽  
pp. 479-486 ◽  
Author(s):  
Robert C. Hardy ◽  
John Eliot ◽  
Kenneth Burlingame
Keyword(s):  
Factor Analysis ◽  
Factor Structure ◽  
Total Population ◽  
Age Groups ◽  
Total Sample ◽  
Factor Loadings ◽  
Embedded Figures Test ◽  
Embedded Figures

240 children, 24 of each sex in Grades K to 4, were administered the entire Children's Embedded Figures Test, regardless of the failure rule. Factor loadings for items from a shortened version of the test were examined for a randomly divided sample, a sample divided by sex, a sample divided in two grade groupings, and an undivided total population. Stable factors were found for the total sample and when the sample was divided by sex. Analysis indicated that the factor analysis of the shortened form was consistent with previous analyses using the total scale.

Relationship between Knowledge Sharing, Absorptive Capacity, and Innovation Capability: Empirical studies in minimarkets

2021 ◽  
Vol 9 (1) ◽  
pp. 91
Author(s):  
Sri Raharso
Keyword(s):  
Factor Analysis ◽  
Construct Validity ◽  
Knowledge Sharing ◽  
Multiple Regression ◽  
Absorptive Capacity ◽  
Empirical Studies ◽  
Innovation Capability ◽  
West Java ◽  
Five Factors ◽  
The Relationship

This study aims to identify the relationship between knowledge sharing, innovation capabilities, and absorptive capacity. The study was conducted on 209 employees of a minimarket, in Bandung, West Java. Sampling was done incidentally. Factor analysis produces five factors for which construct validity is acceptable. Empirically, the multiple regression results support the research hypothesis. Knowledge sharing positively and significantly affects innovation capability and absorptive capacity. Furthermore, absorptive capacity partially mediates the relationship between knowledge sharing and innovation capabilities. 

scholarly journals The effects of leadership on safety outcomes: The mediating roles of trust and safety climate

2018 ◽  
Vol 6 (1) ◽  
pp. 8-17
Author(s):  
Reyhan Bilgiç ◽  
Merve Betül Bulazer ◽  
Elif Bürümlü ◽  
İbrahim Öztürk ◽  
Ceyda Taşçıoğlu
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Safety Climate ◽  
Blue Collar ◽  
Strongly Correlated ◽  
Blue Collar Workers ◽  
Safety Compliance ◽  
Safety Outcomes ◽  
A Company

Background: In the current study, the mediating roles of safety climate and trust in the relations between leadership styles which are transformational and transactional and safety outcomes which are safety compliance and safety participation are studied.Methods and Material: 101 blue-collar workers from a company in Zonguldak were participated in the study.Results: The results showed that transactional leadership is strongly associated with safety climate. As predicted, transformational leadership is found to be significantly correlated with safety participation.Conclusions: Moreover, transactional leadership is strongly correlated with safety compliance. Both safety climate and trust showed significant correlation with both of the safety outcomes. The mediating roles of trust and safety climate within the relations between transactional leadership and safety compliance and transformational leadership and safety participation are also found.

Problems in Analyzing Process-Product Relationships in Studies of Teacher Effectiveness

1978 ◽  
Vol 160 (3) ◽  
pp. 96-116 ◽  
Author(s):  
R. S. Soar
Keyword(s):  
Factor Analysis ◽  
Multiple Regression ◽  
Teacher Effectiveness ◽  
Classroom Behavior ◽  
Stage Model ◽  
Two Stage ◽  
Unit Of Analysis ◽  
Process Product

Problems of analysis are discussed in the three areas of estimating pupil gain, grouping observation items into measures, and relating gain to classroom behavior. Procedures deemed most hopeful are that gain estimates should be based on at least two covariates; that observation items should be aggregated using factor analysis, a combination of logical and factor analysis, or clustering or factoring teachers; that process-product relations should be analyzed by multiple regression, with at least a two-stage model that uses both classrooms and individual pupils as the unit of analysis.

Leadership and organizational ambidexterity

2016 ◽  
Vol 35 (6) ◽  
pp. 778-788 ◽  
Author(s):  
Saša Baškarada ◽  
Jamie Watson ◽  
Jason Cromarty
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Content Type ◽  
Organizational Mechanisms ◽  
Exploratory Innovation ◽  
Transactional And Transformational Leadership

Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.

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