Sex and Leadership Styles: A Meta-Analysis of Research Published in the 1990s

2004 ◽  
Vol 94 (1) ◽  
pp. 3-18 ◽  
Author(s):  
Marloes L. Van Engen ◽  
Tineke M. Willemsen
Keyword(s):  
Transformational Leadership ◽  
Sex Differences ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Behavior ◽  
Meta Analysis ◽  
Female Leaders ◽  
Leadership Analysis ◽  
Transformational And Transactional Leadership ◽  
Task Oriented

Empirical research on sex differences in leadership styles, published between 1987 and 2000 in peer-reviewed journals, is reviewed by means of a metaanalysis. The leadership styles examined are interpersonal, task-oriented, democratic versus autocratic, and transformational and transactional leadership. Analysis showed that evidence for sex differences in leadership behavior is mixed, demonstrating that women tend to use more democratic and transformational leadership styles than men do, whereas no sex differences are found on the other leadership styles. Sex differences in leadership styles are contingent upon the context in which male and female leaders work, as both the type of organization in which the leader works and the setting of the study turn out to be moderators of sex differences in leadership styles.

scholarly journals Transformational Leadership Behaviors of High School Students’ According to Leisure Preferences and Participation Type

2018 ◽  
Vol 8 (4) ◽  
pp. 18
Author(s):  
Umit Dogan Ustun
Keyword(s):  
High School ◽  
Transformational Leadership ◽  
High School Students ◽  
Transactional Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leisure Activities ◽  
Nonparametric Tests ◽  
School Students ◽  
Transformational And Transactional Leadership

This paper aimed to investigate the transformational leadership behavior of high school students according to leisurepreferences and participation type. 226 high school students attending Bursa Atatürk High School participated in thestudy voluntarily. In the study, to collect data transformational and transactional leadership scale developed byBaşoğlu (2013a) was revised and used. The construct validity of the scale assessed by confirmatory & explanatoryfactor analyzes. To investigate the differences between the participants' transformational leadership behavior KruskalWallis and Mann Whitney U nonparametric tests used. As a result, this study showed that students who chosephysical activities and who actively involved in leisure activities showed more transformational leadership than theother students.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

scholarly journals Influence of Age and Experience on Leadership Styles

2019 ◽  
Vol 8 (1) ◽  
pp. 48-52
Author(s):  
Asima Mushtaq ◽  
Ishtiaq Hussain Qureshi ◽  
Aakifa Javaid
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Influence ◽  
Transformational And Transactional Leadership ◽  
Transformational Leadership Style

The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and experience transformational leadership style is exhibited more by the managers.

Psychological identification with job: a leadership-OCB mediator

2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Job Involvement ◽  
Content Type ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Formal Requirements

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

scholarly journals Military Leaders' Leadership Styles and Subordinates Hardiness Level: Can Transformational and Transactional Leadership Influence Soldier’s Hardiness?

2019 ◽  
Vol 3 (3) ◽  
pp. 26-36
Author(s):  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Military Leaders ◽  
Post Test ◽  
Transformational And Transactional Leadership ◽  
Personality Hardiness ◽  
And Performance ◽  
The Military ◽  
Leadership Influence

In comparison with the western military setting, the absence of the study of leadership styles and personality hardiness in the Malaysian Army (MA) has been noticeable. Personality hardiness of the soldiers', and whether military transformational and transactional leadership provides a significant impact on soldier's hardiness level, is critical in a modern military environment in facing many unique challenges, due to the increase of forward deployment rate. As such, the present study examines the proposition that the military leader's leadership styles could enhance military subordinate's hardiness level, as conceptually suggested by previous research. This is employed via the use of an investigation of Experimental Vignette Methodology (EVM); pre-test and post-test collected data on soldiers' hardiness level, with the intervention of leadership paper vignettes which involved 169 participants for Experiment 1; (transformational leadership), and 143 participants for Experiment 2; (transactional leadership). Additionally, MLQ Form 6S was employed for transformational and transactional leadership, while DRS 15 was utilized to measure the hardiness level. The results from the two experiments found that transformational leadership significantly affected subordinate military hardiness, while transactional leadership had no influence on hardiness. Finally, the implications of the present findings are assumed to further facilitate further hardiness research in the Malaysian Army, with regards to subordinate’s commitment and performance.

scholarly journals Nursing Leadership, Associated Sociodemographic and Professional Factors: The Perception of Leaders and Evaluators

Aquichan ◽  
2021 ◽  
Vol 21 (2) ◽  
pp. 1-15
Author(s):  
Luz Dalia Valbuena-Durán ◽  
Myriam Ruiz Rodríguez ◽  
Astrid Nathalia Páez Esteban
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Work Experience ◽  
Cross Sectional Study ◽  
Nursing Leadership ◽  
Cross Sectional ◽  
Transformational And Transactional Leadership ◽  
Nursing Professionals

Objective: To assess the leadership styles of the assistance Nursing professionals and their associated sociodemographic and professional factors. Materials and methods: An analytical and cross-sectional study. The sample comprised 75 Nursing professionals and 170 Nursing assistants selected for convenience. The Multifactorial Leadership Questionnaire was applied to assess leadership and the organizational result variables. Results: The predominant leadership styles were as follows: transformational (mean of 3.43) and transactional (3.40), which presented high correlation rates with satisfaction, efficacy and additional effort. The leadership style least perceived by the staff was corrective/avoidance (2.10). In transformational leadership, behavioral influence and inspirational motivation presented better scores in the leaders’ self-perception. Age, marital status and having children evidenced statistically significant differences with the transformational and transactional leadership styles; work experience was significant with transactional leadership. Conclusions: In their work, Nursing professionals denote encouraging practices that are inherent to transformational leadership, which is related to changes in the organizational culture, leads to motivating and inspiring the subordinates to transcend the routines and increases their satisfaction and commitment to their duties, thus being an important factor in health institutions.

scholarly journals The Impact Of Transformational And Transactional Leadership Styles On Employees Satisfaction And Performance: An Empirical Test In A Multicultural Environment

2011 ◽  
Vol 3 (8) ◽  
Author(s):  
Cedwyn Fernandes ◽  
Raed Awamleh
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Self Esteem ◽  
Future Research ◽  
Strong Impact ◽  
Employees Satisfaction ◽  
Transformational And Transactional Leadership ◽  
The Impact ◽  
International Companies

This study tests the transformational leadership theory among managers at functional levels in United Arab Emirates (UAE) international companies. The UAE business sector was chosen due to its significance in the regional economy and its sizable contributions as the UAE continues to lead its neighboring countries in business development and technological advancements. More specifically, the UAE economy depends very heavily on expatriate workers and professionals, which creates a rich yet challenging environment for leadership models. The paper examines the effects of both transformational and transactional leadership styles of managers/supervisors on employees satisfaction and self-perceived performance. Self-esteem and leadership disposition (Romance of Leadership) of employees are hypothesized to act as moderators. The impact of cultural origin, gender, age, and job experience are also examined. Data was collected from employees working in international companies operating in the UAE. Results revealed a strong effect for transformational leadership on satisfaction. Importantly, results do challenge the view that both leadership styles are necessary conditions for leadership to be operationalized. Cultural and demographic factors showed strong impact on the dependent variables as did RLS and self-esteem. All findings are discussed and future research directions outlined.

scholarly journals PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA PEGAWAI DI HARIAN WASPADA MEDAN

2019 ◽  
Vol 6 (2) ◽  
pp. 61-75
Author(s):  
Fazhil Hanafi Asnora
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Positive Influence ◽  
Service Research ◽  
Research Approach ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style

This study is based on the idea that transformational and transactional leadership style is very important for employees because job satisfaction is achieved with good cause employees are willing and motivated to provide a positive influence on the success of the organization that supports organizational goals effectively and efficiently. Therefore, this study aims to determine whether the transformational and transactional leadership styles simultaneously significant effect on employee performance. The theory is used to analyze the problems is about transformational leadership, transactional leadership style, employee performance. This research was conducted in the Harian Waspada Medan, especially in the civil service. Research approach is a quantitative approach to the type of associative research. The results obtained and also become keseimpulan this study include that the transformational leadership style has no significant effect on employee performance. While transactional leadership style variables have a significant effect on employee performance. Variable transformational and transactional leadership styles simultaneously significant effect on employee performance.

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.

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