Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE

2011 ◽  
Vol 3 (2) ◽  
pp. 34-43 ◽  
Author(s):  
Felicitas M. Morhart ◽  
Walter Herzog ◽  
Torsten Tomczak
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Turnover Intentions ◽  
Transformational Leaders ◽  
Frontline Employees ◽  
Brand Building ◽  
Positive Effects ◽  
Transactional Leaders ◽  
Medium Level ◽  
Transactional And Transformational Leadership

Abstract How can managers elicit brand-building behaviors on the part of frontline employees? When comparing brand-specific “transactional” and “transformational” leadership styles, the latter clearly outperforms the former. Transactional leaders influence followers through a process of compliance, leading to increased turnover intentions and a decrease in in-role and extra-role brand-building behaviors. In contrast, brand-specific transformational leaders influence followers through a process of internalization, leading to decreased turnover intentions and an increase in in-role and extra-role brand-building behaviors. When combined, however, a medium level of transactional leadership maximizes the positive effects of transformational leadership.

Leadership Style, Anonymity, and the Discussion of an Ethical Issue in an Electronic Context

2008 ◽  
pp. 513-531 ◽  
Author(s):  
Surinder S. Kahai ◽  
Bruce J. Avolio
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Ethical Issue ◽  
Leadership Style ◽  
Higher Order ◽  
Future Research ◽  
Transformational Leaders ◽  
Student Groups ◽  
Transactional Leaders ◽  
Electronic Meeting System

A laboratory experiment was conducted with 42 student groups to evaluate the effects of transactional vs. transformational leadership styles and anonymity when groups supported by an Electronic Meeting System (EMS) discussed the ethical issue of copying copyrighted software. A confederate leader displayed either transformational or transactional behaviors. Transformational leaders motivate effort by raising the awareness of followers to make them aspire to higher-order needs and values and by developing them to fulfill their aspirations. Transactional leaders motivate effort by highlighting the contractual exchange involved in a relationship. Participants working with a transformational confederate were more likely to make arguments that challenged the copying of copyrighted software than those working with one who was more transactional. These arguments, in turn, caused groups exposed to such arguments to have greater deviation among its members in intentions to copy the software. Participants working with a transactional confederate were more likely to make arguments in favor of copying copyrighted software. These arguments, in turn, caused groups exposed to such arguments to have a greater mean of intentions to copy the software. Implications for practice and future research on ethics and leadership in the electronic context are discussed.

Effects of Leadership Style and Anonymity on Arguments and Intentions Related to Acting Unethically

2008 ◽  
pp. 176-198
Author(s):  
Surinder S. Kahai ◽  
Bruce J. Avolio
Keyword(s):  
Transformational Leadership ◽  
Laboratory Experiment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Higher Order ◽  
Future Research ◽  
Transformational Leaders ◽  
Student Groups ◽  
Transactional Leaders ◽  
Electronic Meeting System

A laboratory experiment was conducted with 42 student groups to evaluate the effects of transactional vs. transformational leadership styles and anonymity when groups supported by an electronic meeting system (EMS) discussed the ethical issue of copying copyrighted software. A confederate leader displayed either transformational or transactional behaviors. Transformational leaders motivate effort by raising the awareness of followers to make them aspire to higher order needs and values, and developing them to fulfill their aspirations. Transactional leaders motivate effort by highlighting the contractual exchange involved in a relationship. Participants working with a transformational confederate were more likely to make arguments that challenged the copying of copyrighted software than those working with one who was more transactional. These arguments in turn caused groups exposed to such arguments to have greater deviation among its members in intentions to copy the software. Participants working with a transactional confederate were more likely to make arguments in favor of copying copyrighted software. These arguments in turn caused groups exposed to such arguments to have a greater mean of intentions to copy the software. Implications for practice and future research on ethics and leadership are discussed.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

Leadership Style Toward Competitive Advantage Of Business Education

2014 ◽  
Vol 1 (1) ◽  
pp. 47-50
Author(s):  
Rovila El Maghviroh
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Business Education ◽  
Education Institution ◽  
Administrative Staff ◽  
Transactional And Transformational Leadership

AbstractLeadership style used in a higher education institution affects the competence-based performance of the lecturers and the administrative staff. In turn, their performance will affect the institution performance. So, leadership style influences the institution toward strengthening its strategy to sustain. This study examined the transactional and transformational leadership styles toward the lecturers and the administrative staff of STIE Perbanas Surabaya. Transformational leadership was measured using ideal, inspirational, and intellectual stimuli; while transactional leadership was measured using exceptional management and contingency reward. The indicators used to measure the lecturers' performance were on teaching, module, research, civil services, IT, English; while for administrative staff were integrity, service, professionalism, learning, adaptation, documenting, English. The survey involved 32 lecturers and 31 administrative staff. The data was collected using questionnaire and was statistically analyzed using multiple regressions. The result was that transformational leadership significantly influenced both the lecturers and the administrative staff, while transactional leadership did not affect both the lecturers and the administrative staff. The implication was that the top management can set strategies of putting motivation of all organization members in the frame of improving their competence thus this will help the institution grow and sustain.

scholarly journals The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

Psico-USF ◽  
2015 ◽  
Vol 20 (3) ◽  
pp. 493-504 ◽  
Author(s):  
Alexandra de Oliveira Rodrigues ◽  
Maria Cristina Ferreira
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
External Environment ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Impact ◽  
Transactional And Transformational Leadership

Abstract We investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The sample consisted of 213 workers of both genders who answered the Multifactorial Leadership Scale and the Organizational Citizenship Behaviors (OCB) Scale. The multiple linear regression showed that: the transactional leadership style positively predicted the OCB dimension associated to the creation of a climate favorable to the organization in the external environment; the transformational leadership style positively predicted the dimensions of OCB associated to the creative suggestions related to the system; to the creation of a favorable organizational climate in the external environment; to self-training and to cooperation among colleagues; transformational leadership style showed greater predictive power on OCB than transactional leadership. It was concluded that transformational leaders are more capable to lead their subordinates in order to take actions that go beyond their prescribed roles.

scholarly journals The Role of Leadership Style in Fostering Creativity in the Workplace

2021 ◽  
Vol 25 (3) ◽  
pp. 447
Author(s):  
Hardiani, Muhammad Tafsir
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Leadership Style ◽  
Critical Role ◽  
Transformational Leaders ◽  
Transformational Leader ◽  
Fostering Creativity ◽  
The Face ◽  
Analyze Data

The success of a business in the face of competition is inextricably linked to the ability of a transformational leader to foster a climate of creativity in the workplace. This study presents the findings of an analysis of the role of transformational leaders in fostering a climate of creativity in organizations. Multiple regression analysis is used to analyze data collected from respondents who are randomly selected from employees at several companies and then processed using the SmartPLS application. The researcher developed an instrument for the variables transformational leadership and climate of creativity based on several instruments used in previous research. The findings indicate that there is a strong correlation between transformational leadership and a climate of creativity, implying that transformational leadership plays a critical role in fostering creativity in the workplace.

scholarly journals Emotional Instability, Employees Work Outcomes among Academia: Compulsory Citizenship Behavior and Leadership Style as Moderators

2019 ◽  
Vol 5 (3) ◽  
pp. 551-562
Author(s):  
Zara Hayat ◽  
Iram Batool ◽  
Saher Hayat ◽  
Uzma Amin
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Emotional Instability ◽  
Public And Private ◽  
Transactional And Transformational Leadership ◽  
Moderating Role

Nowadays Employees Work Outcomes is the primary concern of academia of higher education. Hence, to understand this perspective the current study has examined the impact of emotional instability on employees work outcomes (Workaholism, Organizational Citizenship Behavior and Burnout). This study also examined the moderating role of compulsory citizenship behavior and transactional and transformational leadership styles. Sample of the study was faculty members of public and private universities. The sample of 400 teachers were selected from public and private universities of different cities of Pakistan. Emotional Instability Scale by John and Srivastave, Organizational Citizenship Behavior Scale by Smith et al, burnout scale by Ayala Malach Pines and Workaholism Battery by Spence and Robbins were used to measure the study variables. Smart PLS (Partial Least Square) was used for hypothesis testing. Finding of the study showed that there was negative and significant relationship between emotional instability, workaholism and organizational citizenship behavior whereas, there was positive and significant relationship between emotional instability and burnout. Further results demonstrated that transactional and transformational leadership play moderating role in relation to emotional instability and workaholism. Nevertheless, this study will provide insight to develop policies to lowers the level of burnout, and will also help administrators to implement such leadership style that decrease emotional instability and raise performance.  

Transactional and transformational leadership in the context of perceived organizational justice and its dimensions. Identification of the interdependencies

e-mentor ◽  
2021 ◽  
Vol 90 (3) ◽  
pp. 43-52
Author(s):  
Paulina Wojciechowska-Dzięcielak ◽  
◽  
Witold Szumowski
Keyword(s):  
Transformational Leadership ◽  
Organizational Justice ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Growth Potential ◽  
Work Commitment ◽  
Citizenship Behaviors ◽  
Future Studies ◽  
Transformational Leadership Style ◽  
Transactional And Transformational Leadership

The authors of this article analyzed the phenomenon of the interdependence between transactional/transformational leadership style and perceived organizational justice (and its dimensions). In the first part of the article, the necessity to conduct detailed research on aforementioned subject is presented. Next, a literature review was carried out in order to examine the possibly toothcombing links between organizational justice and transactional/transformational leadership (taking into consideration the multidimensionality of those subjects). Leadership style and perceived organizational justice are linked to many organizational aspects such as organizational citizenship behaviors, work commitment, job satisfaction, knowledge-sharing, willingness to share knowledge, and burnout. The authors of this publication attempted to present research scope as having growth potential for future studies.

scholarly journals The Behavioural And Personality Correlates Of Transactional And Transformational Leadership

2003 ◽  
Vol 1 (2) ◽  
Author(s):  
R. Huysamen ◽  
J. M. Schepers ◽  
J. Zaaiman
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Measuring Instruments ◽  
Positive Relation ◽  
Personality Correlates ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
Transactional And Transformational Leadership

The article argues that there is a statistically significant positive relationship between leadership style and creativity. It was found that there is a higher statistically significant positive relation between transformational leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency of thought and originality) can partially be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this in the study, the researcher uses, firstly the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity. OpsommingHierdie artikel argumenteer dat daar ’n statisities-beduidende positiewe verband bestaan tussen leierskapstyl en kreatiwiteit. Daar is bevind dat daar ’n hoër statisties-beduidende positiewe verband tussen transformasionele leierskapstyl en kreatiwiteit is as tussen kreatiwiteit en die ander leierskapstyle. Kreatiwiteit (vlotheid van denke en oorspronklikheid) kan gedeeltelik verklaar word deur die Veelfaktorleierskapvraelys (MLQ). Om dit te illustreer, gebruik die navorsers in hierdie studie die Veelfaktorleierskapvraelys ten einde leierskapstyl te identifiseer en tweedens drie meetinstrumente wat kreatiwiteit meet. Die argument word gesubstansieer deur die resultate van ’n statistiese ontleding van leierskapstyle en kreatiwiteit.

scholarly journals Exploring the mediating effects between transformational leadership and organizational performance

2018 ◽  
Vol 40 (2) ◽  
pp. 412-432 ◽  
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Angel Rafael Martínez-Lorente
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Mediating Effects ◽  
Content Type ◽  
Industrial Companies ◽  
Mediating Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

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