scholarly journals On the Link between Transformational Leadership and Employees’ Work Engagement: The Role of Psychological Empowerment

2019 ◽  
Vol 17 (2) ◽  
pp. 42-73
Author(s):  
Raluca Duțu ◽  
Andreea Butucescu
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Work Engagement ◽  
Psychological Empowerment ◽  
Cross Sectional Study ◽  
Cross Sectional ◽  
Motivational Process ◽  
Transformational Leadership Style ◽  
The Relationship

The results of previous studies have consistently supported the relationship between transformational leadership style and work engagement, yet the focus is now on the explanatory mechanisms. This study aims to investigate whether psychological empowerment could be a potential mediator of the relationship between the two constructs. Featuring new knowledge reported in the literature, a non-experimental, cross-sectional study based on a sampleof 174 participants from different industries was conducted. The results of the statistical analysis showed that transformational leadership style is a significant predictor of engagement.Moreover, psychological empowerment partly mediated the relationship between transformational leadership and employees’ work engagement. These findings reiterate both the importance and the efficiency of the transformational leader in relation to the positive outcomes of the subordinates.Also, it highlights a potential motivational process that underpins these results.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

scholarly journals Transformational Leadership, Transactional Leadership, and Employee Performance

2021 ◽  
Vol 3 (29) ◽  
pp. 58-69
Author(s):  
Fahad Alharbi ◽  
◽  
Abdoulrahman Aljounaidi ◽  
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Positive Role ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Different Cultures ◽  
The Relationship

This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

scholarly journals Role Stress and Work Engagement as Antecedents of Job Satisfaction: Results From Portugal

2014 ◽  
Vol 10 (2) ◽  
pp. 291-300 ◽  
Author(s):  
Daniel Moura ◽  
Alejandro Orgambídez-Ramos ◽  
Gabriela Gonçalves
Keyword(s):  
Job Satisfaction ◽  
Role Conflict ◽  
Work Engagement ◽  
Job Demands ◽  
Cross Sectional Study ◽  
Role Stress ◽  
Cross Sectional ◽  
Motivational Process ◽  
Practical Level

With more organizations looking for employees who take initiative and respond creatively to the challenges of the job, engagement becomes important at both individual and organizational levels. Engaged employees are generally more satisfied with their work, committed and effective at work. According to the JDR model (Schaufeli & Bakker, 2004), engagement may be produced by two types of working conditions: job demands (i.e., role stress) and job resources (i.e., self-efficacy). This study examines the role of role stress (role ambiguity and role conflict) and work engagement as antecedents of job satisfaction. A cross sectional study using online questionnaires was conducted. The sample consisted of 312 Portuguese workers. Hierarchical multiple regressions analyses have revealed that job satisfaction was significantly predicted by role conflict and work engagement. Results support JDR model by showing that positive outcomes, such as job satisfaction, may be predicted by motivational process and job demands. On a practical level, JDR model provides a framework for understanding motivating workplaces and engaged and satisfied employees.

scholarly journals MEDIATING ROLE OF EMPLOYEE COMMITMENT IN THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP STYLE AND EMPLOYEE PERFORMANCE

2020 ◽  
Vol 8 (2) ◽  
pp. 624-637
Author(s):  
Shatha A. Mahfouz ◽  
Zainudin Awang ◽  
Habsah Muda ◽  
Ayu Suriawaty Bahkia
Keyword(s):  
Transformational Leadership ◽  
Construction Industry ◽  
Leadership Style ◽  
Significant Influence ◽  
Employee Performance ◽  
Employee Commitment ◽  
Mediating Role ◽  
Transformational Leadership Style ◽  
The Relationship

Purpose: This study intends to highlight the importance of Employee Commitment as a bridge between Transformational Leadership and Employee Performance in the construction companies. Methodology: The respondents were selected randomly from the list of construction workers registered with the construction firms in Jordan. The selected respondents were given a self-administered questionnaire to attend at their own convenient time. The studies employed Structural Equation Modelling in IBM-SPSS-AMOS 24.0 to model and estimate the inter-relationships among the constructs in the study. Result: The results showed transformational leadership has a positive and significant influence on both employee commitment and employee performance. The results also indicated that employee commitment has a positive and significant influence on employee performance. More importantly, the study found that employee commitment partially mediates the relationship between transformational leadership style and employee performance. Applications: The results of his study highlighted the importance of employee commitment in generating their work performance, especially in the construction industry. Novelty/Originality: At present, the study on the mediating role of employee commitment in the relationship between transformational leadership style and employee performance is limited, especially in the construction industry where the employee commitment is extremely important to ensure the project can be delivered on schedule.

scholarly journals Transformational leadership and innovation adoption: Is there a moderation role of personal initiative and job control?

Psychologica ◽  
2019 ◽  
Vol 62 (1) ◽  
pp. 119-130
Author(s):  
Salvatore Zappalà ◽  
Ferdinando Toscano
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Innovation Adoption ◽  
Job Control ◽  
Personal Initiative ◽  
Personal Variables ◽  
Study Results ◽  
Transformational Leadership Style ◽  
The Relationship

Hospital managers and chief physicians, but also doctors and nurses, in an effort to face  constant changes, are involved in innovation. This study examines if transformational leadership style is related to adoption of employees’ suggestions, and if personal initiative and job control moderate this relationship. Nurses, doctors, and auxiliary and technical collaborators (n = 137), of an Italian public hospital, participated in this study. Results show that transformational leadership was correlated to innovation adoption but, when examined moderators were included in the analysis, the relation was no more significant. Personal initiative and job control did not moderate the relationship between transformational leadership and innovation adoption but they do have a significant direct effect on innovation adoption. Findings suggest that innovation in hospitals is more related to personal variables, like personal initiative and job control, rather than to transformational leadership.

Transformational leadership style, followership, and factors of employees’ reactions towards organizational change

2019 ◽  
Vol 14 (2) ◽  
pp. 181-209 ◽  
Author(s):  
Abdul Halim Busari ◽  
Sajjad Nawaz Khan ◽  
Siti Mariam Abdullah ◽  
Yasir Hayat Mughal
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Research Design ◽  
Leadership Style ◽  
Study Design ◽  
Quantitative Research ◽  
Content Type ◽  
Transformational Leadership Style ◽  
The Relationship

Purpose This study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the telecommunication sector of Pakistan. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees’ reactions. Design/methodology/approach A mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design. Findings The results of the study showed that transformational leadership style was positively related to all three factors of employees’ reactions (frequency of change, trust in management and employees’ participation) towards organizational change. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees’ reaction. Practical implications This study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients’ reactions, with active followers contributing to the role of leadership in the change process. Originality/value This study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context.

scholarly journals Transformational leadership style in the relationship between innovation and efficiency of healthcare units in Poland

2018 ◽  
Vol 9 (4) ◽  
pp. 731-753 ◽  
Author(s):  
Wojciech Głód
Keyword(s):  
Transformational Leadership ◽  
Correlation Coefficient ◽  
Leadership Style ◽  
Rank Correlation ◽  
Value Added ◽  
Healthcare Sector ◽  
Management Innovation ◽  
Transformational Leadership Style ◽  
The Relationship

Research background: In today’s turbulent times, organizations face the challenge of fulfilling many complex requirements while at the same time they have to adjust to ongoing changes. The necessary changes that would allow for resolving these problems should, first of all, involve a new approach to human resource management and, in particular, the role of leadership in healthcare units. Numerous studies conducted over the years confirm the growing importance of leadership in modern organizations, especially in the healthcare sector. Purpose of the article: The main goal of the project is to identify the relationships between innovative leadership and the organizational efficiency of healthcare units in the context of innovation levels. The article discusses the research hypotheses concerning the existence of a relationship between management innovation and transformational leadership style in healthcare units, the existence of a relationship between transformational leadership style and the efficiency of healthcare units, the existence of a relationship between management innovation and the efficiency of healthcare units. Methods: The survey was conducted in 100 randomly selected healthcare units in Poland. The analysis of interdependencies was performed, among others, with the use of the Pearson product-moment correlation coefficient, Spearman's rank correlation coefficient, the Kendall rank correlation coefficient, the coefficient of colligation, and a chi-squared test, while the measures were chosen based on their adequacy for correlated variables and their distribution. In order to verify the hypotheses formulated in the study, a number of statistical methods were applied, e.g. descriptive statistics and correlation analysis Findings & Value added: The key result of the study identifies the role of transformational leader-ship style in the relationship between the level of innovativeness and efficiency in healthcare units. The article also points to practical implications that may contribute to improved management practices in healthcare units. 

scholarly journals Transformational Leadership and Employees’ Creativity: A Multi-Mediation Model

2019 ◽  
Vol 5 (1) ◽  
pp. 1-21
Author(s):  
Maria Saleem ◽  
Faisal Mahmood
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Mediating Effect ◽  
Survey Method ◽  
Job Autonomy ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
The Relationship

This research aims to examine the relationship between transformational leadership and employees’ creativity through mediating role of trust and job autonomy. The study employed cross sectional survey method for the collection of data from 187 employees working in construction and banking sectors of Pakistan. The findings reveal that transformational leadership fosters employees’ creativity through trust and job autonomy. Both trust and job autonomy have statistically significant mediating effect. However, trust being the mediator, plays a more significant role in boosting up the transformational leadership and employees’ creativity relationship as compared to job autonomy. This research helps to know how transformational leadership enhances employees’ creativity by enlightening the mediating role of trust and job autonomy. Further, the findings of this research also help the managers to understand and create such environment which enhances employees’ creativity by focusing on the factors identified in this study. This research contributes to advance the literature on the mediating role of trust and job autonomy in describing the relationship of transformational leader and employee’s creativity and highlighting that trust plays a more important role to enhance creativity in contrast to job autonomy. Further, this is the first attempt to enhance the employee creativity through transformational leadership style and the mediating role of both trust and job autonomy in Pakistan.

scholarly journals Transformational Leadership and Work Engagement in the Automotive Retail Industry: A Study of South Africa

2019 ◽  
Vol 12 (5) ◽  
pp. 133
Author(s):  
Abhinanda Gautam ◽  
Ebin -Enslin
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Work Engagement ◽  
Sales Managers ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Price Increases ◽  
Transformational And Transactional Leadership ◽  
Transformational Leadership Style

Real leadership is needed in the automotive industry’s competitive environment to guide subordinates so that they share goals, attitudes, values, and work towards the achievement of organisational strategies. Macroenvironmental changes such as the slowdown in the South African economy, labour unrest, high unemployment levels, a weakening currency, and new vehicle price increases have had a detrimental effect on automotive retailers and can be blamed partially for dealers struggling to reach targets in recent years. This perpetually fluctuating external environment promotes corresponding internal automotive dealership changes and strategies. This might mean changes to intangible resources like dealership processes, policies, procedures, or physical resources like people, demographics, materials and products. In both cases, strong leadership is required. The primary aim of this exploratory study was to determine whether sales managers exhibited a predominately transactional or transformational leadership style, and to understand current levels of work engagement of sales executives in motor dealerships’ new and used vehicle sales departments. A secondary aim was to examine the correlation between the prevailing leadership style (either transactional or transformational) of sales managers and the level of work engagement of sales executives. The research method included a formal quantitative, cross-sectional survey. Data was collected using questionnaires developed by international researchers in the field of transformational and transactional leadership and work engagement. The main findings of this research will contribute to current literature and knowledge relating to work engagement and its interdependence with transformational and transactional leadership.

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