scholarly journals The Associations among Transformational Leadership, Transactional Leadership, Knowledge Sharing, Job Performance, and Firm Performance: A Theoretical Model

2015 ◽  
Vol 4 (2) ◽  
pp. 848-866 ◽  
Author(s):  
Ra'ed (Moh'd Taisir) Masa'deh ◽  
◽  
Bader Yousef Obeidat ◽  
Diana Shawqi Zyod ◽  
Ala’a Hamdi Gharaibeh
Keyword(s):  
Transformational Leadership ◽  
Theoretical Model ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Transactional Leadership

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 KERJASAMA TIM MEMEDIASI DAMPAK KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA KERJA

2019 ◽  
Vol 18 (2) ◽  
pp. 79-92
Author(s):  
Hanna Fransiska ◽  
Sunjoyo Sunjoyo
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Future Research ◽  
Team Cooperation ◽  
Transformational And Transactional Leadership ◽  
Leadership Beliefs

The three main objectives of this study are: a) to test and analyze the effects of transformational and transactional leadership to teamwork positively; b) to test and analyze the effect of teamwork direct and positive impact on the performance of the work; c) to examine and analyze the influence of transformational and transactional leadership direct and positive impact on job performance. The study sample consisted of 121 (one hundred and twenty one) leaders who work in 17 (seventeen) private companies operating in the city of Bandung. Two of the five hypotheses are supported, which hypotheses were tested using Structural Equation Modeling (SEM). There are several findings from this study is the first transformational leadership positively affect teamwork, but does not affect the transactional leadership team cooperation positively. The second is teamwork does not affect the performance of work directly and positively. The third is transformational leadership directly affects job performance and positive, but transactional leadership does not affect job performance. The implications of this research was discussed as well as suggestions for future research.   Keywords: Transformational Leadership; Transactional Leadership; Teamwork; Job Performance; Leadership Beliefs Inventory (LBI); Practice Environment Survey.

scholarly journals PENGARUH PARTISIPASI ANGGARAN TERHADAP KINERJA DAN KEPUASAN KERJA DENGAN GAYA KEPEMIMPINAN TRANSAKSIONAL DAN TRANSFORMASIONAL SEBAGAI VARIABEL PEMODERASIANNYA (Studi pada SKPD Provinsi Yogyakarta)

2015 ◽  
Vol 3 (2) ◽  
pp. 30
Author(s):  
Husni Mubarak
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Job Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Provincial Government ◽  
Moderating Variables ◽  
Budgetary Participation

Abstract: This research investigated the model of budgetary participation to leadership styles. This model which is more focused in examination of previous research on job performance and job satisfaction with transactional and transformational variables as moderating variables is based on research by Adler   and   Reid   (2008).   SEM   techniques   used   to   collect   data   from questionnaires in the SKPD of the Yogyakarta Provincial Government, Indonesia. This research finds to explain that the behavior of executing the budget on transactional variables has a interaction which (between leader and follower) is a synergy making job relationship. The transformational variables in this research find the interaction which leader and follower are not in line in the job process and the results indicated the possibility of worsening on the job. This research purposed to meet that it is can contribute positively to the concept and build harmony between behavior, budget participation, and leadership style in budget participation. Keyword: transactional leadership, transformational leadership, budget participation, job performance and job satisfaction.

scholarly journals THE IMPACT OF LEADERSHIP STYLES ON R&D TEAM PERFORMANCE AND THE MEDIATING ROLE OF KNOWLEDGE SHARING

2019 ◽  
Vol 7 (2) ◽  
pp. 307-314
Author(s):  
Faridatul Sakinah Othman ◽  
Mohd Shamsuri Md Saad ◽  
Anidah Robani
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Positive Impact ◽  
Survey Method ◽  
Short Period ◽  
The Impact

Purpose: This study aims to examine the impact of leadership styles, specifically on transformational leadership and transactional leadership in R&D team performance of researcher in UniversitiTeknikal Malaysia Melaka (UTeM). Further, this study was to examine the impact of knowledge sharing on R&D team performance as mediating variables. Methodology: The survey method was adopted to carry out the research. A structured Multifactor Leadership Questionnaire (MLQ) was used for data collection. R&D team performance was assessed based on measures of performance. Regression and Correlation statistical techniques were used to analyze the data elicited from one hundred seventy two (172) randomly selected respondents. Main Findings: It was revealed from the study that while transformational leadership style had a positive impact on R&D team performance; transactional leadership style also had a positive impact on R&D team performance. It was also revealed from the study that knowledge sharing have significant and positive relationship with mediate both transformational leadership and transactional leadership on R&D team performance. Implications/Applications: This research shows that R&D teams also can use the full range leadership styles although there are comparisons of uniqueness that exists in the R&D teams with other contexts. This is because leading an R&D team requires the leader to possess certain skills in addition to technical expertise, such as spreading information regarding technical advances, being knowledgeable regarding current professional activities and possessing strategic planning skills in an innovative climate where the team is not permanent or lasts only for a short period of time. This research confirmed that leadership styles led to significant team performance benefits such as an increase achievement of technical objectives, efficiency of resource utilization and other achievements. Novelty/Originality: This study has successfully extended the full leadership literature by conceptualizing how the transformational leadership and transactional leadership styles positively impact the R&D team's performance. Hence, the findings in this study may be beneficial and act as a framework or a limitation for other studies.

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