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 The role of job satisfaction as a mediating variable on leadership styles to employee performance

2020 ◽  
Vol 16 (1) ◽  
pp. 54-65
Author(s):  
Siswanto Siswanto ◽  
Masyhuri Masyhuri ◽  
Ikhsan Maksum ◽  
Isnan Murdiansyah
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Employee Performance ◽  
Sampling Technique ◽  
Study Results ◽  
Transformational And Transactional Leadership ◽  
And Performance ◽  
Positive Effect

This research aims to analyze the influence of transformational and transactional leadership styles mediated by job satisfaction on performance. The study used a quantitative approach to testing between variables; the sample used in this study was 60 respondents at PT. Cendana Teknika Utama resulted from the dissemination of questionnaires and interviews. The sampling technique used is  saturated sampling. Analyze data using Smart-PLS. The results showed that transformational leadership harmed job satisfaction, transactional leadership had a positive effect on job satisfaction, and job satisfaction had no positive effect on performance. The results of the variable's influence on job satisfaction mediation on transformational and transactional leadership are different. Job satisfaction does not become a mediation variable for the influence of transformational leadership on performance. Nevertheless, job satisfaction becomes a mediation variable between transactional leadership influence and performance. The limitation of this study is that the number of respondents is too few. Several respondents in several companies expected to add to improve the generalization of the study results of the next study.

EFFECT OF LEADERSHIP STYLES ON FINANCIAL PERFORMANCE: MEDIATING ROLES OF EXPLOITATIVE AND EXPLORATORY INNOVATIONS CASE OF KNOWLEDGE-INTENSIVE FIRMS

2019 ◽  
Vol 23 (03) ◽  
pp. 1950020 ◽  
Author(s):  
SARRA BERRAIES ◽  
BELGACEM BCHINI
Keyword(s):  
Transformational Leadership ◽  
Financial Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Quantitative Research ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
And Performance

The purpose of this research is to investigate the effect of transformational and transactional leadership styles on firms’ financial performance in a context of knowledge-intensive firms and the mediating role of exploitative and exploratory innovations in this relationship. To achieve this purpose, a quantitative research was conducted on 201 top executives working in knowledge-intensive firms in the context of an emerging country, namely Tunisia. The data analysis was performed via the structural equation modelling method. As a result, the empirical study revealed that the transformational leadership style is a key determinant of exploitative and exploratory innovations and firms’ financial performance. In this perspective, the two types of innovation partially mediate the link between transformational leadership and financial performance. However, transactional leadership affects only exploitative innovation. This original study offers a better understanding of the contribution of the transformational and transactional leadership styles on exploitative and exploratory innovations and the firms’ financial performance in a context of firms’ intensive knowledge. It offers a reading grid for managers of knowledge-intensive firms to better lead and identify key elements that may boost the firms’ innovation ambidexterity and performance.

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.

scholarly journals EFFECTS OF LEADERSHIP STYLE ON ORGANIZATIONAL PERFORMANCE: A SURVEY OF SELECTED SMALL SCALE ENTERPRISES IN IKOSI-KETU COUNCIL DEVELOPMENT AREA OF LAGOS STATE, NIGERIA

2012 ◽  
Vol 01 (07) ◽  
pp. 100-111
Author(s):  
Obiwuru Timothy C. ◽  
Okwu, Andy T. ◽  
Akpa, Victoria O. ◽  
Nwankwere, Idowu A.
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Small Scale ◽  
Performance Outcome ◽  
Transactional Leadership Style ◽  
And Performance ◽  
Transformational Leadership Style

This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.

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 Exchange Leadership Styles and Core Values of Nurse Leaders

2020 ◽  
Author(s):  
Constantina C. Chan ◽  
Mauro Allan Padua Amparado
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Core Values ◽  
Nurse Leaders ◽  
Post Test ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
College Of Nursing ◽  
Transformational Leadership Style

Objectives: This study determined the exchange leadership styles and core values of the nurse leaders of the College of Nursing of Southwestern University, Cebu City, Cebu, Philippines. The findings of the study served as basis for a proposed action plan.Specifically, the study answered the following queries:1. What is the level of transformational and transactional leadership styles of the nurse leaders in the pre-test and post-test with reference to the following management functions:1.1. planning;1.2. organizing;1.3. directing; and1.4. controlling?2. What are the core values identified by the respondents in the pre-test and post-test?3. Is there a significant difference between the pre-test and post-test results in terms of the following:3.1. transformational and transactional leadership styles;3.2. core values? 4. Based on the findings of the study, what action plan may be proposed?Methods:This study utilized the descriptive-comparative design. The study was conducted at Southwestern University College of Nursing with 12 subjects. The group attended the leadership seminar on Redefining Core Values in Leadership by a prominent motivational speaker. Statistical treatment used were simple percentage, weighted mean, and paired t-test. Findings and Conclusion:The subjects were very satisfactory in the post-test of transformational and transactional leadership styles. It was noted that the respondents improved in organizing and controlling aspects of transformational leadership style. They also improved in the planning and directing aspects of the transactional leadership style. Among the core values, they were very satisfactory in the aspects of commitment, compassion and cooperation. They were satisfactory in the aspect of competence. There were no significant differences between the pre-test and post-test results in terms of transformational leadership style, transactional leadership style, and core values. Recommended citation:Chan, C. C. & Amparado, M. A. P. (2009, March). Exchange Leadership Styles and Core Values of Nurse Leaders. Paper presented in the 2009 Southwestern University Research Congress, Southwestern University, Cebu City, Cebu, Philippines, 1(1), 52-53.

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.

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