Transformational Leadership and Organisational Effectiveness in Wellington Secondary School Sport Coordinators

New Zealand ◽

Secondary School ◽

Leadership Styles ◽

Leadership Style ◽

Structured Interviews ◽

Organisational Effectiveness ◽

Extra Effort ◽

School Sport ◽

Effective Leader

Leadership is one of the most commonly observed yet least understood constructs in management. Despite this, many will contend that an effective leader will precede an effective organisation. Of the various theories on leadership, the transformational-transactional model has been promoted as a most desirable and effective style (Bass & Riggio, 2006; Northouse, 2012). This leadership style has been shown to positively enhance followers’ job satisfaction, extra effort and perceived leader effectiveness. Within the New Zealand sporting landscape, and more specifically secondary school sport, a sportscoordinator who exhibits transformational leadership may have the potential to overcome a scarcity of resources and empower coaches to perform beyond the resources available and beyond their expectations. This research followed a mixed-methods research design by collecting data through self-administered surveys and semi-structured interviews. At the first stage, a convenience sample of twenty-six Wellington sport coordinators completed a self-rater version of the Multifactoral Leadership Questionnaire (MLQ), in order to determinine their leadership profile, their predominant leadership style and related perceptions of organisational effectiveness. As a second stage, semi-structured interviews with four sport coordinators provided a richer and deeper understanding of the school sport environment and how leadership can positively affect outcomes. More than a decade earlier, Pope (2002) claimed that secondary school sport had seldom been the subject of attention for researchers, particularly within New Zealand educators. To this day, there is still a limited knowledge base; therefore, the aim of this research was therefore to determine what constitutes an effective leader in the New Zealand Secondary School Sport context. In addition, findings are intended to provide insight about which leadership attributes are valued as contributing to a sports coordinators’ ability to manage their school’s sporting provision effectively. Findings show that the transformational leadership behaviours of secondary school sports coordinators are significantly related in several ways to aspects of organisational effectiveness. By contrast, the research also finds that coordinators who exhibited management-by-exception and laissez faire leadership styles and behaviours were perceived as less effective, whilst also having minimal positive impact on coach job satisfaction and exertion of extra effort by followers and others in the system. Of particular interest are findings that indicated transformational leaders are perceived as most effective, especially in attracting and retaining coaches, whilst specific behaviours such as contingent reward behaviours may also impact coaches to exert extra effort in executing their roles. Practical implications are drawn from the findings and are provided to assist secondary schools in considering how to ensure quality and sustainability in sporting provision, and how to seek, recruit, promote, and retain sports coordinators who exhibit transformational leadership behaviours. The insights provided may also allow researchers and educators to better understand the relevance of leadership styles in influencing different aspects of organisational effectiveness in secondary school sport. The research was necessarily limited to secondary school sport in the Wellington region of New Zealand, and generalisability is only possible to the extent that the research complements other studies. The research was also limited by time, and access to relevant secondary school sport coordinators. Nevertheless, the research was intended to explore a previously under-researched domain, and succeeds in this matter. However, future research would benefit from increasing sample size, greater cross-sectional representation of schools, and employing ethnographic research methodology to assist in explaining the phenomenon further and to a greater depth. Additionally, it is recommended to utilise alternative and more comprehensive conceptions of organisational effectiveness to more fully understand the consequences of leadership behaviours.

Advances in Educational Marketing, Administration, and Leadership - Predictive Models for School Leadership and Practices ◽

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

10.4018/978-1-5225-5858-3.ch011 ◽

2019 ◽

pp. 219-240

Author(s):

Yuen Fook Chan ◽

Nusrah Ahmad Mukhtar ◽

Norsidah Mohammed Noordin

Keyword(s):

Organizational Change ◽

Secondary School ◽

Leadership Styles ◽

Leadership Style ◽

Secondary School Teachers ◽

School Teachers ◽

Teachers Attitudes ◽

High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work ◽

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

10.4018/978-1-7998-7297-9.ch008 ◽

2021 ◽

pp. 130-151

Author(s):

Yuen Fook Chan ◽

Nusrah Ahmad Mukhtar ◽

Norsidah Mohammed Noordin

Keyword(s):

Organizational Change ◽

Secondary School ◽

Leadership Styles ◽

Leadership Style ◽

Secondary School Teachers ◽

School Teachers ◽

Teachers Attitudes ◽

High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

What Helps or Hinders the Learning of Academically Talented Junior Secondary School Boys: The Stories of 123 Boys

10.21505/ajge.2021.0004 ◽

2021 ◽

pp. 49-64

Author(s):

Graeme Miller

Keyword(s):

New Zealand ◽

Secondary School ◽

Home Environment ◽

Common Factor ◽

Educational Practice ◽

Structured Interviews ◽

Academically Talented ◽

Junior Secondary School ◽

Junior Secondary ◽

Academic Year

This paper reports on a 2016-2019 study of 123 students in the most academic Year 9 class in a large, high-achieving New Zealand state boys’ secondary school. The study asked the question: “What aspects of society, schools and teachers, home environment and your own intrapersonal qualities helped or hindered your achievement in at least one academic subject?” Data were gathered through the completion of questionnaires and semi-structured interviews, either in focus groups, or individually. Arguably, the most important findings related to participant perceptions of the greatest influence supporting achievement and the single most common factor identified as hindering achievement. The greatest help was identified to be students’ own intrapersonal characteristics, and the greatest hindrance was identified to be schools and teachers. This paper reports on the main findings of the research with particular emphasis on those with relevance to educators. It also considers what the major implications are for educational practice in New Zealand schools.

Leadership and organizational ambidexterity

Journal of Management Development ◽

10.1108/jmd-01-2016-0004 ◽

2016 ◽

Vol 35 (6) ◽

pp. 778-788 ◽

Cited By ~ 20

Author(s):

Saša Baškarada ◽

Jamie Watson ◽

Jason Cromarty

Keyword(s):

Transactional And Transformational Leadership

Leadership Styles ◽

Design Methodology ◽

Organizational Ambidexterity ◽

Structured Interviews ◽

Senior Leaders ◽

Content Type ◽

Organizational Mechanisms ◽

Exploratory Innovation ◽

Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.

KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

Jurnal Manajemen Indonesia ◽

10.25124/jmi.v18i3.1733 ◽

2019 ◽

Vol 18 (3) ◽

pp. 209

Author(s):

Bachruddin Saleh Luturlean ◽

Arif Partono Prasetio ◽

Anisa Firli ◽

Gilang Ananda Mikola ◽

Muhammad Adnan Darmawan

Keyword(s):

Job Satisfaction ◽

Human Resources ◽

Leadership Styles ◽

Leadership Style ◽

Affective Commitment ◽

Positive Experience ◽

Business Organizations ◽

Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

Journal of Economics and Business ◽

10.31014/aior.1992.04.01.336 ◽

2021 ◽

Vol 4 (1) ◽

Author(s):

Helen Elena Jekelle ◽

Keyword(s):

Organizational Commitment ◽

Public Sector ◽

Leadership Styles ◽

Leadership Style ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Laissez Faire ◽

The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

10.31219/osf.io/djkqz ◽

2021 ◽

Author(s):

Helen Elena Jekelle

Keyword(s):

Organizational Commitment ◽

Public Sector ◽

Leadership Styles ◽

Leadership Style ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Laissez Faire ◽

The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Transformational Leadership, Task-Involving Climate, and Their Implications in Male Junior Soccer Players: A Multilevel Approach

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph16193649 ◽

2019 ◽

Vol 16 (19) ◽

pp. 3649 ◽

Cited By ~ 3

Author(s):

Octavio Álvarez ◽

Isabel Castillo ◽

Vladimir Molina-García ◽

Inés Tomás

Keyword(s):

Leadership Style ◽

Soccer Players ◽

Mediation Effects ◽

Individual Level ◽

Extra Effort ◽

The Individual ◽

The Relationship ◽

Outcome Criteria

Despite the well-known positive consequences of transformational coaches in sport, there is still little research exploring the mechanisms through which coaches’ transformational leadership exerts its impact on athletes. Multilevel SEM was used to examine the relationship between coaches’ transformational leadership style, a task-involving climate, and leadership effectiveness outcome criteria (i.e., players’ extra effort, coach effectiveness, and satisfaction with their coach), separately estimating between and within effects. A representative sample of 625 Spanish male soccer players ranging from 16 to 18 years old and nested in 50 teams completed a questionnaire package tapping the variables of interest. Results confirmed that at the team level, team perceptions of transformational leadership positively predicted teams’ perceptions of task climate, which in turn positively predicted the three outcome criteria. At the individual level, players’ perceptions of transformational leadership positively predicted teams’ perceptions of task climate, which in turn positively predicted teams’ extra effort and coach effectiveness. Mediation effects appeared at the team level for all the outcome criteria, and at the individual only for extra effort. Transformational leadership is recommended to enhance task climate, in order to increase players’ extra effort, their perceptions of the effectiveness of their coach, and their satisfaction with his/her leadership style.

Measuring Transformational Leadership in Establishing Nursing Care Excellence

Healthcare ◽

10.3390/healthcare7040132 ◽

2019 ◽

Vol 7 (4) ◽

pp. 132 ◽

Cited By ~ 2

Author(s):

Sarah E. Moon ◽

Pieter J. Van Dam ◽

Alex Kitsos

Keyword(s):

Leadership Styles ◽

Leadership Style ◽

Nursing Care ◽

Statistical Significance ◽

Empirical Studies ◽

Healthcare Organizations ◽

Wide Range ◽

Passive Avoidant ◽

Health Organization

Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified differences in reported leadership styles among NMs, providing a unique organizational insight into developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this study to identify a dominant leadership style and customize strategies to improve TL.