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.

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.

Fairness Perceptions and Trust as Mediators for Transformational and Transactional Leadership: A Two-Sample Study

1999 ◽  
Vol 25 (6) ◽  
pp. 897-933 ◽  
Author(s):  
Rajnandini Pillai ◽  
Chester A. Schriesheim ◽  
Eric S. Williams
Keyword(s):  
Transactional Leadership ◽  
Organizational Citizenship ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
Parameter Estimates ◽  
Citizenship Behaviors ◽  
Two Samples ◽  
Transformational And Transactional Leadership ◽  
Rival Models

This research presents a comprehensive model of relationships between transformational and transactional leadership, procedural and distributive justice, trust, job satisfaction, organizational commitment, and organizational citizenship behaviors (OCBs). Structural equation modeling was used to test a theoretical model with two independent samples that were comprised of 192 and 155 matched leaders and subordinates. Several rival models were also tested. Finally, “stacked” modeling techniques showed that the parameter estimates developed from the two samples were invariant except for one additional relationship, which was significant in the second sample only. The results supported the indirect effect of transformational leadership on OCBs through procedural justice and trust. Implications and directions for future research are discussed.

Transactional and transformational leadership

2014 ◽  
Vol 37 (4) ◽  
pp. 809-822 ◽  
Author(s):  
Gennaro F. Vito ◽  
George E. Higgins ◽  
Andrew S. Denney
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Design Methodology ◽  
Middle Managers ◽  
Self Report ◽  
Equation Modeling ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
Transactional And Transformational Leadership

Purpose – The purpose of this paper is to examine three different structural models the Leadership Challenge model to determine if they best capture transactional or transformational leadership. The three models are derived from the literature. Design/methodology/approach – The data for this study come from self-report surveys of middle managers that are attending the Administrative Officers Course at the Southern Police Institute. The managers completed the 30-item 360° leadership challenge measure. Because the leadership challenge measure is a 360° evaluation of leadership, up to five observers provided data about their manager. The authors use the data from the observer in this study. Using structural equation modeling, the authors examine the aims. Findings – The findings show two important advances. First, the leadership challenge model may capture both transformational and transactional leadership. Second, the findings support the view that the really captures transformational leadership. Originality/value – To the authors’ knowledge, no study has performed this type of examination in the policing literature. The value of this type examination is high.

scholarly journals Pengaruh Kepemimpinan Transformasional dan Transaksional pada Kinerja Pegawai Bappeda Kota Bandung

TRIKONOMIKA ◽  
2014 ◽  
Vol 13 (2) ◽  
pp. 119
Author(s):  
Ina Ratnamiasih ◽  
Warenih W
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Local Development ◽  
Employee Performance ◽  
Development Planning ◽  
Equation Modeling ◽  
Transformational And Transactional Leadership ◽  
Government Institution

Leadership in government institution increasingly recognized role in improving employee performance. As one of the organizations responsible for performing research and development planning for local development, Bappeda need leaders who are able to use the leadership style. This study aims to look at the effect of transformational and transactional leadership on employee performance Regional Development Planning Board (Bappeda) in Bandung. Data was collected using a census technique on all employees of the Bappeda totaling 88 people. Data were analyzed using Structural equation modeling (PLS). The results showed a positive and significant influence of transformational and transactional leadership on employee performance. Transactional leadership has a greater influence than the transformational leadership. The next study is expected to use different methods in order to more clearly the contribution of leadership on employee performance, especially in government institution.

scholarly journals The effect of role ambiguity and role conflict on job performance in the hotel industry: the mediating effect of job satisfaction

2021 ◽  
Vol 17 (1) ◽  
pp. 45-58
Author(s):  
Engin Unguren ◽  
◽  
Serdar Arslan ◽  
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Role Conflict ◽  
Structural Equation ◽  
Role Ambiguity ◽  
Mediating Effect ◽  
Stress Factors ◽  
Equation Modeling ◽  
Future Research ◽  
Hotel Employees

Accommodation businesses are stressful workplaces due to their dynamic and demanding work environment. Role ambiguity and role conflict are major stress factors for hotel employees, causing low levels of satisfaction and performance and high levels of turnover. The main purpose of this study was to explore the mediating effect of job satisfaction on the relationship between role conflict, role ambiguity, and job performance. The data was collected through fully structured questionnaires from employees working in 3, 4 and 5 star hotels in Alanya, one of the leading tourism destinations in Turkey. The data was analyzed via structural equation modeling. The results revealed that both role conflict and role ambiguity have direct negative influences on job performance and job satisfaction for hotel employees. Moreover, it was also proved that job satisfaction mediates the effect of role conflict and role ambiguity on job performance. In line with the findings, theoretical and managerial implications, contributions, limitations, and future research directions were discussed. It was implied that role stress factors must be addressed seriously by hotel managers in order to increase job performance.

An Empirical Study of Building Social Relationships within Virtual Teams

2011 ◽  
pp. 271-291
Author(s):  
Ying Chieh Liu
Keyword(s):  
Virtual Teams ◽  
Social Relationships ◽  
Structural Equation ◽  
Positive Impact ◽  
Relationship Building ◽  
Equation Modeling ◽  
Future Research ◽  
Relationship Model ◽  
Managerial Implications ◽  
Positive Direct

Although virtual teams have been widely utilized nowadays, social relationships are considered highly problematic within virtual teams. This study addresses social dimensions to provide suggestions for mangers to improve the performance and satisfaction of virtual teams. We build a model derived from a comprehensive literature review and conduct an experiment to validate it through Structural Equation Modeling. The results reveal: (1) communication has a direct positive impact on relationship building, but indirect positive effects on performance and satisfaction; (2) relationship building impacts directly with strong and positive impacts on cohesion and trust, but indirectly with strong impacts on performance and satisfaction ; (3) cohesion has a direct, strong and positive impact on performance but a strong indirect impact on satisfaction; (4) trust has a positive direct impact on performance but an indirect positive impact on satisfaction; (5) performance has a strong and positive impact on satisfaction. In addition, this study confirms that relationship building is a vital mediator in the social relationship model. Managerial implications and future research directions are identified.

Impact of business model innovations on SME’s innovativeness and performance

2019 ◽  
Vol 14 (4) ◽  
pp. 521-539 ◽  
Author(s):  
Rimantas Gatautis† ◽  
Egle Vaiciukynaite ◽  
Asta Tarute
Keyword(s):  
Business Model ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Future Research ◽  
Data Set ◽  
Content Type ◽  
Innovation Activities ◽  
Organizational Inertia ◽  
Multiple Characteristics

Purpose Business model innovations (BMIs), their drivers and outcomes are attracting increasing attention in academic literature. However, previous studies have mainly focused on large companies, while knowledge of BMI in small-to-medium-sized enterprises (SMEs) is limited. Therefore, the purpose of this paper is to add new insights into how related BMI drivers, practices and outcomes are in relation to SMEs. Design/methodology/approach An extensive review of the existing literature was performed. Consequently, the relationships between BMI drivers, BMI practices and outcomes of BMI were developed as a conceptual framework. An empirical study was carried out. A structural equation modeling (SEM) procedure was used to empirically test the model using a quantitative data set of Lithuanian SMEs (n=73). Findings The study provides insights into the relations between BMI drivers, BMI practices and outcomes of BMI in SMEs. The findings of SEM, four drivers (innovation activities, strategic orientation, market and technology turbulence, respectively) are indicated to contribute to BMI of SMEs. In addition, the results proved that the implementation of BMI practices leads to strategic and architectural changes in firms and has a positive impact on SMEs performance and innovativeness. Research limitations/implications Empirical research is focused on a limited number of internal and external BMI drivers, which have an influence on BMI in SMEs from one geographical region. Consequently, there are many external and internal BMI drivers which also may have an influence on BMI in SMEs, such as industry life cycle, organizational inertia and leadership. Meanwhile, SMEs possess multiple characteristics, i.e. a phase of maturity, gender of CEO, firm size and industry; therefore, the aforesaid aspects are considered to be significant limitations. In addition, the importance of SMEs characteristics as mediators for the effects on a firm’s performance and innovativeness should be considered in future research avenues. Practical implications Findings of this research can be used by SME managers to better understand how firms might actively engage in BMI practices, what drivers lead to BMI and, in turn, affect their firm’s performance and innovativeness. SME managers should be encouraged to pay attention to strategic and architectural changes of BM that can contribute to enterprise performance and innovativeness. Originality/value This paper adds to the stream of BMI research by empirically exploring drivers and outcomes of BMI in SMEs. In addition, this paper fulfills research gaps proposed by Bouwman et al. (2018), Foss and Saebi (2017), Heikkilä, Bouwman and Heikkilä (2018) and Lambert and Davidson (2013), and enhances the current overall understanding of BMIs.

Lean and agile manufacturing: complementary or competing capabilities?

2020 ◽  
Vol 31 (4) ◽  
pp. 749-774 ◽  
Author(s):  
Tahir Iqbal ◽  
Muhammad Shakeel Sadiq Jajja ◽  
Mohammad Khurrum Bhutta ◽  
Shahzad Naeem Qureshi
Keyword(s):  
Lean Manufacturing ◽  
Structural Equation ◽  
Positive Impact ◽  
Agile Manufacturing ◽  
Equation Modeling ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type ◽  
Exporting Firms ◽  
Strategic Capabilities

PurposeLean (TQM and JIT) and agile manufacturing (AM) are viewed as strategic capabilities that can help firms to meet diverse set of market demands. However, the question whether lean manufacturing and AM are complementary or competing capabilities is still open to discussion. This research proposes an integrated research framework that draws on complementary theory, theory of systems, and concept of fit to examine this question regarding these two strategic capabilities.Design/methodology/approachData are collected from 248 apparel exporting firms, and the proposed model is evaluated using structural equation modeling.FindingsResults show that lean manufacturing, AM, and supporting management and infrastructural practices have positive and complementary effects on firm's performance. Further, results depict that lean manufacturing and AM complementarity is a complete organizational synergistic phenomenon, and piecemeal implementation of these initiatives may lead to suboptimal or unsatisfactory results. Results also indicate that there is no significant direct (correlated and uncorrelated) relationship of management, infrastructure, lean manufacturing, and AM practices with firm's performance and support that lean manufacturing and AM are not competing paradigms.Research limitations/implicationsThis research is based on cross-sectional data from one industry. Future research should collect data from diverse sectors in different countries.Practical implicationsThis study provides a key insight for manufacturing managers that piecemeal implementation of lean manufacturing and AM does not yield optimal outcomes. In addition, study suggests that lean manufacturing and AM complementarity builds on strong foundation of strategic management and internal and external infrastructure. Therefore, managers should focus on development of skilled and empowered human resources, technological advancements, and learning and virtually integrated organizations for effective implementation of lean manufacturing and AM.Originality/valueProposed framework is one of the first, if not the first, that seeks to resolve the question: whether lean manufacturing and AM are complementary or competing capabilities. Complementary effects of lean manufacturing and AM along with management, internal infrastructure, and common external infrastructure practices have positive impact on performance. This study also segregated infrastructure practices into internal and common external infrastructure practices.

scholarly journals Linking Information Sharing And Supplier Network Responsiveness With Delivery Dependability Of A Firm

2011 ◽  
Vol 25 (3) ◽  
Author(s):  
Ashish A. Thatte ◽  
Vikas Agrawal ◽  
Shahnawaz Muhammed
Keyword(s):  
Information Sharing ◽  
Structural Equation ◽  
Large Scale ◽  
Positive Impact ◽  
First Century ◽  
Equation Modeling ◽  
Future Research ◽  
Web Based ◽  
Delivery Performance ◽  
Research Findings

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">The twenty first century organization is required to provide accurate on time deliveries in addition to providing high quality products at low costs. This can be achieved if various processes within and between the organizations are streamlined and well defined. Several studies have indicated the significance of various manufacturing (or internal) practices that are instrumental in creating time-based competitive capability. Collaborative relations and information sharing practices with suppliers have long been believed to positively impact the responsiveness and delivery performance of organizations and supply chains. Responsive suppliers can play a key role in affecting a firm&rsquo;s own delivery performance. <span style="mso-spacerun: yes;">&nbsp;</span>This research investigates and tests the relationships between information sharing practices of a firm, supplier network responsiveness, and delivery dependability of a firm. The large scale web-based survey yielded 294 responses from industry professionals in the manufacturing and supply chain area. The proposed relationships were tested using structural equation modeling. The research findings point out that higher level of information sharing practices can lead to improved supplier network responsiveness, and higher levels of supplier network responsiveness can have a direct positive impact on delivery dependability of a firm. The implications of our findings are discussed and directions for future research are provided.</span></span></p>

Teachers' transformational leadership and students' employability development: A social cognitive career perspective

2020 ◽  
Vol 48 (5) ◽  
pp. 1-15
Author(s):  
Shan Wang ◽  
Michael Yao-Ping Peng ◽  
Yan Xu ◽  
Violet Tinotenda Simbi ◽  
Ku-Ho Lin ◽  
...  
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Self Efficacy ◽  
Structural Equation ◽  
Social Cognitive ◽  
Problem Based Learning ◽  
University Education ◽  
Equation Modeling ◽  
Future Research ◽  
Social Cognitive Career

Higher education policy and talent training are failing to meet the ever-changing expectations of employers and society in Taiwan, resulting in a gap between university education and employment. We used social cognitive career theory to explore the relationships between problem-based learning, teachers' transformational leadership, and students' self-efficacy and employability. Participants were 619 undergraduates from 12 Taiwanese higher education institutions. We performed structural equation modeling and found that there were significant positive correlations between students' self-efficacy, problem-based learning, and employability, along with teachers' transformational leadership. Further, problem-based learning and the students' self-efficacy were key mediators of the relationship between teachers' transformational leadership and students' employability. Implications are discussed for related issues and future research involving models of students' employability.

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