scholarly journals THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

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.

scholarly journals The effects of leadership styles on employee performance: a case of a selected commercial bank in Botswana

2020 ◽  
Vol 1 (1) ◽  
pp. 39-50
Author(s):  
Ushe Makambe ◽  
◽  
Gaone Joy Motlatsi Moeng ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Commercial Bank ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Banking Sector ◽  
Employee Performance ◽  
The Body ◽  
Quantitative Methodology ◽  
Participative Leadership

Purpose: The leadership phenomenon is fundamental in providing employees with direction and emotional indulgence to derive maximum effort out of them. Therefore, it is vital that an organisation places uninhibited emphasis on the appropriate leadership style to enhance employee performance. Premised on the Collaborative Leadership Model, this paper sought to extricate the nexus between leadership style and employee performance at a selected bank in Botswana, focusing on the transactional, transformational, and participative leadership styles. Research methodology: The study adopted a positivist research paradigm coupled with a survey research design, while a quantitative methodology was used to collect data through a self-administered questionnaire. The study population comprised 433 employees from which a sample of 200 was randomly selected. Data was analysed through the Statistical Package for Social Sciences (SPSS), culminating in statistical techniques such as factor analysis, regression analysis and Analysis of Variance (ANOVA). Results: The results of the study revealed that there was a significant utilisation of the participative, transformational, and transactional leadership styles at the selected commercial bank. However, while the use of the participative and transactional leadership styles had a positive and significant influence on employee performance, the transformational leadership style’s effect was insignificant. Limitation: The study only used quantitative data from employees for analysis and did not include bank leaders’ opinions. Contribution: The study contributed to the expansion of the body of knowledge on leadership style and employee performance in the banking sector in Botswana and elsewhere and helped to unmask the shortcomings of some styles while exposing the power of others in reaping positive reinforcements leading to enhancement of employee performance. Keywords: Leadership, Leadership style, Employee performance, Participative leadership, Transformational leadership, Transactional leadership

scholarly journals Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture

2021 ◽  
pp. 39-51
Author(s):  
Tsabitah Ramadhanti ◽  
Jugindar Singh Kartar Singh ◽  
Janitha Kularajasingham
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Employee Performance ◽  
Organisational Culture ◽  
Primary Data ◽  
Mediating Role ◽  
The Impact

The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

scholarly journals Leadership Styles and Team Performance

2021 ◽  
Vol 3 (26) ◽  
pp. 74-85
Author(s):  
Dr. Fahad Saad Soliaman Algorabi Alharbi ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Team Performance ◽  
Positive Role ◽  
Future Researcher ◽  
Negative Role

This paper aims to study the relation between transformational leadership, transactional leadership and team performance. The researcher dependent on previous studies to conduct this research. The results refer to that transformational leadership has positive role on team performance however, transactional leadership has positive and negative role on team performance. Leaders have to strengthen the role of transformational leadership to improve and develop the team performance. For future, researcher recommended to conduct studies on transactional leadership and team performance.

Leadership styles and organisational innovation in Vietnam: does employee creativity matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nhat Tan Nguyen ◽  
Lai Wan Hooi ◽  
Mohan V. Avvari
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Employee Creativity ◽  
Cross Sectional ◽  
Content Type ◽  
Organisational Innovation

PurposeThis paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.Design/methodology/approachA cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.FindingsTransformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.Practical implicationsResults of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.Originality/valueWhile there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

scholarly journals Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria

2015 ◽  
Vol 3 (12) ◽  
pp. 101-110
Author(s):  
Adamu Ahmed Girei
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Laissez Faire ◽  
Transactional Leadership Style ◽  
Improved Performance ◽  
Transformational Leadership Style ◽  
The Impact

This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.

scholarly journals A conceptual framework of transformational leadership as an influential tool in the team performance

2020 ◽  
Vol 28 (1-2) ◽  
pp. 13-24
Author(s):  
Xhavit Islami ◽  
Enis Mulolli
Keyword(s):  
Transformational Leadership ◽  
Performance Appraisal ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Future Research ◽  
Theoretical Significance ◽  
The Relationship ◽  
Method Approach

Purpose – to identify the relationship between the transformational leadership approach and team performance, to analyze the existing literature that expresses the role of transformational leadership on team performance and to create a guideline for the leaders to increase their performance.Design/Method/Approach. To achieve the purpose o.f the study 86 articles and books were analyzed in terms of transformational leadership, team performance, and the relationship between these two concepts.Findings. Leadership is one of the essential words in today’s organizational direction. Despite that, transformational leadership has excellent attention on leadership theory. A few numbers of researches are done on analyzing the relationship between transformational leadership and team performance. The findings show that transformational leadership remains the most crucial leadership style in improving team performance.Originality / Value. The originality of the study is that no one researcher before has analyzed the relationship between transformational leadership and team performance, like this study, which includes analyzing the existing literature over 50 years of research made on this topic by numerous researchers.Theoretical implications. This study's theoretical significance increases opinion and change of judgment for performance appraisal on the working life quality.Practical implications. The practical benefit of this study is that it provides a guideline for managers use the leadership style correctly to increase the performance of a team, and as a result their organization.Research limitattions / Future research. The projections for further research are to analyze the relationship between the transformational leadership approach and team performance, add other dimensions, and measure their common effects on such relationship. Paper type – theoretical.

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