scholarly journals Liderazgo en un centro de atención telefónica de una empresa comercializadora y distribuidora de energía eléctrica en el noroeste de méxico

2017 ◽  
Vol 13 (25) ◽  
Author(s):  
María Elena Saavedra Cotat ◽  
Juan Patricio Galindo Morav ◽  
José Angel Coronado Quintana
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Call Center ◽  
Structural Equation ◽  
Goodness Of Fit ◽  
Multifactor Leadership Questionnaire ◽  
Structural Equations ◽  
Short Version ◽  
Multifactor Leadership ◽  
Liderazgo Transformacional

Abstract. Using the Multifactor Leadership theoretical model (Bass and Avolio, 1995) was diagnosed the perceived leadership style by 161 workers of a Regional Call Center of a Mexican public company in charge of distribution and marketing of electricity. We used the short version of the MLQ (Multifactor Leadership Questionnaire), Likert-scaled, validating its internal reliability (Cronbach's alpha for each dimension). Statistical analysis included the overall narrative and the use of structural equations (SPSS 19 and Amos, 19). Model results showed the data are consistent with the proposed research model, with a Chi2 (2)=51.26, df=31, p=0.012, 2/df=1.65, RMSEA=0.064, CFI =0.99, NFI=0.96 and TLI=.98). In general, all goodness of fit indicators manifest a good model fit. The results emphasized the importance of a good transactional leadership style complemented by a good transformational leadership style, to achieve good employee extra effort, effectiveness, and satisfaction.Keywords: call center, leadership styles, structural equation, transformational leadership, transactional leadershipJEL: M50, C30.Resumen. Mediante el modelo teórico del Liderazgo Multifactorial (Bass y Avolio, 1995) fue diagnosticado el liderazgo percibido por 161 trabajadores de un Centro de Atención Telefónica Regional, en una empresa pública, mexicana, distribuidora y comercializadora de electricidad. Se utilizó la versión corta del MLQ (Multifactor Leadership Questionnaire), conescalamiento de Líkert, validándose su confiabilidad interna (alpha de Cronbach pordimensión). El análisis estadístico comprendió la parte descriptiva general y el uso deecuaciones estructurales (SPSS, 19 y Amos, 19). Los resultados del modelo manifestaronque los datos concuerdan con el modelo de investigación propuesto, con una Chi2 (2)=51.26, gl=31, p=0.012, 2/gl=1.65), aceptándose Ha (RMSEA=.064, índices decomparación CFI=0.99, NFI=0.96y TLI=0.98). Los resultados enfatizaron la importancia del liderazgo transformacional complementado con el estilo transaccional para obtener la satisfacción del cliente, del empleado y la productividad de la organización.Palabras claves: centro de atención telefónica, ecuaciones estructurales, estilos de liderazgo, liderazgo transformacional, liderazgo transaccional

scholarly journals Transformational Leadership Style and Self-Efficacy among Teaching Professionals

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Rajnee Sharma ◽  
Dr. Shalini Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Multifactor Leadership Questionnaire ◽  
Total Sample ◽  
School Teachers ◽  
Idealized Influence ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

Our education system has been remoulding rapidly because of modernization. Transformational leadership style leads to favourable changes in those who follow. These leaders put in maximum efforts to increase the level of follower’s awareness for valued outcomes by expanding and elevating their needs and encouraging them to transcend their self-interests. Transformational leadership plays pivotal role in promoting and managing school development by influencing the self-efficacy of teachers. Self-efficacy is one of the four major components of positive psychological capital .School is the first and foremost important platform of education. The present paper makes an attempt to study the relationship between transformational leadership style of principal and self-efficacy of school teachers. For this, a total sample of 120 (n=20 school principals having minimum 7-8yrs. experience and n= 100 school teachers having minimum 5yrs.experience of senior classes) were taken. The ratio was 1:5 (1 principal and 5 teacher from the same school). The scores of 1 principal were assigned to 5 teachers. Teacher self-efficacy scale by Schwarzer, Schmitz and Daytner and Multifactor Leadership Questionnaire by Bass and Avolio were used to measure the above variables. The data were analysed with the help of Correlation and Regression technique. Obtained findings revealed the positive correlation of idealized influence, individualized consideration, contingent reward, management-by-exception and laissez-faire leadership with self-efficacy.

A Functional Moodel of Team Leadership for Sport

2017 ◽  
Vol 21 ◽  
pp. 7-17
Author(s):  
Gershon Tenenbaum ◽  
Jeff Coleman
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Multifactor Leadership Questionnaire ◽  
Full Range ◽  
Team Leadership ◽  
Goal Achievement ◽  
Equation Modeling ◽  
Achievement Data ◽  
Coach Leadership ◽  
Multifactor Leadership

The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifically, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes influence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fit the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables influencing perceptions of cohesion. Transformational leadership had a significant positive path to cohesion, which in turn had a significant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the first step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion.

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

scholarly journals The Behavioural And Personality Correlates Of Transactional And Transformational Leadership

2003 ◽  
Vol 1 (2) ◽  
Author(s):  
R. Huysamen ◽  
J. M. Schepers ◽  
J. Zaaiman
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Measuring Instruments ◽  
Positive Relation ◽  
Personality Correlates ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
Transactional And Transformational Leadership

The article argues that there is a statistically significant positive relationship between leadership style and creativity. It was found that there is a higher statistically significant positive relation between transformational leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency of thought and originality) can partially be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this in the study, the researcher uses, firstly the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity. OpsommingHierdie artikel argumenteer dat daar ’n statisities-beduidende positiewe verband bestaan tussen leierskapstyl en kreatiwiteit. Daar is bevind dat daar ’n hoër statisties-beduidende positiewe verband tussen transformasionele leierskapstyl en kreatiwiteit is as tussen kreatiwiteit en die ander leierskapstyle. Kreatiwiteit (vlotheid van denke en oorspronklikheid) kan gedeeltelik verklaar word deur die Veelfaktorleierskapvraelys (MLQ). Om dit te illustreer, gebruik die navorsers in hierdie studie die Veelfaktorleierskapvraelys ten einde leierskapstyl te identifiseer en tweedens drie meetinstrumente wat kreatiwiteit meet. Die argument word gesubstansieer deur die resultate van ’n statistiese ontleding van leierskapstyle en kreatiwiteit.

Examining the Factor Structure of the MLQ Transactional and Transformational Leadership Dimensions in Nursing Context

2018 ◽  
Vol 41 (5) ◽  
pp. 743-761 ◽  
Author(s):  
Sheila A. Boamah ◽  
Paul Tremblay
Keyword(s):  
Transformational Leadership ◽  
Factor Structure ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Fit Indices ◽  
Confirmatory Factor Analyses ◽  
Leadership Model ◽  
Multifactor Leadership ◽  
Confirmatory Factor ◽  
Transactional And Transformational Leadership

The Multifactor Leadership Questionnaire (MLQ) is the most widely used instrument for assessing dimensions of leadership style; yet, most studies have failed to reproduce the original MLQ factor structure. The current study evaluates the dimensionality and nomological validity of Bass’s transactional and transformational leadership model using the MLQ in a sample of registered nurses working in acute care hospitals in Canada. A combination of exploratory and confirmatory factor analyses were used to evaluate the hypothetical factor structure of the MLQ consisting of five transformational factors, and three transactional factors. Results suggest that the eight-factor solution displayed best fit indices; however, two transactional factors should be extracted due to high interscale correlations and lack of differential relationships with the two leadership variables. The findings support a scale refinement and the need for new theory concerning the five transformational leadership and contingent reward dimensions of the MLQ.

EMOTIONAL INTELLIGENCE AND TRANSFORMATIONAL LEADERSHIP OF GYMNASIUM TEACHERS’

2021 ◽  
Vol 2 ◽  
pp. 457-467
Author(s):  
Palmira Peciuliauskiene
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Structural Equation ◽  
Multifactor Leadership Questionnaire ◽  
Sem Analysis ◽  
Intelligence Scale ◽  
Equation Modelling ◽  
Multifactor Leadership ◽  
Emotional Appraisal ◽  
Regulation Of Emotion

The article deals with the associations of transformational leadership of gymnasium teachers’ and their emotional intelligence. The operationalization of the concept of emotional intelligence in this study is viewed as the interaction of four determinants: Self-Emotional Appraisal (SEA); Others’ Emotional Appraisal (OEA); Regulation of Emotion (RE); Use of Emotion (UE). The aim of the article is to explore how profile gymnasium teachers’ transformational leadership is associated with their emotional intelligence dimensions. Wong and Law’s Emotional Intelligence Scale (WLEIS) was used to measure the emotional intelligence of gymnasium teachers. Multifactor Leadership Questionnaire (MLQ) was used in the research of leadership expression. The collected data were analyzed using structural equation modelling (SEM). The findings confirm that the transformational leadership is statistically significantly associated with emotional intelligence of gymnasium teachers from Lithuania. SEM analysis revealed that the use of emotions is statistically significantly associated with gymnasium teachers’ transformational leadership. 

Studies of Transformational Leadership: Evaluating Two Alternative Models of Trust and Satisfaction

2014 ◽  
Vol 114 (3) ◽  
pp. 740-757 ◽  
Author(s):  
Yi-Feng Yang
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Leadership Behavior ◽  
Insurance Companies ◽  
Equation Modeling ◽  
Short Version ◽  
Employee Trust ◽  
Leadership Satisfaction

This study evaluates the influence of leadership style and employee trust in their leaders on job satisfaction. 341 personnel (164 men, 177 women; M age=33.5yr., SD=5.1) from four large insurance companies in Taiwan completed the transformational leadership behavior inventory, the leadership trust scale and a short version of the Minnesota (Job) Satisfaction Questionnaire. A bootstrapping mediation and structural equation modeling revealed that the effect of transformational leadership on job satisfaction was mediated by leadership trust. This study highlights the importance of leadership trust in leadership-satisfaction relationships, and provides managers with practical ways to enhance job satisfaction.

scholarly journals Leadership Style, Organizational Performance, and Change Through the Lens of Emotional Intelligence

2018 ◽  
Vol 10 (1) ◽  
pp. 237-250
Author(s):  
Marisela Jiménez
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Research Study ◽  
Multifactor Leadership Questionnaire ◽  
Change Initiatives ◽  
Multifactor Leadership ◽  
Emotional Quotient Inventory ◽  
Transformational Leadership Style

Abstract Transformational leadership style and emotional intelligence are aiding managers’ performance. This study explained the influence that transformational style and emotional intelligence flexibility subscale have on organizational performance during change initiatives. Emotional intelligence and leadership theory represent the theoretical lens and framework in the research study. Emotional intelligence flexibility subscale was assessed with the Emotional Quotient Inventory 2.0 (EQi 2.0), and transformational style was assessed with the Multifactor Leadership Questionnaire (MLQ 5X). The study included a population of 180 managers from a nonprofit company in Texas, USA. Data collected were analyzed using multiple linear regression and Pearson correlational model to assess if a relationship existed between managers’ emotional intelligence flexibility subscale and transformational style. The results showed a relationship between the emotional intelligence flexibility subscale and the transformational style. This research study may be beneficial to leaders in all industries undergoing organizational change to apply emotional intelligence flexibility subscale and transformational leadership style during the implementation of change initiatives.

scholarly journals Empirical Research in Colombian Services Sector: Relation between Transformational Leadership, Climate and Commitment

2020 ◽  
Vol 12 (16) ◽  
pp. 6659
Author(s):  
Miguel A. Mañas-Rodríguez ◽  
Eleonora Enciso-Forero ◽  
Carmen M. Salvador-Ferrer ◽  
Rubén Trigueros ◽  
José M. Aguilar-Parra
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Affective Commitment ◽  
Multifactor Leadership Questionnaire ◽  
Structural Equations ◽  
Multinational Organization ◽  
Services Sector ◽  
Path Diagram ◽  
Multifactor Leadership ◽  
The Relationship

The objective of this study is to analyze the relationship between the variables of transformational leadership, climate and commitment in a sample of 319 workers of a multinational organization in the Colombian Services Sector. For data collection, we used the Multifactor Leadership Questionnaire (MLQ), the climate/culture questionnaire FOCUS-93 and the Intellectual, Social and Affective Commitment Scale (ISA). Data were processed with SPSS 23 and AMOS 22 for modeling with structural equations. In the path diagram, calculated according to the indicators of structural adjustments, variances were obtained for the dimensions of organizational commitment. The resulting model presented favorable adjustment indicators as evidenced in the results, and the relationship between commitment and climate was significant (β = 4.61; p = 0.001), as well as between climate and commitment (β = 0.018; p = 0.001). However, the relationship between transformational leadership and commitment was not direct but mediated through organizational climate.

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