THE EFFECT OF A TRANSFORMATIONAL LEADERSHIP STYLE ON  WORK ENGAGEMENT WITH WORK SATISFACTION AS INTERVENING  VARIABLES IN K3PG

This study aims to analyze the effect of transformational leadership style and work satisfaction on work engagement. The population used in this study were 109 employees of the Petrokimia Gresik Family Employee Cooperative. The sampling technique used was purposive sampling with the criteria working period of at least 5 years, so the number of samples used was 80 people. The analysis model used is path analysis using SPSS. The research results show that: There is a positive and significant effect of transformational leadership style on work engagement, transformational leadership has positif effect on on work satisfaction, positive and significant effect of work satisfaction on work engagement, and There is a positive influence and significant transformational leadership style on work engagement through work satisfaction. Its indicated that the leaders should be consistent in applying transformational leadership styles and increase employee work satisfaction to increase work engagement for their employees. When employees have work engagement, they will become productive at work so they can make the best contribution to the company.

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PENGARUH GAYA KEPEMIMPINAN TRANSAKSIONAL, TRANSFORMASIONAL DAN DISIPLIN KERJA TERHADAP KINERJA GURU (KARYAWAN) DI KOTA MADIUN

Premiere Educandum Jurnal Pendidikan Dasar dan Pembelajaran ◽

10.25273/pe.v4i02.312 ◽

2016 ◽

Vol 4 (02) ◽

Author(s):

Satrijo Budiwibowo

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Linear Regression Analysis ◽

Correlation Coefficients ◽

Sampling Technique ◽

Multiple Linear Regression Analysis ◽

Transactional Leadership Style ◽

Transformational Leadership Style

Transactional leadership is described as providing an explanation of employees responsibilities and rewards they can expect if the specified standards is achieved. Transformational leadership approach motivates employees, so that they can thrive and achieve high levels of performance. In addition it is also necessary to support the performance of the good discipline of employees. Broadcasting companies who have employees working on the division of operational and management needed different leadership style to support the realization of optimal performance. This study used a qualitative approach. Sample was 136 people who are determined by purposive sampling technique. The research instrument used Likert scale models. Data analysis using validity test, realibitas test, the classical assumption, hypothesis testing, multiple linear regression analysis, analysis of correlation coefficients and determination. The results showed that together transactional leadership styles, transformational leadership styles, work discipline affect the performance of the company's employees broadcasting. Partially transactional and transformational leadership style had no effect on performance. And partially work discipline most dominant effect on performance. Keywords: Influence of Transactional, Leadership Style and Discipline Performance

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Budaya Organisasi dan Gaya Kepemimpinan Transformasional dalam Komitmen Resimen Mahasiswa

IJIP : Indonesian Journal of Islamic Psychology ◽

10.18326/ijip.v1i1.81-104 ◽

2019 ◽

Vol 1 (1) ◽

pp. 81-104

Author(s):

Lisa Ardaniyati ◽

Abdul Mujib ◽

Liany Luzvinda

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Organizational Commitment ◽

Leadership Styles ◽

Multiple Regression ◽

Leadership Style ◽

Significant Influence ◽

Sampling Technique ◽

Probability Sampling ◽

Transformational Leadership Style

This study aimed at determining the effect of organizational culture and transformational leadership styles on organizational commitment to student regiments. This study used a quantitative approach to the method of multiple regression and sampling using non-probability sampling with purposive sampling technique. The results of this study indicated that based on hypothesis testing using multiple regression, R square values (R2) of all research variables tested were 0.410 or 41.0% with a significant value of 0,000 or p 0.05 while F calculated was 7,422 from F table 4.4. This showed that there was a significant influence of organizational culture and transfomational leadership style so that the higher the awareness of members of the organizational culture and transformational leadership style that was applied, would increase commitment to the organization. AbstrakPenelitian ini bertujuan untuk mengetahui pengaruh budaya organisasi dan gaya kepemimpinan transformasional terhadap komitmen organisasi pada resimen mahasiswa. Penelitian ini menggunakan pendekatan kuantitatif metode multipel regression dan pengambilan sampel mengunakan non-probability sampling dengan teknik sampling purposive. Hasil penelitian ini menunjukan bahwa berdasarkan uji hipotesis menggunakan multipel regression, didapatkan nilai R square (R2) dari semua variabel penelitian yang diujikan yaitu 0,410 atau 41,0% dengan nilai signifikan sebesar 0,000 atau p0,05 sementara F hitung didapat sebesar 7.422dari F tabel 4.4. Hal ini menunjukan bahwa terdapat pengaruh signifikan budaya organisasi dan gaya kepemimpinan transfomasional sehingga semakin tinggi kesadaran anggota terhadap budaya organisasi dan gaya kepemimpinan transformasional yang diterapkan maka akan meningkatkan komitmen terhadap organisasi.

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Pengaruh budaya sekolah, gaya kepemimpinan transformasional, dan motivasi kerja terhadap kinerja guru SMK

Jurnal Akuntabilitas Manajemen Pendidikan ◽

10.21831/jamp.v8i2.33867 ◽

2020 ◽

Vol 8 (2) ◽

pp. 175-185

Author(s):

Zulkarnaen Zulkarnaen ◽

Yetti Supriyati ◽

I Ketut R. Sudiarditha

Keyword(s):

Transformational Leadership ◽

Data Analysis ◽

School Culture ◽

Leadership Styles ◽

Leadership Style ◽

Work Motivation ◽

Positive Influence ◽

Analysis Technique ◽

Transformational Leadership Style ◽

Lombok Island

Penelitian ini bertujuan untuk membuktikan adanya pengaruh budaya sekolah, pengaruh gaya kepemimpinan transformasional, pengaruh motivasi kerja terhadap kinerja guru SMK di Pulau Lombok Provinsi NTB, dan juga membuktikan adanya pengaruh budaya sekolah serta gaya transformasional terhadap motivasi kerja guru SMK di Pulau Lombok Provinsi NTB. Data dikumpulkan melalui kuesioner dengan menggunakan alat ukur skala likert yang telah diuji kesalahan dan kehandalannya. Teknik analisis data yang digunakan adalah Analisis Jalur (Path Analisis). Hasil dari penelitian ini adalah terbukti bahwa ada pengaruh positif budaya sekolah terhadap kinerja guru SMK sebesar 9,6 %, adanya pengaruh gaya kepemimpinan transformasional terhadap kinerja guru SMK sebesar 62,2 %, adanya pengaruh positif motivasi kerja terhadap kinerja guru SMK sebesar 24,0 %, adanya pengaruh positif budaya sekolah terhadap motivasi kerja guru SMK sebesar 20,3 %, dan adanya pengaruh positif gaya kepemimpinan transformasional terhadap motivasi guru SMK sebesar 67,1 %. Dari hasil analisis data pada penelitian ini maka penulis menyarankan agar Kepala Sekolah seluruh SMK di Pulau Lombok Provinsi NTB agar memperbaiki budaya sekolah, menerapkan gaya kepemimpinan transformasional, serta terus menerus memberikan motivasi kerja kepada para guru-guru demi meningkatkan kinerja guru SMK sehingga tercipta sekolah yang berkualitas baik siswa maupun tenaga pengajar di Pulau Lombok Provinsi NTB. AbstractThis study aims to prove the influence of school culture, the influence of transformational leadership styles, the influence of work motivation on the performance of SMK teachers in Lombok Island, NTB Province, and also to prove the influence of school culture and transformational style on the work motivation of SMK teachers in Lombok Island, NTB Province. Data were collected through a questionnaire using a Likert scale measuring instrument that has been tested for errors and reliability. The data analysis technique used is Path Analysis. The results of this study are proof that there is a positive influence of school culture on the performance of SMK teachers is at 9,6 %, the influence of transformational leadership styles on the performance of SMK teachers is at 62.2 %, there is a positive influence of work motivation on the performance of SMK teachers is at 24,0 %, there is a positive influence of school culture on SMK teacher work motivation is at 20,3 %. There is a positive influence of the transformational leadership style on SMK teacher motivation is at 67,1 %. From the results of data analysis in this study, the authors suggest to Head Masters of all SMK in Lombok Island, NTB Province to improve school culture, apply transformational leadership styles, and continuously provide work motivation to teachers in order to improve the performance of SMK teachers so that schools that are good quality students and teachers on the island of Lombok, NTB Province.

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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 ◽

Transformational Leadership ◽

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

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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):

Transformational Leadership ◽

Organizational Commitment ◽

Public Sector ◽

Leadership Styles ◽

Leadership Style ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Laissez Faire ◽

Transformational Leadership Style ◽

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.

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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):

Transformational Leadership ◽

Organizational Commitment ◽

Public Sector ◽

Leadership Styles ◽

Leadership Style ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Laissez Faire ◽

Transformational Leadership Style ◽

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.

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The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

Leadership & Organization Development Journal ◽

10.1108/lodj-01-2015-0001 ◽

2016 ◽

Vol 37 (8) ◽

pp. 1083-1099 ◽

Cited By ~ 17

Author(s):

Ashita Goswami ◽

Prakash Nair ◽

Terry Beehr ◽

Michael Grossenbacher

Keyword(s):

Transformational Leadership ◽

Positive Affect ◽

Leadership Style ◽

Work Engagement ◽

Positive Emotions ◽

Content Type ◽

Transformational Leadership Style ◽

Relationship Of ◽

Affect At Work ◽

The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

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

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

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):

Transformational Leadership ◽

Organizational Change ◽

Secondary School ◽

Leadership Styles ◽

Leadership Style ◽

Secondary School Teachers ◽

School Teachers ◽

Transformational Leadership Style ◽

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.

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

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

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):

Transformational Leadership ◽

Organizational Change ◽

Secondary School ◽

Leadership Styles ◽

Leadership Style ◽

Secondary School Teachers ◽

School Teachers ◽

Transformational Leadership Style ◽

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.

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