scholarly journals Transformational and Transactional Leadership Styles of the Nursing Student Leaders: Enhanced Leadership Training Program

2020 ◽  
Author(s):  
Mauro Allan Padua Amparado
Keyword(s):  
Transformational Leadership ◽  
Training Program ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Leadership Training ◽  
Nursing Student ◽  
Student Leaders ◽  
T Test ◽  
Transformational And Transactional Leadership

This study aimed to determine the transformational and transactional leadership of nursing student leaders enrolled at the University of Cebu Banilad, Cebu City, Cebu, Philippines, as well as to use the findings as basis for an enhanced leadership training program. Data was gathered through a survey of 105 nursing student leaders. Data was analyzed using simple percentage, grouped frequency distribution, weighted mean, t-test for independent samples, Pearson product-moment correlation coefficient, and t-test for significance of Pearson r.The findings of the study include the following: (1) the respondents scored above average in transformational leadership style as well as in transactional leadership style; (2) There was no significant difference in the transformational and transactional leadership styles according to profile; and (3) there is significant relationship between transformational and transactional leadership styles of the student leaders, the extent of which is a high positive correlation.In conclusion, transformational leadership complemented transactional leadership, and vice versa. Recommended citation: Amparado, M. A. P. (2007, March). Transformational and Transactional Leadership Styles of the Nursing Student Leaders: Enhanced Leadership Training Program. Paper presented at the 10th East Asian Forum of Nursing Scholars and the Asian Journal of Nursing, Silliman University, Dumaguete City, Negros Oriental, Philippines, 10(1), 68.

scholarly journals Influence of Age and Experience on Leadership Styles

2019 ◽  
Vol 8 (1) ◽  
pp. 48-52
Author(s):  
Asima Mushtaq ◽  
Ishtiaq Hussain Qureshi ◽  
Aakifa Javaid
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Influence ◽  
Transformational And Transactional Leadership ◽  
Transformational Leadership Style

The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and experience transformational leadership style is exhibited more by the managers.

scholarly journals Nursing Leadership, Associated Sociodemographic and Professional Factors: The Perception of Leaders and Evaluators

Aquichan ◽  
2021 ◽  
Vol 21 (2) ◽  
pp. 1-15
Author(s):  
Luz Dalia Valbuena-Durán ◽  
Myriam Ruiz Rodríguez ◽  
Astrid Nathalia Páez Esteban
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Work Experience ◽  
Cross Sectional Study ◽  
Nursing Leadership ◽  
Cross Sectional ◽  
Transformational And Transactional Leadership ◽  
Nursing Professionals

Objective: To assess the leadership styles of the assistance Nursing professionals and their associated sociodemographic and professional factors. Materials and methods: An analytical and cross-sectional study. The sample comprised 75 Nursing professionals and 170 Nursing assistants selected for convenience. The Multifactorial Leadership Questionnaire was applied to assess leadership and the organizational result variables. Results: The predominant leadership styles were as follows: transformational (mean of 3.43) and transactional (3.40), which presented high correlation rates with satisfaction, efficacy and additional effort. The leadership style least perceived by the staff was corrective/avoidance (2.10). In transformational leadership, behavioral influence and inspirational motivation presented better scores in the leaders’ self-perception. Age, marital status and having children evidenced statistically significant differences with the transformational and transactional leadership styles; work experience was significant with transactional leadership. Conclusions: In their work, Nursing professionals denote encouraging practices that are inherent to transformational leadership, which is related to changes in the organizational culture, leads to motivating and inspiring the subordinates to transcend the routines and increases their satisfaction and commitment to their duties, thus being an important factor in health institutions.

scholarly journals PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA PEGAWAI DI HARIAN WASPADA MEDAN

2019 ◽  
Vol 6 (2) ◽  
pp. 61-75
Author(s):  
Fazhil Hanafi Asnora
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Positive Influence ◽  
Service Research ◽  
Research Approach ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style

This study is based on the idea that transformational and transactional leadership style is very important for employees because job satisfaction is achieved with good cause employees are willing and motivated to provide a positive influence on the success of the organization that supports organizational goals effectively and efficiently. Therefore, this study aims to determine whether the transformational and transactional leadership styles simultaneously significant effect on employee performance. The theory is used to analyze the problems is about transformational leadership, transactional leadership style, employee performance. This research was conducted in the Harian Waspada Medan, especially in the civil service. Research approach is a quantitative approach to the type of associative research. The results obtained and also become keseimpulan this study include that the transformational leadership style has no significant effect on employee performance. While transactional leadership style variables have a significant effect on employee performance. Variable transformational and transactional leadership styles simultaneously significant effect on employee performance.

The Mediating Effect of Organizational Climate on the Relationship between Leadership Styles and Their Components on Innovative Behaviour

2018 ◽  
Vol 4 (1) ◽  
pp. 22-32 ◽  
Author(s):  
Tebogo Sethibe ◽  
Renier Steyn
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
New Ventures ◽  
Mediating Effect ◽  
Innovative Behaviour ◽  
Transformational And Transactional Leadership ◽  
The Relationship

This study investigated the mediating effect of organizational climate on the relationship between transformational and transactional leadership styles on innovative behaviour. 1 1 15th International Entrepreneurship Forum (15th IEF) Conference Conference Theme The Globalisation and Internationalisation of SMEs AND New Ventures: Travels with Eclectic Charlie, Digital Mary, Networked Nadia and Impactful Shona. Venice, Italy 14–16 December 2016. The effect of each component of transformational and transactional leadership styles on innovative behaviour was also investigated. A sample of 3,180 respondents from 52 South African companies participated in this research. Four main hypotheses and six sub-hypotheses were tested using multiple regression analysis. The results revealed that indeed organizational climate mediates the relationship between transformational and transactional leadership styles on innovative behaviour as well as their components. The study substantiated the expected positive relationship between transformational leadership style and innovative behaviour. Furthermore, the results showed that among the components of transformational leadership styles, inspirational motivation and intellectual stimulation influence innovative behaviour positively. This study showed that in an environment conducive to innovation, the transactional leadership style has no influence in enhancing employees’ innovative behaviour. This study provided new insight into the nature of the relationship between leadership styles, organizational climates and innovative behaviour.

EFFECT OF LEADERSHIP STYLES ON FINANCIAL PERFORMANCE: MEDIATING ROLES OF EXPLOITATIVE AND EXPLORATORY INNOVATIONS CASE OF KNOWLEDGE-INTENSIVE FIRMS

2019 ◽  
Vol 23 (03) ◽  
pp. 1950020 ◽  
Author(s):  
SARRA BERRAIES ◽  
BELGACEM BCHINI
Keyword(s):  
Transformational Leadership ◽  
Financial Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Quantitative Research ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
And Performance

The purpose of this research is to investigate the effect of transformational and transactional leadership styles on firms’ financial performance in a context of knowledge-intensive firms and the mediating role of exploitative and exploratory innovations in this relationship. To achieve this purpose, a quantitative research was conducted on 201 top executives working in knowledge-intensive firms in the context of an emerging country, namely Tunisia. The data analysis was performed via the structural equation modelling method. As a result, the empirical study revealed that the transformational leadership style is a key determinant of exploitative and exploratory innovations and firms’ financial performance. In this perspective, the two types of innovation partially mediate the link between transformational leadership and financial performance. However, transactional leadership affects only exploitative innovation. This original study offers a better understanding of the contribution of the transformational and transactional leadership styles on exploitative and exploratory innovations and the firms’ financial performance in a context of firms’ intensive knowledge. It offers a reading grid for managers of knowledge-intensive firms to better lead and identify key elements that may boost the firms’ innovation ambidexterity and performance.

scholarly journals Leadership Style and Gender: A Study of Spanish Cooperatives

2020 ◽  
Vol 12 (12) ◽  
pp. 5107
Author(s):  
Inocencia María Martinez-Leon ◽  
Isabel Olmedo-Cifuentes ◽  
MCarmen Martínez-Victoria ◽  
Narciso Arcas-Lario
Keyword(s):  
Sustainable Development ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Positions ◽  
Cooperative Firms ◽  
Transformational And Transactional Leadership ◽  
Development Goals ◽  
And Gender ◽  
Female President

The growing global need for social cohesion and sustainable development gives visibility to cooperatives because their principles help to achieve these objectives and the adoption of Sustainable Development Goals (SDGs). Among them, gender equality policies are in the forefront. This paper explains how cooperatives contribute to women’s professional opportunities and to balancing the presence of women in management positions. It analyzes the predominant leadership styles and gender differences in cooperatives with a sample of 114 cooperative firms. The results show that: (a) Both transformational and transactional leadership styles are widely used; (b) no significant differences in leadership styles between men and women exist; and (c) the composition of management teams results in significant leadership style differences. The transformational style is less often used in mixed teams with a male majority and a woman president, and most often used in homogeneous teams (made up of only men or only women). Transactional leadership is more frequently implemented in teams made up only of women than in mixed masculine teams with a female president. These findings identify women’s leadership styles in cooperatives, pointing out their difficulties and introducing innovative proposals for contributing to their success and the achievement of SDGs in cooperatives.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

Leadership Style Toward Competitive Advantage Of Business Education

2014 ◽  
Vol 1 (1) ◽  
pp. 47-50
Author(s):  
Rovila El Maghviroh
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Business Education ◽  
Education Institution ◽  
Administrative Staff ◽  
Transactional And Transformational Leadership

AbstractLeadership style used in a higher education institution affects the competence-based performance of the lecturers and the administrative staff. In turn, their performance will affect the institution performance. So, leadership style influences the institution toward strengthening its strategy to sustain. This study examined the transactional and transformational leadership styles toward the lecturers and the administrative staff of STIE Perbanas Surabaya. Transformational leadership was measured using ideal, inspirational, and intellectual stimuli; while transactional leadership was measured using exceptional management and contingency reward. The indicators used to measure the lecturers' performance were on teaching, module, research, civil services, IT, English; while for administrative staff were integrity, service, professionalism, learning, adaptation, documenting, English. The survey involved 32 lecturers and 31 administrative staff. The data was collected using questionnaire and was statistically analyzed using multiple regressions. The result was that transformational leadership significantly influenced both the lecturers and the administrative staff, while transactional leadership did not affect both the lecturers and the administrative staff. The implication was that the top management can set strategies of putting motivation of all organization members in the frame of improving their competence thus this will help the institution grow and sustain.

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.

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

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