scholarly journals Transformational and Transactional Leadership Styles in Enhancing Nurse Educator’s Job Satisfaction: An Integrative Analysis of Conventional and Islamic Approaches

2018 ◽  
Vol 17 (2) ◽  
Author(s):  
Soo-Foon Moey ◽  
Abdurezak Abdulahi Hashi

As nursing education gets more complex, leadership styles employed in these nursing training institutions played a crucial role in achieving nurse educators’ job satisfaction. As such, this study intends to elicit attributes and practices of nursing academic leaders’ transformational and transactional leadership styles in enhancing the job satisfaction of nurse educators. The qualitative method used for the study was based on the phenomenological approach to gather an in-depth understanding of human behaviour through interview, documents and observations. Purposive sampling was undertaken in selecting nine nurse educators from three nursing colleges from Johor and Melaka. Data from the interview were summarized in answering nurse educators' job satisfaction and perceived leadership styles and practices of nursing academic leaders. The responses from the verbatim transcriptions were analysed using the software Atlas Ti. The strong relationship between nursing academic leadership styles and nurse educators’ job satisfaction suggested that the academic nursing transformational leadership style played a prominent role on subordinates’ job satisfaction and that nursing academic leaders’ transformational leadership practices and attributes had the ability to encourage subordinates to achieve more than what they planned. Transactional leadership practised by the nursing academic leaders indicated a weak link to subordinates’ job satisfaction as the leaders’ emphasis on payoffs for performance and corrective actions were not as acceptable to that of transformational leadership attributes practised by the leaders. The study uncovered effective leadership was enacted via engaging leadership where the leader enabled the development of an organization modelled by a culture of integrity, transparency, accessibility and genuine valuing of others and that their contributions were concerned for the development and well-being of others. In fact, moral attributes like integrity, trustworthiness and commitment to work as well as decision making styles of leaders such as being consultative leader are among the basic Islamic teachings on establishing worthy social order.

2020 ◽  
Vol 16 (1) ◽  
pp. 54-65
Author(s):  
Siswanto Siswanto ◽  
Masyhuri Masyhuri ◽  
Ikhsan Maksum ◽  
Isnan Murdiansyah

This research aims to analyze the influence of transformational and transactional leadership styles mediated by job satisfaction on performance. The study used a quantitative approach to testing between variables; the sample used in this study was 60 respondents at PT. Cendana Teknika Utama resulted from the dissemination of questionnaires and interviews. The sampling technique used is  saturated sampling. Analyze data using Smart-PLS. The results showed that transformational leadership harmed job satisfaction, transactional leadership had a positive effect on job satisfaction, and job satisfaction had no positive effect on performance. The results of the variable's influence on job satisfaction mediation on transformational and transactional leadership are different. Job satisfaction does not become a mediation variable for the influence of transformational leadership on performance. Nevertheless, job satisfaction becomes a mediation variable between transactional leadership influence and performance. The limitation of this study is that the number of respondents is too few. Several respondents in several companies expected to add to improve the generalization of the study results of the next study.


2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini

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.


2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan

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.


2019 ◽  
Vol 8 (1) ◽  
pp. 48-52
Author(s):  
Asima Mushtaq ◽  
Ishtiaq Hussain Qureshi ◽  
Aakifa Javaid

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.


2019 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Muhammad Ahsanullah Khan ◽  
Usman Waraich

This paper aims to determine the effect of leadership styles on employee job satisfaction. The survey was conducted by administering questionnaires to 400 respondents from different organizations within Pakistan. Transformational leadership style was seen to have a positive effect on various facets of employee job satisfaction. Transactional leadership also turns out to be perceived as having a positive effect on different facets of employee job satisfaction, and so does empowering managerial leadership. It was found that leaders and managers combine the various leadership styles identified in the research paper in proportions that produce a positive result when administering their leadership duties. The proportions at which these leadership styles are combined depend upon the nature of the situation they encounter in the workplace.


2020 ◽  
Vol 8 (2) ◽  
pp. 44-51
Author(s):  
Mashudi Mashudi ◽  
Luluk Fauziah ◽  
Tika Kapita Fachrista

Departing from the phenomenon in the form of employee performance and job satisfaction is still low, even though transformational and transactional leadership have been running as it should be, this study aims to determine the effect of transformational leadership style and transactional leadership style on employee performance with job satisfaction as an intervening variable in the Bank "XXX ". This study uses a quantitative approach with explanatory and survey research formats. Data collection used a questionnaire to 126 respondents which were determined by simple random sampling. The data were processed using path analysis techniques assisted by the International Business Machine (IBM) Predictive Analytic Software (PASW) version 22 software. The results of this study are transformational and transactional leadership styles have a significant effect on job satisfaction and employee performance. Job satisfaction has a significant effect on employee performance. Transformational leadership style has a significant effect on employee performance through employee job satisfaction. Transactional leadership style has a significant effect on employee performance through employee job satisfaction.


2014 ◽  
Vol 31 (2) ◽  
Author(s):  
Iram Parveen

heads as perceived by secondary school teachers with teachers’ work engagement. Leadership styles of school heads had been explored using The Multifactor Leadership Questionnaire, The MLQ (FORM5X) in terms of transformational, transactional and avoidant leadership whereas teachers’ work engagement had been explored by administering UWES-17. The universe of the study were school teachers comprising sample of 272 using convenience sampling technique. Data had been collected from 30 schools, 19 from urban and 11 from rural places where number of respondents from each school did not exceed than 10. Results of descriptive statistics reveal that out of 30 heads being rated by teachers, approximately 10% were found as transformational, within transactional leaders, 87% utilize Contingent Reward Management, 80% use Management by Exception- Active and 34% leaders exploit Management by Exception- Passive whereas 55 % of them were avoidant leaders. Results of statistical correlations using PPMC declared that leadership is related to work engagement (r=.233) where transformational leadership positively relates (r= .280) and within transactional leadership, contingent reward management (r= .288) and management by exception-Active (r= .150) positively relates to teachers’ work engagement. However, management by exception-Passive (of transactional leadership) (r= -.126) and avoidant leadership (r= -.210) negatively relates to teachers’ work engagement. The study confirms that leadership styles are correlated to teachers’ work engagement indicating that transformational leadership as the most effective form of leadership and also the active side of transactional leadership which is characterized by rewarding the right work, being proactive in accounting for mistakes is linked to increasing work engaged behaviours in teachers. Whereas punitive culture, dealing with mistakes after happenings and avoidant leadership is seen to decrease work engaged behaviours in teachers. Work engagement being positive work behaviour and having lasting positive impact on employees’ general well being, must be promoted.


2019 ◽  
Vol 3 (1) ◽  
pp. 171-178
Author(s):  
Faizal Roni

The Goal of this study are to assess, analyze, and appointment of empirically the effects of Transformational Leadership and Transactional Leadership on Employee satifaction Yayasan Khazanah Kebajikan in south Tangerang City. This study uses data from the Associative Primary Questioner. The sample size is determined by the formula “Slovin the total sample are 130 respondents of 200 employees. The Technical of analysis is a descriptive statistical analysis. This study examined the leadership style with two variabels as Independent variabel to the satisfaction of working with one variable as Dependent Variabel, that is : Transformational Leadership (X1) and Transactional leadeship (X2) as Independent Variabel , job satisfaction (Y) as the Dependent Variabel. These three variable were tested by partial dan simultaneously, immediate effect Partial assay results are as follows : The effect of Transformational Leadership style on job satisfaction isvariables have positive and significant effect, The effect of Transactional Leadership style on job satisfaction is variables have positive and significant effect, and simultaneous test are as follows : The effect of Transformational and Transactional Leadership style on job satisfaction is variables have positive and significant effect.


2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.


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