scholarly journals The Role of Transformational Leadership and Organizational Climate in Organizational Self-Esteem of Mashhad Firefighters

2021 ◽  
pp. 193-202
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Self Esteem ◽  
Path Coefficient ◽  
Intellectual Stimulation ◽  
Direct Impact ◽  
Validity And Reliability ◽  
Statistical Population ◽  
Organizational Goals ◽  
The Impact

INTRODUCTION: This study aimed to investigate the impact of transformational leadership and organizational climate on the organizational self-esteem of the Mashhad Fire Department. METHODS: The present applied research is a descriptive survey. The statistical population of this study consists of all 210 firefighters in Mashhad fire headquarters. The sample size was calculated according to Morgan's table comprising 132 individuals selected through simple random sampling. Data collection was accomplished through three questionnaires: Bass and Avolio's (2000) Transformational Leadership Questionnaire (TLQ), Sussman and Deep's (1989) Organizational Climate Questionnaire, and Pierce et al.'s (1989) Organizational-Based Self-Esteem Questionnaire, whose validity and reliability were confirmed. The collected statistical data were analyzed within SPSS and Smart PLS software. FINDINGS: Data analysis confirmed all research hypotheses. Transformational leadership has a direct impact on organizational self-esteem with a path coefficient of 0.62. The organizational climate has a direct impact on organizational self-esteem with a path coefficient of 0.63. Components of transformational leadership including idealized influence, inspirational motivation, intellectual stimulation, and individual consideration affect organizational self-esteem. Components of organizational climate including clarity of and agreement on organizational goals, clarity of and agreement on role, satisfaction with rewards, satisfaction with and agreement on procedures, and effectiveness of relations affect organizational self-esteem. CONCLUSION: Managing directors ought to reinforce employees' self-esteem to improve the performance of employees and boost productivity in the organization. In this regard, they must exercise an appropriate style in dealing with employees, which is the transformational leadership style. Moreover, a decent organizational climate should be created to build and boost self-esteem in employees and consequently enrich their performance towards fulfilling organizational goals.

The Impact of Transformational Leadership on Entrepreneurial Orientation via the Mediating Role of Organizational Learning Capability

2020 ◽  
Vol 8 (2) ◽  
pp. 65
Author(s):  
Razan Nofal ◽  
Mais Jaradat
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Entrepreneurial Orientation ◽  
Commercial Banks ◽  
Quantitative Research ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Learning Capability ◽  
Idealized Influence ◽  
The Impact

The current research aims to investigate the effect of transformational leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of transformational leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of transformational leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that transformational leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of transformational leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of transformational leadership attributes on entrepreneurial orientation.

scholarly journals The Impact of Relationship-Oriented and Task-Oriented Management Styles on Organizational Climate in Tehran's High Schools

2016 ◽  
Vol 6 (3) ◽  
Author(s):  
Zahra Gholami
Keyword(s):  
High Schools ◽  
Data Collection ◽  
Organizational Climate ◽  
Management Style ◽  
Equation Modeling ◽  
Management Styles ◽  
Statistical Population ◽  
Task Oriented ◽  
The Impact ◽  
And Task

<p>The present study was aimed to examine the effect of relationship-oriented and task-oriented management styles on organizational atmosphere in Tehran's high schools in 2016. Research method was practical in terms of objective; and it was survey-descriptive in terms of data collection. The statistical population consisted of all high school managers in Tehran, from which 322 individuals were selected as sample size, using Cochran Formula and Stratified Cluster Sampling Method. Data collection was done based on Halpin and Croft's Organizational Climate questionnaire, and Bardtz and Matenkas's management Style questionnaire. After collecting the questionnaires, data were examined and analyzed using Structural Equation Modeling method and Smart PLS software in two sections: 1) measurement model and 2) structural section. In the first section, technical features of the questionnaires included reliability, convergent validity, divergent validity, which were examined through PLS. In the second section, the software's significance coefficients were used for examining research hypotheses. Finally, findings approved of the effect of relationship-oriented and task-oriented management styles on organizational climate in Tehran's high schools. </p>

scholarly journals Impact of Transformational Leadership on the Affective Commitment of Employees in the Service Sector

2019 ◽  
Vol 8 (4) ◽  
pp. 1388-1393
Keyword(s):  
Transformational Leadership ◽  
Service Sector ◽  
Affective Commitment ◽  
Positive Impact ◽  
Multifactor Leadership Questionnaire ◽  
Intellectual Stimulation ◽  
Four Dimensions ◽  
Multifactor Leadership ◽  
The Impact ◽  
The Relationship

Purpose – There are few studies that have studied the relationship between Transformational leadership (TL) and organisation commitment (OC), but there are very few studies on the service sector especially in the Indian context. This study aims to fill the gap in literature by empirically examining the impact of four dimensions of TL using Multifactor Leadership Questionnaire (MLQ) on the Affective Commitment (AC) of the employees, within the context of the service sector in Bengaluru. Design/methodology/approach – A total of two hypotheses were proposed for testing transformational leadership using Multifactor Leadership Questionnaire (MLQ) questionnaire, (Bass and Avolio, 1997) and five items of affective organization commitment developed by Allen and Meyer (1996) was used for affective commitment. The questionnaire was administered to 210 employees working in various industries in the service sector in Bengaluru to measure the impact of TL on the AC of the respondents. Findings – The analysis of the data collected shows that TL has a positive impact on the affective commitment of the employees. In particular, the results of an empirical investigation revealed that individualized influence and individual consideration by the transformational leader had a significant impact on the affective commitment level of the employees. The employees in the hospitality industry had a difference in opinion compared to IT, Banking & education sector employees on the intellectual stimulation by the leader and their affective commitment towards the organization. Originality/value – This paper contributes to the existing literature of leadership and OC by providing practical evidence leading to the improvement of information and the understanding of the relationship between TL and AC.

Not All Transformational Leadership Behaviors Are Equal: The Impact of Followers’ Identification With Leader and Modernity on Taking Charge

2016 ◽  
Vol 24 (3) ◽  
pp. 318-334 ◽  
Author(s):  
Jie Li ◽  
Stacie Furst-Holloway ◽  
Larry Gales ◽  
Suzanne S. Masterson ◽  
Brian D. Blume
Keyword(s):  
Transformational Leadership ◽  
Indirect Effects ◽  
High Performance ◽  
Relative Effect ◽  
Future Research ◽  
Intellectual Stimulation ◽  
Performance Expectations ◽  
Wide Range ◽  
Taking Charge ◽  
The Impact

This study investigates how each dimension of transformational leadership directly and indirectly influences followers’ change-oriented behaviors. Using a sample of 329 independent leader–follower dyads from a wide range of Chinese organizations, we examine followers’ identification with leader as an intervening variable between the four dimensions of transformational leadership (“core” transformational behaviors, high-performance expectations, individualized support, and intellectual stimulation) and followers’ taking charge behaviors. Results showed that intellectual stimulation had the highest relative effect size that was largely due to its direct effect on taking charge. Individualized support only exerted a significant indirect effect. Additionally, the negative direct and positive indirect effects of high-performance expectations rendered its total effect nonsignificant. Furthermore, the direct, indirect, and total effects of “core” transformational behaviors were nonsignificant. We also found that followers’ value of modernity moderated the effect of identification with leader on taking charge. The indirect effects of intellectual stimulation, individualized support, and high-performance expectations were significant when modernity was high but nonsignificant when it was low. Implications for theory, practice, and future research are discussed.

scholarly journals Evaluating the Impact of Organizational Culture Features on Implementing Total Quality Management (TQM) by Focusing on the Business Ethics as a Mediator (Case Study: Shirin Asal Company)

2021 ◽  
Vol 5 (3) ◽  
pp. p49
Author(s):  
Tavakoli Abdullah ◽  
Jarihi Shiva
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Business Ethics ◽  
Total Quality Management ◽  
Structural Equation ◽  
Equation Modeling ◽  
Total Quality ◽  
Validity And Reliability ◽  
Statistical Population ◽  
The Impact

This was an applied study regarding the objective and a descriptive-correlational one concerning the data collection approach, which was focused on evaluating the impact of organizational culture on applying total quality management along with stressing the mediating role of business ethics. A total of 148 employees of Shirin Asal Company (Tehran Branch) constituted the research statistical population that Cochran’s formula was used to choose 106 subjects as the sample size by a simple random sampling method.Standard questionnaires were employed to gather the essential data. The validity and reliability of variables were also examined and approved. The reliability rates for business ethics, organizational culture, and total quality management were calculated to be equivalent to 0.78, 0.89, and 0.90, respectively. The structural equation modeling method assisted with the Smart PLS2 software was utilized for data analysis. Revealed by the research findings, organizational culture influences business ethics and total quality management. Business ethics was also found to act as a mediating variable in the relationship between organizational culture and total quality management. In conclusion, organizational culture and business ethics affect the satisfactory implementation of TQM, which somehow requires managers and stakeholders to particularly consider these components.

scholarly journals Job satisfaction from leadership perspective

2018 ◽  
Vol 12 (1) ◽  
pp. 363-373 ◽  
Author(s):  
Fazal Haleem ◽  
Muhammad Jehangir ◽  
Muhammad Khalil-Ur-Rahman
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Target Population ◽  
Full Potential ◽  
Transformational Leaders ◽  
Intellectual Stimulation ◽  
The Public ◽  
Public Sectors ◽  
The Impact ◽  
Goals And Objectives

Abstract Transformational leaders encourage their subordinates to achieve organizational goals and objectives and to reach their full potential by providing the needed resources. This increasing influence of transformational leaders on employees instigated us to find out the impact of transformational leadership on employees’ job satisfaction. The study was conducted in the public sectors universities of KPK, Pakistan. A sample size of 130 employees was selected using convenient sampling techniques. The data was collected from grade 16 and upper level of employees in the universities. Initially, 130 questionnaires were sent out to the target population for their participation in the survey; out of which 100 filled questionnaires were received forming percentage of 76.92%. These 100 properly filled questionnaires were used for statistical analysis. Both descriptive and advance multivariate statistical, correlation and regression analysis, were conducted to get a feel for the data and to test the postulated hypothesis respectively. Findings of the study revealed that there was non-significant influence of transformational leadership in terms of idealized influence, individualized consideration, and inspirational motivation on employees’ job satisfaction in the public sectors universities of KPK, Pakistan. However, the intellectual stimulation type of leadership had positive and significant impact on employees’ job satisfaction. The paper contributes to the literature review in context of non-forprofit organizations in a developing country and provides implications for universities’ executives to pay more attention to intellectual stimulation type of leadership to increase employees’ satisfaction and thus help achieve the universities goals and objectives.

scholarly journals THE INFLUENCE OF ORGANIZATIONAL CLIMATE, TRANSFORMATIONAL LEADERSHIP, AND WORK MOTIVATION ON TEACHER JOB PERFORMANCE

2017 ◽  
Vol 1 (01) ◽  
pp. 192-205
Author(s):  
Kartini Kartini ◽  
Bedjo Sujanto ◽  
Mukhneri Mukhtar
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Organizational Climate ◽  
Direct Effect ◽  
Work Motivation ◽  
Teacher Performance ◽  
Survey Method ◽  
Path Coefficient ◽  
Teacher Work ◽  
Positive Direct

This research aimed at investigating the influence of organizational climate, transformational leadership, and work motivation on teacher job performance at Pondok Modern Tazakka, Batang - Central Java.The research using quantitative approach with survey method. Amount of the samples in this research are 55 teachers that selected randomly. The data were analyzed by using descriptive statistics and inferential statistic using path analysis. (1) organizational climate have positive direct effect on teacher performance with path coefficient (py1) = 0,257 and t-count 2,963> t-table 1,684; (2) transformational leadership have positive direct effect on teacher performance with path coefficient (py2) = 0,489 and t-count 5,164> t-table 1,684, (3) work motivation have positive direct effect to teacher performance with path coefficient (py3) = 0,261 and t count 2,42> t-table 1,684, (4) organizational climate have positive direct effect (p31) = 0.391 and t-count 3.990> t-table 1.684, and (5) transformational leadership have a direct positive effect on work motivation with path coefficient (p32) = 0.526 and t-count 5,376> t- table 1,684. The Conclusion is organizational climate, transformational leadership, and work motivation have a direct effect on teacher job performance. Organizational climate and transformational leadership also have a direct effect on teacher work motivation. Therefore to improve teacher job performance, organizational climate, transformational leadership, and work motivation must be considered to be improved.

scholarly journals Investigating the relationship between leadership style of nursing department managers and work engagement in faculty members of Iranian universities of medical sciences

2021 ◽  
Author(s):  
S KhoshKesht ◽  
A Yaghoobzadeh ◽  
N Dehghan-nayeri‏
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Work Engagement ◽  
Work Experience ◽  
Faculty Members ◽  
Validity And Reliability ◽  
Significant Difference ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Introduction: The success of an organization is determined by its human ‎resources. Work engagement leads to higher productivity and performance of the organization. Leaders seek to understand the impact of ‎their leadership style on work engagement. This is even more important in educational organizations but research in this area is insufficient. This study aimed to investigate the relationship between department ‎manager’s leadership styles and faculty member’s work engagement in some Iranian universities of medical ‎sciences‎. Methods: This was a descriptive-analytical correlational study. 149 people including faculty members and department managers with at least 6 months of work experience were selected through the convenience sampling method. Data collection tools included ‎a demographic questionnaire, a multi-factor leadership questionnaire, and a Schaufeli & Bakker work engagement questionnaire whose validity and reliability were examined. ‎Data were analyzed using SPSS software version 16. Result: A total of 114 faculty members with 13.42 ± 9.75 and 35 department managers with 19.91 ± 8.67 work experience participated in this study. Faculty members reported high work engagement. There was a positive and significant relationship between work engagement and interactional (P = 0.010) and transformational leadership (P = 0.001). ‎There was a significant difference between manager’s and employee’s views on the interactional ‎and transformational leadership (P < 0.001). Conclusion: Managers can promote job engagement by selecting the proper leadership style, and the advantages can be leveraged to boost organizational productivity.

scholarly journals The Analysis of Relationship among Transformational Leadership Style and Performance of Personnel by Mediation Role of Organizational Culture’ [Case study]

2019 ◽  
Author(s):  
Sorush Niknamian
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Blood Transfusion ◽  
Leadership Style ◽  
Significant Relationship ◽  
Path Coefficient ◽  
Statistical Population ◽  
And Performance ◽  
Transformational Leadership Style

Goal: The current study aims to interpret relationship among transformational leadership style and mediation role of organizational culture with performance of personnel in Shiraz Blood Transfusion Organization. Materials and methods: The present research is a descriptive- correlational study of surveying type. Statistical population of this study is composed of 250 directors, supervisors, and personnel of Shiraz Blood Transfusion Organization. Among this population, 150 respondents were chosen as sample size based on Morgan’s Table and available non-randomized sampling technique was employed and questionnaires were distributed between the sampled participants. Three questionnaires were utilized as data collection tools as follows: Standard Questionnaire of Personnel’s Performance (Moghimi, 2011), Multifactor Transformational Leadership Questionnaire (Bass &amp; Avolio, 2000), and Organizational Culture Questionnaire (Robbins, 2000). Data were analyzed using confirmatory data analysis and structured equations model and by means of AMOS (v.18) and SPSS (v.22) software. Findings: With respect to path coefficient (0.1) and significance level (0.788), the positive and significant relationship is not verified among performance of personnel and transformational leadership. Given path coefficient (0.84) and significant level (0.000), there is significant relationship among transformational leadership style and organizational culture. Similarly, there is direct and significant relationship among organizational culture and performance of personnel. Moreover, there is indirect and significant relationship among transformational leadership and performance of personnel by organizational culture. Conclusion: Transformational leadership style is indirectly related to performance of personnel via organizational culture. Therefore it can be concluded that transformational leadership style may affect performance of personnel by influence in organizational culture.

scholarly journals Effect of Transformational Leadership on the Creativity of Employees: An Empirical Investigation

2017 ◽  
Vol 7 (1) ◽  
pp. 1413-1419
Author(s):  
K. Teymournejad ◽  
R. Elghaei
Keyword(s):  
Transformational Leadership ◽  
Leadership Behavior ◽  
Analysis Data ◽  
Intellectual Stimulation ◽  
Validity And Reliability ◽  
Organizational Creativity ◽  
Idealized Influence ◽  
Inspirational Motivation ◽  
Confirmatory Factor ◽  
Kolmogorov Smirnov

Considering the accelerated pace of developments and advancements in the current era, organizations which have innovative, change-oriented managers and leaders with a long-term vision are more likely to survive the competitive environment. Undoubtedly, leadership behavior and style considering creativity and innovativeness of employees within the organization as an incentive of organizational change considerably influence employee needs and knowledge. The purpose of this study is to determine the effect of transformational leadership involving idealized influence, intellectual stimulation, inspirational motivation and individualized considerations on organizational creativity of employees in the Maskan Bank in Tehran. This study is an applied research using descriptive data analysis. Data is collected by questionnaires. Correlation is used to analyze the hypotheses. The studied population includes all managers and employees of the Maskan Bank in Tehran Province. Using Cochran formula, 127 employees are selected as a sample. Validity and reliability of the questionnaire are calculated by using expert opinion and Cronbach Alpha. The normal distribution of variables is determined by using Kolmogorov-Smirnov test and confirmatory factor analysis; hypotheses are tested by using linear structured relationships. All hypotheses are confirmed; that is, transformational leadership as a whole and each of its dimensions, such as idealized influence, intellectual stimulation, individualized consideration and inspirational motivation have a significant and positive effect on creativity of Maskan Bank employees.

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