scholarly journals Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture

2021 ◽  
pp. 39-51
Author(s):  
Tsabitah Ramadhanti ◽  
Jugindar Singh Kartar Singh ◽  
Janitha Kularajasingham
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Employee Performance ◽  
Organisational Culture ◽  
Primary Data ◽  
Mediating Role ◽  
The Impact

The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

Psychological identification with job: a leadership-OCB mediator

2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Job Involvement ◽  
Content Type ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Formal Requirements

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.

The impact of transactional and transformational leadership on employee intention to stay in deluxe hotels: Mediating role of organisational commitment

2020 ◽  
pp. 146735842097215
Author(s):  
Abu Elnasr E Sobaih ◽  
Ahmed M Hasanein ◽  
Meqbel M Aliedan ◽  
Hassan S Abdallah
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Affective Commitment ◽  
Positive Impact ◽  
Organisational Commitment ◽  
Intention To Stay ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

This study examines the impact of both transformational leadership (TFL) and transactional leadership (TCL) on employee intention to stay (ITS) in deluxe hotels. It also examines the mediating role of organisational commitment (OC) in the relationship between leadership styles, i.e. TFL and TCL, and ITS. A pre-tested questionnaire survey was self-administered to front-line employees in deluxe hotels in Egypt, where these leadership styles were prominent. The key findings showed that TFL has more positive impact on OC and ITS than TCL. Affective commitment (AC) and normative commitment (NC) were found to partially mediate the relationship between both leadership styles and ITS. Employees exhibit higher ITS when they perceive proper leadership practices, especially TFL. Hotel executives should place more emphasis and investments on TFL to effectively achieve OC and positively influence ITS which is critical for the hotel industry that often suffers from high employee turnover.

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 ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

Impact of Transactional and Transformational Leadership Styles on Employees’ Performance in Nigerian Institute for Trypanosomiasis Research (NITR), Kaduna State

2019 ◽  
Vol 1 (2) ◽  
pp. 17-27
Author(s):  
Iliya Yusuf Mamza ◽  
Idachaba Odekina Innocent ◽  
Elam Wunaki Elkanah
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Structural Equation ◽  
Least Squares Method ◽  
Positive Impact ◽  
Employee Performance ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
The Impact ◽  
Transactional And Transformational Leadership

The aim of this study is to determine the impact of transactional and transformational leadership styles on employee performance in Nigeria Institute for Trypanosomiasis Research, Kaduna State. A structured questionnaire was used to sample respondents using simple random sampling technique. Multifactor Leadership Questionnaire (MLQ-5X) was used to measure leadership styles and employee performance was measured using salary, job experience and job satisfaction. A total of 230 questionnaires were distributed to the respondents. Structural equation model was used to analyze data using partial least squares method SmartPLS2. The result showed that transformational and transactional leadership styles has a significant and positive impact on employee performance. Therefore, it saw recommended that Nigeria Institute for Trypanosomiasis Research should practice transformational leadership styles to improve employee performance in the organization in Kaduna State.

scholarly journals Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic

2021 ◽  
Vol 11 (3) ◽  
pp. 81
Author(s):  
İlhami Yücel
Keyword(s):  
Transformational Leadership ◽  
High Performance ◽  
Healthcare Professionals ◽  
Turnover Intentions ◽  
Employee Performance ◽  
Individual Performance ◽  
Transformational Leaders ◽  
Mediating Role ◽  
The Impact

The purpose of this research paper is to explain the impact of transformational leadership on employees’ turnover intentions in light of the mediating role of their individual performance. More precisely, we attempt to explain (a) how TL connects to employees’ turnover intentions, (b) how TL connects to employee performance, (c) how employee performance connects to turnover intentions, and (d) how employee performance mediates the connection between intentions and TL. Four hundred and seventy-eight Turkish healthcare professionals participated in this research. The results revealed that employee performance mediates the connection between turnover intentions and TL. In other words, transformational leaders encourage employee performance, which in turn decreases their turnover intentions. This research has important implications for reducing turnover in workplaces and increasing employee performance by facilitating a setting for high performance, since employees who are supported by their leaders are generally more committed to their organizations and exhibit better performance. This research answers calls to study the mediating function of the TL procedure, since the mediation clarifies the circumstances under which TL relates to the favorable results.

scholarly journals Impact of Transactional and Transformational Leadership Styles on Employees’ Performance in Nigerian Institute for Trypanosomiasis Research (NITR), Kaduna State

2019 ◽  
pp. 17-27
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Structural Equation ◽  
Least Squares Method ◽  
Positive Impact ◽  
Employee Performance ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
The Impact ◽  
Transactional And Transformational Leadership

The aim of this study is to determine the impact of transactional and transformational leadership styles on employee performance in Nigeria Institute for Trypanosomiasis Research, Kaduna State. A structured questionnaire was used to sample respondents using simple random sampling technique. Multifactor Leadership Questionnaire (MLQ-5X) was used to measure leadership styles and employee performance was measured using salary, job experience and job satisfaction. A total of 230 questionnaires were distributed to the respondents. Structural equation model was used to analyze data using partial least squares method SmartPLS2. The result showed that transformational and transactional leadership styles has a significant and positive impact on employee performance. Therefore, it saw recommended that Nigeria Institute for Trypanosomiasis Research should practice transformational leadership styles to improve employee performance in the organization in Kaduna State.

scholarly journals The impact of leadership style on employee motivation in the automotive industry: A British perspective

2021 ◽  
Vol 16 (01) ◽  
Author(s):  
Nadezhda Angelova Vasileva ◽  
◽  
Palto Datta ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Automotive Industry ◽  
Employee Performance ◽  
Charismatic Leadership ◽  
Employee Motivation ◽  
Primary Data ◽  
Autocratic Leadership ◽  
The Impact

Purpose: The effectiveness of leadership is critical at all levels of the organisation. Different organisations use a variety of leadership styles and methods to improve employee performance by inspiring them and providing them with adequate opportunities. The research purpose is to examine the impact of leadership styles on employee’s motivation in the automotive industry in the United Kingdom. Methodology: The researchers used a deductive approach in conjunction with the quantitative method to determine the study's outcomes. A sample of 100 people was used for primary data using a questionnaire-based survey. Subjects are from the automotive industry, and the survey was carried out online. Findings: According to the results, Democratic Leadership Style (DLS), Autocratic Leadership Style (ALS), Laissez-faire Leadership Style (LFLS), Situational Leadership Style (SLS), Transformational Leadership Style (TLS), and Charismatic Leadership Style (CLS) are among the six study variables that are highly significant in terms of employee motivation. Autocratic Leadership Style (ALS) and Charismatic Leadership Style (CLS) were determined to be the study's less significant variables (CLS). The findings suggest that there is a positive relationship between leadership styles and employee motivation. Conclusion and study implications: The findings of this study can be used to develop strategies and achieve goals by developing and implementing a good leadership style. Transformational leadership is important, and leaders and managers should strive to demonstrate it in their daily activities. This study's findings have both academic and commercial implications. Leaders should use suitable styles and an inclusive and equitable incentive scheme to motivate employees by setting expectations.

Leadership in the safety sense: where does perceived organisational support fit?

2019 ◽  
Vol 39 (1) ◽  
pp. 50-67 ◽  
Author(s):  
Seth Ayisi Addo ◽  
Kwasi Dartey-Baah
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Power Transmission ◽  
Content Type ◽  
Mediating Role ◽  
Organisational Support ◽  
Transformational And Transactional Leadership ◽  
Perceived Organisational Support

Purpose The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership. Design/methodology/approach Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling. Findings The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours. Practical implications Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature. Originality/value The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.

Leadership styles and organisational innovation in Vietnam: does employee creativity matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nhat Tan Nguyen ◽  
Lai Wan Hooi ◽  
Mohan V. Avvari
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Employee Creativity ◽  
Cross Sectional ◽  
Content Type ◽  
Organisational Innovation

PurposeThis paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.Design/methodology/approachA cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.FindingsTransformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.Practical implicationsResults of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.Originality/valueWhile there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

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