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 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.

scholarly journals Mediating role of innovative climate among leadership and employee performance in textile exporting firms of Pakistan

2021 ◽  
Vol 72 (06) ◽  
pp. 613-618
Author(s):  
FAZAL HUSSAIN AWAN ◽  
DUNNAN LIU ◽  
KHALID JAMIL ◽  
RANA FAIZAN GUL ◽  
ALIYA ANWAR ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Employee Performance ◽  
Positive Influence ◽  
Mediating Effect ◽  
Exporting Firms ◽  
Mediating Role ◽  
Innovation Climate ◽  
The Impact ◽  
Ambidextrous Leadership

This research seeks to examine how transformational leadership and ambidextrous leadership impact employee performance. The study focuses on the mediating role of innovation climate in influencing the relationship both directly and indirectly with employee performance. Previous literature shows that many studies have been conducted to measure the employee’s performance under the leadership. Still, no study has covered the mediating role of innovation climate between leadership and employee performance. The present study aims at filling that gap through the presentation of a statistical model. Respondents in the sample included the managerial staff of textile exporting firms of Pakistan. Multiple linear regression and the PROCESS for mediation model in the SPSS was used to analyze the collected data. The results indicated that the CEO transformational leadership and ambidextrous leadership had a significantly positive influence on employee performance. In addition, innovation climate was found to have a strong mediating effect. The researchers recommended the exploration of the impact of other possible moderating variables in future researches. Recommendations were also made for the top management of textile firms for the consideration of innovation climate along with the improvement of employee performance.

scholarly journals The Impact of Transformational Leadership on Employee Performance: The Mediating Role of Employee Engagement in Selected Porcelain Manufacturing Companies in Sri Lanka

2021 ◽  
Vol 7 (2) ◽  
Author(s):  
B.L.L.A. Balasuriya ◽  
G.D.N. Perera
Keyword(s):  
Transformational Leadership ◽  
Sri Lanka ◽  
Employee Engagement ◽  
Leadership Behaviors ◽  
Positive Impact ◽  
Employee Performance ◽  
Manufacturing Companies ◽  
Mediating Role ◽  
The Impact

Transformational leadership is a concept and a belief in the contemporary business world which has proven results in employee development and organizational success. Leaders with transformational leadership behaviors coach and inspire their followers to achieve the targets by changing the value systems, culture and mindsets and sometimes being the role models to them. This paper aims to fill the existing research gap by examining the impact of transformational leadership on employee performance in the context of porcelain manufacturing companies in Sri Lanka, specifying the production worker level. Further this study investigates the mediating role of employee engagement between transformational leadership and employee performance. Thus, the current study contributes to the literature in the field of transformational leadership, employee performance and employee engagement. The study was conducted on a sample of 250 production workers in selected porcelain manufacturing companies in Sri Lanka. The data was analyzed using the analytical software SPSS version 23 and descriptive, correlation and regression analysis were conducted. The findings revealed that transformational leadership has a positive impact on employee performance and employee engagement and also employee engagement has a positive impact on employee performance. Importantly, employee engagement mediates the relationship between transformational leadership and employee performance. According to the findings of the study, it is concluded that transformational leadership behaviors impact employee performance and employee engagement. This study adds to the current body of literature by providing insight into the impact of transformational leadership and employee engagement on employee performance in the porcelain manufacturing companies in Sri Lanka, and on the empirical ground, some of the findings and judgements of this study may be important to other organizations to make their employees engaged, develop and increase employee performance towards the organizations.

Relationship between transformational leadership and nurses' job performance: The mediating effect of psychological safety

2021 ◽  
Vol 49 (5) ◽  
pp. 1-12
Author(s):  
Hsueh-Feng Wang ◽  
Yu-Chia Chen ◽  
Feng-Hua Yang ◽  
Chi-Wen Juan
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Nurse Managers ◽  
Employee Performance ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Teaching Hospitals ◽  
Mediating Role ◽  
Central Taiwan

Rapid changes in the healthcare environment necessitate improvements in employee performance. We examined the relationship between nurse managers' transformational leadership and nurses' job performance, and the key mediating role of psychological safety in this relationship. Personnel at six private regional teaching hospitals in Central Taiwan participated in this study, comprising 73 nurse managers and 719 nurses. The results show that when the intergroup heterogeneity of job performance was statistically significant, a positive correlation existed between transformational leadership and job performance at the group level. Next, we performed an analysis using psychological safety as a mediating variable. The results show there was a significant correlation between transformational leadership and perception of psychological safety. This model exhibited lower variance and a better fit than the other examined models. Thus, emphasizing transformational leadership and psychological safety in operations and management could effectively improve nurses' job performance; this recommendation could serve as a standard for nurse managers in their duties.

Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Usman Khalid ◽  
Rabia Mushtaq ◽  
Abdul Zahid Khan ◽  
Faisal Mahmood
Keyword(s):  
Transformational Leadership ◽  
Job Characteristics ◽  
Job Embeddedness ◽  
Transformational Leaders ◽  
Content Type ◽  
Work Settings ◽  
Leadership Research ◽  
Relationship Of ◽  
The Impact

Purpose This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics. Design/methodology/approach Sample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses. Findings The findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.

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.

scholarly journals Mediating and Moderating Role of Organizational Ambidexterity and Innovative Climate among Leadership Styles and Employee Performance

2020 ◽  
Vol 7 (1) ◽  
pp. 1-9
Author(s):  
Rabia Qammar ◽  
Rana Zain Ul Abidin
Keyword(s):  
Transformational Leadership ◽  
Information Technologies ◽  
Employee Performance ◽  
Organizational Ambidexterity ◽  
Mediating Role ◽  
Leadership Impact ◽  
Innovation Climate ◽  
Moderating Role ◽  
Ambidextrous Leadership

This research seeks to examine how transformational leadership and ambidextrous leadership impact on employee performance. The study focuses on the mediating role of organizational ambidexterity and moderating role of innovation climate, in influencing the relationship both directly and indirectly with employee performance. The proposed model will be tested with data collected from a large stratified random sample of 1000 software house’s employees from a population comprising of 3348 information technologies companies in Pakistan. Results, using statistical analysis techniques, are expected to indicate that organizational ambidexterity and innovation climate will mediate and moderate among transformational leadership and ambidextrous leadership, with employee performances.  

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