scholarly journals Empirical Research in Colombian Services Sector: Relation between Transformational Leadership, Climate and Commitment

2020 ◽  
Vol 12 (16) ◽  
pp. 6659
Author(s):  
Miguel A. Mañas-Rodríguez ◽  
Eleonora Enciso-Forero ◽  
Carmen M. Salvador-Ferrer ◽  
Rubén Trigueros ◽  
José M. Aguilar-Parra
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Affective Commitment ◽  
Multifactor Leadership Questionnaire ◽  
Structural Equations ◽  
Multinational Organization ◽  
Services Sector ◽  
Path Diagram ◽  
Multifactor Leadership ◽  
The Relationship

The objective of this study is to analyze the relationship between the variables of transformational leadership, climate and commitment in a sample of 319 workers of a multinational organization in the Colombian Services Sector. For data collection, we used the Multifactor Leadership Questionnaire (MLQ), the climate/culture questionnaire FOCUS-93 and the Intellectual, Social and Affective Commitment Scale (ISA). Data were processed with SPSS 23 and AMOS 22 for modeling with structural equations. In the path diagram, calculated according to the indicators of structural adjustments, variances were obtained for the dimensions of organizational commitment. The resulting model presented favorable adjustment indicators as evidenced in the results, and the relationship between commitment and climate was significant (β = 4.61; p = 0.001), as well as between climate and commitment (β = 0.018; p = 0.001). However, the relationship between transformational leadership and commitment was not direct but mediated through organizational climate.

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.

scholarly journals Transformational Leadership Style and Self-Efficacy among Teaching Professionals

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Rajnee Sharma ◽  
Dr. Shalini Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Multifactor Leadership Questionnaire ◽  
Total Sample ◽  
School Teachers ◽  
Idealized Influence ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

Our education system has been remoulding rapidly because of modernization. Transformational leadership style leads to favourable changes in those who follow. These leaders put in maximum efforts to increase the level of follower’s awareness for valued outcomes by expanding and elevating their needs and encouraging them to transcend their self-interests. Transformational leadership plays pivotal role in promoting and managing school development by influencing the self-efficacy of teachers. Self-efficacy is one of the four major components of positive psychological capital .School is the first and foremost important platform of education. The present paper makes an attempt to study the relationship between transformational leadership style of principal and self-efficacy of school teachers. For this, a total sample of 120 (n=20 school principals having minimum 7-8yrs. experience and n= 100 school teachers having minimum 5yrs.experience of senior classes) were taken. The ratio was 1:5 (1 principal and 5 teacher from the same school). The scores of 1 principal were assigned to 5 teachers. Teacher self-efficacy scale by Schwarzer, Schmitz and Daytner and Multifactor Leadership Questionnaire by Bass and Avolio were used to measure the above variables. The data were analysed with the help of Correlation and Regression technique. Obtained findings revealed the positive correlation of idealized influence, individualized consideration, contingent reward, management-by-exception and laissez-faire leadership with self-efficacy.

scholarly journals Transformational leadership and organisational effectiveness in the administration of cricket in South Africa

1999 ◽  
Vol 30 (1) ◽  
pp. 1-5 ◽  
Author(s):  
A. M. Ristow ◽  
T. L. Amos ◽  
G. E. Staude
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Transactional Leadership ◽  
Multifactor Leadership Questionnaire ◽  
Sports Teams ◽  
Organisational Effectiveness ◽  
Multifactor Leadership ◽  
Relationship Of ◽  
The Relationship ◽  
Universal Application

After years of isolation from the international sporting arena, South African sports teams have recently achieved much success. This article is concerned specifically with managing for organisational effectiveness in South African cricket. According to the theory of transformational leadership, there should be a positive relationship between this style of leadership and organisational effectiveness. The Multifactor Leadership Questionnaire was used to collect information about leadership while data for organisational effectiveness, the dependent variable, was collected using the Effectiveness Survey for Cricket Administration. Most of the results regarding the relationship of the transformational leadership factors and organisational effectiveness were significant. On the other hand, most of the results regarding the relationship of the transactional leadership factors and organisational effectiveness were not significant. The overall results provide general support of Bass' (1990) argument of the universal application of the transformational leadership theory.

scholarly journals Liderazgo en un centro de atención telefónica de una empresa comercializadora y distribuidora de energía eléctrica en el noroeste de méxico

2017 ◽  
Vol 13 (25) ◽  
Author(s):  
María Elena Saavedra Cotat ◽  
Juan Patricio Galindo Morav ◽  
José Angel Coronado Quintana
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Call Center ◽  
Structural Equation ◽  
Goodness Of Fit ◽  
Multifactor Leadership Questionnaire ◽  
Structural Equations ◽  
Short Version ◽  
Multifactor Leadership ◽  
Liderazgo Transformacional

Abstract. Using the Multifactor Leadership theoretical model (Bass and Avolio, 1995) was diagnosed the perceived leadership style by 161 workers of a Regional Call Center of a Mexican public company in charge of distribution and marketing of electricity. We used the short version of the MLQ (Multifactor Leadership Questionnaire), Likert-scaled, validating its internal reliability (Cronbach's alpha for each dimension). Statistical analysis included the overall narrative and the use of structural equations (SPSS 19 and Amos, 19). Model results showed the data are consistent with the proposed research model, with a Chi2 (2)=51.26, df=31, p=0.012, 2/df=1.65, RMSEA=0.064, CFI =0.99, NFI=0.96 and TLI=.98). In general, all goodness of fit indicators manifest a good model fit. The results emphasized the importance of a good transactional leadership style complemented by a good transformational leadership style, to achieve good employee extra effort, effectiveness, and satisfaction.Keywords: call center, leadership styles, structural equation, transformational leadership, transactional leadershipJEL: M50, C30.Resumen. Mediante el modelo teórico del Liderazgo Multifactorial (Bass y Avolio, 1995) fue diagnosticado el liderazgo percibido por 161 trabajadores de un Centro de Atención Telefónica Regional, en una empresa pública, mexicana, distribuidora y comercializadora de electricidad. Se utilizó la versión corta del MLQ (Multifactor Leadership Questionnaire), conescalamiento de Líkert, validándose su confiabilidad interna (alpha de Cronbach pordimensión). El análisis estadístico comprendió la parte descriptiva general y el uso deecuaciones estructurales (SPSS, 19 y Amos, 19). Los resultados del modelo manifestaronque los datos concuerdan con el modelo de investigación propuesto, con una Chi2 (2)=51.26, gl=31, p=0.012, 2/gl=1.65), aceptándose Ha (RMSEA=.064, índices decomparación CFI=0.99, NFI=0.96y TLI=0.98). Los resultados enfatizaron la importancia del liderazgo transformacional complementado con el estilo transaccional para obtener la satisfacción del cliente, del empleado y la productividad de la organización.Palabras claves: centro de atención telefónica, ecuaciones estructurales, estilos de liderazgo, liderazgo transformacional, liderazgo transaccional

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

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.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

scholarly journals Die verband tussen sekere persoonlikheidseienskappe en transformasionele leierskap

2000 ◽  
Vol 26 (3) ◽  
Author(s):  
C. Van Rensburg ◽  
F. Crous
Keyword(s):  
Transformational Leadership ◽  
Personality Traits ◽  
Multifactor Leadership Questionnaire ◽  
Transformational Leaders ◽  
Personality Research ◽  
Top Managers ◽  
Central Hypothesis ◽  
Multifactor Leadership ◽  
The Relationship ◽  
Logistical Regression Analysis

The relationship between certain personality traits and transformational leadership. The purpose of the study was to investigate certain personality characteristics of transformational leaders. The Jackson Personality Research Form (PRF-E) and the Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio were administered to a random sample of 164 middle and top managers. The results of t-test analyses yielded statistically significant differences between certain personality traits of transformational versus non-transformational leaders. Using a stepwise logistical regression analysis, a prediction model was created to predict transformational leadership using four personality traits of the Jackson PRF-E. The findings provide support to the central hypothesis of this study and the implications of these results on transformational leadership are discussed. Opsomming Die doel van die studie was om sekere persoonlikheidseienskappe van transformasionele leiers te ondersoek. Die Jackson Personality Research Form (PRF-E) en die Multifactor Leadership Questionnaire (MLQ) van Bass en Avolio is op n ewekansige steekproef van 164 middel- en hoevlakbestuurders toegepas. Die resultate van t-toets ontledings het statistics beduidende verskille tussen sekere persoonlikheidseienskappe van transformasionele teenoor nie-transformasionele leiers gelewer. Met behulp van 'n stapsgewyse logistiese regressie-ontleding is n voorspellingmodel ontwikkel wat transformasionele leierskap, met behulp van vier persoonlikheidsfaktore van die Jackson PRF-E, voorspel. Die bevindinge ondersteun die sentrale hipotese van hierdie studie en die implikasies van die bevindinge op transformasionele leierskap word bespreek.

Leadership and Learning Climate in a Work Setting

2011 ◽  
Vol 16 (3) ◽  
pp. 163-173 ◽  
Author(s):  
Hilde Hetland ◽  
Anders Skogstad ◽  
Jørn Hetland ◽  
Aslaug Mikkelsen
Keyword(s):  
Transformational Leadership ◽  
Multifactor Leadership Questionnaire ◽  
Learning Climate ◽  
Work Setting ◽  
Postal Service ◽  
Multifactor Leadership ◽  
Passive Avoidant ◽  
The Relationship ◽  
Practical Implications

The aim of this study is to investigate the relationship between transformational and passive-avoidant leadership and learning climate in a work setting. A sample consisting of 1,061 employees from the Norwegian Postal Service completed the multifactor leadership questionnaire and the learning climate questionnaire. Learning climate dimensions used in the analyses were time, autonomy, team style, opportunities to develop, and guidelines. Findings revealed significant positive paths between transformational leadership and opportunities to develop (β .53), autonomy (β .34), guidelines (β .30), and team style (β .29). Further, significant negative associations were found between passive-avoidant leadership and time (β −.42), team style (β −.30), and guidelines (β −.20). In conclusion, the findings indicate that there is a substantial relationship between leadership and perceptions of a context supporting creativity and learning. The results reveal systematically different patterns of relationships between transformational and passive-avoidant leadership, and aspects of the learning climate, positive and negative, respectively. Based on the findings we emphasize the interpretation of the results and suggest some practical implications for interventions.

scholarly journals Gaya Kepimpinan Transformasi dan Efikasi Kendiri dalam kalangan Pemimpin

2021 ◽  
Vol 13 (2-2) ◽  
Author(s):  
Hafiqah Mohd Hairuddin ◽  
Halimah Mohd Yusof ◽  
Rabeatul Husna Abdull Rahman
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Quantitative Methods ◽  
Pearson Correlation ◽  
Multifactor Leadership Questionnaire ◽  
Empirical Support ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

  The purpose of this study is to identify the relationship between transformational leadership style and self-efficacy among leaders. Eighty leaders at a government agency in Johor Bahru were involved as the respondents. Quantitative methods were used for this study by using a set of 25-item questionnaires on transformational leadership style and self-efficacy. The Multifactor Leadership Questionnaire (MLQ) founded by Bass and Avolio (1992) was used to measure the transformational leadership styles, while the self-efficacy scale developed by Chen, Gully and Eden (2001) were used to measure the respondents’ self-efficacy. Data were analysed using descriptive statistics and inferences by using the Statistical Package for Social Science (SPSS) version 21. Overall, the results showed that the transformational leadership style among the respondent is at moderate level. The findings also showed that the respondents' self-efficacy level is high. Meanwhile, the Pearson Correlation analysis showed that there is a moderate and positive relationship between the transformational leadership style and leader’s self-efficacy. In conclusion, it was found that the transformational leadership style is related to leader’s self-efficacy. This findings from this research can be used as an empirical support for future studies in the leadership and self-efficacy field among leaders in government agencies di Malaysia.

scholarly journals Lokus van beheer en transformasionele leierskap

2000 ◽  
Vol 26 (3) ◽  
Author(s):  
J. F. Van Staden ◽  
J. M. Schepers ◽  
H. S. Rieger
Keyword(s):  
Transformational Leadership ◽  
Locus Of Control ◽  
Empirical Research ◽  
Transactional Leadership ◽  
Multifactor Leadership Questionnaire ◽  
External Locus ◽  
Internal Locus Of Control ◽  
Significant Relationships ◽  
Multifactor Leadership ◽  
The Relationship

Locus of control and transformational leadership. The aim of this study was to determine the relationship between locus of control and transformational leadership. These constructs were selected by virtue of the lack of empirical research regarding the assumed relationship between them. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), Form 5R of Bass and Avolio (1993) were administered to 102 respondents. The results indicate statistically significant relationships between: internal locus of control and transformational leadership; external locus of control and transactional leadership; and autonomy and transformational leadership.Opsomming Die doel van die studie was om die verband tussen lokus van beheer en transformasionele leierskap te bepaal. Hierdie konstrukte is gekies op grond van die gebrek aan empiriese navorsing rakende die veronderstelde verband tussen die genoemde konstrukte. Die Lokus van Beheer-vraelys van Schepers (1998) en die Multifaktor Leierskapsvraelys (MLV),Vorm 5Rvan Bass en Avolio (1993) is op 102 respondente toegepas. Die resultate toon statisties beduidende verbande aan tussen: interne lokus van beheer en transformasionele leierskap; eksteme lokus van beheer en transaksionele leierskap; en outonomie en transformasionele leierskap.

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