scholarly journals Can Leadership Transform Educational Policy? Leadership Style, New Localism and Local Involvement in Education

2020 ◽  
Vol 12 (22) ◽  
pp. 9564
Author(s):  
Nivi Gal-Arieli ◽  
Itai Beeri ◽  
Eran Vigoda-Gadot ◽  
Amnon Reichman
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Local Community ◽  
Central Government ◽  
Local Policy ◽  
Local Authorities ◽  
Local Leadership ◽  
Education Data ◽  
Directors Of Education ◽  
The Relationship

In the realm of new localism and collaboration, local educational policymakers are called upon for responsible community leadership. Given the conceptual continuum between new localism and transformational leadership, this study examines the relationship between the leadership style of local educational policymakers and the involvement of local authorities in education. Data were obtained from 107 questionnaires submitted by mayors and directors of education affiliated with 100 local authorities in Israel. As predicted, there was a positive relationship between transformational leadership and the local authorities’ involvement in education, measured using four factors, but only for sound local authorities. We used five criteria to determine the soundness of the local authorities. In contrast, among less sound local authorities, there was an inverse relationship between transformational leadership and involvement in education. In general, in such communities, leaders seemed to prefer to leave educational issues to the central government. Thus, we present evidence for the boundaries of educational transformational leadership in the educational governance arena. Education-related policies are on the agenda of leaders even in weaker local authorities, but only to the extent that these policies can serve as an instrument to meet specific needs of the local community. All in all, there is no “one size fits all” for all aspects of new localism—i.e., central regulation towards local government, local policy, local leadership, and civic participation. Accordingly, policymakers, local leaders and residents must fit themselves to the blurred boundaries of new localism and collaborate towards better education. Implications of the findings are discussed.

Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

2017 ◽  
Vol 13 (3) ◽  
pp. 373-382 ◽  
Author(s):  
Ye Hoon Lee ◽  
Boyun Woo ◽  
Yukyoum Kim
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Head Coaches ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Relationship

The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.

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.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

scholarly journals Transformational Leadership, Task-Involving Climate, and Their Implications in Male Junior Soccer Players: A Multilevel Approach

2019 ◽  
Vol 16 (19) ◽  
pp. 3649 ◽  
Author(s):  
Octavio Álvarez ◽  
Isabel Castillo ◽  
Vladimir Molina-García ◽  
Inés Tomás
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Soccer Players ◽  
Mediation Effects ◽  
Individual Level ◽  
Extra Effort ◽  
Transformational Leadership Style ◽  
The Individual ◽  
The Relationship ◽  
Outcome Criteria

Despite the well-known positive consequences of transformational coaches in sport, there is still little research exploring the mechanisms through which coaches’ transformational leadership exerts its impact on athletes. Multilevel SEM was used to examine the relationship between coaches’ transformational leadership style, a task-involving climate, and leadership effectiveness outcome criteria (i.e., players’ extra effort, coach effectiveness, and satisfaction with their coach), separately estimating between and within effects. A representative sample of 625 Spanish male soccer players ranging from 16 to 18 years old and nested in 50 teams completed a questionnaire package tapping the variables of interest. Results confirmed that at the team level, team perceptions of transformational leadership positively predicted teams’ perceptions of task climate, which in turn positively predicted the three outcome criteria. At the individual level, players’ perceptions of transformational leadership positively predicted teams’ perceptions of task climate, which in turn positively predicted teams’ extra effort and coach effectiveness. Mediation effects appeared at the team level for all the outcome criteria, and at the individual only for extra effort. Transformational leadership is recommended to enhance task climate, in order to increase players’ extra effort, their perceptions of the effectiveness of their coach, and their satisfaction with his/her leadership style.

scholarly journals Transformational Leadership Facilitates Innovation Capability: The Mediating Roles of Interpersonal Trust

2018 ◽  
Vol 9 (3) ◽  
pp. 1 ◽  
Author(s):  
Lei Hui ◽  
Sengphet Phouvong ◽  
Le Ba Phong
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Interpersonal Trust ◽  
Business Environment ◽  
Structural Equations ◽  
Innovation Capability ◽  
Employee Trust ◽  
Transformational Leadership Style ◽  
Using Data ◽  
The Relationship

Innovation capability is widely accepted as an important means to attain sustain competitive advantage for firms before the rapidly changing of business environment and increasingly competitive pressure. The main goal of this study is to explore an effective way to successfully improving innovation capability for firms based on examining the relationship between transformational leadership style, interpersonal trust, and innovation capability of Vietnamese firms. The authors apply Structural Equations Modeling (SEM) to test the impacts of transformational leadership, interpersonal trust on innovation capability by using data collected from 195 participants in Vietnamese firms. The result revealed that transformational leadership and interpersonal trust significantly affect innovation capability. In addition, interpersonal trust mediates the relationship between transformational leadership and innovation capability. The findings highlights the need of practicing transformational leadership to foster employee trust and finally to enhance innovation capability for firms. The findings of this study contribute to filling the theoretical gaps which call for research on antecedent factors of innovation capability.

Transformation leadership and creativity

2019 ◽  
Vol 48 (5) ◽  
pp. 1082-1099 ◽  
Author(s):  
Jaithen Abdullah Al Harbi ◽  
Saud Alarifi ◽  
Aissa Mosbah
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Relationship ◽  
Organizational Innovation ◽  
Sampling Technique ◽  
Organizational Level ◽  
Content Type ◽  
Significant Positive Relationship ◽  
Individual Level ◽  
The Relationship

Purpose The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level. Design/methodology/approach A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique. Findings The results showed that transformational leadership has a significant positive relationship with both followers’ creativity and organizational innovation. Furthermore, a significant positive relationship was found between followers’ creativity and organizational innovation. In addition, the relationship between transformational leadership and followers’ creativity, through the mediating role of employees’ psychological empowerment, support for innovation, workplace relationships and employee learning, was also found to be both positive and significant. However, the data showed that intrinsic motivation does not significantly affect the relationship between transformational leadership and creativity. Practical implications The study provides guidance to organizations that need to change their leadership style and approach, as well as their innovation and creativity mechanisms, at a strategic level. The resulting guidance provides organizations with insight into how they can improve the creativity of their employees through motivating, supporting and inspiring them. Originality/value This study is an attempt to illustrate the extent to which transformational leadership can affect organizational innovation in Saudi Arabia, specifically in the public sector, and to explore how employees’ creativity can be improved. This research is beneficial for academics, organizations and policy makers, especially in the Gulf countries.

scholarly journals The Mediating Effects of Organizational Commitment on the Relationship between Transformational Leadership Style and Job Performance

2015 ◽  
Vol 11 (1) ◽  
pp. 231 ◽  
Author(s):  
Dhaifallah Obaid Almutairi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Style ◽  
Affective Organizational Commitment ◽  
Mediating Effects ◽  
Transformational Leadership Style ◽  
Female Nurses ◽  
The Relationship ◽  
Larger Sample

<p><span lang="EN-US">Nurses are considered the most valuable assets in hospitals, and leadership style is one of the determinants that can affect their performance. The purpose of this study is to examine the mediating effects of organizational commitment on the relationship between transformational leadership style and employees' job performance among Saudi female nurses. Four hospitals located in Riyadh and 227 Saudi female nurses were selected for this study. The results indicate that transformational leadership style is positively correlated with job performance and affective organizational commitment. The findings also reveal that affective organizational commitment mediates the relationship between transformational leadership style and job performance. This study recommends that hospital management should provide the groundwork for instilling transformational leadership styles and mangers should pay more attention to their leadership style in order to enhance job performance. This study also suggests further research that would include different measures and a larger sample as well as other areas, which could result in better understanding of the relationship between the variables.</span></p>

scholarly journals Impact of Green Human Resource Management on Service Recovery: Mediating Role of Environmental Commitment and Moderation of Transformational Leadership

2021 ◽  
Vol 12 ◽  
Author(s):  
Umer Iftikhar ◽  
Khansa Zaman ◽  
Mahmood Rehmani ◽  
Wajeeha Ghias ◽  
Tahir Islam
Keyword(s):  
Transformational Leadership ◽  
Human Resource ◽  
Leadership Style ◽  
Service Recovery ◽  
Hotel Industry ◽  
Environmental Commitment ◽  
Hrm Practices ◽  
Transformational Leadership Style ◽  
Green Human Resource Management ◽  
The Relationship

Greening of the hotel industry can be achieved through employees' green service recovery performance (GSRP) of employees to determine environment-friendly or unfriendly issues driven by environmental commitment and green human resource management (HRM) practices. This article attempts to resolve the research problem by analyzing the moderating effect of transformational leadership style on green HRM practices with employee environmental commitment (EEC) and GSRP in the hotel industry. The present study recruited 489 front-line employees (FLE) and their 24 direct managers. The research results reveal that environmental commitment of employee mediates the relationship between green HRM practices and GSRP. Moreover, the transformational leadership style moderates the relationship between green HRM practices and employee environmental commitment in the hotel industry. The study has critical insights and implications for hotel managers and theory.

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