An Analysis on the Transformational Leadership Effectiveness of Taekwondo Instructor

2017 ◽  
Vol 26 (3) ◽  
pp. 677-687
Author(s):  
Chung-Wan Ryu ◽  
Kyoung-Hyun Kim ◽  
Ho-Moon Jun ◽  
Sung-Su Park
Keyword(s):  
Transformational Leadership ◽  
Leadership Effectiveness

scholarly journals The Impact of Transformational Leadership and Perceived Leadership Effectiveness on Organizational Commitment of Public Sector Workers in Kwara State, Nigeria

2021 ◽  
Vol 10 (1) ◽  
pp. 115-130
Author(s):  
Abdulmumin Yinka Ajia
Keyword(s):  
Transformational Leadership ◽  
Leadership Effectiveness ◽  
Public Institutions ◽  
Research Support ◽  
Leadership Theories ◽  
Organizational Outcome ◽  
Perceived Leadership ◽  
Universal Applicability ◽  
The Impact ◽  
Better Than

The importance of leadership in organizational outcome cannot be overstated. This study showed that perceived leadership effectiveness predicts positive organizational outcome in Nigeria better than transformational leadership when paired together. However, because of its inherent positive attributes, transformational leadership when augmented by leadership effectiveness and practices can make public institutions more effective and efficient in its service delivery and in its response to the citizenry. Findings from this survey research support the general theory that leadership is a major determinant of organizational outcome and supports the universal applicability of transformational leadership theories.

scholarly journals Machiavellian Leader Effectiveness

2021 ◽  
Author(s):  
Hanna A. Genau ◽  
Gerhard Blickle ◽  
Nora Schütte ◽  
James A. Meurs
Keyword(s):  
Transformational Leadership ◽  
Leadership Effectiveness ◽  
Political Skill ◽  
Moderated Mediation ◽  
Leader Effectiveness ◽  
Negatively Associated ◽  
Mediation Analyses ◽  
Activation Theory ◽  
Trait Activation ◽  
Trait Activation Theory

Abstract. Research on the effectiveness of Machiavellian leaders has found contradictory results. By linking socioanalytic and trait activation theory to the Machiavellianism and leadership literature, we argue that political skill may explain these findings by moderating the relation between Machiavellianism and leadership effectiveness. Using a multisource design and moderated mediation analyses with 153 leaders, 287 subordinates, and 153 superiors, we show that leaders who are both strongly politically skilled and high on Machiavellianism successfully enact transformational leadership, mediating improved leader effectiveness. However, when leader political skill is low, high Machiavellianism is negatively associated with (subordinate-rated) transformational leadership, resulting in lower leader effectiveness ratings by superiors. We discuss these results in light of current research on Machiavellianism in leadership and work contexts.

scholarly journals The relationship between transformational leadership and leadership effectiveness in Kenyan indigenous banks

2017 ◽  
Vol 1 (2) ◽  
Author(s):  
Lynette Louw ◽  
Samuel M. Muriithi ◽  
Sarah Radloff
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Goodness Of Fit ◽  
Leadership Effectiveness ◽  
Leadership Competencies ◽  
Survey Method ◽  
Intellectual Stimulation ◽  
Managerial Implication ◽  
Leadership Competency ◽  
The Relationship

Orientation: Effective leadership is critical to the survival and growth of organisations. For such leadership to be realised, organisational leaders need to be competent in transformational leadership, which is described as a situation in which the leader and followers empower and shape each other’s behaviour to attain a desired goal.Research purpose: The purpose of this study is to empirically test the relationship between transformational leadership competency and leadership effectiveness in Kenyan indigenous banks.Motivation for this study: In spite of the fact that indigenous banks have been performing better recently, their overall poor performance is cause for concern. This study was motivated by a desire to establish the extent to which the recent improvement is attributable to transformational leadership competency and effectiveness. It is also anticipated that this investigation can highlight aspects of leadership which require more attention in order to sustain improved performance.Research design, approach and method: The study utilised a survey method to collect both quantitative and qualitative data while probability and non-probability techniques were used to sample target population. With 494 respondents targeted in the study, 257 responses were received and analysed. Data analysis was performed using structural equation modelling with Cronbach’s alpha, confirmatory factor analysis and goodness-of-fit indices for analysis and for testing relationships.Main findings: The overall findings confirm that a strong relationship exists between transformational leadership competencies and leadership effectiveness among the leaders of the indigenous banks in Kenya.Practical/managerial implication: Based on the findings of this study, Kenyan indigenous banks are able to identify specific and essential transformational leadership competencies and leadership effectiveness attributes.Contribution: The study has identified that transformational leadership abilities of inspirational motivation, intellectual stimulation, individualised consideration and idealised influence, together with the leadership effectiveness indicators of cross-cultural competency, influence, follow commitment, versatility and group organisation are essential for the effectiveness of Kenyan banks.

scholarly journals The impact of transformational leadership on organizational and leadership effectiveness

2008 ◽  
Vol 27 (7) ◽  
pp. 708-726 ◽  
Author(s):  
Hakan Erkutlu
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Hospitality Industry ◽  
Leadership Effectiveness ◽  
Leadership Behaviors ◽  
Future Research ◽  
Line Managers ◽  
Content Type ◽  
Boutique Hotels ◽  
The Impact

PurposeThe purpose of this paper is to examine the influence of leadership behaviors on both organizational and leader effectiveness at boutique hotels.Design/methodology/approachA total of 722 subjects (60 managers and 662 non‐managerial employees) participated in this study from 60 boutique hotels. Participants were told that the study was designed to collect information on the leadership styles used by managers and on the satisfaction and commitment of employees in the hospitality workforce. Multifactor Leadership Questionnaire, Organizational Commitment Questionnaire and Job Descriptive Index were used to assess leadership behaviors of the boutique hotels' first‐line managers and commitment and satisfaction levels of employees, respectively.FindingsThere are significant relations between leadership behaviors and both organizational and leadership effectiveness. The findings support the suggestion in the literature that transformational leadership behaviors stimulate organizational commitment and job satisfaction in the hospitality industry.Research limitations/implicationsThere are several limitations that could be future research topics, such as hotels' source of funding, demographic characteristics of the participants. There is a question about the generalizability of these findings to other hospitality organizations such as four or five‐star hotels.Originality/valueThis paper explores an aspect of leadership in the hospitality industry that is often neglected. It provides compelling evidence for the importance of continuing the efforts to understand the nature of the leadership behaviors‐effectiveness connection.

scholarly journals Followers’ personality, transformational leadership and performance

2015 ◽  
Vol 5 (1) ◽  
pp. 65-78 ◽  
Author(s):  
Emma Soane ◽  
Christina Butler ◽  
Emma Stanton
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Social Identity Theory ◽  
Effective Leadership ◽  
Leadership Effectiveness ◽  
Small Scale ◽  
Research Model ◽  
Content Type ◽  
And Performance ◽  
Perceptions Of Leadership

Purpose – Effective leadership is important to performance in both organisational and sporting arenas. The authors theorised that follower personality would influence perceptions of leadership, and that perceived effective leadership would be associated with performance. The authors drew on Social Identity Theory (Tajfel and Turner, 1986), Transformational Leadership and personality theory to develop a research model designed to assess leadership effectiveness and performance. The purpose of this paper is to test the research model in a sporting context. Design/methodology/approach – The context of the research was a round the world sailing race, a ten-month competitive circumnavigation with ten identical boats. Quantitative data were gathered concerning participants’ personality, their perceptions of transformational leadership and boat performance. Qualitative data on transformational leadership and leadership effectiveness were gathered from a subsample of crew members. Findings – Results showed that transformational leadership was associated with leadership effectiveness and performance. Personality influenced perceptions of leadership and, for moderate performing boats, there were associations between perceptions of leadership and performance. Research limitations/implications – The data have implications for the extension of transformational leadership theory. Further consideration of follower personality could enhance leadership effectiveness. A limitation is the relatively small scale of the study. Practical implications – The main implication is that leaders should take follower personality into account, and adapt their leadership style accordingly. Doing so has consequences for performance. Originality/value – This novel study examined personality, leadership, and performance and has implications for enhancing leadership and performance in sports and business.

Lead to transform a successful organizational change

2021 ◽  
pp. 1-9
Author(s):  
Zheni Wang
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Development ◽  
Organizational Behavior ◽  
Leadership Effectiveness ◽  
Subject Area ◽  
Gender And Leadership ◽  
Staff Members ◽  
The Usa ◽  
Faculty And Staff

Study Level/Applicability This case aims to assist students to learn about leadership theory and leadership effectiveness in terms of organizational change. It is best suited for undergraduate courses in leadership development, organizational behavior and specific teaching modules in Master in Business Administration courses. Subject area Leadership and leadership effectiveness; organizational change. Case overview This case is about a decade (2010–2020) of a transformation journey of the School of Business at Southern Connecticut State University (SCSU). Dr Durnin has been the first female Dean of School of Business in Connecticut State Colleges and Universities (CSCU) who made this transformation possible and continuing on. With listening ears and a supportive heart, Dr Durnin first moved faculty and staff members out of a “sick” office building and then created a supportive and collaborative culture to build the consensus among faculty and staff members to change for good. It has been her personalized influence, charisma and extraordinary upward negotiation that lead the School to shape its collective effort toward a multi-year Association to Advance Collegiate School of Business accreditation process since 2014. When dealing the uncertainty caused by the 2020 global pandemic, her autonomy-supportive approach once again connected people meaningfully together to excel the challenges brought by COVID-19 pandemic. Expected learning outcomes This case provides an example of female leader in higher education to illustrate a successful transformational leadership (TFL) example in the USA, as well as its implications on gender issues and leadership effectiveness. Upon completing the analysis of this case, students should be able to: – understand the TFL concepts, theory and its behavioral implications on gender and leadership effectiveness; and – assess and evaluate effectiveness of TFL styles in organizations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 6: Human resources. Keywords Transformational leadership, Organizational change, Gender and leadership effectiveness

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