scholarly journals TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES TOWARDS ORGANIZATIONAL COMMITMENT IN THE HOTEL INDUSTRY

2019 ◽  
Vol 4 (17) ◽  
pp. 34-45
Author(s):  
Pei Sung Toh ◽  
Wan Joo Liew ◽  
Iklima Husna Abdul Rahim ◽  
Stephen Sondoh
Keyword(s):  
Organizational Commitment ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Service Providers ◽  
Hotel Industry ◽  
Hotel Service ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style

In the hotel industry, high service quality has become a concern to the hotel service providers as a means for gaining a competitive advantage since hotels provide similar services. Apart from that, hotels need to have committed staff towards improving the quality of service. In this context, the organizational commitment of operational employees is necessary for providing better services for the guest. The leadership styles in the hotel industry can provide different motivators that lead to organizational commitment. Therefore, the purpose of the study is to examine the perception of the relationship between leadership styles (transformational and transactional) and organizational commitment. The quantitative approach was applied in this study by using questionnaires through a survey. The data analysis was tested by using the SmartPLS 3.0 software. The results suggested that transactional leadership style and transformational leadership styles have a positive relationship with organizational commitment.

scholarly journals EFFECTS OF PERCEIVED LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT ON JOB SATISFACTION AMONG NON-TEACHING EMPLOYEES OF FEDERAL UNIVERSITIES IN SOUTH-EAST NIGERIA

2021 ◽  
pp. 1-18
Author(s):  
Onyibor Nweke ◽  
◽  
P.V.C. Okoye ◽  
Adannia Dike-Aghanya ◽  
◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Satisfaction Questionnaire ◽  
Perceived Leadership ◽  
Transactional Leadership Style ◽  
Age Range ◽  
Correlation Design

The study examined effects of perceived leadership style and organizational commitment on job satisfaction among non-teaching employees of federal universities in South-East Nigeria. Participants in the study were eight hundred and eighty-four non-teaching employees who were randomly selected from three federal universities in South-East Nigeria. The participants were made up of 323 (36.5%) males and 561 (63.5%) females with age range 22 years to 60 years, mean 35.04 years and standard deviation 9.96. The study deployed three instruments: Multi factor leadership questionnaire (MLQ-5X) developed by Avolio & Bass (1990), Minesota Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England & Lofquist (1967), and Organizational Commitment Scale (OCS) developed by Mowday, Porter & Steers (1979). The study adopted correlation design and data analysis was done using multiple regression analysis Enter method. Hypothesis one result showed that dimension of perceived leadership style (transactional) predicted job satisfaction at B = 1.18**, P< .001, while hypothesis two result showed that organizational commitment significantly and positively predicted job satisfaction at B = .53**, P< .001. Hence, perceived leadership styles and organizational commitment are significant and positive predictors of job satisfaction among non-teaching employees of federal universities in south-east Nigeria. It was recommended that management within federal universities in south-east should adopt transactional leadership style.

Pengaruh Kepemimpinan Transformasional dan Transaksional terhadap Kinerja Karyawan dengan Komitmen Organisasi sebagai "Intervening Variable"

2014 ◽  
Vol 3 (2) ◽  
pp. 117
Author(s):  
Siti Noor Hidayati
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style

<p><em>Organizational commitment plays a role in determning the employee’s performance. Such a commitment is affected by transformational and transactional style of a leadership. Effects of transformational and transactional style of a leadership toward the employee’s performance are to be determined, with organizational commitment as the intervening variable. </em><em>Research on 70 employees of CV. CGY showed that the transformational and transactional leadership style, partially and wholly, affect the organizational commitment positively and significantly. The effect of the transformational leadership style is more dominant than the transactional style.</em></p>

scholarly journals Exchange Leadership Styles and Core Values of Nurse Leaders

2020 ◽  
Author(s):  
Constantina C. Chan ◽  
Mauro Allan Padua Amparado
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Core Values ◽  
Nurse Leaders ◽  
Post Test ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
College Of Nursing ◽  
Transformational Leadership Style

Objectives: This study determined the exchange leadership styles and core values of the nurse leaders of the College of Nursing of Southwestern University, Cebu City, Cebu, Philippines. The findings of the study served as basis for a proposed action plan.Specifically, the study answered the following queries:1. What is the level of transformational and transactional leadership styles of the nurse leaders in the pre-test and post-test with reference to the following management functions:1.1. planning;1.2. organizing;1.3. directing; and1.4. controlling?2. What are the core values identified by the respondents in the pre-test and post-test?3. Is there a significant difference between the pre-test and post-test results in terms of the following:3.1. transformational and transactional leadership styles;3.2. core values? 4. Based on the findings of the study, what action plan may be proposed?Methods:This study utilized the descriptive-comparative design. The study was conducted at Southwestern University College of Nursing with 12 subjects. The group attended the leadership seminar on Redefining Core Values in Leadership by a prominent motivational speaker. Statistical treatment used were simple percentage, weighted mean, and paired t-test. Findings and Conclusion:The subjects were very satisfactory in the post-test of transformational and transactional leadership styles. It was noted that the respondents improved in organizing and controlling aspects of transformational leadership style. They also improved in the planning and directing aspects of the transactional leadership style. Among the core values, they were very satisfactory in the aspects of commitment, compassion and cooperation. They were satisfactory in the aspect of competence. There were no significant differences between the pre-test and post-test results in terms of transformational leadership style, transactional leadership style, and core values. Recommended citation:Chan, C. C. &amp; Amparado, M. A. P. (2009, March). Exchange Leadership Styles and Core Values of Nurse Leaders. Paper presented in the 2009 Southwestern University Research Congress, Southwestern University, Cebu City, Cebu, Philippines, 1(1), 52-53.

scholarly journals PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA PEGAWAI DI HARIAN WASPADA MEDAN

2019 ◽  
Vol 6 (2) ◽  
pp. 61-75
Author(s):  
Fazhil Hanafi Asnora
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Positive Influence ◽  
Service Research ◽  
Research Approach ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style

This study is based on the idea that transformational and transactional leadership style is very important for employees because job satisfaction is achieved with good cause employees are willing and motivated to provide a positive influence on the success of the organization that supports organizational goals effectively and efficiently. Therefore, this study aims to determine whether the transformational and transactional leadership styles simultaneously significant effect on employee performance. The theory is used to analyze the problems is about transformational leadership, transactional leadership style, employee performance. This research was conducted in the Harian Waspada Medan, especially in the civil service. Research approach is a quantitative approach to the type of associative research. The results obtained and also become keseimpulan this study include that the transformational leadership style has no significant effect on employee performance. While transactional leadership style variables have a significant effect on employee performance. Variable transformational and transactional leadership styles simultaneously significant effect on employee performance.

THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR

2017 ◽  
Vol 21 (02) ◽  
pp. 1750015 ◽  
Author(s):  
TEBOGO SETHIBE ◽  
RENIER STEYN
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Negative Relationship ◽  
Intellectual Stimulation ◽  
Interaction Terms ◽  
Innovative Behaviour ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
The Impact

The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.

scholarly journals Leadership Style and Gender: A Study of Spanish Cooperatives

2020 ◽  
Vol 12 (12) ◽  
pp. 5107
Author(s):  
Inocencia María Martinez-Leon ◽  
Isabel Olmedo-Cifuentes ◽  
MCarmen Martínez-Victoria ◽  
Narciso Arcas-Lario
Keyword(s):  
Sustainable Development ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Positions ◽  
Cooperative Firms ◽  
Transformational And Transactional Leadership ◽  
Development Goals ◽  
And Gender ◽  
Female President

The growing global need for social cohesion and sustainable development gives visibility to cooperatives because their principles help to achieve these objectives and the adoption of Sustainable Development Goals (SDGs). Among them, gender equality policies are in the forefront. This paper explains how cooperatives contribute to women’s professional opportunities and to balancing the presence of women in management positions. It analyzes the predominant leadership styles and gender differences in cooperatives with a sample of 114 cooperative firms. The results show that: (a) Both transformational and transactional leadership styles are widely used; (b) no significant differences in leadership styles between men and women exist; and (c) the composition of management teams results in significant leadership style differences. The transformational style is less often used in mixed teams with a male majority and a woman president, and most often used in homogeneous teams (made up of only men or only women). Transactional leadership is more frequently implemented in teams made up only of women than in mixed masculine teams with a female president. These findings identify women’s leadership styles in cooperatives, pointing out their difficulties and introducing innovative proposals for contributing to their success and the achievement of SDGs in cooperatives.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

scholarly journals Transactional Leadership Style, Organizational Justice And Employee Empowerment to Employee Organizational Commitments in the Yogyakarta Social Service

2021 ◽  
Vol 1 (4) ◽  
pp. 241-250
Author(s):  
Mariana Ari
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Social Service ◽  
Employee Empowerment ◽  
Analysis Technique ◽  
Saturated Sample ◽  
Transactional Leadership Style ◽  
Data Collection Technique

This study aims to explain transactional leadership, organizational justice and employee empowerment towards employee organizational commitment in the Yogyakarta Social Service office. In this study, the research uses a quantitative approach because the analysis is based on existing theories and is related to the research topic. The theories used by researchers are Transactional leadership theory, Organizational Justice, Employee Empowerment and Organizational Commitment. The sample used was as many as 50 people who were determined by the saturated sample method. The data collection technique used was a questionnaire. The analysis technique used is simple regression with a significant level of 0.05. The results showed that (1) variable, transactional leadership has a positive and significant effect on organizational commitment (2) organizational justice has positive and significant impact on organizational commitment (3) employee empowerment has an effect positive and significant towards organizational commitment. Companies should pay attention to transactional leadership, organizational justice and employee empowerment to increase organizational commitment (4) taransactional leadership, organizational justice and employee empowerment simultaneously towards organizational commitment

scholarly journals Influence of Age and Experience on Leadership Styles

2019 ◽  
Vol 8 (1) ◽  
pp. 48-52
Author(s):  
Asima Mushtaq ◽  
Ishtiaq Hussain Qureshi ◽  
Aakifa Javaid
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Influence ◽  
Transformational And Transactional Leadership ◽  
Transformational Leadership Style

The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and experience transformational leadership style is exhibited more by the managers.

Sign in / Sign up

Export Citation Format

Share Document