scholarly journals THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND AVIATION SAFETY: A STUDY OF AVIATION INDUSTRY

2020 ◽  
Vol 11 (1) ◽  
pp. 71-102
Author(s):  
Dipak Prasad Bastola
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Occupational Safety ◽  
Financial Burden ◽  
Core Competencies ◽  
Aviation Safety ◽  
Aviation Industry ◽  
Intellectual Stimulation ◽  
Safety Level

The role of leadership in aviation safety is the subject of great interest. Aviation safety is related foremost to passenger safety, and ultimately to the economy. A single aviation accident can lead to organizational failures due to financial burden and loss of life. Therefore, the role of aviation leader in safety issues needs to be examined. In this article, 300 aviators, both managers and employees, have participated in the survey which utilized the Multifactor Leadership Questionnaire (MLQ), and the Nordic Network of Occupational Safety Questionnaire (NOSACQ-50). Three separate organizations were chosen for the study. A quantitative research methodology was used to analyze the research findings. The research results show that the safety level of most of the airlines under the investigation was below the desired level. Likewise, transformational leadership has a higher safety score than any other leadership styles; however, only a few aviation leaders are practising this style. It implies that aviation leaders can adopt a transformational style to reduce air accidents. This research also identified a few core competencies of the aviation leader within the transformational style of leadership. Intellectual stimulation and individualized consideration can contribute to higher aviation safety than any other factors of transformational leadership.

Examining the Role of Green Transformational Leadership on Promoting Green Organizational Behavior

2019 ◽  
pp. 200-224
Author(s):  
Chipo Mukonza ◽  
Ilze Swarts
Keyword(s):  
Transformational Leadership ◽  
Organizational Behavior ◽  
The Body ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Body Of Knowledge ◽  
Inspirational Motivation ◽  
Website Analysis ◽  
The Relationship

This chapter examines the role of green transformational leadership on promoting green organizational behavior. Green transformational leadership has been found to be influencing green organizational behavior. The study uses content analysis and website analysis. Nedbank is used in the chapter as an archetype of an organization with a green transformational leadership which has influenced green organizational behavior. Four characteristics of green transformational leadership namely idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration were used. The leadership engages its customer and rewards them for green behavior which is important for intellectual stimulation and motivating their employees. The study contributes to the body of knowledge on green transformational behavior by confirming the relationship. The chapter recommends that more trainings and educational awareness on green values be provided to the management so that ultimately this are emulated and practiced by their employees.

Reversing the lens

2019 ◽  
Vol 41 (1) ◽  
pp. 1-18
Author(s):  
Sajjad Nawaz Khan ◽  
Siti Mariam Abdullah ◽  
Abdul Halim Busari ◽  
Muhammad Mubushar ◽  
Ikram Ullah Khan
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Strong Relationship ◽  
Intellectual Stimulation ◽  
Cultural Backgrounds ◽  
Content Type ◽  
Theoretical Contribution ◽  
Idealized Influence

Purpose The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship. Design/methodology/approach Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1. Findings The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs. Research limitations/implications This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods. Practical implications Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes. Originality/value This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

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 Employees’ Performance Based on Leadership Styles and Big-Five Personality Mediated by Integrity

2019 ◽  
Vol 9 (1) ◽  
pp. 3052-3055
Keyword(s):  
Transformational Leadership ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Big Five ◽  
Private University ◽  
Survey Method ◽  
Big Five Personality ◽  
Behavior Model ◽  
Two Factors

This research was aimed at finding out the information about the mediated role of integrity (IN) between leadership styles (LS) and big-five personality (BFP) with employees’ performance (CB). A causal survey method used by involving 231 employees of private university in Jakarta. There were four instruments developed for measuring CB (32 items, rel. 0.894), LS (27 items, reliability was 0.951), BFP (28 items, rel. 0.953), and IN (26 items, rel. 0.943). Data analyzed by path analysis. Findings revealed, it was significant influence of leadership styles, big-five environmental personality (BFP), and integrity on employees’ performance. Employees’ integrity was good and strong mediated factor. Leadership and personality were two factors which is undoubted its effect on employees’ CB, especially dealing with transformational leadership styles and personality as well. Moreover, integrity dimension of honesty and consistency needed to be taken into account when employees performance would be changed. This result implied that those variables are strongly support the organizational behavior model in achieving organizational goal.

scholarly journals Measuring the mediating effect of customer trust - A case of corporate banking sector

2014 ◽  
Vol 11 (4) ◽  
pp. 463-468
Author(s):  
Nalin Abeysekera ◽  
Ananda Wickramasinghe
Keyword(s):  
Transformational Leadership ◽  
Relationship Marketing ◽  
Banking Sector ◽  
Mediating Effect ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Customer Commitment ◽  
Customer Trust ◽  
The Relationship

Understanding transformational leadership and relationship marketing is essential to exploit the future marketing strategies in the contemporary market environment, particularly in volatile and complex marketplace. This study attempts to explore and establish a link between these concepts through variables of transformational leadership; namely, intellectual stimulation and idealized influence with popular “trust-commitment” framework in relationship marketing. The corporate banking sector in Sri Lanka has been selected and one hundred salespersons were selected as a sample. It has been found that customer trust significantly mediates the relationship between the idealized influence behavior of a salesperson and customer commitment. Additionally customer trust significantly mediates the relationship between intellectual stimulation behavior of a salesperson and customer commitment .Thus the role of trust can be considered as important in the context of banking in bank-corporate client partnership strategy.

scholarly journals A research on top managers’ leadership styles’ effect on applying strategic plans in public universities

2018 ◽  
Vol 15 (2) ◽  
pp. 911
Author(s):  
Nilüfer Rüzgar
Keyword(s):  
Transformational Leadership ◽  
Strategic Planning ◽  
Leadership Styles ◽  
Leadership Style ◽  
Public Universities ◽  
Strategic Plan ◽  
Success Factor ◽  
Administrative Personnel ◽  
Transformational Leadership Style

According to the Law of Public Fiscal Management and Control, item 5018, all public sector organizations and municipalities have to prepare a strategic plan. However, in all plans and projects, success depends on the attitudes of the leader. This critical success factor constitutes greater importance in public universities. Although the strategic plan designed in the most effective frame; the role of the leader cannot and should not be ignored. In this sense, the leadership style of the leader/manager has an important effect.The purpose of this study is to measure the perception of both academic and administrative personnel, about the strategic planning in their institution and their perception about the role of the leader in the process of strategic planning. In the frame of the research, academic and administrative personnel of state universities in the city of Bursa, Turkey, are taken as population. A survey that consists of demographical questions and two scales, measuring Leadership Styles Perception and Strategic Planning Perception, are applied. The surveys are analyzed by using SPSS 20.0 package program. According to the results, Transformational Leadership Style has an increasing effect on Strategic Productivity. There is also a statistically significant effect of Autocratic and Transformational Leadership Styles on Strategic Effectiveness. On the other hand, there is not a statistically significant relationship between Democratic Leadership and Strategic Effectiveness. While Autocratic Style causes a decrease in Strategic Effectiveness, Transformational Leadership Style has an increasing effect on Strategic Effectiveness. In addition to this, there is a statistically significant effect of Autocratic and Transformational Leadership Styles on Strategic Effectiveness.

scholarly journals THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

scholarly journals Role of leadership on organizational learning in private universities of Bangladesh

IIUC Studies ◽  
2017 ◽  
Vol 14 (2) ◽  
pp. 9-34 ◽  
Author(s):  
Md Mahi Uddin ◽  
Mohammad Aktaruzzaman Khan ◽  
Kalsom Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Quantitative Research ◽  
Private Universities ◽  
Positive Influence ◽  
Intellectual Stimulation ◽  
Design Data

The study investigates the influence of leadership styles, i.e. transactional and transformational on promoting organizational learning in some selected private universities in Chittagong, Bangladesh. The study used a quantitative research design. Data have been collected from three private universities of Chittagong through a survey instrument. The study analyzed in total 147 matched completed questionnaires. The findings of the study revealed that contingent reward of transactional leadership and idealized influence and individualized consideration of transformational leadership played significant and positive influence on enhancing organizational learning. Although, findings of this research did not report any significant impact of management by exception-active and management by exception-passive as constructs of transactional leadership as well as inspirational motivation and intellectual stimulation as dimensions of transformational leadership style on organizational learning. The study extends present literature in the field by relating leadership styles and organizational learning focusing on emerging economies particularly in the context of Bangladesh. IIUC Studies Vol.14(2) December 2017: 09-34

Transformational Leadership and Follower’s Perceived Group Cohesiveness: Mediating Role of Follower’s Karma-yoga

2020 ◽  
pp. 227853372096606
Author(s):  
Ponmythili Muppidathi ◽  
Venkat R. Krishnan
Keyword(s):  
Transformational Leadership ◽  
Work Experience ◽  
Structural Equation ◽  
Sem Analysis ◽  
Intellectual Stimulation ◽  
Group Cohesiveness ◽  
Mediating Role ◽  
Development Organisation ◽  
Inspirational Motivation

This article looks at the relationship between five sub-dimensions of transformational leadership (idealised influence attributed, idealised influence behaviour, inspirational motivation, intellectual stimulation and individualised consideration), follower’s karma-yoga and follower’s perceived group cohesiveness. Data were collected in a research and development organisation in India, from 771 employees (561 male and 210 female) with minimum 5 years of work experience in that organisation. Partial least squares structural equation modelling PLS-SEM analysis shows that four sub-dimensions of transformational leadership—idealised influence attributed, idealised influence behaviour, inspirational motivation, and intellectual stimulation—are positively related to follower’s perceived group cohesiveness. In addition, this relationship is partially mediated by the follower’s karma-yoga. Focusing on increasing the frequency of idealised influence attributed, idealised influence behaviour, inspirational motivation and intellectual stimulation of managers will result in making the employees more karma-yoga oriented; both these will result in increasing the follower’s perceived group cohesiveness in the organisation, making the work environment more harmonious and productive.

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