Effects of Contemporary Leadership Styles and Employee Engagement on Customer Satisfaction in the Retail Grocery Industry in the US

2021 ◽  
pp. 274-298
Author(s):  
Lateef Melvin
Keyword(s):  
Transformational Leadership ◽  
Customer Satisfaction ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Quantitative Research ◽  
Charismatic Leadership ◽  
Leadership Theory ◽  
Grocery Industry ◽  
Retail Grocery

Competition within the retail grocery industry has reached an all-time high. Organizations looking to differentiate themselves from rivals are focusing on improved customer satisfaction. This quantitative research study investigated how customer satisfaction was related to contemporary leadership styles and employee engagement. Transactional leadership theory, transformational leadership theory, and charismatic leadership theory were used as the theoretical framework of the study. Regression analyses were conducted to determine the effect of contemporary leadership styles on employee engagement in addition to determining the extent of the relationship existing with customer satisfaction. The results of the study indicated both transactional leadership and transformational leadership positively impacted or increased employee engagement; however, transformational leadership proved to be a significantly higher predictor of employee engagement.

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

scholarly journals Investigating the Leadership Style Effect on the Technology Transfer Effectiveness: A Proposed New Model (An Applied Study on the Dairy Manufacturing Sector in Egypt)

2016 ◽  
Vol 11 (10) ◽  
pp. 141
Author(s):  
Amal Farouk Soliman
Keyword(s):  
Transformational Leadership ◽  
Technology Transfer ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Manufacturing Sector ◽  
Charismatic Leadership ◽  
Visionary Leadership ◽  
Manufacturing Plants ◽  
Applied Study

<p><strong>Purpose: </strong>Different leadership styles' effects on technology transfer effectiveness have not been implied in the literature. This study seeks to theoretically investigate the effect of five leadership styles; Classified according to personal authority of the leader; On technology transfer effectiveness.</p><p><strong>Design/methodology/approach:</strong> This study identifies five leadership styles which affect technology transfer effectiveness including transformational leadership, transactional leadership, visionary leadership, charismatic leadership and culture based leadership. This study associates these five leadership styles to technology transfer effectiveness. A conceptual model is tested using a survey data collected from a sample of manufacturing plants in the dairy manufacturing sector in Egypt.</p><p><strong>Findings: </strong>The results indicate that only four leadership styles significantly affect technology transfer effectiveness. Visionary leadership style has the strongest significant effect on technology transfer effectiveness, followed by culture based leadership style, then charismatic leadership style then transactional leadership. Transformational leadership does not significantly affect technology transfer effectiveness.</p><p><strong>Research Limitation/Implications: </strong>Transformational leadership has been observed to have no significant effect on technology transfer effectiveness. A set of refined transformational leadership measures should be developed in future studies.</p><p><strong>Practical Implications:</strong> This paper identifies the importance of leadership styles in achieving the success of technology transfer.</p><p><strong>Originality/value: </strong>This study provides a theoretical foundation for the effect of the leadership styles on technology transfer effectiveness in the dairy manufacturing plants. This study is one of the first efforts that empirically examine the effect of leadership styles on technology transfer effectiveness.</p><p> </p>

EFFECT OF LEADERSHIP STYLES ON FINANCIAL PERFORMANCE: MEDIATING ROLES OF EXPLOITATIVE AND EXPLORATORY INNOVATIONS CASE OF KNOWLEDGE-INTENSIVE FIRMS

2019 ◽  
Vol 23 (03) ◽  
pp. 1950020 ◽  
Author(s):  
SARRA BERRAIES ◽  
BELGACEM BCHINI
Keyword(s):  
Transformational Leadership ◽  
Financial Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Quantitative Research ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
And Performance

The purpose of this research is to investigate the effect of transformational and transactional leadership styles on firms’ financial performance in a context of knowledge-intensive firms and the mediating role of exploitative and exploratory innovations in this relationship. To achieve this purpose, a quantitative research was conducted on 201 top executives working in knowledge-intensive firms in the context of an emerging country, namely Tunisia. The data analysis was performed via the structural equation modelling method. As a result, the empirical study revealed that the transformational leadership style is a key determinant of exploitative and exploratory innovations and firms’ financial performance. In this perspective, the two types of innovation partially mediate the link between transformational leadership and financial performance. However, transactional leadership affects only exploitative innovation. This original study offers a better understanding of the contribution of the transformational and transactional leadership styles on exploitative and exploratory innovations and the firms’ financial performance in a context of firms’ intensive knowledge. It offers a reading grid for managers of knowledge-intensive firms to better lead and identify key elements that may boost the firms’ innovation ambidexterity and performance.

scholarly journals The effects of leadership on safety outcomes: The mediating roles of trust and safety climate

2018 ◽  
Vol 6 (1) ◽  
pp. 8-17
Author(s):  
Reyhan Bilgiç ◽  
Merve Betül Bulazer ◽  
Elif Bürümlü ◽  
İbrahim Öztürk ◽  
Ceyda Taşçıoğlu
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Safety Climate ◽  
Blue Collar ◽  
Strongly Correlated ◽  
Blue Collar Workers ◽  
Safety Compliance ◽  
Safety Outcomes ◽  
A Company

Background: In the current study, the mediating roles of safety climate and trust in the relations between leadership styles which are transformational and transactional and safety outcomes which are safety compliance and safety participation are studied.Methods and Material: 101 blue-collar workers from a company in Zonguldak were participated in the study.Results: The results showed that transactional leadership is strongly associated with safety climate. As predicted, transformational leadership is found to be significantly correlated with safety participation.Conclusions: Moreover, transactional leadership is strongly correlated with safety compliance. Both safety climate and trust showed significant correlation with both of the safety outcomes. The mediating roles of trust and safety climate within the relations between transactional leadership and safety compliance and transformational leadership and safety participation are also found.

Kepimpinan Transaksi/ Transformasi dan Ciri Kerja Profesional Teknologi Maklumat Sektor Awam Malaysia

2012 ◽  
Author(s):  
Wan Faridah Akmal Wan Ismail ◽  
Noor Azmi Mohamad ◽  
Ishak Mad Shah
Keyword(s):  
Information Technology ◽  
Transformational Leadership ◽  
Public Sector ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Relationship ◽  
Job Characteristics ◽  
Charismatic Leadership ◽  
Technology Managers ◽  
Task Variety

Kajian ini mengkaji hubungan gaya kepimpinan dan ciri kerja di Unit/Bahagian Perkhidmatan Maklumat sektor awam Malaysia. Seramai 31 orang pengurus Teknologi Maklumat sektor awam telah bekerjasama memberikan maklumat untuk kajian ini. Kepimpinan transaksi menunjukkan lebih banyak memberi pengiktirafan dan pujian kepada kakitangan profesional tetapi rendah dalam pemberian ganjaran. Kepimpinan transformasi menunjukkan gaya karismatik tinggi berbanding komponen lain dalam gaya kepimpinan transformasi. Ciri kerja menunjukkan tahap tinggi dalam kepentingan tugas dan keperluan bekerjasama dalam menjalankan tugas tetapi dengan tahap rendah dalam autonomi tugas. Kajian ini mendapati tiada hubungan bererti antara gaya kepimpinan dengan ciri kerja, tetapi wujud hubungan bererti antara kepimpinan transaksi dengan ciri kerja identiti tugas, maklum balas dari kerja, dan ciri kerja keseluruhan manakala kepimpinan transformasi pula hanya menunjukkan hubungan bererti dengan ciri kerja kepelbagaian kemahiran, dan tidak bererti kepada ciri kerja keseluruhan. Kata kunci: gaya kepimpinan; ciri kerja; teknologi maklumat; sektor awam This research investigates the relationship of leadership and job characteristics in the Information Technology centers of the Malaysian public sector departments. 31 Information Technology managers of the public sector departments participated in the study. Transactional leadership emphasizes recognition and recommendations to their professionals but was low in giving rewards. Transformational leadership showed a high charismatic leadership compared to the other components of transformational leadership. Job characteristics showed high job significant and dealing with others but were low in job autonomy. The study found that there is no significant relationship between leadership style and job characteristics, but there exists a significant relationship between transactional leadership and job identity, feedback from job, and with job characteristics itself; whilst transformational leadership showed a significant relatinship with task variety but not significant with job characteristics. Key words: leadership style; job characteristics; information technology; public sector departments

How leadership matters in organizational innovation: a perspective of openness

2018 ◽  
Vol 56 (1) ◽  
pp. 6-25 ◽  
Author(s):  
Xiao Jia ◽  
Jin Chen ◽  
Liang Mei ◽  
Qian Wu
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Organizational Innovation ◽  
Innovation Performance ◽  
Hierarchical Regression ◽  
New Paradigm ◽  
Data Set ◽  
Content Type ◽  
Top Managers

Purpose The purpose of this paper is to answer the following two questions: What are the influences of the top managers’ different leadership styles on organizational innovation? What is the mechanism by which the different leaderships exert different effects on organizational innovation? Design/methodology/approach To test the hypothesized model, a data set based on 133 MBA part-time students from Tsinghua University and Zhejiang University in China was built, after interviewing several top managers as a pilot study. With the help of SPSS macro, hierarchical regression and bootstrapping analysis, the paper analyzes the effects of two leadership styles on innovation performance, through the mediation mechanism of openness involving open breadth and open depth. Findings The results indicate that transformational leadership enhances, while transactional leadership reduces, the organizational innovation performance. The openness breadth and openness depth not only mediate the beneficial effect of transformational leadership on innovation, but also mediate the deleterious effect of transactional leadership on innovation. Originality/value This study empirically explores the different functions of transformational leadership and transactional leadership for leading organizational innovation performance. Furthermore, a new form of organization is an open design or strategy that allows more external knowledge and resources to be absorbed, which is claimed as a new paradigm for organization innovation. This study integrates the concepts of breadth of openness and depth of openness on the basis of open innovation literature, as an intermediate mechanism to explain the different effects of the two forms of top managers’ leadership.

scholarly journals Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation: الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية

2021 ◽  
Vol 5 (22) ◽  
pp. 181-164
Author(s):  
Thamer M. Maharmeh Thamer M. Maharmeh
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Online Survey ◽  
Leadership Skills ◽  
Simple Random Sample ◽  
Transformational Leaders ◽  
Public Corporation ◽  
Transactional Leaders ◽  
Transformational And Transactional Leadership

The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.

A Hierarchical Latent Variable Model of Leadership Styles using PLS-SEM

2014 ◽  
Vol 69 (6) ◽  
Author(s):  
Azlin Shafinaz Arshad ◽  
Chin Fei Goh ◽  
Amran Rasli
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Latent Variable ◽  
Structural Equation ◽  
Second Order ◽  
Partial Least Square ◽  
Least Square ◽  
Variable Model ◽  
Component Models

The aim of this article is to propose second order hierarchical component models to analyze the two leadership styles (transformational leadership and transactional leadership) for technology-based SMEs. We adopted the two-stage approaches in partial least square-structural equation modelling to examine the appropriateness of hierarchical modelling for both leadership styles. The findings indicate that the conceptual properties of transformational leadership and transactional leadership are matched with reflective-formative type of second order hierarchical component models. In addition, the study offers an alternative avenue to those researchers who are intending to introduce hierarchical component models in modelling leadership styles.

scholarly journals An investigation into the effect of leadership style on stress-related presenteeism in South African knowledge workers

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Reuben George ◽  
Manoj Chiba ◽  
Caren B. Scheepers
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Styles ◽  
Job Stress ◽  
Transactional Leadership ◽  
Knowledge Workers ◽  
Quality Of Work Life ◽  
Limited Attention ◽  
Organisational Performance ◽  
Laissez Faire

Orientation: Leadership styles influence knowledge workers’ job-stress-related presenteeism (JSRP) and, ultimately, organisational performance. Knowledge workers generally work under strict deadlines in fast-paced, stressful environments, and require organisational support.Research purpose: The objective of this study was to examine empirically the effect of three leadership styles, namely transformational, transactional and laissez-faire, on job-relatedstress presenteeism in knowledge workers across a number of industries in South Africa.Motivation for the study: Absenteeism has been the subject of much investigation but more research is required into the antecedents and consequences of presenteeism, the phenomenon of employees being physically present at work, but not fully functional and therefore unproductive. Illness as an antecedent to presenteeism has been studied, but limited attention has been given to presenteeism caused by stress. There are very few studies that investigate leadership styles as antecedents for JSRP and this study therefore sets out to provide quantitative evidence of this relationship.Research design, approach and method: The researchers used a cross-sectional quantitative approach within the positivism research philosophy. Two questionnaires were administered: the multifactor leadership questionnaire form 6S and the job-related-stress presenteeism questionnaire. Descriptive statistics and Pearson’s product-moment correlation were used to answer the research questions. The participants (N = 242) were knowledge workers, representing 12 widely categorised industries. The researchers analysed job role descriptions to ensure the respondents were all knowledge workers.Main findings: Transformational leadership has a higher negative correlation with JSRP than does transactional leadership, whereas laissez-faire leadership has no significant relationship with job stress or JSRP.Practical/managerial implications: The research provides a compelling case for investment into transformational and transactional leadership development by showing the preventative effect that transformational leadership and, to a lesser degree, transactional leadership, has on stress-associated presenteeism.Contribution/value-add: Presenteeism lowers organisational performance even more than absenteeism does, and exists at huge cost to employees’ quality of work-life. This empirical study, the first to use valid, reliable questionnaires to investigate the relationship between transformational, transactional and laissez-faire leadership on the one hand, and JSRP on the other, suggests that transformational leadership development should be prioritised.

Leadership Style Toward Competitive Advantage Of Business Education

2014 ◽  
Vol 1 (1) ◽  
pp. 47-50
Author(s):  
Rovila El Maghviroh
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Business Education ◽  
Education Institution ◽  
Administrative Staff ◽  
Transactional And Transformational Leadership

AbstractLeadership style used in a higher education institution affects the competence-based performance of the lecturers and the administrative staff. In turn, their performance will affect the institution performance. So, leadership style influences the institution toward strengthening its strategy to sustain. This study examined the transactional and transformational leadership styles toward the lecturers and the administrative staff of STIE Perbanas Surabaya. Transformational leadership was measured using ideal, inspirational, and intellectual stimuli; while transactional leadership was measured using exceptional management and contingency reward. The indicators used to measure the lecturers' performance were on teaching, module, research, civil services, IT, English; while for administrative staff were integrity, service, professionalism, learning, adaptation, documenting, English. The survey involved 32 lecturers and 31 administrative staff. The data was collected using questionnaire and was statistically analyzed using multiple regressions. The result was that transformational leadership significantly influenced both the lecturers and the administrative staff, while transactional leadership did not affect both the lecturers and the administrative staff. The implication was that the top management can set strategies of putting motivation of all organization members in the frame of improving their competence thus this will help the institution grow and sustain.

Sign in / Sign up

Export Citation Format

Share Document