scholarly journals Transformational leadership and organisational effectiveness in the administration of cricket in South Africa

1999 ◽  
Vol 30 (1) ◽  
pp. 1-5 ◽  
Author(s):  
A. M. Ristow ◽  
T. L. Amos ◽  
G. E. Staude
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Transactional Leadership ◽  
Multifactor Leadership Questionnaire ◽  
Sports Teams ◽  
Organisational Effectiveness ◽  
Multifactor Leadership ◽  
Relationship Of ◽  
The Relationship ◽  
Universal Application

After years of isolation from the international sporting arena, South African sports teams have recently achieved much success. This article is concerned specifically with managing for organisational effectiveness in South African cricket. According to the theory of transformational leadership, there should be a positive relationship between this style of leadership and organisational effectiveness. The Multifactor Leadership Questionnaire was used to collect information about leadership while data for organisational effectiveness, the dependent variable, was collected using the Effectiveness Survey for Cricket Administration. Most of the results regarding the relationship of the transformational leadership factors and organisational effectiveness were significant. On the other hand, most of the results regarding the relationship of the transactional leadership factors and organisational effectiveness were not significant. The overall results provide general support of Bass' (1990) argument of the universal application of the transformational leadership theory.

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

scholarly journals Lokus van beheer en transformasionele leierskap

2000 ◽  
Vol 26 (3) ◽  
Author(s):  
J. F. Van Staden ◽  
J. M. Schepers ◽  
H. S. Rieger
Keyword(s):  
Transformational Leadership ◽  
Locus Of Control ◽  
Empirical Research ◽  
Transactional Leadership ◽  
Multifactor Leadership Questionnaire ◽  
External Locus ◽  
Internal Locus Of Control ◽  
Significant Relationships ◽  
Multifactor Leadership ◽  
The Relationship

Locus of control and transformational leadership. The aim of this study was to determine the relationship between locus of control and transformational leadership. These constructs were selected by virtue of the lack of empirical research regarding the assumed relationship between them. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), Form 5R of Bass and Avolio (1993) were administered to 102 respondents. The results indicate statistically significant relationships between: internal locus of control and transformational leadership; external locus of control and transactional leadership; and autonomy and transformational leadership.Opsomming Die doel van die studie was om die verband tussen lokus van beheer en transformasionele leierskap te bepaal. Hierdie konstrukte is gekies op grond van die gebrek aan empiriese navorsing rakende die veronderstelde verband tussen die genoemde konstrukte. Die Lokus van Beheer-vraelys van Schepers (1998) en die Multifaktor Leierskapsvraelys (MLV),Vorm 5Rvan Bass en Avolio (1993) is op 102 respondente toegepas. Die resultate toon statisties beduidende verbande aan tussen: interne lokus van beheer en transformasionele leierskap; eksteme lokus van beheer en transaksionele leierskap; en outonomie en transformasionele leierskap.

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.

scholarly journals Impact of Transformational Leadership on the Affective Commitment of Employees in the Service Sector

2019 ◽  
Vol 8 (4) ◽  
pp. 1388-1393
Keyword(s):  
Transformational Leadership ◽  
Service Sector ◽  
Affective Commitment ◽  
Positive Impact ◽  
Multifactor Leadership Questionnaire ◽  
Intellectual Stimulation ◽  
Four Dimensions ◽  
Multifactor Leadership ◽  
The Impact ◽  
The Relationship

Purpose – There are few studies that have studied the relationship between Transformational leadership (TL) and organisation commitment (OC), but there are very few studies on the service sector especially in the Indian context. This study aims to fill the gap in literature by empirically examining the impact of four dimensions of TL using Multifactor Leadership Questionnaire (MLQ) on the Affective Commitment (AC) of the employees, within the context of the service sector in Bengaluru. Design/methodology/approach – A total of two hypotheses were proposed for testing transformational leadership using Multifactor Leadership Questionnaire (MLQ) questionnaire, (Bass and Avolio, 1997) and five items of affective organization commitment developed by Allen and Meyer (1996) was used for affective commitment. The questionnaire was administered to 210 employees working in various industries in the service sector in Bengaluru to measure the impact of TL on the AC of the respondents. Findings – The analysis of the data collected shows that TL has a positive impact on the affective commitment of the employees. In particular, the results of an empirical investigation revealed that individualized influence and individual consideration by the transformational leader had a significant impact on the affective commitment level of the employees. The employees in the hospitality industry had a difference in opinion compared to IT, Banking & education sector employees on the intellectual stimulation by the leader and their affective commitment towards the organization. Originality/value – This paper contributes to the existing literature of leadership and OC by providing practical evidence leading to the improvement of information and the understanding of the relationship between TL and AC.

scholarly journals Die verband tussen sekere persoonlikheidseienskappe en transformasionele leierskap

2000 ◽  
Vol 26 (3) ◽  
Author(s):  
C. Van Rensburg ◽  
F. Crous
Keyword(s):  
Transformational Leadership ◽  
Personality Traits ◽  
Multifactor Leadership Questionnaire ◽  
Transformational Leaders ◽  
Personality Research ◽  
Top Managers ◽  
Central Hypothesis ◽  
Multifactor Leadership ◽  
The Relationship ◽  
Logistical Regression Analysis

The relationship between certain personality traits and transformational leadership. The purpose of the study was to investigate certain personality characteristics of transformational leaders. The Jackson Personality Research Form (PRF-E) and the Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio were administered to a random sample of 164 middle and top managers. The results of t-test analyses yielded statistically significant differences between certain personality traits of transformational versus non-transformational leaders. Using a stepwise logistical regression analysis, a prediction model was created to predict transformational leadership using four personality traits of the Jackson PRF-E. The findings provide support to the central hypothesis of this study and the implications of these results on transformational leadership are discussed. Opsomming Die doel van die studie was om sekere persoonlikheidseienskappe van transformasionele leiers te ondersoek. Die Jackson Personality Research Form (PRF-E) en die Multifactor Leadership Questionnaire (MLQ) van Bass en Avolio is op n ewekansige steekproef van 164 middel- en hoevlakbestuurders toegepas. Die resultate van t-toets ontledings het statistics beduidende verskille tussen sekere persoonlikheidseienskappe van transformasionele teenoor nie-transformasionele leiers gelewer. Met behulp van 'n stapsgewyse logistiese regressie-ontleding is n voorspellingmodel ontwikkel wat transformasionele leierskap, met behulp van vier persoonlikheidsfaktore van die Jackson PRF-E, voorspel. Die bevindinge ondersteun die sentrale hipotese van hierdie studie en die implikasies van die bevindinge op transformasionele leierskap word bespreek.

scholarly journals Die faktorstruktuur van Bass se veelfaktor- leierskapsvraelys in die Suid-Afrikaanse konteks

2000 ◽  
Vol 26 (2) ◽  
Author(s):  
C .P. Ackermann ◽  
J. M. Schepers ◽  
B. C. Lessing ◽  
Z. Dannhauser
Keyword(s):  
Factor Analysis ◽  
Transformational Leadership ◽  
South African ◽  
Factor Structure ◽  
Multifactor Leadership Questionnaire ◽  
South African Context ◽  
The South ◽  
Multifactor Leadership ◽  
African Context ◽  
Laissez Faire

The factor structure of Bass's Multifactor Leadership Questionnaire in the South African context. The aim of the study was to determine whether the factor structure of Bass's Multifactor Leadership Questionnaire (MLQ), as a measure of transformational leadership, could be replicated within the South African context. The MLQ was chosen not only because it promised to be a valid and reliable measuring instrument of the construct in question, but also due to the fact that there was an urgent need for such an instrument in the management of human resources within organisations undergoing transformation. The MLQ was administered to 406 subjects within the military context and was subjected to factor analysis and item analysis. The factor analysis yielded three factors, namely transformational leadership, transactional leadership and avoidance of leadership ("laissez faire" leadership). The reliabilities of the scales were determined by means of Cronbach's coefficient alpha, and yielded coefficients of 0,944, 0,736 and 0,803 respectively. The factor structure as conceptualised by Bass (1985) was largely confirmed in the present study. Opsomming Die doel van die studie was om vas te stel of die faktorstruktuur van die Veelfaktorleierskapsvraelys (MLQ) van Bass, as maatstafvan transformasionele leierskap, in die Suid-Afrikaanse konteks gerepliseer kon word. Die MLQ is gekies omdat dit belofte inhou as n geldige en betroubare meetinstrument van die onderhawige konstruk, en ook weens die feit dat daar 'n dringende behoefte bestaan aan so n instrument vir gebruik in die bestuur van menslike hulpbronne in organisasies tydens verandering. Die MLQ is op 406 proefpersone binne militêre konteks toegepas, en aan n faktorontleding en n itemontleding onderwerp. Die faktorontleding het drie faktore opgelewer, te wete transformasionele leierskap, transaksionele leierskap en vermyding van leierskap ("laissez faire"-leierskap). Die betroubaarheid van die skale is bepaal met behulp van Cronbach se koemsient alfa en koeffisiente van 0,944, 0,736 en 0,803, onderskeidelik, is verkry. Die faktorstruktuur soos deur Bass (1985) gekonseptualiseer, is grootliks deur die huidige studie bevestig.

scholarly journals Empirical Research in Colombian Services Sector: Relation between Transformational Leadership, Climate and Commitment

2020 ◽  
Vol 12 (16) ◽  
pp. 6659
Author(s):  
Miguel A. Mañas-Rodríguez ◽  
Eleonora Enciso-Forero ◽  
Carmen M. Salvador-Ferrer ◽  
Rubén Trigueros ◽  
José M. Aguilar-Parra
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Affective Commitment ◽  
Multifactor Leadership Questionnaire ◽  
Structural Equations ◽  
Multinational Organization ◽  
Services Sector ◽  
Path Diagram ◽  
Multifactor Leadership ◽  
The Relationship

The objective of this study is to analyze the relationship between the variables of transformational leadership, climate and commitment in a sample of 319 workers of a multinational organization in the Colombian Services Sector. For data collection, we used the Multifactor Leadership Questionnaire (MLQ), the climate/culture questionnaire FOCUS-93 and the Intellectual, Social and Affective Commitment Scale (ISA). Data were processed with SPSS 23 and AMOS 22 for modeling with structural equations. In the path diagram, calculated according to the indicators of structural adjustments, variances were obtained for the dimensions of organizational commitment. The resulting model presented favorable adjustment indicators as evidenced in the results, and the relationship between commitment and climate was significant (β = 4.61; p = 0.001), as well as between climate and commitment (β = 0.018; p = 0.001). However, the relationship between transformational leadership and commitment was not direct but mediated through organizational climate.

Principals' Transformational Leadership and Teachers' Collective Efficacy

2008 ◽  
Vol 102 (2) ◽  
pp. 401-410 ◽  
Author(s):  
Marc Dussault ◽  
Daniel Payette ◽  
Mathieu Leroux
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Collective Efficacy ◽  
Transactional Leadership ◽  
Public High Schools ◽  
French Canadian ◽  
Transformational And Transactional Leadership ◽  
Laissez Faire ◽  
Relationship Of ◽  
The Relationship

The study was designed to test the relationship of principals' transformational, transactional, and laissez-faire leadership with teachers' collective efficacy. Bandura's theory of efficacy applied to the group and Bass's transformational leadership theory were used as the theoretical framework. Participants included 487 French Canadian teachers from 40 public high schools. As expected, there were positive and significant correlations between principals' transformational and transactional leadership and teachers' collective efficacy. Also, there was a negative and significant correlation between laissez-faire leadership and teachers' collective efficacy. Moreover, regression analysis showed transformational leadership significantly enhanced the predictive capabilities of transactional leadership on teachers' collective efficacy. These results confirm the importance of leadership to predict collective efficacy and, by doing so, strengthen Bass's theory of leadership.

scholarly journals Taktik Pengaruh Dan Hubungannya Dengan Gaya Kepimpinan Pensyarah Institusi Pengajian Tinggi

2019 ◽  
Vol 3 ◽  
Author(s):  
Noor Asmahan Abdullah ◽  
Mua azam Mohamad
Keyword(s):  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Educational Institution ◽  
Influence Tactics ◽  
Cross Sectional ◽  
Multifactor Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
The Relationship

Mastering the tactics of influence in leadership practices is important in able to impact the culture and relationships of fellow citizens in the organization. Hence, leaders need to know how to use appropriate tactics of subordinates to reduce conflict in leadership, especially in higher education. The purpose of this study is to identify the most frequently used influence tactics as well as to identify the relationship of influence tactics and leadership styles. This descriptive study  involve  sample of 150 polytechnic lecturers in Kelantan. The quantitative data of the study were collected by cross-sectional use of Influence Behavior Questionnaire and Multifactor Leadership Questionnaire. The findings show that soft influence tactics are most often used than hard influence tactics. The findings also show that the tactics of influence have a significant relationship with the transformational leadership style compared to the transactional leadership style and the laissez faire.  It is important for a leader of an educational institution to identify appropriate influence tactics based on the institutional situation and environment.

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