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 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.

Perceived uniqueness: Locus of control, social exclusion, and choice

2019 ◽  
Vol 47 (11) ◽  
pp. 1-7
Author(s):  
Shichang Liang ◽  
Yaping Chang ◽  
XueBing Dong ◽  
Jinshan Wang
Keyword(s):  
Locus Of Control ◽  
Social Exclusion ◽  
Undergraduate Students ◽  
Social Inclusion ◽  
Personal Control ◽  
Central China ◽  
External Locus ◽  
Internal Locus Of Control ◽  
Uniqueness Results ◽  
The Relationship

We examined the influence of locus of control on the relationship between social exclusion and preference for distinctive choices. Participants were 212 undergraduate students at a university in Central China, who completed measures of social exclusion, locus of control, choice, and perceived uniqueness. Results showed that participants who believed that the environment controlled their fate (external locus of control) preferred more distinctive choices in a social exclusion context than in a social inclusion context, whereas participants who believed that they could control the environment (internal locus of control) preferred less distinctive choices. Further, perceived uniqueness mediated the effect of social exclusion and locus of control on choice. These results add to the literature on social exclusion and personal control.

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.

Self-Statements, Locus of Control, and Depression in Predicting Self-Esteem

1995 ◽  
Vol 76 (3) ◽  
pp. 1007-1010 ◽  
Author(s):  
Vincent D. Philpot ◽  
W. Bruce Holliman ◽  
Stephen Madonna
Keyword(s):  
College Students ◽  
Locus Of Control ◽  
Beck Depression Inventory ◽  
Self Esteem ◽  
External Locus ◽  
Control Scale ◽  
Adult Form ◽  
Automatic Thought ◽  
Significant Relationships ◽  
The Relationship

The contributions of frequency of positive and negative self-statements and their ratio, locus of control, and depression in prediction of self-esteem were examined. Volunteers were 145 college students (100 women and 45 men) who were administered the Coopersmith Self-esteem Inventory-Adult Form, Automatic Thought Questionnaire—Revised, the Beck Depression Inventory, and the Rotter Internal-External Locus of Control Scale. Intercorrelations suggested significant relationships among variables. The magnitude of the relationship was strongest between the frequency of negative self-statements and self-esteem. These results are consistent with and lend further support to prior studies of Kendall, et al. and Schwartz and Michaelson.

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 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.

PERSONALITY CORRELATES OF PARANORMAL BELIEF: LOCUS OF CONTROL AND SENSATION SEEKING

1998 ◽  
Vol 26 (3) ◽  
pp. 291-296 ◽  
Author(s):  
Gary Groth-Marnat ◽  
Julie-Ann Pegden
Keyword(s):  
Locus Of Control ◽  
Sensation Seeking ◽  
External Locus ◽  
Internal Locus Of Control ◽  
Paranormal Belief ◽  
Paranormal Beliefs ◽  
Undergraduate University Students ◽  
External Locus Of Control ◽  
Sensation Seeking Scale ◽  
The Relationship

In order to more fully understand the relationship between paranormal belief, locus of control, and sensation seeking, 81 undergraduate university students were administered the Paranormal Belief Scale (PBS), Rotter's Locus of Control Scale, and the Sensation Seeking Scale. Results indicated that a greater external locus of control was associated with greater overall number of paranormal beliefs. Greater external locus of control was especially associated with the PBS subscales of spirituality and precognition. Contrary to expectations, belief in superstition was associated with a greater internal locus of control. Whereas overall sensation seeking was not related to overall PBS scores, the PBS subscales of greater belief in psi phenomena and superstition were found to be associated with higher levels of sensation seeking. Results are discussed in relation to conceptualizations of the different personality/belief constructs.

scholarly journals CORRELATION OF COPE-STRATEGIES, LOCUS OF CONTROL AND MOTIVATION OF ACHIEVEMENT AT MANAGERS

2018 ◽  
pp. 541-549
Author(s):  
Oleg V. Kropovnitsky ◽  
◽  
Keyword(s):  
Locus Of Control ◽  
Coping Strategies ◽  
Achievement Motivation ◽  
Psychological Characteristics ◽  
External Locus ◽  
Internal Locus Of Control ◽  
Points Of View ◽  
Level Of Motivation ◽  
And Coping ◽  
The Relationship

The article focuses on the theoretical and empirical analysis of the concepts of coping strategy, locus of control (internality-externality), and achievement motivation. Different points of view on coping strategies are considered, as well as achievement motivation and internality as professionally important characteristics of managers of the real sector of the economy. The structure of the interrelation between socio-psychological characteristics and coping strategies of managers is revealed. The correlations between coping strategies, locus of control, and achievement motivation have been studied. The results of the study of the relationship between coping strategies, locus of control and achievement motivation among managers made it possible to draw the following conclusions. Firstly, the higher the level of motivation for success, the greater the likelihood is that a person will use such coping strategies as planning of a solution to the problem, positive reassessment and problem-oriented coping. Secondly, the higher the level of motivation for avoiding failures, the more likely it is that a person, in the process of coping, will resort to such strategies as distancing, escape-avoidance, emotionally-oriented coping. Thirdly, the higher the level of the internal locus of control, the greater the probability of using such coping strategies as problem-solving planning, positive reassessment, and problem-oriented coping. Finally, the higher the level of the external locus of control, the greater the likelihood is of using such coping strategies as distancing, flight-avoidance, emotionally-oriented coping.

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