Transformational Leadership and Performance

2006 ◽  
pp. 58-67
Keyword(s):  
Transformational Leadership ◽  
And Performance

TRANSFORMATIONAL LEADERSHIP IN IMPROVING LECTURER PERFORMANCE AT MUHAMMADIYAH HIGHER

2021 ◽  
Vol 1 (3) ◽  
pp. 171-178
Author(s):  
Saipul Wakit ◽  
Indah Yuliana ◽  
Indah Yuliana
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Transformative Leadership ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Technical Ability ◽  
Individual Consideration ◽  
And Performance ◽  
Transformational Leadership Style

The transformational leadership style in higher education has four indicators carried out by the rector. These indicators include exemplary attitudes, inspiring motivation, intellectual stimulation and the rector's consideration for lecturers. Practically, the purpose of this article is to find out how the rector provides examples, inspires motivation and individual considerations in improving the performance of lecturers at Muhammadiyah universities. The operational research method uses a qualitative approach with a phenomenological case study design. Data collection activities were carried out by means of observation, interviews with informants, and extracting information from documents. To ensure the validity of the research data, several methods are used, namely credibility, transferability, dependability and confirmability. The results of the study explain that transformative leadership in Muhammadiyah universities objectively has provided an example with several things that are applied in attitudes, ideas, behavior and performance. While motivation is carried out by the Chancellor of the lecturers in several ways, namely through behavior, technical ability, supervision and policy. In stimulating the intellectuals of lecturers in several ways, namely to think modern and relevant, think forward and continue to make changes as well as productive, innovative, creative in carrying out tasks and performance. In individual consideration, the Chancellor is more humane towards lecturers, both in the work environment and in the community.

scholarly journals Managerial Leadership and Performance as Fully Mediated by Transformational Leadership through Structural Equation Modeling

2021 ◽  
Vol 04 (06) ◽  
Author(s):  
Arthur Ong Buenavista ◽  
Keyword(s):  
Transformational Leadership ◽  
Structural Equation Modeling ◽  
Structural Equation ◽  
Discriminant Validity ◽  
School Administrators ◽  
Information Criterion ◽  
Equation Modeling ◽  
Managerial Leadership ◽  
Equivalent Models ◽  
And Performance

This study investigated the relationships among managerial leadership, transformational leadership, and performance of school administrators of Northern Iloilo Polytechnic State College (NIPSC) through Structural Equation Modeling (SEM). Covariance-Based SEM (CB-SEM), Confirmatory Factor Analysis (CFA) with its default Maximum Likelihood Estimation (MLE) were used to test the hypothesized model that managerial leadership covary transformational leadership which were both related to the school administrators’ performance. Results revealed that of the eight alternative models, two equivalent models, one model generates every probability distribution that can be generated by another model, Model B3 and Model D3 were generated, got the smallest Alkaike Information Criterion (AIC) and Bayes Information Criterion (BIC) indicating that both models had relatively better fit. Model B3 and Model D3 have the same degrees of freedom but feature a different configuration of paths among the same variables. However, of the two equivalent models, model B3 was rejected due to discriminant validity concerns while model D3 passed both measurement model and structural model, model D3 was confirmed and retained. As contribution to the fields of education, management and leadership, the researcher confirmed and recommends, through CB-SEM using CFA with its default MLE, the Managerial Leadership and Performance as fully mediated by Transformational Leadership Model.

Workplace Spirituality and Transformational Leadership

2017 ◽  
pp. 339-354
Author(s):  
Celeste Mack ◽  
Ike Udechukwu ◽  
Bahaudin G. Mujtaba
Keyword(s):  
Transformational Leadership ◽  
Empirical Research ◽  
Leadership Style ◽  
Driving Force ◽  
Workplace Spirituality ◽  
Performance Standard ◽  
Moral Maturity ◽  
Review Of Literature ◽  
Search For Meaning ◽  
And Performance

Workplace spirituality or spirituality in the workplace is about employees search for meaning, purpose, and interconnectedness in the workplace. Similarly, transformational leadership is a leadership style that encourages a higher level of moral maturity and performance standard for followers. In this chapter, through a review of literature and propositional analysis, the authors demonstrate that transformational leadership has the capacity to drive employees towards meaning, purpose, and interconnectedness with the organization's goals and values. Researchers agree that transformational leadership inspires, motivates, and also attempts to connect with followers. Thus, while workplace spirituality is a potent ingredient in the modern workplace, transformational leadership is the driving force that actually transforms the workplace. Thus, the authors conclude by proposing that transformational leadership can potentially encourage and sustain workplace spirituality. Suggestions and recommendations for future empirical research are provided.

Transformational leadership and performance: A longitudinal investigation

1993 ◽  
Vol 4 (1) ◽  
pp. 81-102 ◽  
Author(s):  
Francis J. Yammarino ◽  
William D. Spangler ◽  
Bernard M. Bass
Keyword(s):  
Transformational Leadership ◽  
Longitudinal Investigation ◽  
And Performance

The Effects of Transformational Leadership on Employees Satisfaction, Work-group Supportiveness, Commitment, and Performance: A Field Study

2016 ◽  
Vol 1 (1) ◽  
pp. 56
Author(s):  
Chinelo Grace NZELIBE ◽  
Mehmet Fatih YASAR
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Work Group ◽  
Pearson Correlation ◽  
Survey Study ◽  
New Paradigm ◽  
Chi Square ◽  
Employees Satisfaction ◽  
And Performance ◽  
The Individual

<p>The study examined the effects of transformational leadership on employees’ satisfaction, workgroup supportiveness, commitment, and performance at both the individual and at the organizational levels.</p><p>A survey study was conducted at the Armorp Nigeria Limited, using a sample of 280 employees. The study sought to investigate specifically the mechanism through which transformational leadership influences employee’s commitment to their job schedules as well as to the organization. Six propositions which explained the relationships among the variables in the study were postulated, five accepted and one partially rejected. Pearson correlation, one way analysis of variance, multiple regression analysis and Chi-square were used in the analysis of data. The results suggest that transformational leadership directly affects employee’s satisfaction and commitment to job schedule and to the organization. But, employee’s commitment to their supervisors was not significant as other intervening variables were at work. The regression analysis reveals that the best indicator of employee satisfaction is workgroup supportiveness. The influence of grapevine interactions within the organization, if properly harnessed by a transformational leader directly results in essential mechanism that subsequently leads to employee’s satisfaction, commitment, and increased performance. Monetary incentives if closely tied to motivation might be helpful in creating a more satisfying and productive work environment. This study thus, suggests a new paradigm in which the study of leadership can be based in African setting in order to create effective and viable organizations.</p>

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