scholarly journals People ManagementThrough HRM & Transformational Leadership: A Key Factor of Organizational Performance

2021 ◽  
Vol 23 (2) ◽  
Author(s):  
Mohd Shuaib Siddiqui ◽  
◽  
Urooj Ahmad Siddiqui ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Positive Impact ◽  
Reputation Management ◽  
Related Field ◽  
The Past ◽  
Key Factor ◽  
Internal Reputation ◽  
The Relationship

This article investigates the relationship between internal reputation management, Human Resource Management and Organizational performance. In light of the past investigations in related field, it has been demonstrated that people management and a proper leadership style can impact the achievement and the economic development of both the organizations and employees. Therefore, the reason for this paper is to clarify the impacts of HRM and leadership styles on the organizational performance. Our fundamental spotlight is on reputation management, HRM and transformational leadership, and its job in empowering the expansion in organizational performance. Our main focus is on HRM and transformational leadership, and its role in enabling the increase in organizational performance.In this study we have found that HRM practices and transformational leadership has a significant and positive impact on job satisfaction, work efficiency, employee’s turnover and employee’s moral which leads towards organisational success.

scholarly journals Transformational leadership and employees' perception of supply chain integration and organizational performance: The case of textile industry in Vietnam

2021 ◽  
pp. 159-168
Author(s):  
Thi Van Anh Bui ◽  
Thi Thuy Hang Pham ◽  
Xuan Trang Phung ◽  
Cong Thanh Le ◽  
Ngoc Toan Nguyen
Keyword(s):  
Transformational Leadership ◽  
Supply Chain ◽  
Organizational Performance ◽  
Leadership Style ◽  
Textile Industry ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Supply Chain Integration ◽  
The Impact ◽  
The Relationship

The objective of this article is to evaluate the impact of Transformational Leadership on Organizational Innovation, Supply chain Integration and Organizational Performance. Research was carried out on 562 Vietnamese textile and garment enterprises. We use Smart PLS 3.6 software for data analysis. The results show that Transformational Leadership had a positive impact on Organizational Innovation, Supply chain Integration and Organizational Performance. In addition, the Supply chain Integration plays a role as a complete mediate in the relationship between Organizational Innovation and Organizational Performance. Size has a statistically significant moderate role on the relationship between Organizational Innovation and Organizational Performance. Finally, the leader qualification has a statistically significant moderate role in the relationship between Transformational Leadership and Organizational Performance. From the above results, we recommend the leaders of Vietnamese textile and garment enterprises to improve leadership capacity, apply a transformational leadership style to improve organizational performance.

scholarly journals Exploring the mediating effects between transformational leadership and organizational performance

2018 ◽  
Vol 40 (2) ◽  
pp. 412-432 ◽  
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Angel Rafael Martínez-Lorente
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Mediating Effects ◽  
Content Type ◽  
Industrial Companies ◽  
Mediating Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Job demands-resources model, transformational leadership and organizational performance: a multilevel study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou ◽  
Michael Koupkas ◽  
Eleni Triantafillidou
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Content Type ◽  
The Relationship ◽  
Work Burnout

PurposeThe purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and organizational performance. It is argued that the responsive, supportive and developmental leader's style will reduce employees' levels of burnout and increase their levels of work engagement and ultimately will increase organizational performance expressed by productivity, growth and creativity.Design/methodology/approachThe hypotheses were tested among a national sample of 1,011 employees in 107 Greek public and private organizations operating within an environment of economic and financial crises. The operational model was tested using a multilevel structural equation modelling.FindingsIt appeared that job demands and work burnout and job resources and work engagement, serially and fully mediated the relationship between transformational leadership and organizational performance. Further, it is found that personal resources negatively and fully mediate the relationship between job resources and work burnout and positively and partially mediate the relationship between job resources and work engagement.Research limitations/implicationsData were collected using a cross-sectional design, not allowing dynamic causal inferences.Practical implicationsConsidering that the transformational leadership style reduces employees' levels of burnout and increases their levels of work engagement and accordingly improves organizational performance, organizations are well advised to encourage this leadership style.Social implicationsTransformational leadership by balancing job demands and job resources could have a positive impact on employee well-being.Originality/valueThe study, using multilevel testing, demonstrates that the extended JD-R model can be integrated into the transformational leadership– organizational performance relationship.

The resilient effects of transformational leadership on well-being: examining the moderating effects of anxiety during the COVID-19 crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kate McCombs ◽  
Ethlyn Williams
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Well Being ◽  
Intellectual Stimulation ◽  
Moderating Effects ◽  
Content Type ◽  
Positive Effects ◽  
Transformational Leadership Style ◽  
The Relationship

PurposeAlthough important for organizational performance, much is still unknown about the relationship between employee well-being and transformational leadership. The authors answer calls to consider the relationship (1) in an extreme context (i.e. coronavirus pandemic), (2) at the dimension level and (3) differences that exist depending on the employee's gender.Design/methodology/approachThe authors employed a two-wave study with data collected from 212 working individuals. Respondents reported their level of COVID-19 anxiety and leadership experiences at time 1 starting at the height of the pandemic and three weeks later reported well-being.FindingsThe authors found COVID-19 anxiety weakened the influence of transformational leadership style on well-being, and this was only the case for females. Further, the authors found that while the moderator of COVID-19 anxiety weakened the influence of core transformational leadership behaviors and intellectual stimulation on well-being, the more individualized and short-term focused transformational behaviors of individualized consideration and performance expectations proved to have resilient effects on well-being with no moderating effects. Looking at gender differences, the authors found that this was only the case for females.Originality/valueThe findings extend research by capturing an external shock concerning the coronavirus pandemic to better understand how transformational leadership style, its dimensions and employee gender, influence well-being. While the authors expected COVID-19 anxiety to weaken the positive effects of transformational leadership style on well-being, paradoxically the authors also expected differential effects when examining individual dimensions.

scholarly journals The Venture Firm’s Ambidexterity: Do Transformational Leaders Boost Organizational Learning for Venture Growth?

2021 ◽  
Vol 13 (15) ◽  
pp. 8126
Author(s):  
Gayoung Kim ◽  
Woo Jin Lee
Keyword(s):  
Transformational Leadership ◽  
Organizational Development ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Corporate Value ◽  
Multilevel Regression ◽  
Learning Agility ◽  
Changing Environments ◽  
The Past ◽  
The Relationship

Having experienced the turbulent change in corporate value rankings over the past 20 years, companies are paying attention to their reorganization to quickly recognize changes and proactively adapt to these changes for survival. This study examines the relationships and intervening ambidexterity mechanisms between CEOs’ leadership style and employees’ learning agility. Using multilevel regression, we analyze hypotheses on a sample of 102 participating CEOs and 236 employees. Results reveal that the ambidextrous organization, which pursues the current organizational development while constantly adapting to changing environments, plays a role as a partial mediator between transformational leadership and members’ learning agility. These results explain that to increase the organization’s agility, a systematic organizational structure system that stimulates members’ motives and simultaneously pursues utilization and exploration must be established through clear goals and appropriate stimuli even in an uncertain environment. Our finding contributes to an understanding of how the CEO’s leadership style affects employees’ learning agility in ventures and to what extent the contextual ambidextrous structure influences the relationship.

Transformational Leadership and Organizational Performance in Western & Non-Western Context: Systematic Review of 2019

2020 ◽  
Vol 3 (3) ◽  
pp. 58-60
Author(s):  
Sadaf Razzaq ◽  
Abdul Sami ◽  
Sib-tul-Manum ◽  
Muhammad Hammad
Keyword(s):  
Systematic Review ◽  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Positive Impact ◽  
Employee Performance ◽  
Team Work ◽  
Environmental Diversity ◽  
The Future ◽  
Transformational Leadership Style

The paper is a systematic review of 15 research articles published on the transformational leadership practice impact on organizational performance in westerns and non-western context in year 2019. To navigate the future direction and vision to people for accomplishment of their goals there is always a need of leadership. This review study aims to determine that how the leaders can guide their followers effectively and enhance the performance of organization. In environmental diversity, where people contributed different capabilities and interests the control is an integrate part to manage them, the transformational leadership to which we are concerned with is very important and best suited in in such environment as it completely involves the employee involvement. The factors that are influencing the organizational performance include satisfaction, motivation, organizational commitment along with involvement collectively linked with transformational leadership. The importance of transformational leadership shows by the dynamics associated with the leaders having this leadership style who shared the vision for the future and increase the awareness of employees and acceptance of shared purpose and mission. They always inspire the subordinates for acceptance of a share purpose and mission, and inspire them to go beyond self-interest for the good terms of the team work. Transformational leadership style is important for organizational performance directly or indirectly linked with the employee performance. If the leaders in the organization having transformational leadership style, always try to update and positively enhance the employee’s competency. Review of research paper reveal that transformational leadership have significant positive impact on overall organization performance.

scholarly journals Influence of Job Engagement on Transformational Leadership Style and Organizational Performance

2021 ◽  
Vol 3 (1) ◽  
pp. 14-21
Author(s):  
Dr. Khan Sarfaraz Ali ◽  
Mezbah Ul Islam ◽  
Tamanna Nowrin Azam ◽  
Wares Ul Matin
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Structural Equation ◽  
Academic Community ◽  
Equation Modeling ◽  
Job Engagement ◽  
Mediation Effects ◽  
Transformational Leadership Style ◽  
The Relationship

In recent years, job engagement has received considerable attention among academic community and business professionals. Still such issue needs to be prioritized in the research especially as it is an essential antecedent of organizational performance. This study aims at examining the relationship between transformational leadership style and organizational performance and to explore whether job engagement can influence on this relationship. Study data were collected from the employees working in a mobile phone company in Bangladesh and collected data were analyzed using SPSS version 20. In order to test the study hypotheses Partial Least Squares-Structural Equation Modeling (PLS-SEM) was used. The result of measurement model indicates that the relationship between transformational leadership style and organizational performance is statistically significant. In terms of mediation effects, job engagement mediates the relationship between transformational leadership style and organizational performance.

scholarly journals Inherited organizational performance? The perceptions of generation Y on the influence of leadership styles

2017 ◽  
Vol 38 (8) ◽  
pp. 1078-1094 ◽  
Author(s):  
Alireza Nazarian ◽  
Anabela Soares ◽  
Benjamin Lottermoser
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Content Type ◽  
Young Professionals ◽  
Passive Avoidant ◽  
The Impact ◽  
Transactional And Transformational Leadership

Purpose Leadership has a major impact on organizational performance (Agle et al., 2006; Felfe and Schyns, 2004; Peterson et al., 2003). However, results are still conflicting regarding these effects and research has yet to focus on the expectations and perceived impact from the point of view of young professionals (the future senior employees and managers). Therefore, the purpose of this paper is to investigate how leadership is perceived and how leadership styles influence performance from the perspective of young professionals. Design/methodology/approach A quantitative research strategy was implemented by using a self-completion online questionnaire and the data were analyzed using multivariate statistical analysis to demonstrate the impact of each leadership style on organizational performance. The Multifactor Leadership Questionnaire (Bass and Avolio, 1995) was used to measure leadership styles (passive/avoidant, transactional and transformational leadership) and organizational performance was measured based on the balanced scorecard performance dimensions (financial, learning and growth, customer orientation and organizational effectiveness) (Kaplan and Norton, 2005). Findings The main findings supported the literature suggesting a statistically significant positive impact of both transactional and transformational leadership on organizational performance. Conversely, the relationship between the passive/avoidant leadership style and organizational performance was statistically significant but negative. This suggests that leaders in organizations driven by German culture should reconsider their approaches and practices. Originality/value The present study has focused on the responses from young German professionals who represent future organizational success. Consequently, it is of major importance to know how these groups assess the leadership style of their leaders and how this has an influence on organizational performance.

scholarly journals Sustainability Performance of Organization: Mediating Role of Knowledge Management

Economies ◽  
2021 ◽  
Vol 9 (3) ◽  
pp. 97
Author(s):  
I Ketut Setia Sapta ◽  
I Nengah Sudja ◽  
I Nengah Landra ◽  
Ni Wayan Rustiarini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Leadership Style ◽  
Management Practices ◽  
Sustainability Performance ◽  
Mediating Role ◽  
Sustainable Performance ◽  
The Relationship

Research about sustainable performance and its impact on the organization’s economic, social, and environmental development has attracted the attention of many scholars. However, the research investigating the relationship between sustainable performance from traditional organizations based on local culture is still underdeveloped. This study aimed to examine the relationship among organizational culture and leadership styles with knowledge management and sustainable performance. Moreover, this study investigates knowledge management’s role as a mediating variable in the relationship between organizational culture, leadership style, and sustainable performance. This study adopted a quantitative approach using the purposive sampling method with a questionnaire distributed to 99 respondents in Bali Province, Indonesia. The analysis technique was SEM-PLS. The results revealed that organizational culture and transformational leadership have significant effects on knowledge management. This study also proves that knowledge management mediates the relationship between organizational culture and sustainable performance, as well as the relationship between leadership style and sustainable performance. Theoretically, this study confirms the knowledge-based theory about knowledge management practices and sustainability performance. The present study also highlights the characteristics of organizational culture in traditional organizations and the effectiveness of transformational leadership to achieve sustainable organizational performance. Practically, the results provide insights to aid governments and regulators in continuously implementing knowledge management to achieve sustainable performance.

scholarly journals The Relationship between Physical Education Teachers’ Perceptions of Principals’ Transformational Leadership and Creative Teaching Behavior at Junior and Senior High Schools: A Cross-Level Moderating Effect on Innovative School Climates

2021 ◽  
Vol 13 (15) ◽  
pp. 8184
Author(s):  
Chia-Ming Chang ◽  
Huey-Hong Hsieh ◽  
Yu-Hui Chou ◽  
Hsiu-Chin Huang
Keyword(s):  
Transformational Leadership ◽  
High Schools ◽  
School Climate ◽  
Physical Education ◽  
Positive Impact ◽  
School Level ◽  
Physical Education Teachers ◽  
Teaching Behaviors ◽  
Creative Teaching ◽  
The Relationship

The purpose of this study was to examine the relationship between a principal’s transformational leadership and creative teaching behavior of physical education teachers at junior and senior high schools in Taiwan (at the individual level) and the cross-level effect on creative teaching behaviors of physical education teachers in an innovative school climate (at the school level) and the moderator effect of an innovative school climate on the relationship between a principal’s transformational leadership and creative teaching behaviors of physical education teachers. A total of 800 questionnaires were distributed to physical education teachers at 59 junior and senior high schools and 477 valid surveys were collected for data analysis. Using hierarchical linear modeling, we found that at the individual level, a principal’s transformational leadership has a positive impact on creative teaching behaviors of physical education teachers, and at the school level, an innovative school climate has a positive impact on creative teaching behaviors (at the person level) of physical education teachers. An innovative school climate at the school level has no moderating effects on the relationship between a principal’s transformational leadership and creative teaching behaviors of physical education teachers. This study provides implications and applications for cross-level studies, and builds the foundation for future multilevel research.

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