scholarly journals Leadership Styles and Team Performance

2021 ◽  
Vol 3 (26) ◽  
pp. 74-85
Author(s):  
Dr. Fahad Saad Soliaman Algorabi Alharbi ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Team Performance ◽  
Positive Role ◽  
Future Researcher ◽  
Negative Role

This paper aims to study the relation between transformational leadership, transactional leadership and team performance. The researcher dependent on previous studies to conduct this research. The results refer to that transformational leadership has positive role on team performance however, transactional leadership has positive and negative role on team performance. Leaders have to strengthen the role of transformational leadership to improve and develop the team performance. For future, researcher recommended to conduct studies on transactional leadership and team performance.

scholarly journals THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

scholarly journals Transformational Leadership, Transactional Leadership, and Employee Performance

2021 ◽  
Vol 3 (29) ◽  
pp. 58-69
Author(s):  
Fahad Alharbi ◽  
◽  
Abdoulrahman Aljounaidi ◽  
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Positive Role ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Different Cultures ◽  
The Relationship

This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.

scholarly journals Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture

2021 ◽  
pp. 39-51
Author(s):  
Tsabitah Ramadhanti ◽  
Jugindar Singh Kartar Singh ◽  
Janitha Kularajasingham
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Employee Performance ◽  
Organisational Culture ◽  
Primary Data ◽  
Mediating Role ◽  
The Impact

The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

scholarly journals INNOVATION IN LEADERSHIP AND TEAM PERFORMANCE: EVIDENCE FROM INDONESIA PROPERTY AGENT INDUSTRY

2018 ◽  
pp. 133
Author(s):  
Christianto Prasetyo Purwadita ◽  
Achmad Sudiro ◽  
Mugiono Mugiono ◽  
Idris Idris
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Team Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Team Members ◽  
The Relationship ◽  
Transactional And Transformational Leadership

<p>This research aims to examine the role of innovation in the effects of transactional and transformational leadership on team performance at PropNext Reality Indonesia. The sample consist of 90 team members of PropNext Reality Indonesia. To examine the hypotheses and mediation variable, this research used Partial Least Square (PLS) and sobel test online. This research found that all hypotheses tested were positive and significant except the first hypothesis, transactional leadership has no significant effects on team performance. In addition, it also found that innovation can mediate the relationship between transactional or transformational leadership on team performance. These results confirmed and contradicted to the previous studies conducted.</p>

Psychological identification with job: a leadership-OCB mediator

2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Job Involvement ◽  
Content Type ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Formal Requirements

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

Leadership styles and organisational innovation in Vietnam: does employee creativity matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nhat Tan Nguyen ◽  
Lai Wan Hooi ◽  
Mohan V. Avvari
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Employee Creativity ◽  
Cross Sectional ◽  
Content Type ◽  
Organisational Innovation

PurposeThis paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.Design/methodology/approachA cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.FindingsTransformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.Practical implicationsResults of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.Originality/valueWhile there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

scholarly journals THE IMPACT OF LEADERSHIP STYLES ON R&D TEAM PERFORMANCE AND THE MEDIATING ROLE OF KNOWLEDGE SHARING

2019 ◽  
Vol 7 (2) ◽  
pp. 307-314
Author(s):  
Faridatul Sakinah Othman ◽  
Mohd Shamsuri Md Saad ◽  
Anidah Robani
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Positive Impact ◽  
Survey Method ◽  
Short Period ◽  
The Impact

Purpose: This study aims to examine the impact of leadership styles, specifically on transformational leadership and transactional leadership in R&D team performance of researcher in UniversitiTeknikal Malaysia Melaka (UTeM). Further, this study was to examine the impact of knowledge sharing on R&D team performance as mediating variables. Methodology: The survey method was adopted to carry out the research. A structured Multifactor Leadership Questionnaire (MLQ) was used for data collection. R&D team performance was assessed based on measures of performance. Regression and Correlation statistical techniques were used to analyze the data elicited from one hundred seventy two (172) randomly selected respondents. Main Findings: It was revealed from the study that while transformational leadership style had a positive impact on R&D team performance; transactional leadership style also had a positive impact on R&D team performance. It was also revealed from the study that knowledge sharing have significant and positive relationship with mediate both transformational leadership and transactional leadership on R&D team performance. Implications/Applications: This research shows that R&D teams also can use the full range leadership styles although there are comparisons of uniqueness that exists in the R&D teams with other contexts. This is because leading an R&D team requires the leader to possess certain skills in addition to technical expertise, such as spreading information regarding technical advances, being knowledgeable regarding current professional activities and possessing strategic planning skills in an innovative climate where the team is not permanent or lasts only for a short period of time. This research confirmed that leadership styles led to significant team performance benefits such as an increase achievement of technical objectives, efficiency of resource utilization and other achievements. Novelty/Originality: This study has successfully extended the full leadership literature by conceptualizing how the transformational leadership and transactional leadership styles positively impact the R&D team's performance. Hence, the findings in this study may be beneficial and act as a framework or a limitation for other studies.

scholarly journals Does Leadership Matter in Performance of Social Enterprises in South Korea?

2021 ◽  
Vol 13 (20) ◽  
pp. 11109
Author(s):  
Seokwon Chang ◽  
Mugoan Jeong
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Social Enterprise ◽  
Social Enterprises ◽  
Non Profit ◽  
And Performance ◽  
E Mail

In social enterprises, which are hybrid organizations that create social and economic values, the role of leaders is important to achieve goals. However, prior research on social enterprises overlooked the importance of a leader, and some research that considered leadership was insufficient to concern the characteristics of social enterprises. This study aims to find whether there is no problem in applying the leadership emphasized in a profit-firm to a non-profit-firm such as a social enterprise, since social enterprises pursue economic and social objectives simultaneously. To do so, we examined the effects of four leadership styles (transactional leadership, transformational leadership, servant leadership, and entrepreneurship) used mainly in commercial enterprises on the performance of social enterprises. In review of prior studies, it was assumed that transactional leadership would not have a significant effect on performance, and the other three kinds of leadership were hypothesized to have a positive effect on performance. Additionally, to clarify the relationship between leadership and performance of social enterprises, leader trust and calling were considered as mediators. Using the list of Korea Social Enterprise Promotion Agency, questionnaires were distributed via e-mail to employees of 318 social enterprises located in Seoul, and 251 copies were collected and analyzed. The results of this study show that transactional leadership only affects economic performance and does not show significance with the rest of the variables as was expected. Transformational leadership had positive relationships with variables considered as performances of social enterprises, and the mediating effects of leader trust and calling were also verified. Entrepreneurship was positively related to three performances of social enterprises, but servant leadership had a positive relationship with organizational commitment. This study contributes to highlighting the need for research to find appropriate leadership styles that focus on the characteristics of social enterprises.

Leadership and innovative work behaviour within Ghanaian metropolitan assemblies: mediating role of resource supply

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Baafi ◽  
Abraham Ansong ◽  
Kennedy Etse Dogbey ◽  
Nicodemus Osei Owusu
Keyword(s):  
Transformational Leadership ◽  
Local Government ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Public Servants ◽  
Content Type ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Innovative Work Behaviour

PurposeThis study explores the role of transformational leadership, transactional leadership and resource supply in enhancing innovative work behaviour using the mediation model.Design/methodology/approachSurvey data was gathered from 314 local government staff from the six metropolitan assemblies in Ghana. Structural equation modelling was used for the analysis.FindingsThe results suggest that transformational and transactional leadership behaviours provided an impetus for innovative behaviours. Also, resource supply was found to mediate the relationship between transformational leadership behaviours and innovative work behaviour.Practical implicationsPublic managers can improve the innovative behaviour of public servants by providing resources for innovation, setting up proper reward structures, communicating vision clearly and clarifying performance expectations.Originality/valueThis is the first study to investigate innovative work behaviour within the Ghanaian local government sector and the context of a developing country in Africa. The study extends the literature on innovative work behaviour by exploring the role of leadership and resource supply.

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