scholarly journals Required Leadership Traits for an Organizational Success

2019 ◽  
Vol 9 (3) ◽  
Author(s):  
Neeraj Kumari ◽  
Devi Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Significant Relationship ◽  
Employee Satisfaction ◽  
Work Place ◽  
Leadership Traits ◽  
Survey Questionnaire ◽  
Managerial Leadership ◽  
Executive Level

‘Managerial Leadership’ takes an Organization to greater heights, towards the achievement of vision and mission of the Organization. The study aims to assess the perception of the employees about leadership effectiveness in relation to the employee’s satisfaction at BHEL. The study also identifies areas of strengths and need for the improvements in different aspects of leadership which may help in improving the satisfaction level of the employees and hence, better performance at the work place. The LSQ (Leadership Survey Questionnaire) has been used to identify Leadership styles in the organization. The LSQ was sent to the different executives at both the sites and at the Head quarter. The study was conducted at the executive level (E1-E8) at 35 sites. The study concluded that a statistical significant relationship exists between transformational leadership and some factors of employee satisfaction. It found that a statistically significant relationship exists between leadership style and employee satisfaction levels in BHEL.

scholarly journals The Effect of Leadership Style on Employee Job Satisfaction

2019 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Muhammad Ahsanullah Khan ◽  
Usman Waraich
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Positive Result ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Employee Job Satisfaction ◽  
Transformational Leadership Style ◽  
Positive Effect

This paper aims to determine the effect of leadership styles on employee job satisfaction. The survey was conducted by administering questionnaires to 400 respondents from different organizations within Pakistan. Transformational leadership style was seen to have a positive effect on various facets of employee job satisfaction. Transactional leadership also turns out to be perceived as having a positive effect on different facets of employee job satisfaction, and so does empowering managerial leadership. It was found that leaders and managers combine the various leadership styles identified in the research paper in proportions that produce a positive result when administering their leadership duties. The proportions at which these leadership styles are combined depend upon the nature of the situation they encounter in the workplace.

scholarly journals Teori dan Implementasi Gaya Kepemimpinan Kepala Sekolah

2017 ◽  
Vol 4 (2) ◽  
pp. 213 ◽  
Author(s):  
Nasib Tua Lumban Gaol
Keyword(s):  
Transformational Leadership ◽  
Instructional Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Positive Leadership ◽  
Low Ability

<p>Indonesia faces many problems in education. The main problem is raised from the low ability of the headmaster to manage the school. This is related to leadership style. This study aims to explore leadership styles in the field of education and discusses how headmasters should apply leadership styles in schools. Some appropriate leadership styles are applied by the headmaster consisting of (1) managerial leadership, (2) transformational leadership, (3) transactional leadership, (4) instructional leadership and (5) positive leadership. Therefore, the headmaster not only applies a leadership style while managing the school but must be able to combine and contextualize leadership styles based on the need to obtain school goals.</p>

Kepimpinan Transaksi/ Transformasi dan Ciri Kerja Profesional Teknologi Maklumat Sektor Awam Malaysia

2012 ◽  
Author(s):  
Wan Faridah Akmal Wan Ismail ◽  
Noor Azmi Mohamad ◽  
Ishak Mad Shah
Keyword(s):  
Information Technology ◽  
Transformational Leadership ◽  
Public Sector ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Relationship ◽  
Job Characteristics ◽  
Charismatic Leadership ◽  
Technology Managers ◽  
Task Variety

Kajian ini mengkaji hubungan gaya kepimpinan dan ciri kerja di Unit/Bahagian Perkhidmatan Maklumat sektor awam Malaysia. Seramai 31 orang pengurus Teknologi Maklumat sektor awam telah bekerjasama memberikan maklumat untuk kajian ini. Kepimpinan transaksi menunjukkan lebih banyak memberi pengiktirafan dan pujian kepada kakitangan profesional tetapi rendah dalam pemberian ganjaran. Kepimpinan transformasi menunjukkan gaya karismatik tinggi berbanding komponen lain dalam gaya kepimpinan transformasi. Ciri kerja menunjukkan tahap tinggi dalam kepentingan tugas dan keperluan bekerjasama dalam menjalankan tugas tetapi dengan tahap rendah dalam autonomi tugas. Kajian ini mendapati tiada hubungan bererti antara gaya kepimpinan dengan ciri kerja, tetapi wujud hubungan bererti antara kepimpinan transaksi dengan ciri kerja identiti tugas, maklum balas dari kerja, dan ciri kerja keseluruhan manakala kepimpinan transformasi pula hanya menunjukkan hubungan bererti dengan ciri kerja kepelbagaian kemahiran, dan tidak bererti kepada ciri kerja keseluruhan. Kata kunci: gaya kepimpinan; ciri kerja; teknologi maklumat; sektor awam This research investigates the relationship of leadership and job characteristics in the Information Technology centers of the Malaysian public sector departments. 31 Information Technology managers of the public sector departments participated in the study. Transactional leadership emphasizes recognition and recommendations to their professionals but was low in giving rewards. Transformational leadership showed a high charismatic leadership compared to the other components of transformational leadership. Job characteristics showed high job significant and dealing with others but were low in job autonomy. The study found that there is no significant relationship between leadership style and job characteristics, but there exists a significant relationship between transactional leadership and job identity, feedback from job, and with job characteristics itself; whilst transformational leadership showed a significant relatinship with task variety but not significant with job characteristics. Key words: leadership style; job characteristics; information technology; public sector departments

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

2019 ◽  
pp. 219-240
Author(s):  
Yuen Fook Chan ◽  
Nusrah Ahmad Mukhtar ◽  
Norsidah Mohammed Noordin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Secondary School ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
School Teachers ◽  
Transformational Leadership Style ◽  
Teachers Attitudes ◽  
High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

Predictive Model of the Influence of Leadership Styles on Attitudes Towards Organizational Change Among Secondary School Teachers in Selangor

2021 ◽  
pp. 130-151
Author(s):  
Yuen Fook Chan ◽  
Nusrah Ahmad Mukhtar ◽  
Norsidah Mohammed Noordin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Secondary School ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
School Teachers ◽  
Transformational Leadership Style ◽  
Teachers Attitudes ◽  
High Level

The chapter aimed to examine the relationship of leadership styles and attitude towards organizational change among 360 secondary school teachers in Selangor. Statistical analysis techniques, namely, mean and standard deviation, Pearson product moment correlation, and multiple regression analysis, were used. Findings indicated that although teachers perceived the leadership styles of their principals were only at the moderate level, teachers showed a high level of positive attitude towards organizational change. There were positive relationships between principals' leadership styles and teachers' attitudes towards organizational change. The results also revealed that 11.8% of the variance of attitude towards organizational change is explained by transformational leadership style. Hence, transformational leadership style has an influence on the teachers' attitudes towards organizational change. The practical implications of these findings were discussed to provide insights for the improvement on leadership practices towards organizational change in the secondary schools in Malaysia.

scholarly journals Measuring Transformational Leadership in Establishing Nursing Care Excellence

Healthcare ◽  
2019 ◽  
Vol 7 (4) ◽  
pp. 132 ◽  
Author(s):  
Sarah E. Moon ◽  
Pieter J. Van Dam ◽  
Alex Kitsos
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nursing Care ◽  
Statistical Significance ◽  
Empirical Studies ◽  
Healthcare Organizations ◽  
Wide Range ◽  
Passive Avoidant ◽  
Health Organization

Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified differences in reported leadership styles among NMs, providing a unique organizational insight into developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this study to identify a dominant leadership style and customize strategies to improve TL.

Leadership Style Toward Competitive Advantage Of Business Education

2014 ◽  
Vol 1 (1) ◽  
pp. 47-50
Author(s):  
Rovila El Maghviroh
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Business Education ◽  
Education Institution ◽  
Administrative Staff ◽  
Transactional And Transformational Leadership

AbstractLeadership style used in a higher education institution affects the competence-based performance of the lecturers and the administrative staff. In turn, their performance will affect the institution performance. So, leadership style influences the institution toward strengthening its strategy to sustain. This study examined the transactional and transformational leadership styles toward the lecturers and the administrative staff of STIE Perbanas Surabaya. Transformational leadership was measured using ideal, inspirational, and intellectual stimuli; while transactional leadership was measured using exceptional management and contingency reward. The indicators used to measure the lecturers' performance were on teaching, module, research, civil services, IT, English; while for administrative staff were integrity, service, professionalism, learning, adaptation, documenting, English. The survey involved 32 lecturers and 31 administrative staff. The data was collected using questionnaire and was statistically analyzed using multiple regressions. The result was that transformational leadership significantly influenced both the lecturers and the administrative staff, while transactional leadership did not affect both the lecturers and the administrative staff. The implication was that the top management can set strategies of putting motivation of all organization members in the frame of improving their competence thus this will help the institution grow and sustain.

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