Transformational Leadership and Work Engagement in the Automotive Retail Industry: A Study of South Africa

Real leadership is needed in the automotive industry’s competitive environment to guide subordinates so that they share goals, attitudes, values, and work towards the achievement of organisational strategies. Macroenvironmental changes such as the slowdown in the South African economy, labour unrest, high unemployment levels, a weakening currency, and new vehicle price increases have had a detrimental effect on automotive retailers and can be blamed partially for dealers struggling to reach targets in recent years. This perpetually fluctuating external environment promotes corresponding internal automotive dealership changes and strategies. This might mean changes to intangible resources like dealership processes, policies, procedures, or physical resources like people, demographics, materials and products. In both cases, strong leadership is required. The primary aim of this exploratory study was to determine whether sales managers exhibited a predominately transactional or transformational leadership style, and to understand current levels of work engagement of sales executives in motor dealerships’ new and used vehicle sales departments. A secondary aim was to examine the correlation between the prevailing leadership style (either transactional or transformational) of sales managers and the level of work engagement of sales executives. The research method included a formal quantitative, cross-sectional survey. Data was collected using questionnaires developed by international researchers in the field of transformational and transactional leadership and work engagement. The main findings of this research will contribute to current literature and knowledge relating to work engagement and its interdependence with transformational and transactional leadership.

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

Journal of Economics and Business ◽

10.31014/aior.1992.04.01.336 ◽

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.

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

10.31219/osf.io/djkqz ◽

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

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Influence of Age and Experience on Leadership Styles

Asian Journal of Managerial Science ◽

10.51983/ajms-2019.8.1.1448 ◽

2019 ◽

Vol 8 (1) ◽

pp. 48-52

Author(s):

Asima Mushtaq ◽

Ishtiaq Hussain Qureshi ◽

Aakifa Javaid

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Significant Influence ◽

Transformational And Transactional Leadership ◽

Transformational Leadership Style

The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and experience transformational leadership style is exhibited more by the managers.

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THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP AND TRANSACTIONAL LEADERSHIP STYLE ON EMPLOYEE PERFORMANCE WITH JOB SATISFACTION AS INTERVENING VARIABLES IN BANK "XXX"

JKMP (Jurnal Kebijakan dan Manajemen Publik) ◽

10.21070/jkmp.v8i2.1149 ◽

2020 ◽

Vol 8 (2) ◽

pp. 44-51

Author(s):

Mashudi Mashudi ◽

Luluk Fauziah ◽

Tika Kapita Fachrista

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Employee Performance ◽

Simple Random Sampling ◽

Employee Job Satisfaction ◽

Transformational And Transactional Leadership ◽

Transactional Leadership Style ◽

Transformational Leadership Style

Departing from the phenomenon in the form of employee performance and job satisfaction is still low, even though transformational and transactional leadership have been running as it should be, this study aims to determine the effect of transformational leadership style and transactional leadership style on employee performance with job satisfaction as an intervening variable in the Bank "XXX ". This study uses a quantitative approach with explanatory and survey research formats. Data collection used a questionnaire to 126 respondents which were determined by simple random sampling. The data were processed using path analysis techniques assisted by the International Business Machine (IBM) Predictive Analytic Software (PASW) version 22 software. The results of this study are transformational and transactional leadership styles have a significant effect on job satisfaction and employee performance. Job satisfaction has a significant effect on employee performance. Transformational leadership style has a significant effect on employee performance through employee job satisfaction. Transactional leadership style has a significant effect on employee performance through employee job satisfaction.

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The interaction effect of transactional-transformational leadership on employee commitment in a developing country

Management Research Review ◽

10.1108/mrr-03-2020-0153 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Albert Puni ◽

Sam Kris Hilton ◽

Benedicta Quao

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Interaction Effect ◽

Employee Commitment ◽

Cross Sectional ◽

Content Type ◽

Work Related ◽

Transformational Leadership Style

Purpose While substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional-transformational leadership on work-related behaviour has been rarely investigated in a developing context. Thus, this study aims to examine the interaction effect of transactional-transformational leadership on employee commitment in Ghana. Design/methodology/approach The study used descriptive and cross-sectional survey designs. Cross-sectional data was obtained from 360 employees in the aviation industry of Ghana and analyzed using descriptive statistics, correlation and hierarchical regression techniques. Findings Transactional leadership style has a significant positive effect on employee commitment. However, when transformational leadership was added on transactional leadership base, there was no augmentation effect of transformational leadership style in predicting employee commitment. The results further indicate that there was a negative interaction effect of transactional and transformational leadership styles on employee commitment. Practical implications The findings imply that organizational leaders can improve employee commitment by purely resorting to transactional leadership behaviours. Leaders can also enhance employee commitment by augmenting transactional leadership behaviours on transformational leadership, as the reverse has no augmentation effect. Originality/value This study considerably complements existing leadership literature by establishing how a transformational leadership style can augment and/or interact with transaction leadership style to influence employee commitment in a developing country.

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Gaya kepemimpinan transformasional dan transaksional terhadap prestasi kerja pegawai pada dinas pertanian kabupaten buru selatan

Jurnal Komunikasi Profesional ◽

10.25139/jkp.v3i2.2004 ◽

2019 ◽

Vol 3 (2) ◽

Author(s):

M Arsad Rahawarin

Keyword(s):

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Work Performance ◽

Employee Performance ◽

Performance Variables ◽

Idealized Influence ◽

Transformational And Transactional Leadership ◽

Transactional Leadership Style ◽

Transformational Leadership Style

This study aims to determine and analyze (1) the significance of the influence of transformational and transactional leadership styles on employee work performance and (2) the most dominant variable influencing employee performance. This research was conducted at the Office of Agriculture in South Buru Regency. The population of this study consisted of all Civil Servants (PNS) at the South Buru District Agricultural Service, namely 135 people. Sampling using the exhausting sampling method or saturated sampling. Data were analyzed by multiple linear regression. The results showed that (1) the leadership style was more dominant in the transformational leadership style, where the most influential indicator was the indicator of the idealized influence dimension, namely the leadership prioritizing the needs of subordinates, (2) based on the calculation of the average of all indicators on work performance variables, indicating a tendency positive which shows that all employees always strive to improve performance in a better direction, (3) the variable transformational leadership style and transactional leadership style have a significant influence on employee performance, (4) transformational leadership style is the most dominant variable influencing achievement employee work. Keywords: transformational leadership; transaction leadership; employee work performance

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Pengaruh Persepsi Milenials tentang Gaya Kepemimpinan yang dialami di Tempat Kerja terhadap Etika Kerja Pegawai

Jurnal Mandiri ◽

10.33753/mandiri.v4i2.138 ◽

2020 ◽

Vol 4 (2) ◽

pp. 139-149

Author(s):

Nurdinni Tilova ◽

Vidya Amalia Rismanti

Keyword(s):

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Random Sampling ◽

City Government ◽

Work Ethics ◽

Transformational And Transactional Leadership ◽

Transactional Leadership Style ◽

Transformational Leadership Style ◽

Cluster Random Sampling

The purposes of this reserch are gathered millennial generation perspectives to examine the general work ethics of millennial generation in the City Government of Bogor, West Java and expand to explore the relationship between their perceptions about their leaders and their work ethic. The leadership style in this research are transformational and transactional leadership style. This study used a sample of millennial employees of the Bogor City Government who are in three offices, namely the Youth and Sports Department, the Health Service Department, and the Population and Family Control Department. This study uses a sample of millennial employees of the Bogor City Government. The method of sample selection that used in the research is Cluster Random Sampling methods with the number of respondents are 110 emploees. The type of data used are primary data is questionnaire and secondary data are a company profile and study library, data analysis used is a multiple linear regression analysis which is preceded by a data quality test consisting of tests of validity, reliability, and normality. Research results confirm that (1) Transformational leadership style partially has a positive and significant effect on work ethics. (2) Transactional leadership style partially has a positive and significant effect on work ethics. (3) The transformational leadership style and transactional leadership style simultaneously have a positive and significant effect on work ethics. The application of transformational and transactional leadership values has a direct effect on the work ethic of millennial employees. The conclution of this reserch that the implication is which the values contained in transformational and transactional leadership are proven to be able to improve employee work ethics. Abstrak Tujuan dari penelitian ini adalah mengumpulkan perspektif generasi milenial untuk mengkaji etika kerja umum generasi milenial di Pemerintah Kota Bogor - Jawa Barat dan memperluas hubungan antara persepsi mereka tentang pemimpin dan etika kerja mereka. Gaya kepemimpinan dalam penelitian ini adalah gaya kepemimpinan Transformasional dan Transaksional. Penelitian ini menggunakan sampel pegawai milenial Pemerintah Kota Bogor yang berada di tiga kantor yaitu Dinas Pemuda dan Olahraga, Dinas Kesehatan, dan Dinas Kependudukan dan Pengendalian Keluarga. Penelitian ini menggunakan sampel pegawai milenial Pemerintah Kota Bogor. Metode pemilihan sampel yang digunakan dalam penelitian ini adalah metode Cluster Random Sampling dengan jumlah responden 110 karyawan. Jenis data yang digunakan adalah data primer berupa angket dan data sekunder berupa company profile dan studi pustaka, analisis data yang digunakan adalah analisis regresi linier berganda yang diawali dengan uji kualitas data yang terdiri dari uji validitas, reliabilitas dan normalitas. Hasil penelitian menegaskan bahwa (1). Gaya Kepemimpinan Transformasional secara parsial berpengaruh positif dan signifikan terhadap Etika Kerja sebesar; (2). Gaya Kepemimpinan Transaksional secara parsial berpengaruh positif dan signifikan terhadap Etika Kerja sebersar; (3) Gaya Kepemimpinan Transformasional dan Gaya Kepemimpinan Transaksional secara simultan berpengaruh positif dan signifikan terhadap Etika Kerja. Penerapan nilai-nilai kepemimpinan transformasional dan transaksional berpengaruh langsung terhadap Etika kerja karyawan milenial. Implikasinya adalah nilai-nilai yang terkandung di dalam kepemimpinan transformasional dan transaksional terbukti mampu untuk meningkatkan Etika kerja karyawan. Kata Kunci : Persepsi Pegawai Milenial, Gaya Kepemimpinan, Etika Kerja

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PERAN GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KETERIKATAN KERJA (STUDI PADA KARYAWAN UNIVERSITAS X)

Psibernetika ◽

10.30813/psibernetika.v9i1.476 ◽

2017 ◽

Vol 9 (1) ◽

Author(s):

Garvin Garvin ◽

Willy Budiman Winata

Keyword(s):

Transformational Leadership ◽

Regression Analysis ◽

Transactional Leadership ◽

Leadership Style ◽

Significant Role ◽

Work Engagement ◽

Mental State ◽

Sampling Technique ◽

Transformational And Transactional Leadership

The purpose of the study is to examine the role of transformational and transactional leadership to the employees' work engagement. Transformational leadership is defined as a leadership style that involves interaction between the leader and follower, and mutually enhance each other into higher degree of morality and motivation. Transactional leadership is defined as leadership style that occurs when the leader gives reward or discipline to the followers. Work engagement is defined as positive mental state, selffulfillment, and related to work that is characterized with vigor, dedication, and absorption. The research involves 105 employees that work in "X" University in Western Jakarta, using convenient sampling technique. Regression analysis showed that perceived transformational and transactional leadership both gives significant role to the work engagement. Keywords: transformational leadership, transactional leadership, work engagement, employee

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ANALISIS PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN KEPEMIMPINAN TRANSAKSIONAL TERHADAP KEPUASAN KERJA KARYAWAN

Widya Cipta - Jurnal Sekretari dan Manajemen ◽

10.31294/widyacipta.v3i1.5243 ◽

2019 ◽

Vol 3 (1) ◽

pp. 171-178

Author(s):

Faizal Roni

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Total Sample ◽

Simultaneous Test ◽

Transformational And Transactional Leadership ◽

Transactional Leadership Style ◽

Transformational Leadership Style ◽

Descriptive Statistical Analysis

The Goal of this study are to assess, analyze, and appointment of empirically the effects of Transformational Leadership and Transactional Leadership on Employee satifaction Yayasan Khazanah Kebajikan in south Tangerang City. This study uses data from the Associative Primary Questioner. The sample size is determined by the formula “Slovin the total sample are 130 respondents of 200 employees. The Technical of analysis is a descriptive statistical analysis. This study examined the leadership style with two variabels as Independent variabel to the satisfaction of working with one variable as Dependent Variabel, that is : Transformational Leadership (X1) and Transactional leadeship (X2) as Independent Variabel , job satisfaction (Y) as the Dependent Variabel. These three variable were tested by partial dan simultaneously, immediate effect Partial assay results are as follows : The effect of Transformational Leadership style on job satisfaction isvariables have positive and significant effect, The effect of Transactional Leadership style on job satisfaction is variables have positive and significant effect, and simultaneous test are as follows : The effect of Transformational and Transactional Leadership style on job satisfaction is variables have positive and significant effect.

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Pengaruh Kepemimpinan Transformasional dan Transaksional terhadap Kinerja Karyawan dengan Komitmen Organisasi sebagai "Intervening Variable"

Jurnal Maksipreneur Manajemen Koperasi dan Entrepreneurship ◽

10.30588/jmp.v3i2.158 ◽

2014 ◽

Vol 3 (2) ◽

pp. 117

Author(s):

Siti Noor Hidayati

Keyword(s):

Transformational Leadership ◽

Organizational Commitment ◽

Transactional Leadership ◽

Leadership Style ◽

Transformational And Transactional Leadership ◽

Transactional Leadership Style ◽

Transformational Leadership Style

Organizational commitment plays a role in determning the employee’s performance. Such a commitment is affected by transformational and transactional style of a leadership. Effects of transformational and transactional style of a leadership toward the employee’s performance are to be determined, with organizational commitment as the intervening variable. Research on 70 employees of CV. CGY showed that the transformational and transactional leadership style, partially and wholly, affect the organizational commitment positively and significantly. The effect of the transformational leadership style is more dominant than the transactional style.

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